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Home My WebLink About20174207PUBLIC WORKS Revenue Changes $40,000,000 $35,000,000 $30,000,000 $25,000,000 $20,000,000 $15,000,000 $10,000,000 $5,000,000 i fee '` e5 a Jye ej`\ Qet� `G eye �a�e �a fie+ 5 ,so. `;`-/b. 5`m�e zo ei ia oa° e e 0 lea e 2018 Revenue Total $109,173,797 (2017 $100,452,590) Severance Tax $2,000,000 2% Fund Balance $38,000,000 35% Other Taxes $11,400,000 10°/ Licenses/Perm its $500,000 0% Federal/State $16,408,000 15% Property Taxes $16,500,000 15% Miscellaneous $13,715,797 13% Highway Users Fee $10,650,000 10% 293 PUBLIC WORKS 2018 EXPENDITURES Total $82,808,926 (2017 $81,400,232) $50,000,000 $45,000,000 $40,000,000 $35,000,000 $30,000,000 $25,000,000 $20,000,000 $15,000,000 $10,000,000 $5,000,000 $0 Pavement Mangement $8,287,388 10% Municipalities $2,930,462 4% Public Works $46,411,435 56% Bridge Construction $5,897,604 7% Gravel Road Management $7,409,377 9% Maintenance Support $1,976,504 2% Trucking $5,314,305 6% Mining $3,395,515 4% Adminstration $1,186,336 2% v r rf- J> O2017 O2018 00 m CO O) O 6) LC) uj 00 N M (N O CO N 'Cr N- M c- 0 � EH t'9' _ l7) to O o 6o co t» N to f- EH - N d' s - O N M O V M Ln Lof� O O M co- tco o M M m hi Public Wor s Pavemen Municipalities Bridge Grave Road Maintenance Mangeme t Construction Manageme t Support Tru king Mining Adminstration 294 SEVEN YEAR TREND Public Works $120 $100 $80 co z 0 $60 J_ E $40 $20 $0 2012 2013 2014 2015 2016 2017 2018 295 PUBLIC WORKS FUND SUMMARY The Public Works Fund records all costs related to Weld County road and bridge construction and maintenance. This fund is also utilized for allocation of monies to cities and towns for use in their road and street activities. The resources for 2018 total $109,173,797, which includes a fund balance of $38,000,000, in addition to the revenue shown in the budget. Property tax is set at $16,500,000 same as 2017. Specific ownership tax is estimated to be $11,400,000, up $1,800,000 from 2017, as vehicle sales recover. Total HUTF will be $10,650,000, up $150,000 from 2017. Permit revenues are budgeted at $500,000. Motor vehicle registration fees are $340,000, and grazing fees are $1,150,000 due to energy development in the Pawnee Grasslands. Oil and gas revenues are $9,500,000. The lease/purchase payment from the Hoekstra Pit is $215,797. Federal mineral lease revenues are $1,000,000 due to the creation of the Weld County Federal Mineral Lease District. The federal mineral lease revenue will flow through the new district and then Public Works will apply to the district for the funding of projects. In 2018, the district is funding $1,000,000 in oil and gas haul route projects. PILT is budgeted at $40,000 with the Federal Mineral Leasing District funding change. Other revenues from project reimbursements total $17,878,000, which are up $4,125,410. Transportation impact fees are budgeted at $2,000,000, and Solid Waste funds of $1,850,000 for roads impacted by landfills. There are Energy Impact Assistance grants of $3,600,000 with $3,000,000 for the Tier 2 projects and $600,000 for three Tier 1 projects. There is one state grant to finish Bridge 44/33A for $600,000. There are two flood project grants for Bridge 87/42.5A ($1,000,000), and Bridge 53/58A ($7,540,000). There is NFRMPO funding of $888,000, and UFRMPO funding of $400,000. Severance tax is budgeted at $2,000,000. In accordance with the policy adopted by the Board of County Commissioners in 2010, the severance tax revenue is budgeted at a five-year leveling average due to the fluctuations of the revenue created by the price and production levels of oil and gas commodities. The budgeted appropriations for Public Works in 2018 total $82,808,926 up $1,408,694 primarily due the construction of the CR53/58A Bridge with a FHWA flood grant. Municipal share back is funded at $2,930,462. 2018 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 $407,272. Other Public Works budget unit is budgeted at $46,411,435 based on the Capital Improvement Plan (CIP). Personnel Services are up $47,703 for cost of living for 47 seasonal employees. Purchased Services decreased $1,081,159 primarily for the construction of the Weld Parkway (WCR 49). There is $21,164,225 budgeted for the CR 49/47 project. $2,965,000 for the CR105/CR390 project to be done with county crews. $3,000,000 is budgeted for the Haul Route Program (HARP). For flood related projects there is $11,155,000 (FHWA) for Bridge 53/58A, and $1,890,000 (FEMA) for Bridge 87/42.5A. Other contract payments are for seeding ($50,000), low volume roads ($3,075,000), BMP projects ($100,000), and bridge rehabilitation ($275,000). Fixed Charges total $650,900 for rights -of -way funded at $50,000, and $600,900 for a CDOT project for Bridge 44/33A. Pavement Management is funded at an increased level of $960,690 primarily due to increased funding for the 5.5 miles of overlay on CR 18 with Solid Waste funds. Asphalt is funded at the same level as last year at $3,100,000. The Trucking budget is up only $3,690. Mining operations are up $796,190 for contract crushing at the Peters Pit. Gravel Road Management operations are up $56,550 primarily due to dust palliative material costs. Bridge Construction is down $205,006 primarily due to reduced material costs. Other operating budgets for road and bridge maintenance are funded at near the 2017 funding level. With some operational economies to 296 offset some of the inflationary costs the current service level should be able to be maintained with the funding recommended. While the growth in the County's assessed value and economic stimulus of the energy industry in Weld County has been positive, the downside is the County has had to add significant resources to the Public Works budget over the last four to five years to accommodate heavy hauling traffic, address safety issues, and improve roads impacted by the oil and gas industry's heavy hauling on county roads due to new exploration. A five-year Public Works Capital Improvement Plan will continue to be updated annually and will ensure a fair and reasonable determination of project priorities in accordance with the County's overall transportation needs, especially in dealing with the impact of energy development in the County. As oil and gas prices and production stabilize, looking forward to 2018 and beyond, the amount spent on capital projects should also be stable. A significant long-term project has been the capital improvements to the CR 49/47 Corridor, south from Highway 34 to 1-76, and north from CR 60.5 (SH 263) to SH 392 over the period of time of 2016-2018 requiring $45 million to fund the road improvements in 2016, $29.4 million in 2017, and $21,164,225 million in 2018. To accomplish the project, added property tax resources have been included in the Public Works Fund for the same three years. On May 20, 2014, the Board approved the design/build option for the CR 47/49 Corridor at a total cost of $160 million. The first section of the project from Highway 34 to CR 60.5 was completed in October 2016. A design/build contract for the section from SH 34 to 1-76 was awarded in August 2015, with construction to be completed in November, 2017. The final stage of the project from CR 60.5 to SH 392 will be completed in 2018. Savings have been realized by doing a design/build. The schedule is as follows: CIP 2014 2015 2016 2019 CR 49 South US 34 to 1-76 (20 miles) Design/ROW Design/ROW Construction Construction Optional Bid CR 47 North CR 60.5 - SH 392 (3.5 miles) Design/ROW Construction Construction The project has been able to be funded within the resources of the Public Works Fund over the period of 2013-2018. The property tax for the Public Works Fund has been increased $10,000,000 the last five years from $6.5 million in 2013 to $16.5 million in 2014-2018. No debt has been incurred, nor have funds had to be advanced from other county funds to accomplish this project. The 2018 Public Works Capital Improvements Plan is available on the County web site at http://www.co.weld.co.us/departments/public works/index.html. 297 CONCERNING LOCAL ACCOUNTABILITY FOR MONEY USED FOR HIGHWAY PURPOSES In accordance with Section 29-1-110, C.R.S., 1973, at a public hearing on the budget, Weld County must discuss the proposed use of its allocation of highway users tax fund monies and the County Public Works Fund and provide an opportunity for any elector to be heard on the expenditure of such monies for the current year and for the fiscal year governed by the proposed budget. The proposed use of the 2018 allocation of highway user tax fund monies and county road and bridge fund are as follows: Gravel Road Management Maintenance Support Trucking $ 7,409,377 1,976,504 1,264,119 TOTAL $ 10,650,000 298 CONSTRUCTION BIDDING FOR S TA TE-FUNDED LOCAL PROJECTS In accordance with Sections 29-1-701 through 707, C.R.S., as amended, cities or counties of 30,000 persons or more are required to bid projects of over $150,000. Local governments are required to bid competitively among private contractors for projects using Highway Users Tax Fund money (state funded projects), and are prohibited from dividing projects into two or more projects to evade provisions of the act. "State -funded public project" means any construction, alteration, repair, demolition, or improvement by any agency of local government of any land, structure, facility, road, highway, bridge, or other public improvement suitable for and intended for use in the promotion of the public health, welfare, or safety and any defined maintenance project which is funded in whole, or in part, from the highway users tax fund and which may be reasonably expected to exceed $150,000 in the aggregate for any fiscal year. "Defined maintenance project" means any project that involves a significant reconstruction, alteration, or improvement of any existing road, highway, bridge, structure, facility, or other public improvement, including, but not limited to, repairing or seal coating of roads or highways or major internal or external reconstruction or alteration of existing structures. "Defined maintenance project" does not include routine maintenance activities such as snow removal, minor surface repair of roads or highways, cleaning of ditches, regrading of unsurfaced roads, repainting, replacement of floor coverings, or minor reconstruction or alteration of existing structures. Based upon the above definitions, Weld County's Public Works 2018 budget would be allocated as follows by the above categories: Bridge Construction Gravel Road Management Maintenance Support Trucking Mining Administration Pavement Management Municipalities Public Works: Haul Route Program (HARP) Part-time Contract TOTAL TOTAL $ 5,897,604 7,409,377 1,976,504 5,314,305 3,395,515 1,186,336 8,287,388 2,930,462 3,000,000 1,637,820 41,773,615 $82,808,926 HUTF STATE $ 0 7,409,377 1,976,504 1,264,119 0 0 0 0 LOCAL/OTHER $ 5,897,604 0 0 4,050,186 3,395,515 1,186,336 8,287,388 2,930,462 0 3,000,000 0 1,637,820 0 41,773,615 $ 10,650,000 $72,158,926 Based upon the above allocation, Weld County is not required to competitively bid any service. However, it is anticipated that Weld County will bid out $3,100,000 in asphalt purchases and contracts for overlays and reconstruction, and chip and seal of $2,200,000, for a total of $5,300,000 in bid projects for 2018. A major portion of the $41,773,615 may also be contracted, which raises the potential bid project amount to $47,073,615. Maintenance of effort requirement was eliminated by the 1994 State Legislature, effective with the 1995 budget; therefore, it is not demonstrated in this budget document. 299 PUBLIC WORKS SUMMARY OF REVENUES 2018 Fund Ora Acct Account Title 2017 2018 2018 2018 Budget Request Recommend Final TAXES 2000 90100 4112 CURRENT PROPERTY TAXES 2000 90100 4130 SPECIFIC OWNERSHIP TAXES 2000 90100 4140 SEVERANCE TAXES TOTAL TAXES PERMITS 2000 90100 4221 PERMITS INTERGOVERNMENTAL 2000 90100 4316 GRAZING ACT 2000 90100 4318 PAYMENT IN LIEU OF TAXES 2000 90100 4334 HIGHWAY USER 2000 90100 4338 MOTOR VEHICLE REG 2000 90100 4340 GRANTS TOTAL INTERGOVERNMENTAL MISCELLANEOUS 2000 90100 4640 OIL AND GAS 2000 90100 4680 OTHER TOTAL MISCELLANEOUS TOTAL PUBLIC WORKS 16,500,000 16,500,000 16,500,000 16,500,000 9,600,000 11,400,000 11,400,000 11,400,000 2,000,000 2,000,000 2,000,000 2,000,000 28,100,000 29,900,000 29,900,000 29,900,000 500,000 500,000 500,000 500,000 1,120, 000 1,150, 000 1,150, 000 1,150, 000 40,000 40,000 40,000 40,000 10,500,000 10,500,000 10,500,000 10,650,000 340,000 340,000 340,000 340,000 11,002,590 14, 878, 000 14,878,000 14,878,000 23,002,590 26,908,000 26,908,000 27,058,000 9,500,000 9,500,000 9,500,000 9,500,000 3,750,000 4,215,797 4,215,797 4,215,797 13, 250, 000 13, 715, 797 13, 715, 797 13, 715, 797 64,852,590 71,023,797 71,023,797 71,173,797 300 PUBLIC WORKS SUMMARY OF EXPENDITURES 2018 Fund Org Expenditure Function 2000 30100 ADMINISTRATION 2000 32100 TRUCKING 2000 32200 GRAVEL ROAD MANAGEMENT 2000 32300 ROAD AND BRIDGE CONSTRUCTION 2000 32400 MAINTENANCE SUPPORT 2000 32500 OTHER PUBLIC WORKS 2000 32600 MINING 2000 32700 PAVEMENT MANAGEMENT 2000 56200 CITIES AND TOWNS 2000 99999 SALARY CONTINGENCY TOTAL PUBLIC WORKS 2017 2018 2018 Budget Request Recommend 2018 Final 1,021, 945 1,152, 752 1,152, 752 1,186, 336 5,209,749 5,213,439 5,213,439 5,314,305 7,251,143 7,307,693 7,307,693 7,409,377 6,015,090 5,810,084 5,810,084 5,897,604 1,911,012 1,956,162 1,956,162 1,976,504 47,433,991 46,411,435 46,411,435 46,411,435 2,587,005 3,383,195 3,383,195 3,395,515 7,275,742 8,236,432 8,236,432 8,287,388 2,694,555 2,953,654 2,953,654 2,930,462 0 490,306 490,306 0 81,400,232 82,915,152 82,915,152 82,808,926 301 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: DEPARTMENT OF PUBLIC WORKS BUDGET UNIT TITLE AND NUMBER: Summary - - All Departments - - Fund 2000 DEPARTMENT DESCRIPTION: See individual units. RESOURCES ACTUAL LAST FY BUDGETED CURRENT FY REQUESTED NEXT FY FINAL NEXT FY Personnel Services $ 12,780,013 $ 13,463,304 $ 14,121,789 $ 14,038,755 Supplies 10,129,522 10,137,373 11,698,457 11,698,457 Purchased Services 37,734,399 57,114,555 56,399,006 56,375,814 Fixed Charges -57,003 685,000 695,900 695,900 Contra Expense 0 0 0 0 Capital 11,470 0 0 0 Gross County Cost $ 60,598,401 $ 81,400,232 $ 82,915,152 $ 82,808,926 Revenue/Fund Bal. 44,107,627 64,900,232 66,415,152 66,308,926 Net County Cost $ 16,490,774 $ 16,500,000 $ 16,500,000 $ 16,500,000 Budgeted Positions 152 152 153 153 SUMMARY OF CHANGES: See individual units. FINANCE/ADMINISTRATION RECOMMENDATION: See individual units. BOARD ACTION: See individual units. 302 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: DEPARTMENT OF PUBLIC WORKS BUDGET UNIT TITLE AND NUMBER: Administration - - 2000-30100 DEPARTMENT DESCRIPTION: Directs the activities of Public Works, as necessary; coordinates complaints; and maintains cost accounting records on projects. RESOURCES ACTUAL LAST FY BUDGETED CURRENT FY REQUESTED NEXT FY FINAL NEXT FY Personnel Services $ 743,554 $ 797,265 $ 900,241 $ 933,825 Supplies 77,498 65,000 88,000 88,000 Purchased Services 223,280 159,680 164,511 164,511 Fixed Charges -2,176 0 0 0 Capital 0 0 0 0 Gross County Cost $ 1,042,156 $ 1,021,945 $ 1,152,752 $ 1,186,336 Revenue 0 0 0 0 Net County Cost $ 1,042,156 $ 1,021,945 $ 1,152,752 $ 1,186,336 Budgeted Positions 8 8 9 9 SUMMARY OF CHANGES: Personnel Services increased $102,976 based on the following: One additional Office Tech III position which increased Salaries by $38,622. Reclassification of Operations Manager to Deputy Director Operations ($8,522). The additional position increased Health Insurance $17,651. Due to historic figures, Health Insurance was also increased $16,599. FICA increased $4,963 with the new position. FICA was also increased by $3,675 based on historic figures. Retirement increased $8,196 with the new position. Retirement increased $3,092 based on historic costs. The new position increased Medicare by $967. Medicare was decreased $689 per historic figures. Supplies increased $23,000 based on historic costs and anticipated needs for Other Operating Supplies. Purchased Services increased $4,831 based on the following: Other Purchased Services increased $324 due to higher Dish Network monthly fees. Vehicle Expense increased $2,207 based on historic costs. Repair and Maintenance Other increased $1,600 based on historic maintenance costs. Travel and Meetings increased $700 based on historic costs. Final budget adjustments include an increase in salaries of $33,584. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. Board approved the reclassification of the Operations Manager to Deputy Director Operations position on August 14, 2017. BOARD ACTION: Approved as recommended. 303 ADMINISTRATION (CONTINUED) 2000-30100 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Perform administrative duties with less than 1% error Efficiency Measures FTE's per 10,000/capita Per capita cost (county support) 95% 95% 95% .297 $3.91 .288 $3.78 .279 $3.76 Goal TPW1: Provide effective and efficient administrative and managerial support and supervision to the Public Works Department. DESIRED OUTCOMES PRELIMINARY PERFORMANCE OBJECTIVE/KEY PERFORMANCE INDICATOR(S) ACTUAL ESTIMATED PROJECTED TPW1-1: Accurately monitor and report activities of the department Perform duties with less than 1% errors. 95% of the time Yes Yes Yes 304 BUDGET UNIT REQUEST S UMMA R Y AGENCY/DEPARTMENT NAME: DEPARTMENT OF PUBLIC WORKS BUDGET UNIT TITLE AND NUMBER: Trucking - - 2000-32100 DEPARTMENT DESCRIPTION: Conducts snow removal operations and provides loading and transportation of materials and equipment to all job sites, gravel roads, aggregate pits, stockpile sites, and capital improvement projects with 33 full time employees, 31 assigned truck tractors and 37 trailers, 4 loaders and 3 dump trucks. This department is responsible for organizing and supervising the County Community Service Work Program and operational supervision and management of the trucking contract. RESOURCES ACTUAL LAST FY BUDGETED CURRENT FY REQUESTED NEXT FY FINAL NEXT FY Personnel Services $ 2,394,545 $ 2,452,870 $ 2,452,870 $ 2,553,736 Supplies 1,992 7,000 7,000 7,000 Purchased Services 2,210,034 2,749,879 2,753,569 2,753,569 Fixed Charges -1,095 0 0 0 Capital 0 0 0 0 Gross County Cost $ 4,605,476 $ 5,209,749 $ 5,213,439 $ 5,314,305 Revenue 0 0 0 0 Net County Cost $ 4,605,476 $ 5,209,749 $ 5,213,439 $ 5,314,305 Budgeted Positions 33 33 33 33 SUMMARY OF CHANGES: Purchased Services increased a total of $3,690 based on the following: Utilities increased $690 to reflect costs for port -o -let maintenance and Repair and Maintenance Other increased $3,000 to reflect historical costs. Final budget adjustments include an increase in salaries of $100,866. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: Approved as recommended. 305 TRUCKING (CONTINUED) 2000-32100 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Tons of Surface Gravel Transported 271,866 285,459 299,731 Tons of All Material Transported 469,831 493,322 517,988 Efficiency Measures FTE's per 10,000/capita Per capita cost (county support) 1.09 1.05 $17.70 $17.11 1.02 $16.85 Goal TPW2: Perform transportation of materials for maintenance and construction projects by delivering the quantities required within the time frames requested and by surpassing past efficiencies. DESIRED OUTCOMES PRELIMINARY PERFORMANCE OBJECTIVE/KEY PERFORMANCE INDICATOR(S) ACTUAL ESTIMATED PROJECTED TPW2-1: Operate within budget limits 95% of the time operate within established budget guidelines; emergencies, e.g. weather, etc. excepted Yes Yes Yes TPW2-2: Complete annual gravel plan 100% of scheduled gravel plan accomplished annually 90% 100% 100% TPW2-3: Respond to calls for service within one working day 98% of service calls responded to within 24 hours 100% 100% 100% 306 BUDGET UNIT REQUEST S UMMA R Y AGENCY/DEPARTMENT NAME: DEPARTMENT OF PUBLIC WORKS BUDGET UNIT TITLE AND NUMBER: Gravel Road Management - 2000-32200 DEPARTMENT DESCRIPTION: Fleet of 42 motor graders, 9 water tankers, 4 rollers, 2 reclaimers, 29 grader zones, 20 satellite Public Works facilities, and four fugitive dust/roving maintenance teams responsible for the upkeep of gravel roads in Weld County (approximately 2,500 miles). RESOURCES ACTUAL LAST FY BUDGETED CURRENT FY REQUESTED NEXT FY FINAL NEXT FY Personnel Services $ 3,502,853 $ 3,577,120 $ 3,577,120 $ 3,678,804 Supplies 1,466,153 1,671,650 1,719,650 1,719,650 Purchased Services 1,686,804 2,002,373 2,010,923 2,010,923 Fixed Charges -1,095 0 0 0 Capital 0 0 0 0 Gross County Cost $ 6,654,715 $ 7,251,143 $ 7,307,693 $ 7,409,377 Revenue 0 0 0 0 Net County Cost $ 6,654,715 $ 7,251,143 $ 7,307,693 $ 7,409,377 Budgeted Positions 47 47 47 47 SUMMARY OF CHANGES: Supplies increased a total of $48,000 as Other Operating Supplies was increased due to anticipated costs for dust palliative chemical. Purchased Services increased a total of $8,550 based on the following: a decrease of $240 for Other Purchased Services for mag chloride tank monitoring fees, an increase of $3,090 under Utilities for utility costs at satellite grader stations and port -o -let maintenance costs. Repair and Maintenance Other increased $5,700 based on anticipated equipment repairs and bare ground spraying at satellite grader stations. Final budget adjustments include an increase in salaries of $101,684. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: Approved as recommended. 307 GRAVEL ROAD MANAGEMENT (CONTINUED) 2000-32200 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Miles of Topical Application 103 126 138 Miles of Full Depth Application 42 53 47 Miles of Road Rehabilitation 25 32 32 Miles of Gravel Replenished 321 425 450 Lane Miles of Gravel Roads Maintained 111,799 111,700 111,800 Lane Miles of Snow Removed on Gravel 89,407 85,000 88,000 Roads Efficiency Measures FTE's per 10,000/capita Per capita cost (county support) 1.55 $24.81 1.50 $23.99 1.45 $24.50 Goal TPW3: Provide regularly scheduled maintenance of all HUTF roads, continuous improvement of road conditions, and opening all non -paved roads within 72 hours after a snow event DESIRED OUTCOMES PRELIMINARY PERFORMANCE OBJECTIVE/KEY PERFORMANCE INDICATOR(S) ACTUAL ESTIMATED PROJECTED TPW3-1: Perform surface maintenance on gravel roads 90% of surface maintenance schedule accomplished annually Yes Yes Yes TPW3-2: Perform HUTF surface maintenance 100% of HUTF roads receive annual surface maintenance Yes Yes Yes TPW3-3: Respond to calls for service within one working day 98% of service calls responded to within one working day Yes Yes Yes 308 BUDGET UNIT REQUEST S UMMA R Y AGENCY/DEPARTMENT NAME: DEPARTMENT OF PUBLIC WORKS BUDGET UNIT TITLE AND NUMBER: Bridge Construction - - 2000-32300 DEPARTMENT DESCRIPTION: This unit consists of 28 full time employees and 14 seasonal positions, with over $5 million of reportable equipment. It is organized as a Bridge section, Construction section, and Drainage section which perform a variety of tasks in those areas. This unit also supports snow and ice control and conducts tree removal on county rights -of -way. RESOURCES ACTUAL LAST FY BUDGETED CURRENT FY REQUESTED NEXT FY FINAL NEXT FY Personnel Services $ 2,294,278 $ 2,408,968 $ 2,408,968 $ 2,496,488 Supplies 1,212,290 2,587,512 2,396,946 2,396,946 Purchased Services 722,258 973,610 959,170 959,170 Fixed Charges 6,488 45,000 45,000 45,000 Capital 0 0 0 0 Gross County Cost $ 4,235,314 $ 6,015,090 $ 5,810,084 $ 5,897,604 Revenue 2,090 0 0 0 Net County Cost $ 4,233,224 $ 6,015,090 $ 5,810,084 $ 5,897,604 Budgeted Positions 30 30 30 30 SUMMARY OF CHANGES: Supplies decreased $190,566 due to the following: Road Construction Supplies decreased $249,104 based on the decreased tonnage for purchased Class 6 material and bulk cement. Other Operating Supplies increased $6,880 due to higher costs for washed rock and concrete. Cost of Goods Sold increased $51,658 based on increased costs for cattle guards and anticipated costs of material for new bridge projects. Purchased Services decreased $14,440 based on the following: Utilities increased $690 based on port -o -let maintenance costs. Vehicle Expense decreased $15,130 due to anticipated repair costs for 2018. Final budget adjustments include an increase in salaries of $87,520. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: Approved as recommended. 309 BRIDGE CONSTRUCTION (CONTINUED) 2000-32300 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Miles of Road Construction Completed Bridge Projects Completed Culverts Replaced Efficiency Measures FTE's per 10,000/capita Per capita cost (county support) 19.75 9 15 15 9 9 92 80 80 0.99 0.96 $19.72 $19.07 0.93 $19.34 GoalTPW4: Perform the construction, repair, and replacement of County Road and Bridge infrastructure projects by staying within the scope, within the budget, and on time. DESIRED OUTCOMES PRELIMINARY PERFORMANCE OBJECTIVE/KEY PERFORMANCE INDICATOR(S) ACTUAL ESTIMATED PROJECTED TPW4-1: Complete all projects as scheduled 80% of construction projects completed within established timelines 90% 100% 85% TPW4-2: Maintain bridge system Less than 10% restricted bridges, 100% of critical repair of bridges completed within one year of discovery 100% 100% 100% TPW4-3: Complete all scheduled culvert replacements 100% of culvert replace/repairs completed ahead of scheduled road projects Yes Yes Yes TPW4-4: Respond to calls for service within one working day 98% of service calls responded to within one working day 93% 94% 98% 310 BUDGET UNIT REQUEST S UMMA R Y AGENCY/DEPARTMENT NAME: DEPARTMENT OF PUBLIC WORKS BUDGET UNIT TITLE AND NUMBER: Maintenance Support - - 2000-32400 DEPARTMENT DESCRIPTION: Performs all traffic control maintenance, management of signs, barricades, construction project signing, and roadway striping county -wide. The unit conducts routine and sustained snow removal operations as needed. RESOURCES ACTUAL LAST FY BUDGETED CURRENT FY REQUESTED NEXT FY FINAL NEXT FY Personnel Services $ 794,237 $ 800,199 $ 817,699 $ 838,041 Supplies 568,537 908,860 936,510 936,510 Purchased Services 125,931 201,953 201,953 201,953 Fixed Charges -1,095 0 0 0 Capital 0 0 0 0 Gross County Cost $ 1,487,610 $ 1,911,012 $ 1,956,162 $ 1,976,504 Revenue 0 0 0 0 Net County Cost $ 1,487,610 $ 1,911,012 $ 1,956,162 $ 1,976,504 Budgeted Positions 10 10 10 10 SUMMARY OF CHANGES: Personnel Services increased $17,500 for anticipated overtime hours in 2018. Supplies increased a total of $27,650 based on the following: Road Construction Supplies increased $13,400 due in part to increased costs per ton for sand and ice slicer and the addition of liquid deicer to assist with snow and ice control. Cost of Goods Sold increased $14,250 due to wear blocks and Joma plow blades being added as inventory items. Final budget adjustments include an increase in salaries of $20,342. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: Approved as recommended. 311 MAINTENANCE SUPPORT (CONTINUED) 2000-32400 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Stop Signs Repaired Miles of Pavement Striped Scheduled Construction Closures Efficiency Measures FTE's per 10,000/capita Per capita cost (county support) 622 623 624 723 723 727 105 105 105 0.330 0.320 0.310 $6.64 $6.42 $6.27 Goal TPW5: Maintain traffic control devices on County roads and bridges. DESIRED OUTCOMES PRELIMINARY PERFORMANCE OBJECTIVE/KEY PERFORMANCE INDICATOR(S) ACTUAL ESTIMATED PROJECTED TPW5-1: Respond to service calls within one working day 98% of service calls will be responded to within one working day 100% 100% 100% TPW5-2: Respond to missing stop signs Respond within one working day after notice 100% of the time 100% 100% 100% TPW5-3: Replace warning advisory and regulatory signs Replace warning, advisory, and regulatory signs within 10 working days 100% of the time 100% 100% 100% TPW5-4: Schedule road line painting Centerline Shoulder line 100% of all new or improved hard surface to be painted 100% of centerline completed annually 50% shoulder lines painted annually 100% 100% 100% 312 BUDGET UNIT REQUEST S UMMA R Y AGENCY/DEPARTMENT NAME: DEPARTMENT OF PUBLIC WORKS BUDGET UNIT TITLE AND NUMBER: Other Public Works - - 2000-32500 DEPARTMENT DESCRIPTION: Reserve/Temporary employees for seasonal work. Contract payments for bridge grants and road construction projects are included in this budget unit. RESOURCES ACTUAL LAST FY BUDGETED CURRENT FY REQUESTED NEXT FY FINAL NEXT FY Personnel Services $ 1,257,434 $ 1,590,117 $ 1,637,820 $ 1,637,820 Supplies 0 0 0 0 Purchased Services 27,950,389 45,203,874 44,122,715 44,122,715 Fixed Charges -56,935 640,000 650,900 650,900 Capital 0 0 0 0 Gross County Cost $ 29,150,888 $ 47,433,991 $ 46,411,435 $ 46,411,435 Revenue 0 0 0 0 Net County Cost $ 29,150,888 $ 47,433,991 $ 46,411,435 $ 46,411,435 Budgeted Positions n/a n/a n/a n/a SUMMARY OF CHANGES: Personnel Services are up $47,703 for cost of living for 47 seasonal employees. Purchased Services decreased $1,081,159 primarily for the construction of the Weld Parkway (WCR 49). There is $21,164,225 budgeted for the CR 49/47 project. $2,965,000 for the CR105/CR390 project to be done with county crews. $3,000,000 is budgeted for the Haul Route Program (HARP). For flood related projects there is $11,155,000 (FHWA) for Bridge 53/58A, and $1,890,000 (FEMA) for Bridge 87/42.5A. Other contract payments are for seeding ($50,000), low volume roads ($3,075,000), BMP projects ($100,000), and bridge rehabilitation ($275,000). Fixed Charges total $650,900 for rights -of -way funded at $50,000, and $600,900 for a CDOT project for Bridge 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 Abutments Efficiency Measures FTE's per 10,000/capita Per capita cost (county support) 6 7 7 0 0 0 $98.98 $155.73 $147.20 314 BUDGET UNIT REQUEST S UMMA R Y AGENCY/DEPARTMENT NAME: DEPARTMENT OF PUBLIC WORKS BUDGET UNIT TITLE AND NUMBER: Mining - - 2000-32600 DEPARTMENT DESCRIPTION: Responsible for mining, crushing, and screening of gravel in county -owned quarries. RESOURCES ACTUAL LAST FY BUDGETED CURRENT FY REQUESTED NEXT FY FINAL NEXT FY Personnel Services $ 452,005 $ 483,157 $ 483,157 $ 495,477 Supplies 3,812,032 1,773,601 2,576,601 2,576,601 Purchased Services 238,136 330,247 323,437 323,437 Fixed Charges 0 0 0 0 Capital 0 0 0 0 Gross County Cost $ 4,502,173 $ 2,587,005 $ 3,383,195 $ 3,395,515 Revenue 0 0 0 0 Net County Cost $ 4,502,173 $ 2,587,005 $ 3,383,195 $ 3,395,515 Budgeted Positions 7 7 7 7 SUMMARY OF CHANGES: Supplies increased $803,000 due in part to the anticipated increase in the cost per ton for surface gravel and costs for the North Pierce Gravel Pit diversion channel from Road Construction Supplies. Purchased Services decreased a total of $6,810 based on the following: Other Purchased Services was eliminated as prairie dog control costs of $7,500 will now be paid by Weld County Buildings and Grounds. Utilities increased $690 based on port -o -let maintenance costs. Final budget adjustments include an increase in salaries of $12,320. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: Approved as recommended. 315 MINING (CONTINUED) 2000-32600 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Tons of Pit Run Material Processed Tons of Road Base Produced Efficiency Measures FTE's per 10,000/capita Per capita cost (county support) 224,115 235,320 247,086 180,715 189,750 199,237 .210 .224 $11.49 $11.11 .217 $10.77 Goal TPW6: Perform the production of aggregate materials, reclamation activities, and safety measures. DESIRED OUTCOMES PRELIMINARY PERFORMANCE OBJECTIVE/KEY PERFORMANCE INDICATOR(S) ACTUAL ESTIMATED PROJECTED TPW6-1: Complete annual production requirements Produce 100% of the aggregate material required for road maintenance and construction projects annually Yes Yes Yes TPW6-2: Complete reclamation activities within required timeline Complete all mine reclamation's within the timelines set by the Colorado Division of Reclamation Mine Safety (DRMS) Yes Yes Yes TPW6-2: All employees current with MSHA safety requirements 100% of Mining Division employees current with new miner or refresher training annually Yes Yes Yes 316 BUDGET UNIT REQUEST S UMMA R Y AGENCY/DEPARTMENT NAME: DEPARTMENT OF PUBLIC WORKS BUDGET UNIT TITLE AND NUMBER: Pavement Management -- 2000-32700 DEPARTMENT DESCRIPTION: Performs paved road maintenance involving asphalt patching, potholes, and paving operations. Responsible for pavement testing, concrete curb and gutter, crack fill, seal coat, and gravel shoulder improvements, as well as snow removal operation as needed. RESOURCES ACTUAL LAST FY BUDGETED CURRENT FY REQUESTED NEXT FY FINAL NEXT FY Personnel Services $ 1,341,107 $ 1,353,608 $ 1,353,608 $ 1,404,564 Supplies 2,991,020 3,123,750 3,973,750 3,973,750 Purchased Services 2,356,917 2,798,384 2,909,074 2,909,074 Fixed Charges -1,095 0 0 0 Capital 11,470 0 0 0 Gross County Cost $ 6,699,419 $ 7,275,742 $ 8,236,432 $ 8,287,388 Revenue 0 0 0 0 Net County Cost $ 6,699,419 $ 7,275,742 $ 8,236,432 $ 8,287,388 Budgeted Positions 17 17 17 17 SUMMARY OF CHANGES: Supplies increased $850,000 for asphalt material needed to pave 5.5 miles of County Road 18 between County Roads 49 and 55.5. Purchased Services increased $110,690 based on the following: Utilities increased $690 for port -o -let maintenance costs. Contract Payments increased $110,000 due to additional concrete curb and gutter work in subdivisions and to fund railroad crossing improvements. Final budget adjustments include an increase in salaries of $50,956. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: Approved as recommended. 317 PAVEMENT MANAGEMENT (CONTINUED) 2000-32700 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Miles of Paving Miles of Milling Miles of Chip Seal Miles of Crack Seal Miles of Sand & Slurry Seal Efficiency Measures FTE's per 10,000/capita Per capita cost (county support) 36.5 32 33 27.5 23.25 24.5 52.8 50 50 87.17 75 75 27.41 30 30 .561 .544 $27.96 $27.04 .527 $26.28 Goal TPW7: Provide pavement management to include pavement testing, paving, patching, crack sealing, and sweeping. Contract administration of concrete curb and gutter, seal coat, aggregate, and other contracted services as assigned. DESIRED OUTCOMES PRELIMINARY PERFORMANCE OBJECTIVE/KEY PERFORMANCE INDICATOR(S) ACTUAL ESTIMATED PROJECTED TPW7-1: Complete all scheduled paving and milling operations 100% of all new pavement, maintenance pavement, and milling operation schedules completed annually 100% 100% 100% TPW7-2: Complete all of the contracted sand sealing operations 100% of all contracted services to be completed annually 100% 100% 100% TPW7-3: Assure paved roads are maintained and evaluated in accordance with established GASB standards and reporting requirements Maintain the following standards for paved roads: 70% good 25% fair 5% poor 70%G 29.5%F .50%P 71%G 29%F .0%P 72%G 28%F .0%P TPW7-4: Respond to calls for service within one working day 98% of service calls responded to within one working day 78% 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 LAST FY BUDGETED CURRENT FY REQUESTED NEXT FY FINAL NEXT FY Personnel Services $ 0 $ 0 $ 0 $ 0 Supplies 0 0 0 0 Purchased Services 2,220,650 2,694,555 2,953,654 2,930,462 Fixed Charges 0 0 0 0 Capital 0 0 0 0 Gross County Cost $ 2,220,650 $ 2,694,555 $ 2,953,654 $ 2,930,462 Revenue 0 0 0 0 Net County Cost $ 2,220,650 $ 2,694,555 $ 2,953,654 $ 2,930,462 Budgeted Positions n/a n/a n/a n/a SUMMARY OF CHANGES: Budget is based upon the final assessed value of the municipalities with the 2018 mill levy applied. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: Approved as recommended. 319 BUDGET UNIT REQUEST S UMMA R Y AGENCY/DEPARTMENT NAME: PUBLIC WORKS FUND BUDGET UNIT TITLE AND NUMBER: Non -Departmental Revenue - - 2000-90100 DEPARTMENT DESCRIPTION: Revenue generated by Public Works Fund. RESOURCES ACTUAL LAST FY BUDGETED CURRENT FY REQUESTED NEXT FY FINAL NEXT FY Personnel Services $ 0 $ 0 $ 0 $ 0 Purchased Services 0 0 0 0 Gross County Cost $ 0 $ 0 $ 0 $ 0 Revenue/Fund Balance $ 44,107,627 $ 64,900,232 $ 66,415,152 $ 66,308,926 Net County Cost $ 16,488,684 $ 16,500,000 $ 16,500,000 $ 16,500,000 Budgeted Positions n/a n/a n/a n/a SUMMARY OF CHANGES: The resources for 2018 total $109,173,797 which includes a fund balance of $38,000,000, in addition to the revenue shown in the budget. Property tax is set at $16,500,000 same as 2017. Specific ownership tax is estimated to be $11,400,000, up $1,800,000 from 2017, as vehicle sales recover. Total HUTF will be $10,650,000, up $150,000 from 2017. Permit revenues are budgeted at $500,000. Motor vehicle registration fees are $340,000, and grazing fees are $1,150,000 due to energy development in the Pawnee Grasslands. Oil and gas revenues are $9,500,000. The lease/purchase payment from the Hoekstra Pit is $215,797. Federal mineral lease revenues are $1,000,000 due to the creation of the Weld County Federal Mineral Lease District. The federal mineral lease revenue will flow through the new district and then Public Works will apply to the district for the funding of projects. In 2018, the district is funding $1,000,000 in oil and gas haul route projects. PILT is budgeted at $40,000 with the Federal Mineral Leasing District funding change. Other revenues from project reimbursements total $17,878,000, which are up $4,125,410. Transportation impact fees are budgeted at $2,000,000, and Solid Waste funds of $1,850,000 for roads impacted by landfills. There are Energy Impact Assistance grants of $3,600,000 with $3,000,000 for the Tier 2 projects and $600,000 for three Tier 1 projects. There is one state grant to finish Bridge 44/33A for $600,000. There are two flood project grants for Bridge 87/42.5A ($1,000,000), and Bridge 53/58A ($7,540,000). There is NFRMPO funding of $888,000, and UFRMPO funding of $400,000. Severance tax is budgeted at $2,000,000. In accordance with the policy adopted by the Board of County Commissioners in 2010, the severance tax revenue is budgeted at a five year leveling average due to the fluctuations of the revenue created by the price and production levels of oil and gas commodities. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: HUTF revenue was increased by $150,000 based up CDOT estimates. No other changes. 320 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: PUBLIC WORKS FUND BUDGET UNIT TITLE AND NUMBER: Contingency - - 2000-99999 DEPARTMENT DESCRIPTION: Funds to cover recommended salary increase amounts. RESOURCES ACTUAL LAST FY BUDGETED CURRENT FY REQUESTED NEXT FY FINAL NEXT FY Personnel Services $ 0 $ 0 $ 490,306 $ 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 $ 490,306 $ 0 Revenue 0 0 0 0 Net County Cost $ 0 $ 0 $ 490,306 $ 0 Budgeted Positions n/a n/a n/a n/a SUMMARY OF CHANGES: Budget reflects a 3.2 percent increase in health insurance costs. 2018 salary increases are a policy issue for the Board, but there are funds for step increases due employees in 2018 and a 3.0 percent salary cost -of living amount included in this budget. There are no other benefit changes. FINANCE/ADMINISTRATION RECOMMENDATION: Salary adjustment amount is a Board policy issue. BOARD ACTION: Approved as recommended. 321 322 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 2018 Revenue Total $43,935,653 (2017 $41,480,234) Fund Balance $3,000,000 7% Federal/State $29,532,325 67% Property taxes $11,403,328 26% 323 SOCIAL SERVICES 2018 Expenditures Total $40,935,653 (2017 $38,680,234) Core Services $1,300,000 3% TANF $3,084,000 8% AND $456,000 1% Miscellaneous $130,000 0% Child Support Admin $3,635,000 9% $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 $0 Child Welfare $17,000,000 42% Day Care $1,398,653 3% °ey a 5 e� �e� G° G P _LEAP $2,000 0% Administration $13,200,000 32% Adult Protection $730,000 2% Expenditure Changes t`' °tee Pad aJ\,�Q 324 SEVEN YEAR TREND Social Services $45 $40 $35 $30 $25 co z O J J_ $20 $15 $10 $5 $0 2012 2013 2014 2015 2016 2017 2018 325 SOCIAL SERVICES FUND SUMMARY The Weld County Department of Human Services continues to adapt to the Legislative and Programmatic changes imposed on us from the State and Federal levels. The impacts from prior years' legislation, such as HB 14-1317, SB 15-012, and SB 15-242, continue to impact our decision -making. The funding for additional caseworkers, originally funded through SB 15-242 continues into Fiscal Year 2017-18, providing Weld County with funding for four additional positions, two of which are new and two of which were formerly funded through the IV -E Waiver. Concerns have been raised, both by counties and by the State of Colorado, as to the long-term sustainability of these activities, once the IV -E Waiver period is completed. We are hopeful that enabling legislation and policies will allow for the continued creative use of IV -E funding to avoid costly and non -beneficial out -of -home placements through the use of prevention and early intervention activities, as well as kinship placements. The Colorado Legislature acted in advance of the publication of the County Administration Workload study to appropriate an additional $19 million, from Federal, State and Local sources, to fund County Administration activities. The total Social Services Fund budget is $40,935,653. The programs are funded by property tax of $11,403,328, state and federal funds of $29,532,325, and the potential use of fund balance to cover unanticipated cost overruns. Medicaid caseloads have grown significantly in the past several years, partially due to economic factors and partially due to Colorado's implementation of the Affordable Care Act. From May 2015 to May 2016, the number of Weld County residents enrolled in Medicaid grew from 67,732 to 73,453, an 8.4% increase. However, we are starting to see signs that it is leveling off, with the most recent report showing a total of 75,012 enrollees. Approximately 25% of Weld County residents are now enrolled in Medicaid. The LEAP (Low -Income Energy Assistance Program) is now administered by Discover Goodwill, through a direct contractual agreement with the State of Colorado. Weld County's role in administering the program will be limited to resource referral and marketing. Prevention and Early Intervention will be a key focus of the Department in the coming years. A distinct Division is being created within the Department to address needs as they are presented to assist families in resolving conflict or neglect issues before they rise to the level of adjudicated dependency and neglect. We will be utilizing and coordinating a variety of funding sources to provide for these needs, while ensuring fiscal accountability and meaningful outcomes are achieved. Weld County will be starting Fiscal Year 2017-2018 with a reasonably adequate amount of TANF County Reserve, which will serve to insulate us, to some extent, from the requirement to use county -only funds in covering Child Welfare and Colorado Works over -expenditures. Colorado will be focusing much more attention, in coming years, on assisting TANF participants to obtain gainful, self-sufficient employment. 326 SOCIAL SERVICES FUND ESTIMATED REVENUE 2018 FEDERAL AND STATE COUNTY TOTAL County Administration $ 8,200,000 $ 5,000,000 $ 13,200,000 Other Programs 415,000 0 415,000 Non -Program Revenue 0 -130,000 -130,000 Child Support Administration 2,650,000 985,000 3,635,000 TANF-Colorado Works 1,598,917 1,485,083 3,084,000 Aid to the Needy Disabled 0 130,000 130,000 Child Care 854,000 544,653 1,398,653 Old Age Pension 143,000 7,000 150,000 Child Welfare 13,600,000 3,400,000 17,000,000 Core Services 900,000 400,000 1,300,000 Adult Protective Services 584,000 146,000 730,000 LEAP 2,000 0 2,000 General Assistance 0 21,000 21,000 Sub -Total $ 28,946,917 $ 11,988,736 $ 40,935,653 Federal/State Reimbursement $ 28,946,917 Claims Collection Incentives 230,000 TANF Adjustment 355,408 Usage of Deferred Revenues 0 Sub -Total Revenue $ 29,532,325 Potential Use of Fund Balance 0 County Property Tax / Penalties 11,403,328 Total Revenue $ 40,935,653 327 SOCIAL SERVICES FUND MANDATED FEDERAL AND STATE PROGRAMS Assistance Payment Programs: Most assistance payment programs are mandated by the federal or state government. Consequently, local government is limited as to what can be done to reduce costs from these programs. Federally Mandated Mandated Temporary Assistance to Needy Families — Colorado Works X Aid to the Needy Disabled Low Income Energy Assistance Program X Old Age Pension General Assistance* Optional * State law allows counties the option of having a general assistance program and, if established, to determine the benefit level. State X X X X Optional Social Service Programs: Social service programs administered by the department are mandated by federal or state law; however, local governments have a higher degree of managerial flexibility with these programs. Child Protection — Casework Services Youth Services — Casework Services Federally State Mandated Mandated X x X x Administration: Costs associated with administration include compensation for direct services through caseworkers, technicians and support staff. In addition, overhead such as rent, utilities, travel, supplies, and equipment are funded through administrative allocations. The State establishes administrative allocations and reimburses at various rates depending on the type of expenditure and program. Expenditures greater than allocation are not guaranteed to be reimbursed. Generally, they are at least partially reimbursed through the use of transferred TANF funds, surplus distribution, or Federal pass-thru revenues. 328 SOCIAL SERVICES SUMMARY OF REVENUES 2018 Fund Ora Acct Account Title 2017 2018 2018 2018 Budget Request Recommend Final TAXES 2100 42111 4112 CURRENT PROPERTY TAXES INTERGOVERMENTAL 2100 42110 4336 REIMBURSEMENTS 2100 42111 4336 REIMBURSEMENTS 2100 42115 4336 REIMBURSEMENTS 2100 42200 4336 REIMBURSEMENTS 2100 42365 4336 REIMBURSEMENTS 2100 42375 4336 REIMBURSEMENTS 2100 42380 4336 REIMBURSEMENTS 2100 42410 4336 REIMBURSEMENTS 2100 42415 4336 REIMBURSEMENTS 2100 42450 4336 REIMBURSEMENTS 2100 42610 4336 REIMBURSEMENTS TOTAL INTERGOVERNMENTAL TOTAL SOCIAL SERVICES 11,532,977 11,403,328 11,403,328 11,403,328 6,900,000 8,200,000 8,200,000 8,200,000 611,340 585,408 585,408 585,408 500,000 415,000 415,000 415,000 2,600,000 2,650,000 2,650,000 2,650,000 1,368,917 1,598,917 1,598,917 1,598,917 550,000 854,000 854,000 854,000 107,000 143,000 143,000 143,000 13,000,000 13,600,000 13,600,000 13,600,000 850,000 900,000 900,000 900,000 500,000 584,000 584,000 584,000 160,000 2,000 2,000 2,000 27,147,257 29,532,325 29,532,325 29,532,325 38,680,234 40,935,653 40,935,653 40,935,653 329 SOCIAL SERVICES SUMMARY OF EXPENDITURES 2018 Fund Org Expenditure Function 2100 42110 ADMINISTRATION -REGULAR 2100 42111 NON PROGRAM REVENUE 2100 42115 OTHER PROGRAMS 2100 42200 CHILD SUPPORT ADMINISTRATION 2100 42365 COLORADO WORKS 2100 42370 NEEDY AND DISABLED 2100 42375 DAY CARE & ADMINISTRATION 2100 42380 OLD AGE PENSION 2100 42410 CHILD WELFARE & ADMINISTRATION 2100 42415 PLACEMENT ALTERNATIVE CARE 2100 42450 ADULT PROTECTION 2100 42610 LEAP ADMINISTRATION & OUTREACH 2100 42700 GENERAL ASSISTANCE TOTAL SOCIAL SERVICES 2017 2018 2018 Budget Request Recommend 2018 Final 12,372,534 13, 200, 000 13, 200, 000 13, 200, 000 (130,000) (130,000) (130,000) (130,000) 466,000 415,000 415,000 415,000 3,445,000 3,635,000 3,635,000 3,635,000 2,854,000 3,084,000 3,084,000 3,084,000 130,000 130,000 130,000 130,000 1,142, 700 1,398, 653 1,398, 653 1,398, 653 114,000 150,000 150,000 150,000 16,242,000 17, 000, 000 17, 000, 000 17, 000, 000 1,238,000 1,300,000 1,300,000 1,300,000 625,000 730,000 730,000 730,000 160,000 2,000 2,000 2,000 21,000 21,000 21,000 21,000 38,680,234 40,935,653 40,935,653 40,935,653 330 BUDGET UNIT REQUEST S UMMA R Y /DEPARTMENT NAME: SOCIAL SERVICES BUDGET UNIT TITLE AND NUMBER: Summary - - All Departments - - Fund 2100 DEPARTMENT DESCRIPTION: See individual units. RESOURCES ACTUAL LAST FY BUDGETED CURRENT FY REQUESTED NEXT FY FINAL NEXT FY Personnel Services $ 26,723,784 $ 25,917,000 $ 27,827,000 $ 27,827,000 Supplies 1,111,645 1,272,000 1,190,000 1,190,000 Purchased Services 6,912,846 6,134,000 6,404,653 6,404,653 Fixed Charges 2,244,659 5,891,234 6,047,000 6,047,000 Capital 0 0 0 0 Contra Expense - 490,030 - 534,000 - 533,000 - 533,000 Gross County Cost $ 36,502,904 $ 38,680,234 $ 40,935,653 $ 40,935,653 Revenue/Fund Bal. 27,867,223 27,147,257 29,532,325 29,532,325 Net County Cost $ 8,635,681 $ 11,532,977 $ 11,403,328 $ 11,403,328 Budget Positions 338.5 354.0 358.0 358.0 SUMMARY OF CHANGES: See Individual Budget Units. FINANCE/ADMINISTRATION RECOMMENDATION: See Individual Budget Units. BOARD ACTION: See Individual Budget Units. GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Human Services goals following the Social Services Fund Summary. 331 Goal HHS1: "To continuously strengthen services and support innovation that leads to a culture that empowers people to improve their quality of life." DESIRED PRELIMINARY PERFORMANCE OUTCOMES STRATEGIES OBJECTIVE/KEY PERFORMANCE INDICATOR(S) HHS1-1: Increase quality Implement continuous improvement system Develop and/or refine methodology to gather of work to accomplish the following: Analyze statistics in order to establish baselines against which current processes to determine if they are performance will be measured in future years. achieving expected outcomes; develop Certain Divisions of the Department were able to remedies and improvements; deploy follow define their methodology in 2013-2014 and will up tracking system measuring the effectiveness of improvements; reduce the refine it in 2017. duplication of services provided to customers Continuous improvement system designed and requiring wrap around services; train service coordinators to provide upfront implemented within DHS. departmental -wide coordinated services. Initial improvement teams launched addressing four key opportunities for improvement. Goal HHS2: Develop & deploy consistent performance management approaches across the Human Services Department. DESIRED OUTCOMES STRATEGIES PRELIMINARY PERFORMANCE OBJECTIVE/KEY PERFORMANCE INDICATOR(S) HHS2-1: Increase retention of quality staff Identify existing performance management approaches within Human Services to include individual department approaches, County approaches, and different performance management philosophies and styles within Human Services. Statistically valid retention baseline developed using several past years to determine trends. - Used to gauge realistic and appropriate retention levels within DHS HHS2-2: Increase fulfillment of promotion opportunities Research Baldrige Category 5 (Workforce Focus) and implement "best practice" concepts to include factors affecting employee satisfaction and engagement, staff development, supervisory development, employee safety and well-being, morale, motivation and teamwork. By the end of 2017 all employees will have professional development plans incorporated and addressed within their formal evaluation system. 332 DESIRED OUTCOMES STRATEGIES PRELIMINARY PERFORMANCE OBJECTIVE/KEY PERFORMANCE INDICATOR(S) HHS2-3: Viable Assess capacity and staffing levels to Upper level DHS organization structure evaluated succession plans created across the Department administer system. and assessed. Develop and deploy follow up tracking system measuring the effectiveness of the Human Services Department Human Capital Management efforts. Define how employees are measured. Fully implement new County performance management system. Implement and perfect performance appraisal system. Train supervisors and staff on how to use the performance appraisal system. Identifying current practices used for measuring employee performance, best practices and standards are set to reflect Core Values. Develop a uniform approach for performance management and evaluation that contains standards as dictated by job descriptions. Develop employee measurements based job standards and assessments that will be defined and implemented in the County performance management system. HHS2-4: Team culture Develop and deploy continuous training and Increase employee core knowledge of all developed across the board job sharing opportunities (using creative departments across Human Services. within the Department of technological options) that will help improve Human Services organizational knowledge, job performance and core values. 333 Goal HHS3: Establish a systematic structure to effectively communicate inside and outside of the Human Services Department. DESIRED OUTCOMES STRATEGIES PRELIMINARY PERFORMANCE OBJECTIVE/KEY PERFORMANCE INDICATOR(S) HHS3-1: Improved customer and stakeholder access to DHS program information and services Implement the best methods to communicate with clients, stakeholders and other agencies to include using the intranet; newsletter, web page; email or newsletters. Implement the best methods to review policy with the County Commissioners; communicate with County departments; the best methods to communicate with the rest of the County. Develop a process to share positive information with the community. Greater emphasis will be placed on positive outcomes of the services provided by Human Services and statistics that point to success, the image of the department could be enhanced and could improve relationships that are considered confrontational. An improved Human Services' website that provides more program -related information including qualification details could help customers identify eligibility even before coming into Human Services. Increased and measureable use of the PEAK system that enables customers to apply for benefits on-line. HHS3-2: Ensure all DHS staff are fully engaged in the communications loop Create team backups from each division to maintain continuity. Form staff driven improvement teams. Train staff members on project management and process improvement methodologies that will be used during the process. Conduct research around the following: The 5 most important methods to communicate info in HS; Communication methods that are currently working and methods not working; The best way to attain the voice of all staff. Top five internal communication methods for DHS identified and validated. Goal HHS4: To prepare for the future by identifying appropriate actions to opportunities and challenges that may impact the Department of Human Services. DESIRED OUTCOMES STRATEGIES PRELIMINARY PERFORMANCE OBJECTIVE/KEY PERFORMANCE INDICATOR(S) HHS4-1: Increased preparedness to handle future contingencies Develop & assess budget. Formulate program projections based on increased demand. Identify mandatory program commitments Forecast shell created through identified reports and data that predict future trends and needs. Developing Management Reports that will provide fiscal data. useful for decision -making, across all programs. Several programs are now being piloted for refinement of format. 334 DESIRED OUTCOMES STRATEGIES PRELIMINARY PERFORMANCE OBJECTIVE/KEY PERFORMANCE INDICATOR(S) HHS4-2: Increased Explore ramifications of child welfare 90/10 DHS revenue generating sources compiled. flexibility and agility in to 80/20 switch. meeting future customer Cost Containment / Revenue Maximization demands Conduct scenario planning addressing the strategies were identified, evaluated and, where following: What can be cut first; the feasible, implemented during 2013 and 2014. The consequences; the potential alternative Department has identified four additional funding strategies and the business case in strategies for 2017 that are reflected in the budget supporting individual programs compared to others. narrative. Identify "big ticket" items that must be supported. HHS4-3: Enhanced DHS Form staff driven Continuity of Operations Continuity of Operation Plan will have been emergency preparedness project planning team. implemented and revised as appropriate and all staff will participate in and be aware of the plan. Develop and deploy Continuity of Operations Plan. Goal HHS5: To develop a means to clearly and effectively communicate the value of Human Service programs to any person inside and outside of the organization on a continuous basis DESIRED OUTCOMES STRATEGIES PRELIMINARY PERFORMANCE OBJECTIVE/KEY PERFORMANCE INDICATOR(S) HHS5-1: County Commissioners and other stakeholders understand the tangible value that Weld County Human Services provides to the local community Increase awareness of DHS programs and services. Enhance image of DHS programs and services. Development and implantation of the recommendations of the OI Group for the reorganization of the Service Delivery Entry Points to Human Services. Individual DHS division education and promotion plans developed that includes the Department's mission, vision and purpose. HHS5-2: High level connections can be demonstrated from the services that each team provides to any family Analyze coordinated services within a targeted group of customers and identify what everyone is gathering. Expand coordinated service analysis after targeted group analysis and construct ethics guidelines regarding the information used in conjunction with the coordinated service analysis. Determine what funding sources and tracking/reporting are potential barriers and explored possible resolutions. Organizational report card shell designed. 335 DESIRED OUTCOMES STRATEGIES PRELIMINARY PERFORMANCE OBJECTIVE/KEY 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' language into report card based on outcomes that can justify current Department activities. Validate the report card with stakeholders. Publish report card on a routine basis. Goal HHS6: To develop and reinforce "best customer service" standards and commitment within all employees and partners of the Weld County Department of Human Services DESIRED PRELIMINARY PERFORMANCE OUTCOMES STRATEGIES OBJECTIVE/KEY PERFORMANCE INDICATOR(S) HHS6-1: Increased Ensure that customer goals are embedded within Individual DHS division customer satisfaction customer satisfaction levels employee performance standards. assessment tools developed. Test the feasibility in monitoring phone calls to test for quality customer service. Develop multiple methods to assess the quality of Overall DHS customer satisfaction index customer service (staff, partners, boards, etc.); identify the meaning of "respect' mean in the eyes of all customers? designed. Determine key requirements for all DHS Initial DHS customer satisfaction baseline customers — as well as their priorities (ease of use, quality of contact, quality of service, etc.) established. Offer ongoing training to all staff to improve basic customer service skills. Offer training for managers on the nuts and bolts of reinforcing customer service standards. Ensure partner accountability to Human Service customer service standards through contract language that can be developed to drive a closer alignment and assisting partners by communicating standards, training, and reinforcement. Develop strategies to quantify intangible aspects of customer service (focus groups). 336 BUDGET UNIT REQUEST S UMMA R Y AGENCY/DEPARTMENT NAME: SOCIAL SERVICES BUDGET UNIT TITLE AND NUMBER: County Administration - - 2100-42110 DEPARTMENT DESCRIPTION: Expenditures for Staff Compensation and Operations, attributable to Food Assistance, Medicaid, Common Support programs, and Fraud Investigation. The State establishes an allocation that limits the reimbursement for administrative expenditures. RESOURCES ACTUAL LAST FY BUDGETED CURRENT FY REQUESTED NEXT FY FINAL NEXT FY Personnel Services $ 7,075,247 $ 6,600,000 $ 7,300,000 $ 7,300,000 Supplies - 381,440 - 400,000 - 400,000 - 400,000 Purchased Services 1,731,055 1,240,000 1,320,000 1,320,000 Fixed Charges 1,249,803 4,952,534 5,000,000 5,000,000 Contra Expense - 38,141 - 20,000 - 20,000 - 20,000 Capital 0 0 0 0 Gross County Cost $ 9,636,524 $12,372,534 $13,200,000 $13,200,000 Revenue 7,476,856 6,900,000 8,200,000 8,200,000 Net County Cost $ 2,159,668 $ 5,472,534 $ 5,000,000 $ 5,000,000 Budget Positions 169.0 169.0 171.0 171.0 SUMMARY OF CHANGES: Senate Bill 16-190 authorized CDHS to conduct a Workload Study to be performed during State Fiscal Year 2016-17. The State Legislature has not yet acted on the recommendations made in the study. We are hopeful that the results of this study will convince the Legislature to fully fund the appropriation, which is currently under -funded by more than $10 million, state-wide. The bill also allows Federal performance incentives and sanctions to be passed through to counties. CDHS and CDHCPF did request and were granted, unrelated to the Workload Study, an increase to the County Administration appropriation, totaling approximately $19.1 Million. This should result in a substantial increase to our County Administration allocation, bringing the funding source closer to full reimbursement. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: Approved as recommended. Board approved the additional positions as recommended. The Board also affirmed approval of mid -year position reclassification previously approved, including the reclassification of the Prevention Supervisor in Child Welfare to Assistant for Fiscal Head (Grade 55). 337 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 97,744 97,370 98,000 5.739 5.548 5.423 $ 7.333 $ 17.966 $ 15.858 GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Human Services goals following the Social Services Fund Summary. 338 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: SOCIAI SERVICES BUDGET UNIT TITLE AND NUMBER: Non -Program Revenue - - 2100-42111 DEPARTMENT DESCRIPTION: Property Taxes, Claim -Collection Incentives, TANF Adjustment, TANF MOE Reduction, and Miscellaneous Revenue Sources. RESOURCES ACTUAL LAST FY BUDGETED CURRENT FY REQUESTED NEXT FY FINAL NEXT FY Personnel Services $ 0 $ 0 $ 0 $ 0 Supplies 0 0 0 0 Purchased Services 0 0 0 0 Fixed Charges 0 0 0 0 Contra -111,288 -130,000 - 130,000 - 130,000 Gross County Cost $ -111,288 $ -130,000 $ - 130,000 $ - 130,000 Revenue 200,276 611,340 585,408 585,408 Net County Cost $ 9,611,363 $ 11,532,977 $ 11,403,328 $ 11,403,328 Budget Positions - - - - - - - - SUMMARY OF CHANGES: Property tax is budgeted at $11,403,328 for 2018. The difference is a combination of special revenue from various department programs. The TANF Adjustment is $355,408. Incentives earned as the result of claims collections for Food Assistance, Medicaid, TANF, and State -Only programs are estimated to be $230,000. Counties will not receive the Work Participation bonus funds during 2018. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: Approved as recommended. GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Human Services goals following the Social Services Fund Summary. 339 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: SOCIAI SERVICES BUDGET UNIT TITLE AND NUMBER: Other Programs - - 2100-42115 DEPARTMENT DESCRIPTION: This budget unit was established for minor or temporary programs for the Department of Social Services. It includes Employment First, Medical Exams, Food Stamps Refunds, AFDC Retained Collections, and Collaborative Management. RESOURCES ACTUAL LAST FY BUDGETED CURRENT FY REQUESTED NEXT FY FINAL NEXT FY Personnel Services $ 478,463 $ 360,000 $ 360,000 $ 360,000 Supplies 27,049 45,000 25,000 25,000 Purchased Services 102,065 62,000 31,000 31,000 Fixed Charges 0 0 0 0 Contra - 2,826 - 1,000 - 1,000 - 1,000 Gross County Cost $ 604,751 $ 466,000 $ 415,000 $ 415,000 Revenue 622,574 500,000 415,000 415,000 Net County Cost $ - 17,823 $ - 34,000 $ 0 $ 0 Budget Positions - - - - - - - - SUMMARY OF CHANGES: The Employment First (Food Stamp Job Search) program continues to be placed in a state of change. Although requiring broader participation in the program, the Federal Government has reduced its funding of the program to the State of Colorado. In response, Colorado has, at least preliminarily, chosen to allow counties to choose whether components of the program will be implemented as a mandatory participation program or a voluntary program. Weld County has been successful in leveraging its Workfare Incentive funds to meet the 50% County match for funding such excess costs, historically. Therefore, we believe it is prudent to continue the program as a mandated participation program. We will closely monitor whether or not the new Federal requirements jeopardize our ability to continue doing so with existing funding. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: Approved as recommended. 340 OTHER PROGRAMS (CONTINUED) 2100-42115 PERFORMANCE MEASURES Work Outputs Case Load Efficiency Measures Per capita cost (county support) ACTUAL ESTIMATED PROJECTED 10,117 9,575 9,600 $0.00 $0.00 $0.00 GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Human Services goals following the Social Services Fund Summary. 341 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: SOCIAI SFRVICFS BUDGET UNIT TITLE AND NUMBER: Child Support Administration - - 2100-42200 DEPARTMENT DESCRIPTION: This program is designed to obtain and enforce child support and medical support for dependent children to offset part of the TANF and foster care costs. In addition, child support and medical support are enforced for non-TANF clients based on court orders. RESOURCES ACTUAL LAST FY BUDGETED CURRENT FY REQUESTED NEXT FY FINAL NEXT FY Personnel Services $ 2,852,257 $ 2,800,000 $ 2,960,000 $ 2,960,000 Supplies 86,544 75,000 75,000 75,000 Purchased Services 428,354 480,000 500,000 500,000 Fixed Charges 74,769 90,000 100,000 100,000 Contra Expense - 8,785 0 0 0 Capital 0 0 0 0 Gross County Cost $ 3,433,139 $ 3,445,000 $ 3,635,000 $ 3,635,000 Revenue 2,545,412 2,600,000 2,650,000 2,650,000 Net County Cost $ 887,727 $ 845,000 $ 985,000 $ 985,000 Budget Positions 31 31 31 31 SUMMARY OF CHANGES: No significant changes are anticipated in this program for 2018. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: Approved as recommended. 342 CHILD SUPPORT ADMINISTRATION (CONTINUED) 2100-42200 PERFORMANCE MEASURES Work Outputs Case Load Efficiency Measures FTE's per 10,000/capita Per capita cost (county support) ACTUAL ESTIMATED PROJECTED 7,303 7,300 7,300 1.1 1.0 1.0 $3.014 $2.774 $3.124 GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Human Services goals following the Social Services Fund Summary. 343 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: SOCIAI 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 ACTUAL LAST FY BUDGETED CURRENT FY REQUESTED NEXT FY FINAL NEXT FY Personnel Services $ 1,418,419 $ 1,400,000 $ 1,430,000 $ 1,430,000 Supplies 330,032 230,000 230,000 230,000 Purchased Services 1,367,944 1,200,000 1,400,000 1,400,000 Fixed Charges 30,696 34,000 34,000 34,000 Contra Expense - 8,962 - 10,000 - 10,000 - 10,000 Capital 0 0 0 0 Gross County Cost $ 3,138,129 $ 2,854,000 $ 3,084,000 $ 3,084,000 Revenue 2,204,832 1,368,917 1,598,917 1,598,917 Net County Cost $ 933,297 $ 1,485,083 $ 1,485,083 $ 1,485,083 Budget Positions 0 0 0 0 SUMMARY OF CHANGES: The impending end of the Child Welfare Title IV -E Waiver and significant changes to the Child Care Assistance Program may require us to utilize funds transferred from the Colorado Works Block Grant (TANF) to Title XX and/or the Child Care Development Fund in order to close-out those program allocations. Additionally, we are utilizing TANF funds to provide services that enhance the quality of Child Care in Weld County, specifically focusing on training Child Care providers in dealing with children who may otherwise be expelled from the program, due to their behaviors. Recent increases in our Colorado Works Block Grant, as well as the modest County Reserves we have accumulated, should serve to protect us from over -expenditure conditions for future years. Conversely, as our allocation increases, we will also monitor our County Reserve level to ensure that it does not exceed the 40% level, which would require a reversion of funds under the provisions of SB 11-124. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: Approved as recommended. 344 TANF ADMINISTRATION (CONTINUED) 2100-42365 PERFORMANCE MEASURES Work Outputs Case Loads (Average) Efficiency Measures Per capita cost (county support) ACTUAL ESTIMATED PROJECTED 719 636 650 $ 3.169 $ 4.876 $ 4.710 GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Human Services goals following the Social Services Fund Summary. 345 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: SOCIAL SERVICES BUDGET UNIT TITLE AND NUMBER: Aid to Needy Disabled - - 2100-42370 DEPARTMENT DESCRIPTION: Assistance grants for eligible disabled and Medicaid benefits for SSI clients. RESOURCES ACTUAL LAST FY BUDGETED CURRENT FY REQUESTED NEXT FY FINAL NEXT FY Personnel Services $ 0 $ 0 $ 0 $ 0 Supplies 0 0 0 0 Fixed Charges 147,764 150,000 150,000 150,000 Contra Account - 23,454 - 20,000 - 20,000 - 20,000 Capital 0 0 0 0 Gross County Cost $ 124,310 $ 130,000 $ 130,000 $ 130,000 Revenue 0 0 0 0 Net County Cost $ 124,310 $ 130,000 $ 130,000 $ 130,000 Budget Positions - - - - - - - - SUMMARY OF CHANGES: No significant changes are anticipated in this program for 2018. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: Approved as recommended. 346 AID TO NEEDY DISABLED (CONTINUED) 2100-42370 PERFORMANCE MEASURES Work Outputs Case Load Efficiency Measures Per capita cost (county support) ACTUAL ESTIMATED PROJECTED 200 200 200 $ 0.422 $ 0.427 $ 0.412 GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Human Services goals following the Social Services Fund Summary. 347 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: SOCIAL SERVICES BUDGET UNIT TITLE AND NUMBER: Child Care - - 2100-42375 DEPARTMENT DESCRIPTION: Provision of day care services for children from TANF and "income eligible" households. RESOURCES ACTUAL LAST FY BUDGETED CURRENT FY REQUESTED NEXT FY FINAL NEXT FY Personnel Services $ 708,459 $ 515,000 $ 715,000 $ 715,000 Supplies - 3,368 16,000 17,000 17,000 Purchased Services 808,164 600,000 654,653 654,653 Fixed Charges 13,350 12,700 13,000 13,000 Contra Expense 40 - 1,000 - 1,000 - 1,000 Capital 0 0 0 0 Gross County Cost $ 1,526,645 $ 1,142,700 $ 1,398,653 $ 1,398,653 Revenue 917,027 550,000 854,000 854,000 Net County Cost $ 609,618 $ 592,700 $ 544,653 $ 544,653 Budget Positions 9.0 9.0 9.0 9.0 SUMMARY OF CHANGES: HB 14-1317 significantly changed the activities eligible under this program. Many of those changes are postponed until the CHATS system can be modified to accommodate those changes. Weld County is in a relatively good position to absorb the increased costs that will be associated with the legislation, but will continue to monitor our position and make program adjustments, as necessary, to remain within our available funding. Based on a provider survey and audit, conducted by United Way, Weld County has adjusted its CCAP reimbursement rates to more closely align with existing provider rates. We will continue to monitor the adequacy of these reimbursements, in light of the available funds. We are also reaching out to potential Child Care providers in an attempt to fill the service gaps identified in the survey. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: Approved as recommended. 348 CHILD CARE (CONTINUED) 2100-42375 PERFORMANCE MEASURES Work Outputs Case Load Efficiency Measures FTE's per 10,000/capita Per capita cost (county support) ACTUAL ESTIMATED PROJECTED 750 820 820 0.306 0.295 0.285 $ 2.070 $ 1.946 $ 1.727 GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Human Services goals following the Social Services Fund Summary. 349 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: SOCIAL SERVICES BUDGET UNIT TITLE AND NUMBER: Old Age Pension - - 2100-42380 DEPARTMENT DESCRIPTION: This program provides money payments to eligible seniors who meet income, resource and age tests. Program costs are reimbursed approximately 99.5 percent by the state. Administrative costs are reimbursed 100 percent. RESOURCES ACTUAL LAST FY BUDGETED CURRENT FY REQUESTED NEXT FY FINAL NEXT FY Personnel Services $ 108,076 $ 72,000 $ 100,000 $ 100,000 Supplies 51,896 23,000 23,000 23,000 Purchased Services 17,422 21,000 28,000 28,000 Fixed Charges 5,966 0 0 0 Contra Expense - 957 - 2,000 - 1,000 - 1,000 Gross County Cost $ 182,403 $ 114,000 $ 150,000 $ 150,000 Revenue 177,233 107,000 143,000 143,000 Net County Cost $ 5,170 $ 7,000 $ 7,000 $ 7,000 Budget Positions - - - - - - - - SUMMARY OF CHANGES: No significant changes are anticipated in this program for 2018. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: Approved as recommended. 350 OLD AGE PENSION (CONTINUED) 2100-42380 PERFORMANCE MEASURES Work Outputs Case Load Efficiency Measures Per capita cost (county support) ACTUAL ESTIMATED PROJECTED 965 917 900 $ 0.018 $ 0.023 $ 0.022 GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Human Services goals following the Social Services Fund Summary. 351 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: SOCIAI SFRVICFS BUDGET UNIT TITLE AND NUMBER: Child Welfare and Administration - - 2100-42410 DEPARTMENT DESCRIPTION: Placement of children in kinship homes, substitute 24 -hour care family foster homes, group homes, residential treatment centers, and residential child care facilities. RESOURCES ACTUAL LAST FY BUDGETED CURRENT FY REQUESTED NEXT FY FINAL NEXT FY Personnel Services $ 12,519,732 $ 12,700,000 $ 13,400,000 $ 13,400,000 Supplies 981,846 1,270,000 1,200,000 1,200,000 Purchased Services 2,247,149 2,300,000 2,400,000 2,400,000 Capital Outlay 0 0 0 0 Fixed Charges 291,059 322,000 350,000 350,000 Contra Expenses - 281,906 - 350,000 - 350,000 - 350,000 Gross County Cost $ 15,757,880 $ 16,242,000 $ 17,000,000 $ 17,000,000 Revenue 12,062,807 13,000,000 13,600,000 13,600,000 Net County Cost $ 3,695,073 $ 3,242,000 $ 3,400,000 $ 3,400,000 Budget Positions 124.5 139 141 141 SUMMARY OF CHANGES: The Child Welfare Division is completing its fourth year of operations under the IV -E Waiver Demonstration interventions. It is too early to accurately measure the success of the project. Referrals and assessments have begun to increase. However, our focus on preserving families and achieving successful outcomes for children has enabled us to avoid significant increases in out -of -home placements. Our intention is to complete the Waiver Demonstration with sufficient ongoing cost savings to fund the additional staff necessary to continue the interventions. Weld County's allocation of funding continues to grow at a moderate pace, which should assist us in this endeavor. The Department will be requesting authorization to hire four (4) additional positions prior to the end of 2018. These positions would be funded through the Legislature's funding of additional Child Welfare positions, state-wide, and the Child Welfare appropriation. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: Approved as recommended. Board approved the additional positions as recommended. The Board also affirmed approval of mid -year position reclassification previously approved, including the reclassification of the Prevention Supervisor in Child Welfare to Assistant for Fiscal Head (Grade 55). 352 CHILD WELFARE AND ADMINISTRATION (CONTINUED) 2100-42410 PERFORMANCE MEASURES Work Outputs Average Case Load Efficiency Measures FTE's per 10,000/capita Per capita cost (county support) ACTUAL ESTIMATED PROJECTED 2,100 1,836 2,000 4.227 4.472 4.472 $ 12.547 $ 10.643 $ 10.783 GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Human Services goals following the Social Services Fund Summary. 353 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: SOCIAL SERVICES BUDGET UNIT TITLE AND NUMBER: Core Services - - 2100-42415 DEPARTMENT DESCRIPTION: Program designed to avoid placement of children into the foster care program primarily through counseling and parental education. RESOURCES ACTUAL LAST FY BUDGETED CURRENT FY REQUESTED NEXT FY FINAL NEXT FY Personnel Services $ 944,318 $ 900,000 $ 900,000 $ 900,000 Supplies 0 8,000 0 0 Purchased Services 0 0 0 0 Fixed Charges 414,497 330,000 400,000 400,000 Contra Expense - 8,944 0 0 0 Gross County Cost $ 1,349,871 $ 1,238,000 $ 1,300,000 $ 1,300,000 Revenue 947,750 850,000 900,000 900,000 Net County Cost $ 402,121 $ 388,000 $ 400,000 $ 400,000 Budget Positions 0 0 0 0 SUMMARY OF CHANGES: We have modified our accounting of the TIGHT program, such that expenditures on the program are now recorded directly out of the Social Services Fund. This will enable us to report and be reimbursed for expenditures on a timelier basis. The hiring and re- classification of Parent Education Center positions will initially decrease vacancy savings and increase personnel costs, but should also reduce direct program costs paid to external contractors. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: Approved as recommended. 354 CORE SERVICES (CONTINUED) 2100-42415 PERFORMANCE MEASURES Work Outputs Case Load Efficiency Measures Per capita cost (county support) ACTUAL ESTIMATED PROJECTED 450 497 500 $ 1.365 $ 1.274 $ 1.269 GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Human Services goals following the Social Services Fund Summary. 355 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: SOCIAL SERVICES BUDGET UNIT TITLE AND NUMBER: Adult Protective Services - 42450 DEPARTMENT DESCRIPTION: Adult Protective Services offers protective services to prevent, reduce, or eliminate the current or potential risk of mistreatment, exploitation, or self -neglect to the at -risk adult using community based services and resources, health care services, family and friends when appropriate, and other support systems. RESOURCES ACTUAL LAST FY BUDGETED CURRENT FY REQUESTED NEXT FY FINAL NEXT FY Personnel Services $ 615,980 $ 570,000 $ 660,000 $ 660,000 Supplies 18,382 5,000 20,000 20,000 Purchased Services 52,422 50,000 50,000 50,000 Fixed Charges 16,755 0 0 0 Capital 0 0 0 0 Gross County Cost $ 703,539 $ 625,000 $ 730,000 $ 730,000 Revenue 555,345 500,000 584,000 584,000 Net County Cost $ 148,194 $ 125,000 $ 146,000 $ 146,000 Budget Positions 5 6 6 6 SUMMARY OF CHANGES: This is a new Budget Unit, within the Social Services Fund Budget Group. The staff is housed within the Area Agency on Aging Division. The allocation was separated from the County Administration allocation in SFY 13-14. However, for its first four years, it was tied very closely to that allocation. Beginning with SFY 18-19, the allocation is intended to stand, largely, on its own for all but the close-out process. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: Approved as recommended. 356 ADULT PROTECTIVE SERVICES (CONTINUED) 2100-42450 PERFORMANCE MEASURES Work Outputs Referrals Reviewed Efficiency Measures Per capita cost (county support) ACTUAL ESTIMATED PROJECTED 910 1,057 1,000 $ 0.503 $ 0.410 $ 0.463 GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Human Services goals following the Social Services Fund Summary. 357 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: SOCIAL SERVICES Low Income Energy Assistance Program BUDGET UNIT TITLE AND NUMBER: and Administration - - 2100-42610/42620 DEPARTMENT DESCRIPTION: Administration of the Low Income Energy Assistance Program. This program is 100 percent federally funded. RESOURCES ACTUAL LAST FY BUDGETED CURRENT FY REQUESTED NEXT FY FINAL NEXT FY Personnel Services $ 2,833 $ 0 $ 2,000 $ 2,000 Supplies 704 0 0 0 Purchased Services 139,693 160,000 0 0 Fixed Charges 0 0 0 0 Contra Expenses - 4,807 0 0 0 Gross County Cost $ 138,423 $ 160,000 $ 2,000 $ 2,000 Revenue 154,624 160,000 2,000 2,000 Net County Cost $ - 16,201 $ 0 $ 0 $ 0 Budget Positions 0 0 0 0 SUMMARY OF CHANGES: Beginning October, 2016, this program is contracted, at the State level, to Discover Goodwill. Weld County's only participation in the program is that of referral and marketing. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: Approved as recommended. 358 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: SOCIAL SERVICES BUDGET UNIT TITLE AND NUMBER: General Assistance - - 2100-42700 DEPARTMENT DESCRIPTION: Temporary and emergency assistance for applicants for Federal/State categorical assistance programs and help for some medical indigents, totally funded by the County. Expenditures from this program are not covered by TANF, OAP, AND, etc. RESOURCES ACTUAL LAST FY BUDGETED CURRENT FY REQUESTED NEXT FY FINAL NEXT FY Personnel Services $ 0 $ 0 $ 0 $ 0 Supplies 0 0 0 0 Purchased Services 18,578 21,000 21,000 21,000 Contra Expense 0 0 0 0 Capital 0 0 0 0 Gross County Cost $ 18,578 $ 21,000 $ 21,000 $ 21,000 Revenue 2,487 0 0 0 Net County Cost $ 16,091 $ 21,000 $ 21,000 $ 21,000 Budget Positions - - - - - - - - SUMMARY OF CHANGES: No significant changes are anticipated for this program during 2018. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: Approved as recommended. 359 GENERAL ASSISTANCE (CONTINUED) 2100-42700 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Case Load excluding shelter (Average) 10 10 10 Efficiency Measures Per capita cost (county support) $ 0.055 $ 0.069 $ 0.067 GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Human Services goals following the Social Services Fund Summary. 360 HEALTH FUND Revenue Changes $6,000,000 $5,000,000 $4,000,000 $3,000,000 $2,000,000 $1,000,000 Solid Waste Trfs Chg for Services Federal/State Licenses& Miscellaneous Fund Balance General Fd Permits Trfs 2018 Revenue Total $12,362,443 (2017 $11,977,154) General Fd Trfs $5,089,441 41% Fund Balance $800,000 7% Solid Waste Trfs $639,035 Miscellaneous $30,783 0% 5% Licenses& Permits $701,750 6% Chg for Services $792,269 6% Federal/State $4,309,165 35% 361 HEALTH FUND 2018 Expenditures Total $11,562,443 (2017 $10,850,154) Health Communication $2,080,844 r18% Administration $185,000 2% $6,000,000 $5,000,000 $4,000,000 $3,000,000 $2,000,000 $1,000,000 $0 Envirnmental Health Services $3,385,550 29% Community Health Services $5,571,308 48% Health Preparedness $339,741 3% Expenditure Changes c c ��ar ate. a\ P `tom ce, e co �a at 362 SEVEN YEAR TREND Health Subsidy MILLIONS 2012 2013 2014 2015 2016 2017 2018 363 PUBLIC HEALTH & ENVIRONMENT FUND SUMMARY Together, we are working to make Weld County a healthy place to live, learn, work and play. "Public health service should be as fully organized and as universally incorporated into our governmental system as is public education. The returns are a thousand -fold in economic benefits, and infinitely more in reduction of suffering and promotion of human happiness". -- Herbert Hoover Public health is the science of protecting and improving the health of families and communities through promotion of healthy lifestyles, research for disease and injury prevention and detection and control of infectious diseases. Overall, public health is concerned with protecting the health of entire populations. https://www.cdcfoundation.org/content/what-public-health The Weld County Department of Public Health and Environment promotes health and wellness for the entire community by monitoring the health of the community, promoting healthy behaviors, preventing injuries and the spread of disease, protecting against environmental hazards, responding to disasters and assisting in recovery, and assuring access to quality health care services. The Department performs its work in the context of the Ten Essential Services, as defined by the Centers for Disease Control and Prevention (CDC). The Health Department's 2018 budget continues the Department's strong fiscal management record, implements thoughtful reforms that streamline staffing, achieve savings and modernize processes, and reinvests those savings in targeted initiatives toward achieving a thriving, healthy Weld County. Building on successes in 2016 and 2017, our 2018 budget reflects our commitment to the department -wide 2016-2019 strategic plan that focuses primarily on the key priority of integrating select core public health services in our community to better achieve sustainability, enhance quality, and control costs. During the past two years, the Health Department has been diligently working toward three strategic goals: formal integration of health services into an established and enduring community system of care; supporting the community in addressing behavioral health 364 issues, including mental health and substance abuse; and increasing communication channels, both internally and within the community, using technology and other means. In support of these strategic goals, budgetary planning for 2018 again includes an emphasis on funding technology additions and improvements in both our Greeley and Southwest Weld locations, strengthening and supporting strategic activities and community partnerships focused on behavioral health in our community, and expanding access to our services in convenient, efficient, and effective ways to engage and support all citizens of Weld County while controlling costs and meeting budget targets. At the end of 2016, the Health Department proudly announced the significant achievement of our long-term goal of national public health accreditation. A cornerstone of public health accreditation, our 2018 budget continues to support our commitment to performance management. Our performance management system embeds a continuous system focused on assessment, planning, essential services, quality improvement, and workforce development to achieve our strategic priorities and provide outstanding customer service to Weld County residents. In 2017, as part of this performance management system, the Health Department restructured its staffing resources to realign and strengthen the delivery of our core public health services to the county's constituents. Most noteworthy was the split of what was formerly known as the Public Health Services division into two divisions, now known as Community Health Services and Public Health Clinical Services. The 2018 budget reflects the creation of these two divisions with the preparation of two distinct budgets for each division. The Department's target budget for 2018 was established at $5,089,441 by the Weld County Director of Finance and Administration and Board of County Commissioners. The Department again achieved its goal of hitting the target budget for 2018 with level funding except for annual increases related to personnel costs. To achieve the goals of preserving, promoting and protecting the health and environment of current residents and future generations in Weld County, the Department's available funding was allocated among the Department's newly realigned divisions (Administration, Environmental Health Services, Health Communication, Education and Planning [including Public Health Emergency Preparedness and Response], Community Health Services and Public Health Clinical Services). Highlights of proposed changes in the 2018 budget include: • Increased revenues. Overall, revenues are expected to increase by approximately 8.24% in 2018. The Community Health and Public Health Clinical Services divisions are projecting increases in Medicaid reimbursements in our clinical operations because of increased enrollment in Medicaid. In addition, patient payments are expected to increase slightly under charges for services. Due to new contracts with private health insurance providers, our clinical operations again project small increases in health insurance reimbursements. Environmental Health is projecting notable increases in fee income for licenses, permits and fines. • Increased grant activity and funding. In 2018, all five divisions are projecting increased grant revenue averaging approximately 9% across the Department. 365 • Increased personnel services. An increase of approximately 5.54% is anticipated due to cost of living adjustments, step increases and benefit adjustments (PERA, Medicare and health insurance costs) in 2018. Furthermore, reclassifications of certain positions within the Health Department that are proposed to occur in 2017 will also play a role in this increase. • Increased health insurance costs. For 2018 we are projecting an increase in health insurance costs of approximately 21.5%. This is primarily due to increased individual and family enrollment in the County's health plans. • Decreased Information Technology Costs. Based on actual costs incurred in 2016, our data processing cost projections were decreased by approximately 8% in 2018. • Increased Equipment (Small and Capitalized) Costs. All divisions are projecting higher equipment costs because of our proposed technology refresh and additions in 2018. These planned implementations are, among other things, geared toward reducing costs associated with attending local and regional meetings that are increasingly becoming available via teleconferences and webinars as alternative options to costly travel, recruiting the best personnel available who would like to relocate to Weld County, and continuing our technological interfaces between our electronic medical records and laboratory for both internal and external customers. "For he who has health has hope; and he who has hope, has everything." — Owen Arthur 366 PUBLIC HEALTH SUMMARY OF REVENUES 2018 Fund Ora Acct Account Title 2017 2018 2018 2018 Budget Request Recommend Final LICENSES 2560 41400 4210 LICENSES 2560 41400 4221 PERMITS TOTAL LICENSES INTERGOVERNMENTAL 2530 41300 4321 MEDICAID 2534 41300 4321 MEDICAID 2535 41300 4321 MEDICAID 252211 41300 4321 MEDICAID 253211 41300 4321 MEDICAID 253910 41300 4321 MEDICAID 2560 41400 4321 MEDICAID 2590 41600 4321 MEDICAID 2591 41600 4321 MEDICAID 2592 41600 4321 MEDICAID 2599 41600 4321 MEDICAID 255810 41300 4336 REIMBURSEMENTS 2500 41100 4340 GRANTS 2512 41210 4340 GRANTS 2517 41210 4340 GRANTS 2523 41210 4340 GRANTS 2524 41210 4340 GRANTS 2525 41210 4340 GRANTS 2528 41210 4340 GRANTS 251010 41210 4340 GRANTS 252710 41210 4340 GRANTS 2531 41300 4340 GRANTS 2535 41300 4340 GRANTS 252211 41300 4340 GRANTS 253211 41300 4340 GRANTS 253310 41300 4340 GRANTS 253910 41300 4340 GRANTS 254311 41300 4340 GRANTS 254911 41300 4340 GRANTS 2560 41400 4340 GRANTS 254610 41400 4340 GRANTS 258110 41500 4340 GRANTS 2591 41600 4340 GRANTS 2592 41600 4340 GRANTS 2593 41600 4340 GRANTS 2594 41600 4340 GRANTS 2500 41100 4356 COUNTIES TOTAL INTERGOVERNMENTAL CHARGE FOR SERVICES 2500 41100 4410 CHARGE FOR SERVICES 2530 41300 4410 CHARGE FOR SERVICES 2535 41300 4410 CHARGE FOR SERVICES 253211 41300 4410 CHARGE FOR SERVICES 253910 41300 4410 CHARGE FOR SERVICES 2560 41400 4410 CHARGE FOR SERVICES 2590 41600 4410 CHARGE FOR SERVICES 2591 41600 4410 CHARGE FOR SERVICES 2592 41600 4410 CHARGE FOR SERVICES 2593 41600 4410 CHARGE FOR SERVICES TOTAL CHARGE FOR SERVICES MISCELLANEOUS 2560 41400 4510 FINES 2530 41300 4690 DONATIONS 2535 41300 4690 DONATIONS 253211 41300 4690 DONATIONS 253910 41300 4690 DONATIONS 254311 41300 4690 DONATIONS 2590 41600 4690 DONATIONS 2591 41600 4690 DONATIONS 2592 41600 4690 DONATIONS 2593 41600 4690 DONATIONS TOTAL MISCELLANEOUS TRANSFER 2560 41400 712700 TRANSFER TOTAL PUBLIC HEALTH 294,000 318,400 318,400 318,400 316,350 383,350 383,350 383,350 610,350 701,750 701,750 701,750 38,800 117 117 117 31,000 0 0 0 55,000 0 0 0 50,000 0 0 0 200,000 0 0 0 0 38,804 38,804 38,804 77,500 77,500 77,500 77,500 0 28,556 28,556 28,556 0 247,723 247,723 247,723 0 73,354 73,354 73,354 0 37,036 37,036 37,036 54,352 54,352 54,352 54,352 412,498 414,809 414,809 414,809 12,500 12,500 12,500 12,500 318,903 318,903 318,903 318,903 199,527 233,992 233,992 233,992 0 8,250 8,250 8,250 1 16, 785 126,549 126,549 126,549 85,750 68,088 68,088 68,088 147,901 179,911 179,911 179,911 96,500 85,000 85,000 85,000 0 12,075 12,075 12,075 98,836 0 0 0 829,566 837,404 837,404 837,404 169,892 0 0 0 191,432 234,054 234,054 234,054 57,500 52,500 52,500 52,500 158,382 0 0 0 135,000 137,000 137,000 137,000 55,500 67,200 67,200 67,200 130,000 110,747 110,747 110,747 230,699 273,284 273,284 273,284 0 259,646 259,646 259,646 0 169,129 169,129 169,129 0 134,382 134,382 134,382 0 16,300 16,300 16,300 4,869,653 5,089,441 5,089,441 5,089,441 8,823,476 9,398,606 9,398,606 9,398,606 19 5, 000 18 5, 000 18 5, 000 18 5, 000 80,700 25,506 25,506 25,506 90,000 0 0 0 60,000 0 0 0 0 8,528 8,528 8,528 322,500 329,900 329,900 329,900 0 93,294 93,294 93,294 0 67,474 67,474 67,474 0 67,081 67,081 67,081 0 15,486 15,486 15,486 748,200 792,269 792,269 792,269 7,500 15,000 15,000 15,000 800 0 0 0 100 0 0 0 16,000 0 0 0 0 1 1 1 300 0 0 0 0 800 800 800 0 14,383 14,383 14,383 0 170 170 170 0 429 429 429 24,700 30,783 30,783 30,783 643,428 639,035 639,035 639,035 10, 850,154 11,562A43 11,562A43 11,562A43 367 PUBLIC HEALTH SUMMARY OF EXPENDITURES 2018 Fund Org Expenditure Function 2500 41100 ADMINISTRATION 251010 41210 GENERAL HEALTH EDUCATION 2517 41210 GENERAL HEALTH EDUCATION 2520 41210 GENERAL HEALTH EDUCATION 2621 41210 GENERAL HEALTH EDUCATION 2523 41210 GENERAL HEALTH EDUCATION 2524 41210 GENERAL HEALTH EDUCATION 2525 41210 GENERAL HEALTH EDUCATION 252710 41210 GENERAL HEALTH EDUCATION 2528 41210 GENERAL HEALTH EDUCATION 2530 41300 COMMUNITY HEALTH SERVICES 2531 41300 COMMUNITY HEALTH SERVICES 253211 41300 COMMUNITY HEALTH SERVICES 253310 41300 COMMUNITY HEALTH SERVICES 2535 41300 COMMUNITY HEALTH SERVICES 253910 41300 COMMUNITY HEALTH SERVICES 254311 41300 COMMUNITY HEALTH SERVICES 254911 41300 COMMUNITY HEALTH SERVICES 255211 41300 COMMUNITY HEALTH SERVICES 255810 41300 COMMUNITY HEALTH SERVICES 2560 41400 ENVIROMENTAL 256410 41400 ENVIROMENTAL 2580 41500 PUBLIC HEALTH PREPAREDNESS 258110 41500 PUBLIC HEALTH PREPAREDNESS 2590 41600 PUBLIC HEALTH CLINICAL SERVICES 2591 41600 PUBLIC HEALTH CLINICAL SERVICES 2592 41600 PUBLIC HEALTH CLINICAL SERVICES 2593 41600 PUBLIC HEALTH CLINICAL SERVICES 2594 41600 PUBLIC HEALTH CLINICAL SERVICES TOTAL PUBLIC HEALTH 2017 2018 2018 Budget Request Recommend 195,000 185,000 185,000 185,000 153,343 159,542 159,542 159,542 327,534 329,565 329,565 329,565 813,475 930,647 930,647 930,647 25,261 20,130 20,130 20,130 215,763 256,878 256,878 256,878 0 13,033 13,033 13,033 144,307 147,783 147,783 147,783 101,796 138,383 138,383 138,383 96,405 84,883 84,883 84,883 938,800 394,807 394,807 394,807 0 14,360 14,360 14,360 1,313,775 0 0 0 521,466 433,337 433,337 433,337 638,431 0 0 0 299,317 407,678 407,678 407,678 201,232 0 0 0 247,918 249,128 249,128 249,128 998,956 984,464 984,464 984,464 71,573 75,998 75,998 75,998 3,116,798 3,250,091 3,250,091 3,250,091 141,172 135,459 135,459 135,459 47,133 54,488 54,488 54,488 240,699 285,253 285,253 285,253 0 747,037 747,037 747,037 0 1,169, 664 1,169,664 1,169,664 0 674,151 674,151 674,151 0 313,934 313,934 313,934 0 106,750 106,750 106,750 2018 Final 10,850,154 11,562,443 11,562,443 11,562,443 368 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: DEPARTMENT OF PUBLIC HEALTH & ENVIRONMENT BUDGET UNIT TITLE AND NUMBER: Summary - - All Departments - - Fund 2500 DEPARTMENT DESCRIPTION: See individual units. RESOURCES ACTUAL LAST FY BUDGETED CURRENT FY REQUESTED NEXT FY FINAL NEXT FY Personnel Services $ 7,449,535 $ 8,216,864 $ 8,671,677 $ 8,671,677 Supplies 591,626 652,629 798,581 798,581 Purchased Services 1,274,965 2,144,181 2,134,921 2,134,921 Fixed Charges 726,261 841,732 937,306 937,306 Contra Expense -892,663 -1,047,952 -1,027,742 -1,027,742 Capital 62,846 42,700 47,700 47,700 Gross County Cost $ 9,212,570 $ 10,850,154 $ 11,562,443 $ 11,562,443 Revenue/Fund Bal. 5,945,577 5,980,501 6,473,002 6,473,002 Net County Cost $ 3,266,993 $ 4,869,653 $ 5,089,441 $ 5,089,441 Budgeted Positions 93.350 96.125 97.075 97.075 SUMMARY OF CHANGES: See individual units. The following position reclassifications have been requested by the department. Dept. No. Department Current Position New Position 2500-41100 PH Admin Admin Coord. (Grade 44) Admin Coord. (Grade 54) 2500-41100 PH Admin Office Tech IV (Grade 21) Accounting Supr. (Grade 36) 2500-41100 PH Admin Office Manager (Grade 30) Office Mgr. Coord. (Grade 36) 2520-41210 PH Communications Dir. Health Comm. (Grade 50) Dir. Health Comm. (Grade 54) 2520-41210 PH Communications None Health Ed Spec. II (Grade 34) 2530-41300 Comm. Health Services Dir. Health Svc (Grade 50) Dir. Health Svc.. (Grade 54) 2530-41300 Comm. Health Services Health Svc. Supr.(Grade 51) Health Svc. Supr.(Grade 37) 2530-41300 Comm. Health Services Hlth. Svc. Prog Coord. Grade 37) Hlth. Svc. Prog Coord. Grade 39) 2560-41100 Environmental Health Dir. Env. Health (0.5 FTE) Dir. Env. Health (1.0 F IL) 2560-41100 Environmental Health Septic Prog. Coord. (Grade 37) Septic Prog. Coord. (Grade 39) FINANCE/ADMINISTRATION RECOMMENDATION: See individual units. BOARD ACTION: See individual units. Board approved all position reclassifications as recommended. PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs See individual budget units Efficiency Measures FTE's per 10,000/capita Per capita cost (county support) 3.16 3.16 3.08 $11.09 $15.98 $16.14 369 HEALTH FUND SUMMARY (CONTINUED) FUND 2500 Mission Statement: In partnership with the communities we serve, Weld County Department of Public Health and Environment preserves, promotes and protects the health and environment of the residents of Weld County. (Department of Public Health and Environment) o Goal PHS 1: 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://www. co.weld. co.us/Departments/HealthEnvironment/index. html 370 BUDGET UNIT REQUEST S UMMA R Y AGENCY/DEPARTMENT NAME: DEPARTMENT OF PUBLIC HEALTH AND ENVIRONMENT BUDGET UNIT TITLE AND NUMBER: Administration Services - - 2500-41100 DEPARTMENT DESCRIPTION: Overall administration of the Department of Public Health and Environment, including personnel, procurement, budgeting, fiscal management, data and records management, contract and grant management, and facilities management. The Executive Director is the official registrar of vital statistics for Weld County. Records of deaths that occurred in Weld County are kept and certified copies are available upon request from the Deputy Registrars. Birth records for births that occurred anywhere in the State of Colorado are available electronically and certified copies can be issued upon request from the Deputy Registrars. RESOURCES ACTUAL LAST FY BUDGETED CURRENT FY REQUESTED NEXT FY FINAL NEXT FY Personnel Services $ 767,276 $ 827,674 $ 906,084 $ 906,084 Supplies 27,280 57,650 45,975 45,975 Purchased Services 60,897 98,550 95,223 95,223 Fixed Charges 0 0 0 0 Contra Expense -678,110 -831,574 -909,982 -909,982 Capital 8,469 42,700 47,700 47,700 Gross County Cost $ 185,812 $ 195,000 $ 185,000 $ 185,000 Revenue 185,812 195,000 185,000 185,000 Net County Cost $ 0 $ 0 $ 0 $ 0 Budgeted Positions 10.0 10.0 10.0 10.0 SUMMARY OF CHANGES: There is a $78,410 (9.47%) increase in Personnel Services costs for 2018. This net increase is the result of increased health insurance costs (changes to enrolled family members) and increases in salaries and benefits due to position reclassifications, step increases and cost of living adjustment in 2018. Supplies decreased by $11,675. Purchased Services will decrease by $3,327. The changes are due to the Administration division reducing the allocated costs of postage and phones by more direct charges to Health department divisions. In 2018, as part of the department's efforts to refresh technology items of equipment will fall into the capital expenditures category in the amount of $47,700. There will be an increase of 9.43%, or $78,408, in contra expenditures that will be reallocated to the divisions of the Health Department. The department anticipates birth certificate issuance volume to maintain at historical levels and death certificate issuance volume to decrease due to the full implementation of the State's electronical death registry (EDR) system. This reduction has led the department to adjust revenue projections by $(10,000), which is an 5.13% decrease over prior years' budgeted revenue expectations. 371 HEALTH ADMINISTRATION (CONTINUED) 2500-41100 FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: Approved as recommended. 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 FTE's per 10,000/capita Per capita cost 6,947 7,000 7,000 8,475 9,000 9,000 895 1,000 1,000 159 200 200 372 450 450 24 50 50 .340 .328 .317 $2.30 $2.73 $2.89 GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Health goals following Department of Public Health and Environment Budget Review Summary. 372 BUDGET UNIT REQUEST S UMMA R Y AGENCY/DEPARTMENT NAME: DEPARTMENT OF PUBLIC HEALTH AND ENVIRONMENT BUDGET UNIT TITLE AND NUMBER: Non -Program Revenue - - 2500-41100 DEPARTMENT DESCRIPTION: Non -program revenues from the State per capita health funds. RESOURCES ACTUAL LAST FY BUDGETED CURRENT FY REQUESTED NEXT FY FINAL NEXT FY Gross County Cost $ 0 $ 0 $ 0 $ 0 Revenue 408,831 412,498 414,809 414,809 Net County Cost $ -408,831 $ -412,498 $ -414,809 $ -414,809 Budgeted Positions n/a n/a n/a n/a SUMMARY OF CHANGES: Non -program revenue from Local Planning and Support, formerly known as Per Capita, to support essential public health services is projected to increase by $2,311, or 0.56%. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BO BOARD ACTION: Approved as recommended. 373 BUDGET UNIT REQUEST S UMMA R Y AGENCY/DEPARTMENT NAME: DEPARTMENT OF PUBLIC HEALTH AND ENVIRONMENT BUDGET UNIT TITLE AND NUMBER: Health Communication Section - - 2520-41210 DEPARTMENT DESCRIPTION: Health Communication, Education and Planning (HCEP) includes county and grant funded health communication/prevention programs that promote healthy behaviors to reduce the burden of chronic disease in our county. The Health Communication team coordinates the Community Health Improvement Plan and strategic planning functions for the department. HCEP serves as the liaison with the local TV/radio/newspaper media for the Health Department. They develop and disseminate emergency communication and educational materials to the public. The HCEP team provides support internally for producing educational materials, reports, and local health data. Health Communication partners with the community to implement strategies that promote and support healthy behaviors. These include improving access to healthy foods and recreation for all residents, cardiovascular disease and diabetes prevention and management, men's health screening and lifestyle education, healthy relationships for teens and parents to prevent unintended pregnancy and STI, tobacco use prevention, and traffic safety and prevention of unintentional injuries for teens. Coalitions such as Drive Smart Weld County, the Community Health Improvement Plan (CHIP) coalition, and the Weld Tobacco -Free Coalition, provide guidance to the department to address these important health issues in Weld County. RESOURCES ACTUAL LAST FY BUDGETED CURRENT FY REQUESTED NEXT FY FINAL NEXT FY Personnel Services $ 1,151,910 $ 1,289,461 $ 1,446,098 $ 1,446,098 Supplies 11,736 29,244 26,536 26,536 Purchased Services 206,926 402,886 434,470 434,470 Fixed Charges 127,468 156,293 173,740 173,740 Contra Expense 0 0 0 0 Gross County Cost $ 1,498,040 $ 1,877,884 $ 2,080,844 $ 2,080,844 Revenue 928,682 977,866 1,033,193 1,033,193 Net County Cost $ 569,358 $ 900,018 $ 1,047,651 $ 1,047,651 Budget Positions 13.75 16.375 16.625 16.625 SUMMARY OF CHANGES: Personnel Services have an increase of $156,637, due to increased health insurance costs (changes to enrolled family members), position reclassification, cost of living adjustments and step increases, including the net addition of 0.25 FTE. Revenue has an increase of $55,327 which is an increase in grants, and helps adjust for the overall increase of $147,633 in Net County Cost. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: Approved as recommended. 374 HEALTH COMMUNICATION SECTION (CONTINUED) 2520-41210 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs # residents reached by the classes, programs 170,000 175,000 180,000 News release exposure 700,000 720,000 750,000 Efficiency Measures FTE's per 10,000/capita .467 .4538 .527 Per capita cost (county support) $1.93 $2.95 $3.32 Effectiveness results Reduction in motor vehicle fatalities 55 35 51 Reduction in teen birth rate for 15 - 17 yr. olds -- MCH data 19/1,000 18/1,000 13/1,000 Number of obese/overweight adults — CHA data 64% 64% 67% Adult Smoking rates -- CHA data 14.0% 14.0% 14.5% GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Health goals following Department of Public Health and Environment Budget Unit Request Summary. 375 BUDGET UNIT REQUEST S UMMA R Y AGENCY/DEPARTMENT NAME: DEPARTMENT OF PUBLIC HEALTH AND ENVIRONMENT BUDGET UNIT TITLE AND NUMBER: Public Health Services - - 2530-41300 DEPARTMENT DESCRIPTION: The division holds clinics for immunizations, family planning, international travel health, and Tuberculosis. It also provides immunizations, screening, counseling, communicable disease surveillance, containment, treatment, and teaching. Provides home visits for health promotion, evaluation, health assessment, and community activities. RESOURCES 41300 & 41600 ACTUAL LAST FY BUDGETED CURRENT FY REQUESTED NEXT FY FINAL NEXT FY Personnel Services $ 2,976,040 $ 3,437,257 $ 3,614,478 $ 3,614,478 Supplies 359,636 350,795 501,924 501,924 Purchased Services 590,807 1,028,462 986,568 986,568 Fixed Charges 328,947 414,954 468,338 468,338 Contra Expense 0 0 0 0 Capital 14,525 0 0 0 Gross County Cost $ 4,269,955 $ 5,231,468 $ 5,571,308 $ 5,571,308 Revenue 2,598,160 2,317,660 2,625,584 2,625,584 Net County Cost $ 1,671,795 $ 2,913,808 $ 2,945,724 $ 2,945,724 Budgeted Positions 41.35 42.00 42.2 42.2 RESOURCES 41300 ACTUAL LAST FY BUDGETED CURRENT FY REQUESTED NEXT FY FINAL NEXT FY Personnel Services $ 1,836,013 $ 1,836,013 Supplies 72,146 72,146 Purchased Services 422,156 422,156 Fixed Charges 229,457 229,457 Contra Expense 0 0 Capital 0 0 Gross County Cost $ 2,559,772 $ 2,559,772 Revenue 1,400,341 1,400,341 Net County Cost $ 1,159,431 $ 1,159,431 Budgeted Positions 22.542 22.542 376 COMMUNITY HEALTH SERVICES PUBLIC HEALTH CLINIC SERVICES (CONTINUED) 2530-41300 2590-41600 RESOURCES 41600 ACTUAL LAST FY BUDGETED CURRENT FY REQUESTED NEXT FY FINAL NEXT FY Personnel Services $ 1,778,465 $ 1,778,465 Supplies 429,778 429,778 Purchased Services 564,412 564,412 Fixed Charges 238,881 238,881 Contra Expense 0 0 Capital 0 0 Gross County Cost $ 3,011,536 $ 3,011,536 Revenue 1,225,243 1,225,243 Net County Cost $ 1,786,293 $ 1,786,293 Budgeted Positions 19.658 19.658 SUMMARY OF CHANGES: In 2017 the division of Public Health Services, also known as Nursing, was split into two divisions, Community Health Services (41300) and Public Health Clinical Services (41600). The three tables above are meant to disseminate historical information for 2016 and 2017 and expenditures and revenues for the two new divisions in 2018. The descriptions below combine the two divisions to more easily describe the changes that will occur in 2018 as though the two divisions had not split. Personnel Services expenditures increased by 5.16%, or $177,221. The increase of $177,221 is attributable to planned position reclassifications, step increases and a cost of living increase in 2018. Supplies and Purchased Services categories have increased by $109,235. This increase is primarily due to projected increased costs of medical supplies and services across several clinical programs. In addition, the department has budgeted for the replacement of small items of equipment as medical equipment/technology becomes worn and/or outdated. There are also increases in information technology charges as a result of higher costs associated with our electronic health record used for clinical charting and billing in the Public Health Services division. The department budgeted for an update to its electronic medical record system to add bar-coding technology that will eliminate human error and increase efficiencies in the clinic and the clinical pharmacy. Fixed charges increased $53,384, or 12.87% primarily due to an increase in projected administration overhead costs. Overall revenue is expected to increase by $307,924 or approximately 10.57%. This is primarily due to increases in both Medicaid and grant funding in many of our Public Health Services programs. 377 COMMUNITY HEALTH SERVICES PUBLIC HEALTH CLINIC SERVICES (CONTINUED) 2530-41300 2590-41600 FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: Approved as recommended. PERFORMANCE MEASURES - COMMUNITY HEALTH SERVICES - 41300 Work Outputs ACTUAL ESTIMATED PROJECTED Communicable Disease Program Outbreak Investigations 13 13 15 Reportable Disease Investigations 343 366 370 Tuberculosis Visits 1,366 1,200 1,500 Skilled Nursing Facility Infection Program Trainings 0 5 5 Health Communities — Clients Contacted 17,000 20,000 18,000 Mobile Unit Outings Sites Visited Nurse -Family Partnership for First -Time Mothers Homes Visits Mothers and Infants Served Total Time Spent with Clients (hours) Maternal and Child Health — HCP — CC Clients Served Direct referrals received Community Outreach Programs Clients Assisted Outreach Events Community Partner Meetings 163 170 418 425 160 400 2,367 2,100 2,800 319 290 330 2,703 2,500 2,800 517 470 118 150 490 505 11 50 23 50 500 120 540 70 100 378 COMMUNITY HEALTH SERVICES PUBLIC HEALTH CLINIC SERVICES (CONTINUED) 2530-41300 2590-41600 PERFORMANCE MEASURES - PUBLIC HEALTH CLINICAL SERVICES - 41600 Work Outputs Immunization/Communicable Disease Program Immunization Visits Vaccinations Given (North) Vaccinations Given (South) Outreach Events Telethon Contacts -Outreach Calls Travel Immunization Clinic Visits Family Planning Visits MD Clinic Visits Sexually Transmitted Infections Visits Women's Wellness Connection (WWC) Visits WISEWOMAN Visits WWC — Targeted Outreach — Clients Contacted ACTUAL ESTIMATED PROJECTED 1,827 1,900 2,000 4,775 6,500 5,000 928 800 900 12 12 12 4,439 5,700 5,700 137 170 200 2,619 2,700 2,800 108 200 120 272 300 350 81 115 240 68 100 160 5,200 7,600 7,800 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) Efficiency Measures - 41600 FTE's per 10,000/capita Per capita cost (county support) 1.4 1.38 1.34 $5.68 $9.57 $9.34 0.0 0.0 0.715 $0.00 $0.00 $3.68 0.0 0.0 0.623 $0.00 $0.00 $5.67 GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Health goals following Department of Public Health and Environment Budget Unit Request Summary. 379 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: DEPARTMENT OF PUBLIC HEALTH AND ENVIRONMENT BUDGET UNIT TITLE AND NUMBER: Environmental Health Services - - 2560-41400 DEPARTMENT DESCRIPTION: The primary mission of the division is to protect and perpetuate the public health of the citizens of the county with scientific risk assessments, the development of policies, monitoring and inspections, consultation, and the enforcement of regulations designed to protect food, water, and air supplies. Services include technical assistance and consultation, monitoring and sampling, inspection and enforcement, education and outreach, and planning activities. The laboratory's purpose is to process medical and water samples. RESOURCES ACTUAL LAST FY BUDGETED CURRENT FY REQUESTED NEXT FY FINAL NEXT FY Personnel Services $ 2,331,886 $ 2,450,893 $ 2,484,117 $ 2,484,117 Supplies 181,429 211,550 220,756 220,756 Purchased Services 402,666 556,587 524,110 524,110 Fixed Charges 250,118 255,318 274,327 274,327 Contra Expense -214,553 -216,378 -117,760 -117,760 Capital 39,852 0 0 0 Gross County Cost $ 2,991,398 $ 3,257,970 $ 3,385,550 $ 3,385,550 Revenue 1,981,503 1,846,778 1,941,132 1,941,132 Net County Cost $ 1,009,895 $ 1,411,192 $ 1,444,418 $ 1,444,418 Budgeted Positions 25.75 25.75 26.25 26.25 SUMMARY OF CHANGES: Net County Cost has increased by $33,226. Personnel services have increased by $33,224 (only $2 less than the net county cost increase). The increase is due to greater costs for health insurance as well as an additional 0.50 FTE to bring the EH Director position back to full-time. These increases have been offset somewhat by decreased salary costs due to retirement of long-term employees. The EHS Division's request for Supplies has increased by $9,206. The increase is due to greater costs for computer software for all programs as well as laboratory medical costs for consumables. Purchased services decreased by $32,477. Overhead charges increased by $19,009. Revenue is expected to increase by $94,354. The increase is due to the additional license fee revenue from the legislative action that raised the retail food establishment license fees (additional $22,400 for the second year) and increased revenue from the issuance of ISDS permits ($167,000). FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: Approved as recommended. 380 ENVIRONMENTAL HEALTH SERVICES (CONTINUED) 2560-41400 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs* Food inspections, activities, complaints 3,870 3,900 3,900 Laboratory analyses 17,788 18,000 18,000 Household Hazardous Waste Disposed (#'s) 430,346 510,000 510,000 Environmental Planning Reviews 593 573 593 I.S.D.S. permits and inspections 1,374 1,493 1,374 Waste inspections, complaints, spill reports 248 264 250 Biosolids Inspections, activities, complaints 155 175 155 Efficiency Measures FTE's per 10,000/capita .874 .845 .833 Per capita cost (county support) $3.43 $4.63 $4.58 GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Health goals following Department of Public Health and Environment Budget Unit Request Summary. 381 BUDGET UNIT REQUEST S UMMA R Y AGENCY/DEPARTMENT NAME: DEPARTMENT OF PUBLIC HEALTH AND ENVIRONMENT BUDGET UNIT TITLE AND NUMBER: Public Health Preparedness - - 2580-41500 DEPARTMENT DESCRIPTION: Public Health Preparedness utilizes grants and county funding to enhance the ambient level of emergency preparedness, both internally (county organization) and externally (constituents). This unit is charged with preparing for, and responding to, incidents and events which threaten the quality and quantity of life within the purview of health and environment; develops exercises and evaluates various plans, procedures and protocols associated with emergency preparedness; is assigned disease investigation duties and functions, along with regional bioterrorism laboratory duties and functions; houses the county -wide Health Alert Network, communications and warning operations; and is engaged in local, regional, state and national collaborative efforts associated with these disciplines. RESOURCES ACTUAL LAST FY BUDGETED CURRENT FY REQUESTED NEXT FY FINAL NEXT FY Personnel Services $ 222,423 $ 211,579 $ 220,900 $ 220,900 Supplies 11,545 3,390 3,390 3,390 Purchased Services 13,669 57,696 94,550 94,550 Fixed Charges 19,728 15,167 20,901 20,901 Capital 0 0 0 0 Gross County Cost $ 267,365 $ 287,832 $ 339,741 $ 339,741 Revenue 251,420 230,699 273,284 273,284 Net County Cost $ 15,945 $ 57,133 $ 66,457 $ 66,457 Budgeted Positions 2.5 2.0 2.0 2.0 SUMMARY OF CHANGES: No increase in FTE; however slight increases in Personnel Services to adjust for cost of living and step increases ($9,321). No increase in Supplies ($0); but an increase in Purchased Services ($36,854), which is offset by an increase in Revenue ($42,585). Net County Cost increased slightly ($9,324). FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: Approved as recommended. 382 PUBLIC HEALTH EMERGENCY PREP (CONTINUED) 2500-41500 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Efficiency Measures FTE's per 10,000 capita Per capita cost (county support) .085 .066 .063 $0.05 $0.19 $0.21 GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Health goals following Department of Public Health and Environment Budget Unit Request Summary. 383 384 $3 SEVEN YEAR TREND Human Services $9 $8 $7 $6 $2 $1 $0 2012 2013 2014 2015 2016 2017 2018 385 HUMAN SERVICES FUND SUMMARY The Human Services Fund is funded at $7,221,376 for 2018, which is down $944,962 or 11.57 percent from the previous year. There are shifts in funding by program. The Community Services Block Grant is down only $1,835, and Senior Nutrition programs are down $20,703. Department of Labor programs are down $759,310. Area Agency on Aging is up $213,114 or 5.91 percent. Being totally reliant upon state and federal funding sources, Human Services continues 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 2018 budget. As fiscal pressures are dealt with, at the Federal and State levels, changes could be forthcoming that will affect this funding. The primary programs of Human Services are associated with the Workforce Innovation and Opportunity Act (WIOA), formerly the Workforce Investment Act (WIA), funded under the Department of Labor, Employment and Training Administration. This program is anticipating $2,020,490 for 2018. In addition, the Job Service contract will be $860,000 down $203,200. Funding for this program should remain fairly constant, depending on budget control measures enacted at the Federal level. The Human Services Fund is totally funded through state and federal programs, with the exception of the 25 percent local match for the Area Agency on Aging program, which amounts to $12,351. Other programs of the Human Services Fund remain relatively stable programmatically with the following 2018 funding levels: Area Agency on Aging Senior Nutrition CSBG $ 3,395,336 $ 651,274 $ 294,276 In the above programs, Weld County must continue to be responsive and reactive to federal and state administrative and budget changes in 2018. 386 HUMAN SERVICES SUMMARY OF REVENUES 2018 Fund Ora Acct Account Title 2017 2018 2018 2018 Budget Request Recommend Final INTERGOVERNMENTAL 2650 61750 4314 USDA 2650 61751 4314 USDA 2650 61765 4314 USDA 2650 61775 4314 USDA 2625 61401 4320 FEDERAL GRANTS 2625 61420 4320 FEDERAL GRANTS 2625 61422 4320 FEDERAL GRANTS 2625 61430 4320 FEDERAL GRANTS 2625 61440 4320 FEDERAL GRANTS 2625 61450 4320 FEDERAL GRANTS 2625 61451 4320 FEDERAL GRANTS 2625 61460 4320 FEDERAL GRANTS 2625 61461 4320 FEDERAL GRANTS 2625 61505 4320 FEDERAL GRANTS 267895 61601 4320 FEDERAL GRANTS 267895 61610 4320 FEDERAL GRANTS 267895 61620 4320 FEDERAL GRANTS 267895 61630 4320 FEDERAL GRANTS 267895 61640 4320 FEDERAL GRANTS 267895 61650 4320 FEDERAL GRANTS 2650 61701 4320 FEDERAL GRANTS 2650 61705 4320 FEDERAL GRANTS 2650 61710 4320 FEDERAL GRANTS 2650 61715 4320 FEDERAL GRANTS 2650 61720 4320 FEDERAL GRANTS 2650 61730 4320 FEDERAL GRANTS 2650 61740 4320 FEDERAL GRANTS 2650 61745 4320 FEDERAL GRANTS 2650 61750 4320 FEDERAL GRANTS 2650 61755 4320 FEDERAL GRANTS 2650 61760 4320 FEDERAL GRANTS 2650 61770 4320 FEDERAL GRANTS 265995 61780 4320 FEDERAL GRANTS 2650 61785 4320 FEDERAL GRANTS 265995 61790 4320 FEDERAL GRANTS 2650 61935 4320 FEDERAL GRANTS 2650 61940 4320 FEDERAL GRANTS 2650 61945 4320 FEDERAL GRANTS 2650 61805 4340 GRANTS 2650 61835 4340 GRANTS 2650 61840 4340 GRANTS 2650 61841 4340 GRANTS 2650 61845 4340 GRANTS 2650 61850 4340 GRANTS 2650 61855 4340 GRANTS 2650 61860 4340 GRANTS 2650 61865 4340 GRANTS 2650 61866 4340 GRANTS 2650 61875 4340 GRANTS 2650 61880 4340 GRANTS 2650 61885 4340 GRANTS 2650 61890 4340 GRANTS 2650 61895 4340 GRANTS 2650 61900 4340 GRANTS 2650 61905 4340 GRANTS 2650 61915 4340 GRANTS 2650 61920 4340 GRANTS 2650 61925 4340 GRANTS 2650 61930 4340 GRANTS 2650 61701 711000 TRANSFER TOTAL INTERGOVERNMENTAL CHARGE FOR SERVICES 2645 61200 4410 CHARGE FOR SERVICES 2646 61300 4410 CHARGE FOR SERVICES 2650 61890 4410 CHARGE FOR SERVICES TOTAL CHARGE FOR SERVICES MISCELLANEOUS 2650 61750 4690 DONATIONS TOTAL HUMAN SERVICES 145,000 0 0 0 79,545 50,000 50,000 50,000 75,005 75,005 75,005 75,005 7,985 7,279 7,279 7,279 677,400 400,000 400,000 400,000 415,800 18 5, 000 18 5, 000 18 5, 000 0 145,000 145,000 14 5, 000 0 50,000 50,000 50,000 415,800 320,000 320,000 320,000 180,000 116,250 116,250 116,250 540,000 348,750 348,750 348,750 1,063,200 810,000 810,000 810,000 0 40,000 40,000 40,000 0 20,490 20,490 20,490 23,700 294,276 294,276 294,276 8,800 0 0 0 8,800 0 0 0 133,511 0 0 0 88,800 0 0 0 32,500 0 0 0 147,755 105,206 105,206 105,206 70,000 46,900 46,900 46,900 40,896 35,244 35,244 35,244 13,088 10,000 10,000 10,000 13,087 7,500 7,500 7,500 33,000 53,900 53,900 53,900 22,500 19,900 19,900 19,900 10,000 10,000 10,000 10,000 322,509 343,000 343,000 343,000 79,545 86,000 86,000 86,000 13,278 12,848 12,848 12,848 2,266 2,043 2,043 2,043 1,395,950 1,756,300 1,756,300 1,756,300 15,453 18,843 18,843 18,843 465,332 49,000 49,000 49,000 16,904 14,966 14,966 14,966 37,500 39,042 39,042 39,042 40,000 40,000 40,000 40,000 10,000 10,000 10,000 10,000 105,638 103,625 103,625 103,625 118,753 135,000 135,000 135,000 50,500 48,000 48,000 48,000 0 18,800 18,800 18,800 96,834 189,851 189,851 189,851 43,525 0 0 0 10,300 0 0 0 67,500 32,500 32,500 32,500 0 30,000 30,000 30,000 71,800 48,000 48,000 48,000 56,000 61,000 61,000 61,000 65,000 0 0 0 70,872 59,477 59,477 59,477 910 0 0 0 10,000 5,000 5,000 5,000 25,380 25,509 25,509 25,509 124,000 92,000 92,000 92,000 0 58,000 58,000 58,000 37,210 27,247 27,247 27,247 134,750 135,000 135,000 135,000 12,351 12,351 12,351 12,351 7,746,232 6,604,102 6,604,102 6,604,102 222,800 270,000 270,000 270,000 74,800 12 5, 000 12 5, 000 12 5, 000 77,128 0 0 0 374,728 395,000 45,378 172,274 8,166,338 7,171,376 395,000 395,000 172,274 172,274 7,171,376 7,171,376 387 HUMAN SERVICES SUMMARY OF EXPENDITURES 2018 Fund Org Expenditure Function 2625 61401 WIOA ADULT 2625 61420 WIOA DILOCATED WORKER 2625 61422 WIOA DW ENHANCED 2625 61430 WIOA DW UI PILOT 2625 61440 WIOA DW NEG 2625 61450 WIOA YOUTH IN SCHOOL 2625 61451 WIOA YOUTH OUT OF SCHOOL 2625 61460 WAGNER/PEYSER 2625 61461 SUMMER JOB HUNT 2625 61505 WIOA PERFORMANCE INCENTIVE 2645 61200 EDUCATION LAB 2646 61300 AMERICORPS 2650 61701 AAA ADMIN 2650 61705 AAA PART B LEGAL 2650 61710 AAA PART B OMBUDSMAN 2650 61715 AAA PART B HOMEMAKER 2650 61720 AAA PART B PERSONAL CARE 2650 61730 AAA PART B COUNSELING 2650 61740 AAA PART B OUTREACH 2650 61745 AAA PART B TRANSPORTATION 2650 61750 AAA PART C 1 2650 61751 AAA NSIP 2650 61755 AAA C 2 2650 61760 AAA PART D 2650 61765 AAA CHF 2650 61770 AAA ELDER ABUSE 2650 61775 AAA SPECIAL OMBUDSMAN 2650 61785 AAA CCT 2650 61805 AAA VALE 2650 61835 AAA STATE ADMIN 2650 61840 AAA STATE INFORMATION AND ASSISTANC 2650 61841 AAA STATE HEALTH PROMOTIONS 2650 61845 AAA STATE EDUCATION 2650 61850 AAA STATE OMBUDSMAN 2650 61855 AAA STATE HOMEMAKER 2650 61860 AAA STATE PERSONAL CARE 2650 61865 AAA STATE OUTREACH 2650 61866 AAA STATE CASE MANAGEMENT 2650 61875 AAA STATE COUNSELING 2650 61880 AAA STATE CHORE 2650 61885 AAA STATE TRANSPORTATION 2650 61890 AAA STATE PART C1 2650 61895 AAA STATE PART C2 2650 61900 AAA STATE SHELF STABLE MEALS 2650 61905 AAA STATE VISUALLY IMPAIRED 2650 61915 AAA STATE DENTAL VISION & HEARING 2650 61920 AAA STATE SENIOR CENTER OPERATIONS 2650 61925 AAA STATE PART E RESPITE 2650 61930 AAA STATE SOUTH COUNTY RVNA 2650 61935 AAA PART E GRANDPARENTING 2650 61940 AAA PART E CAREGIVER 2650 61945 AAA PART E RESPITE 265995 61780 SINGLE ENTRY POINT 265995 61790 HOME CARE ALLOWANCE 267895 61601 CSBG EF 267895 61610 CSBG ADMIN 267895 61620 CSBG AAAA LINKAGES 267895 61630 CSBG EMERGENCY SERVICES 267895 61640 CSBG TANF EMPLOYMENT INTERSHIP 267895 61650 CSBG AMERICORPS SERVICES TOTAL HUMAN SERVICES 2017 2018 2018 Budget Request Recommend 677,400 400,000 400,000 400,000 415,800 185,000 185,000 185,000 0 145,000 145,000 145,000 0 50,000 50,000 50,000 415,800 320,000 320,000 320,000 180,000 116,250 116,250 116,250 540,000 348,750 348,750 348,750 1,063,200 860,000 860,000 860,000 0 40,000 40,000 40,000 0 20,490 20,490 20,490 222,800 270,000 270,000 270,000 74,800 125,000 125,000 125,000 160,106 117,557 117,557 117,557 70,000 46,900 46,900 46,900 40,896 35,244 35,244 35,244 13,088 10,000 10,000 10,000 13,087 7,500 7,500 7,500 33,000 53,900 53,900 53,900 22,500 19,900 19,900 19,900 10,000 10,000 10,000 10,000 512,887 515,274 515,274 515,274 79,545 50,000 50,000 50,000 79,545 86,000 86,000 86,000 13,278 12,848 12,848 12,848 75,005 75,005 75,005 75,005 2,266 2,043 2,043 2,043 7,985 7,279 7,279 7,279 15,453 18,843 18,843 18,843 10,000 10,000 10,000 10,000 105,638 103,625 103,625 103,625 118,753 135,000 135,000 135,000 50,500 48,000 48,000 48,000 0 18,800 18,800 18,800 96,834 189,851 189,851 189,851 43,525 0 0 0 10,300 0 0 0 67,500 32,500 32,500 32,500 0 30,000 30,000 30,000 71,800 48,000 48,000 48,000 56,000 61,000 61,000 61,000 65,000 0 0 0 148,000 59,477 59,477 59,477 910 0 0 0 10,000 5,000 5,000 5,000 25,380 25,509 25,509 25,509 124,000 92,000 92,000 92,000 0 58,000 58,000 58,000 37,210 27,247 27,247 27,247 134,750 135,000 135,000 135,000 16,904 14,966 14,966 14,966 37,500 39,042 39,042 39,042 40,000 40,000 40,000 40,000 1,395,950 1,756,300 1,756,300 1,756,300 465,332 49,000 49,000 49,000 23,700 63,600 63,600 63,600 8,800 12,100 12,100 12,100 8,800 46,500 46,500 46,500 133,511 55,450 55,450 55,450 88,800 86,700 86,700 86,700 32,500 29,926 29,926 29,926 8,166,338 7,221,376 7,221,376 7,221,376 2018 Final 388 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND BUDGET UNIT TITLE AND NUMBER: Summary — All Budget Units in Human Services Fund DEPARTMENT DESCRIPTION: See Individual Units. RESOURCES ACTUAL LAST FY BUDGETED CURRENT FY REQUESTED NEXT FY FINAL NEXT FY Personnel Services $ 4,934,345 $ 5,017,314 $ 4,953,733 $ 4,953,733 Supplies 300,247 237,411 248,694 248,694 Purchased Services 2,192,239 2,911,613 2,018,949 2,018,949 Fixed Charges 42,760 0 0 0 Gross County Cost $ 7,469,591 $ 8,166,338 $ 7,221,376 $ 7,221,376 Revenue 7,047,461 8,153,987 7,159,025 7,159,025 Net County Cost $ - 422,130 $ 12,351 $ 62,351 $ 62,351 Budget Positions 82 85 85 85 SUMMARY OF CHANGES: See Individual Budget Units. OBJECTIVES: See Individual Budget Units. BOARD ACTION: See Individual Budget Units. GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Human Services goals following the Social Services Fund Summary for all budget units in this fund. 389 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND BUDGET UNIT TITLE AND NUMBER: Wagner/Peyser - - 2625-61460 [Formerly 60000-2626] DEPARTMENT DESCRIPTION: Administer all Job Service activities in Weld County. RESOURCES ACTUAL LAST FY BUDGETED CURRENT FY REQUESTED NEXT FY FINAL NEXT FY Personnel Services $729,381 $ 950,200 $ 750,000 $ 750,000 Supplies 20,305 83,000 80,000 80,000 Purchased Services 25,548 30,000 30,000 30,000 Gross County Cost $ 775,234 $ 1,063,200 $ 860,000 $ 860,000 Revenue 788,295 1,063,200 810,000 810,000 Net County Cost $ - 13,061 $ 0 $ 50,000 $ 50,000 Budget Positions 16 19 19 19 SUMMARY OF CHANGES: No significant changes are anticipated in this program for 2018. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: Approved as recommended. PERFORMANCE MEASURES Work Outputs Clients served Efficiency Measures Per capita cost Effectiveness Measures (desired results) Job placements ACTUAL ESTIMATED PROJECTED 21,000 21,000 21,000 $ 2.632 $ 3.490 $ 2.728 50% 50% 50% 390 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND BUDGET UNIT TITLE AND NUMBER: Summer Job Hunt - 2625-61461 [Formerly 60000-26271 DEPARTMENT DESCRIPTION: Administer youth employment program for the summer months. RESOURCES ACTUAL LAST FY BUDGETED CURRENT FY REQUESTED NEXT FY FINAL NEXT FY Personnel Services $ 38,130 $ 0 $ 33,975 $ 33,975 Supplies 52 0 25 25 Purchased Services 1,870 0 6,000 6,000 Gross County Cost $ 40,052 $ 0 $ 40,000 $ 40,000 Revenue 40,359 0 40,000 40,000 Net County Cost $ - 307 $ 0 $ 0 $ 0 Budget Positions - - - - - - - - SUMMARY OF CHANGES: Weld County Employment Services has not received notification of funding for the Summer Job Hunt program for 2018. Funding, however, will likely be provided for the program. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: Approved as recommended. PERFORMANCE MEASURES Work Outputs Clients served Efficiency Measures Per capita cost Effectiveness Measures (desired results) Clients placed in employment ACTUAL ESTIMATED PROJECTED 2,500 - 2,500 $ 0.136 - $0.127 2,500 2,500 391 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: HUMAN SFRVICFS FUND) Workforce Innovation and Opportunity Act (WIOA) BUDGET UNIT TITLE AND NUMBER: (Admin.) 60000-2635 [Discontinued' DEPARTMENT DESCRIPTION: This program tracks the administration for all of the Workforce Innovation and Opportunity Act (WIOA) grants. RESOURCES ACTUAL LAST FY BUDGETED CURRENT FY REQUESTED NEXT FY FINAL NEXT FY Personnel Services $ 0 $ 0 $ 0 $ 0 Supplies 0 0 0 0 Purchased Services 0 0 0 0 Gross County Cost $ 0 $ 0 $ 0 $ 0 Revenue 0 0 0 0 Net County Cost $ 0 $ 0 $ 0 $ 0 Budget Positions - - - - - - SUMMARY OF CHANGES: The costs formerly tracked as WIOA Admin will now be tracked as administrative charges within the WIOA Program Components, including H1 B, WIOA-Adult, WIOA-Youth, and WIOA-Dislocated Worker. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: Approved as recommended. PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Efficiency Measures Per capita cost 392 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: HUMAN SFRVICFS FUND) WIOA (Adult) 2625-61401 BUDGET UNIT TITLE AND NUMBER: and H1 B 2625-61410 [Formerly 60000-2636] DEPARTMENT DESCRIPTION: This program provides employment and training for eligible adults. RESOURCES ACTUAL LAST FY BUDGETED CURRENT FY REQUESTED NEXT FY FINAL NEXT FY Personnel Services $ 208,541 $ 278,800 $ 220,000 $ 220,000 Supplies 2,368 1,000 1,000 1,000 Purchased Services 193,842 397,600 179,000 179,000 Fixed Charges 0 0 0 0 Gross County Cost $ 404,751 $ 677,400 $ 400,000 $ 400,000 Revenue 408,902 677,400 400,000 400,000 Net County Cost $ - 4,151 $ 0 $ 0 $ 0 Budget Positions 6 6 6 6 SUMMARY OF CHANGES: No significant changes are anticipated in this program for 2018. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: Approved as recommended. PERFORMANCE MEASURES Work Outputs Clients served Efficiency Measures Per capita cost Effectiveness Measures (desired results) Entered employment rate ACTUAL ESTIMATED PROJECTED 235 240 231 $ 1.374 $ 2.224 $ 1.269 66.2% 66.2% 70.4% 393 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: HUMAN SFRVIC:FS FUNn WIOA (Youth) 2625-61450/61451 BUDGET UNIT TITLE AND NUMBER: [Formerly 60000-2637] DEPARTMENT DESCRIPTION: This program provides employment and training programs for in -school and out -of -school youth. RESOURCES ACTUAL LAST FY BUDGETED CURRENT FY REQUESTED NEXT FY FINAL NEXT FY Personnel Services $ 387,347 $ 447,000 $ 390,000 $ 390,000 Supplies 2,892 3,000 3,000 3,000 Purchased Services 176,696 270,000 72,000 72,000 Fixed Charges 0 0 0 0 Gross County Cost $ 566,935 $ 720,000 $ 465,000 $ 465,000 Revenue 578,885 720,000 465,000 465,000 Net County Cost $ - 11,950 $ 0 $ 0 $ 0 Budget Positions 8 8 8 8 SUMMARY OF CHANGES: Grant funding dropped by $255,000 for this program for 2018. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: Approved as recommended. PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Youth served 230 210 210 Efficiency Measures Per capita cost $ 1.925 $ 2.364 $ 1.475 Effectiveness Measures (desired results) Entered Employment rate (Older Youth) 58.5% 58.5% 56.8% Skill Attainment rate (Younger Youth) 62.0% 62.0% 57.5% 394 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: HUMAN SFRVICFS FUND) BUDGET UNIT TITLE AND NUMBER: 10% Incentive Grant (CIMS) 60000-2639 DEPARTMENT DESCRIPTION: To foster the development and continuous improvements of the Weld County region workforce system. RESOURCES ACTUAL LAST FY BUDGETED CURRENT FY REQUESTED NEXT FY FINAL NEXT FY Personnel Services $ 16,971 $ 0 $ 20,490 $ 20,490 Supplies 0 0 0 0 Purchased Services 0 0 0 0 Gross County Cost $ 16,971 $ 0 $ 20,490 $ 20,490 Revenue 16,971 0 20,490 20,490 Net County Cost $ 0 $ 0 $ 0 $ 0 Budget Positions - - - - - - - - SUMMARY OF CHANGES: Funding is being restored in this program for 2018. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: Approved as recommended. PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Efficiency Measures Per capita cost $0.058 $0.000 $0.065 395 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: HUMAN SFRVICFS 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 BUDGETED CURRENT FY REQUESTED NEXT FY FINAL NEXT FY Personnel Services $ 0 $ 0 $ 0 $ 0 Supplies 0 0 0 0 Purchased Services 0 0 0 0 Fixed Charges 0 0 0 0 Gross County Cost $ 0 $ 0 $ 0 $ 0 Revenue 0 0 0 0 Net County Cost $ 0 $ 0 $ 0 $ 0 Budget Positions - - - - - - - - SUMMARY OF CHANGES: This funding was not made available to local workforce centers for the 2015-16 or 2016-17 State Fiscal Years and will likely continue to be unfunded during the 2017- 18 Year. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: Approved as recommended. PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Efficiency Measures Per capita cost $0 $0 $0 396 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: HUMAN SFRVICFS 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 ACTUAL LAST FY BUDGETED CURRENT FY REQUESTED NEXT FY FINAL NEXT FY Personnel Services $ 364,370 $ 374,100 $ 374,100 $ 374,100 Supplies 3,511 27,500 27,500 27,500 Purchased Services 174,299 430,000 298,400 298,400 Fixed Charges 41,391 0 0 0 Gross County Cost $ 583,571 $ 831,600 $ 700,000 $ 700,000 Revenue 467,440 831,600 700,000 700,000 Net County Cost $ 116,131 $ 0 $ 0 $ 0 Budget Positions 2 2 2 2 SUMMARY OF CHANGES: No significant changes are anticipated in this program for 2018. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: Approved as recommended. PERFORMANCE MEASURES Work Outputs Clients served Efficiency Measures Per capita cost Effectiveness Measures (desired results) Entered employment rate ACTUAL ESTIMATED PROJECTED 140 140 164 $ 1.982 $ 2.730 $ 2.220 66.8% 66.8% 71.5% 397 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: HUMAN SFRVICFS FUND) BUDGET UNIT TITLE AND NUMBER: Fducatinnal I ah - 2645-61200 [Formerly &)000-2M5] DEPARTMENT DESCRIPTION: This fund covers the cost of operating the Computer Education Lab. RESOURCES ACTUAL LAST FY BUDGETED CURRENT FY REQUESTED NEXT FY FINAL NEXT FY Personnel Services $ 175,053 $ 133,500 $ 175,000 $ 175,000 Supplies 78,833 71,800 75,000 75,000 Purchased Services 20,514 17,500 20,000 20,000 Gross County Cost $ 274,400 $ 222,800 $ 270,000 $ 270,000 Revenue 236,796 222,800 270,000 270,000 Net County Cost $ 37,604 $ 0 $ 0 $ 0 Budget Positions 4 4 4 4 SUMMARY OF CHANGES: No significant changes are anticipated in this program for 2018. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: Approved as recommended. PERFORMANCE MEASURES Work Outputs Clients served Efficiency Measures Per capita cost Effectiveness Measures (desired results) GED's obtained ACTUAL ESTIMATED PROJECTED 2,500 2,500 2,500 $ 0.932 $ 0.731 $ 0.856 120 120 120 398 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: HUMAN SFRVICFS FUND BUDGET UNIT TITLE AND NUMBER: AmeriCorps Prng - 2 4R -R1300 [FnrmPrly R0000-2 4R] DEPARTMENT DESCRIPTION: The AmeriCorps Program is a youth corps work program. RESOURCES ACTUAL LAST FY BUDGETED CURRENT FY REQUESTED NEXT FY FINAL NEXT FY Personnel Services $ 148,263 $ 57,500 $ 95,000 $ 95,000 Supplies 3,016 4,800 4,800 4,800 Purchased Services 27,193 12,500 25,200 25,200 Fixed Charges 0 0 0 0 Gross County Cost $ 178,472 $ 74,800 $ 125,000 $ 125,000 Revenue 136,694 74,800 125,000 125,000 Net County Cost $ 41,778 $ 0 $ 0 $ 0 Budget Positions 1 1 1 1 SUMMARY OF CHANGES: No significant changes are anticipated in this program for 2018. However, as fiscal pressures are dealt with, at the Federal and State levels, changes could be forthcoming that will affect this funding. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: Approved as recommended. PERFORMANCE MEASURES Work Outputs Participants in program Efficiency Measures Per capita cost Effectiveness Measures (desired results) Clients completing program ACTUAL ESTIMATED PROJECTED 30 30 30 $ 0.606 $ 0.246 $ 0.396 30 30 30 399 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: HUMAN SFRVICFS FUND) Area Agency on Aging (Admin.) 2650-61700 BUDGET UNIT TITLE AND NUMBER: [Formerly 6)000-20151] DEPARTMENT DESCRIPTION: This Older American's Act Grant administers the Senior programs of the Area Agency on Aging. RESOURCES ACTUAL LAST FY BUDGETED CURRENT FY REQUESTED NEXT FY FINAL NEXT FY Personnel Services $ 88,750 $ 153,300 $ 107,300 $ 107,300 Supplies 268 0 0 0 Purchased Services 14,020 6,806 10,257 10,257 Gross County Cost $ 103,038 $ 160,106 $ 117,557 $ 117,557 Revenue 89,782 147,755 105,206 105,206 Net County Cost $ 13,256 $ 12,351 $ 12,351 $ 12,351 Budget Positions 3 3 3 3 SUMMARY OF CHANGES: No significant changes are anticipated in this program for 2018. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: Approved as recommended. PERFORMANCE MEASURES Work Outputs Programs administered Efficiency Measures Per capita cost (other) ACTUAL ESTIMATED PROJECTED 11 11 11 $ 0.350 $ 0.526 $ 0.373 400 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: HUMAN SFRVICFS FUND) AAA (Support) 2650-61705/61710/61715/61720/61725/ BUDGET UNIT TITLE AND NUMBER: 61730/61735/61740/61745 [Formerly 010000-20152] DEPARTMENT DESCRIPTION: This grant provides several contracted services to the elderly; legal counseling, ombudsman services, homemaker services, personal care, peer counseling, outreach, and transportation. RESOURCES ACTUAL LAST FY BUDGETED CURRENT FY REQUESTED NEXT FY FINAL NEXT FY Personnel Services $ 27,569 $ 37,571 $ 23,944 $ 23,944 Supplies 14 0 0 0 Purchased Services 193,012 165,000 159,500 159,500 Gross County Cost $ 220,595 $ 202,571 $ 183,444 $ 183,444 Revenue 226,657 202,571 183,444 183,444 Net County Cost $ - 6,062 $ 0 $ 0 $ 0 Budget Positions 4 4 4 4 SUMMARY OF CHANGES: No significant changes are anticipated in this program for 2018. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: Approved as recommended. 401 HUMAN SERVICES AREA ON AGING (CONTINUED) 60000-2652 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Outreach — Hispanic Senior Outreach 1,000 1,000 1,000 Adult day care 1,700 0 0 Peer Counseling 2,000 2,000 2,000 Legal consultation/representation 800 800 800 Homemaker and personal care 2,270 2,270 2,270 Ombudsman Services 1,600 1,600 1,600 Transportation 753 797 800 Efficiency Measures Per capita cost $ 0.749 $ 0.665 $ 0.582 Effectiveness Measures (desired results) Work output goals are maintained Yes Yes Yes 402 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: HUMAN SFRVICFS FUND) Area Agency on Aging (Congregate Meal Program) BUDGET UNIT TITLE AND NUMBER: 20150-011750 [Formerly 010000-653] DEPARTMENT DESCRIPTION: This grant provides meals to the senior population at 23 nutrition sites around the county. RESOURCES ACTUAL LAST FY BUDGETED CURRENT FY REQUESTED NEXT FY FINAL NEXT FY Personnel Services $ 122,421 $ 130,687 $ 164,600 $ 164,600 Supplies 13,908 12,200 19,774 19,774 Purchased Services 266,010 370,000 330,900 330,900 Fixed Charges 1,369 0 0 0 Gross County Cost $ 403,708 $ 512,887 $ 515,274 $ 515,274 Revenue 398,526 512,887 515,274 515,274 Net County Cost $ 5,182 $ 0 $ 0 $ 0 Budget Positions 3 3 3 3 SUMMARY OF CHANGES: No significant changes are anticipated in this program for 2018. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: Approved as recommended. PERFORMANCE MEASURES Work Outputs Meals served Efficiency Measures Per capita cost ACTUAL ESTIMATED PROJECTED 50,000 50,000 50,000 $ 1.371 $ 1.684 $ 1.634 403 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: HUMAN SFRVICFS FUND) Area Agency on Aging (Home Delivered Meals)/NSIP BUDGET UNIT TITLE AND NUMBER: 2650-61751/61755 [Formerly 6)000-20154] DEPARTMENT DESCRIPTION: This grant provides home delivered meals through Meals on Wheels. RESOURCES ACTUAL LAST FY BUDGETED CURRENT FY REQUESTED NEXT FY FINAL NEXT FY Personnel Services $ 0 $ 0 $ 0 $ 0 Supplies 299 0 0 0 Purchased Services 134,494 159,090 136,000 136,000 Gross County Cost $ 134,793 $ 159,090 $ 136,000 $ 136,000 Revenue 134,793 159,090 136,000 136,000 Net County Cost $ 0 $ 0 $ 0 $ 0 Budget Positions - - - - - - - - SUMMARY OF CHANGES: No significant changes are anticipated in this program for 2018. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: Approved as recommended. PERFORMANCE MEASURES Work Outputs Meals Served Efficiency Measures Per capita cost Effectiveness Measures (desired results) Work output goals are maintained. ACTUAL ESTIMATED PROJECTED 20,000 20,000 20,000 $ 0.470 $ 0.337 $ 0.517 Yes Yes Yes 404 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: HUMAN SFRVICFS FUND) Area Agency on Aging (Health Services) 2650-61760 BUDGET UNIT TITLE AND NUMBER: [Formerly 6)000-20155] DEPARTMENT DESCRIPTION: This grant provides health services to the senior community. This grant supports evidence -based health programs. RESOURCES ACTUAL LAST FY BUDGETED CURRENT FY REQUESTED NEXT FY FINAL NEXT FY Personnel Services $ 9,639 $ 13,000 $ 12,600 $ 12,600 Supplies 0 0 0 0 Purchased Services 426 278 248 248 Gross County Cost $ 10,065 $ 13,278 $ 12,848 $ 12,848 Revenue 10,237 13,278 12,848 12,848 Net County Cost $ - 172 $ 0 $ 0 $ 0 Budget Positions 1 1 1 1 SUMMARY OF CHANGES: No significant changes are anticipated in this program for 2018. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: Approved as recommended. PERFORMANCE MEASURES Work Outputs Clients served Efficiency Measures Per capita cost Effectiveness Measures (desired results) Work output goals are maintained ACTUAL ESTIMATED PROJECTED 300 200 200 $ 0.035 $ 0.044 $ 0.043 Yes Yes Yes 405 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: HUMAN SFRVICFS FUND) Area Agency on Aging (Co. Health Foundation) BUDGET UNIT TITLE AND NUMBER: 20150-61765 [Formerly 60000-2656] DEPARTMENT DESCRIPTION: This grant provides health services to the senior community, providing long-term care information and assistance for individuals 18 years of age and older. RESOURCES ACTUAL LAST FY BUDGETED CURRENT FY REQUESTED NEXT FY FINAL NEXT FY Personnel Services $ 21,306 $ 74,005 $ 74,005 $ 74,005 Supplies 0 0 0 0 Purchased Services 295 1,000 1,000 1,000 Gross County Cost $ 21,601 $ 75,005 $ 75,005 $ 75,005 Revenue 96,605 75,005 75,005 75,005 Net County Cost $ - 75,004 $ 0 $ 0 $ 0 Budget Positions - - - - - - - - SUMMARY OF CHANGES: No significant changes are anticipated in this program for 2018. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BO BOARD ACTION: Approved as recommended. PERFORMANCE MEASURES Efficiency Measures Per capita cost Effectiveness Measures (desired results) Work output goals are maintained ACTUAL ESTIMATED PROJECTED $ 0.075 $ 0.109 $ 0.244 Yes Yes Yes 406 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: HUMAN SFRVICFS 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 BUDGETED CURRENT FY REQUESTED NEXT FY FINAL NEXT FY Personnel Services $ 2,144 $ 2,266 $ 2,043 $ 2,043 Supplies 0 0 0 0 Purchased Services 0 0 0 0 Gross County Cost $ 2,144 $ 2,266 $ 2,043 $ 2,043 Revenue 2,144 2,266 2,043 2,043 Net County Cost $ 0 $ 0 $ 0 $ 0 Budget Positions - - - - - - - - SUMMARY OF CHANGES: No significant changes are anticipated in this program for 2018. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: Approved as recommended. PERFORMANCE MEASURES Work Outputs Complaints investigated Efficiency Measures Per capita cost Effectiveness Measures (desired results) Work outputs are maintained ACTUAL ESTIMATED PROJECTED 75 75 75 $ 0.026 $ 0.026 $ 0.023 Yes Yes Yes 407 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: HUMAN SFRVICFS FUND) Area Agency on Aging (Special Ombudsman) BUDGET UNIT TITLE AND NUMBER: 2650-61775 [Formerly 60000-2658] DEPARTMENT DESCRIPTION: These funds supplement the Ombudsman program. RESOURCES ACTUAL LAST FY BUDGETED CURRENT FY REQUESTED NEXT FY FINAL NEXT FY Personnel Services $ 7,536 $ 7,985 $ 7,279 $ 7,279 Supplies 19 0 0 0 Purchased Services 0 0 0 0 Gross County Cost $ 7,555 $ 7,985 $ 7,279 $ 7,279 Revenue 7,555 7,985 7,279 7,279 Net County Cost $ 0 $ 0 $ 0 $ 0 Budget Positions - - - - - - - - SUMMARY OF CHANGES: No significant changes are anticipated in this program for 2018. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOAR 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 20 20 20 $ 0.007 $ 0.007 $ 0.006 Yes Yes Yes 408 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: HUMAN SFRVICFS FUND) Area Agency on Aging (Single Entry Point/HCA) BUDGET UNIT TITLE AND NUMBER: 2015995-011780/011790 [Formerly 010000-2015995] DEPARTMENT DESCRIPTION: This grant provides case management services to Medicaid eligible clients. RESOURCES ACTUAL LAST FY BUDGETED CURRENT FY REQUESTED NEXT FY FINAL NEXT FY Personnel Services $ 1,944,575 1,819,000 1,772,900 1,772,900 Supplies 3,039 4,000 4,000 4,000 Purchased Services 36,404 38,282 28,400 28,400 Gross County Cost $ 1,984,018 $ 1,861,282 $ 1,805,300 $ 1,805,300 Revenue 1,747,739 1,861,282 1,805,300 1,805,300 Net County Cost $ 236,279 $ 0 $ 0 $ 0 Budget Positions 32 32 32 32 SUMMARY OF CHANGES: No significant changes are anticipated in this program for 2018. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: Approved as recommended. PERFORMANCE MEASURES Work Outputs Clients served Efficiency Measures Per capita cost Effectiveness Measures (desired results) Divert Medicaid Eligible clients from Institutional care to cost effective home care ACTUAL ESTIMATED PROJECTED 1,800 1,800 1,800 $ 6. 737 $ 6.111 $ 5.726 1,350 1,350 1,350 409 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: HUMAN SFRVICFS FUND) Area Agency on Aging (CCT) - - 2650-61785 BUDGET UNIT TITLE AND NUMBER: [Formerly &)000-20i&i0] DEPARTMENT DESCRIPTION: This area includes minor sources of funding that supplement the aging programs, including Colorado Choice Transition (CCT). RESOURCES ACTUAL LAST FY BUDGETED CURRENT FY REQUESTED NEXT FY FINAL NEXT FY Personnel Services $ 7,754 $ 14,000 $ 17,000 $ 17,000 Supplies 0 0 0 0 Purchased Services 461 1,453 1,843 1,843 Gross County Cost $ 8,215 $ 15,453 $ 18,843 $ 18,843 Revenue 15,445 15,453 18,843 18,843 Net County Cost $ - 7,230 $ 0 $ 0 $ 0 Budget Positions - - - - - - - - SUMMARY OF CHANGES: No significant changes are anticipated in this program for 2018. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BO BOARD ACTION: Approved as recommended. PERFORMANCE MEASURES Efficiency Measures Per capita cost Effectiveness Measures (desired results) Maintain work output goals ACTUAL ESTIMATED PROJECTED $ 0.028 $ 0.051 $ 0.060 Yes Yes Yes 410 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: HUMAN SFRVICFS FUND) Area Agency on Aging (VALE) - - 2650-61805 BUDGET UNIT TITLE AND NUMBER: [Formerly &0DUU-2667] DEPARTMENT DESCRIPTION: This area includes minor sources of funding that supplement the aging programs. These funds supplement the ombudsman program. RESOURCES ACTUAL LAST FY BUDGETED CURRENT FY REQUESTED NEXT FY FINAL NEXT FY Personnel Services $ 9,125 $ 9,300 $ 9,300 $ 9,300 Supplies 0 0 0 0 Purchased Services 749 700 700 700 Gross County Cost $ 9,874 $ 10,000 $ 10,000 $ 10,000 Revenue 9,500 10,000 10,000 10,000 Net County Cost $ 374 $ 0 $ 0 $ 0 Budget Positions - - - - - - - - SUMMARY OF CHANGES: No significant changes are anticipated in this program for 2018. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: Approved as recommended. PERFORMANCE MEASURES Work Outputs Clients served Efficiency Measures Per capita cost Effectiveness Measures (desired results) Maintain work output goals ACTUAL ESTIMATED PROJECTED 600 600 600 $ 0.034 $ 0.033 $ 0.032 Yes Yes Yes 411 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND Area Agency on Aging (State Funds)- 2650-61835-61925 BUDGET UNIT TITLE AND NUMBER: [Formerly 60000-2671] DEPARTMENT DESCRIPTION: State General Fund appropriation intended to mirror Federal Funding of the Older Americans Act: Administration, Information and Assistance, Health promotions, Education, Ombudsman, Homemaker, Personal Care, Outreach, Case Management, Adult Day Care, Counseling, Chore, Transportation, Congregate Meals, Home - Delivered Meals, Visually Impaired, Reassurance, Dental -Vision -Hearing, Senior Centers Operations, Respite. RESOURCES ACTUAL LAST FY BUDGETED CURRENT FY REQUESTED NEXT FY FINAL NEXT FY Personnel Services $ 392,590 $ 370,300 $ 525,621 $ 525,621 Supplies 165,410 23,000 28,195 28,195 Purchased Services 616,671 772,800 515,193 515,193 Gross County Cost $ 1,174,671 $ 1,166,100 $ 1,069,009 $ 1,069,009 Revenue 1,169,318 1,166,100 1,069,009 1,069,009 Net County Cost $ 5,353 $ 0 $ 0 $ 0 Budget Positions - - 1 1 1 SUMMARY OF CHANGES: No significant changes are anticipated in this program for 2018. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: Approved as recommended. PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Dental/Vision/Hearing Clients Served 160 160 160 Meals served 23,000 23,000 23,000 Other clients served 13,000 13,000 13,000 Efficiency Measures Per capita cost $ 3.989 $ 3.828 $ 3.391 412 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND AAA — Part E-Grandparenting/Caregiver Support/Resp BUDGET UNIT TITLE AND NUMBER: 2650-61935/61940/61945 [Formerly 60000-2673] DEPARTMENT DESCRIPTION: This program provides support to family who are caring for relatives at home. RESOURCES ACTUAL LAST FY BUDGETED CURRENT FY REQUESTED NEXT FY FINAL NEXT FY Personnel Services $ 47,851 $ 44,300 $ 44,300 $ 44,300 Supplies 1,010 0 0 0 Purchased Services 47,165 50,104 49,708 49,708 Gross County Cost $ 96,026 $ 94,404 $ 94,008 $ 94,008 Revenue 92,848 94,404 94,008 94,008 Net County Cost $ 3,178 $ 0 $ 0 $ 0 Budget Positions 1 1 1 1 SUMMARY OF CHANGES: No significant changes are anticipated in this program for 2018. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: Approved as recommended. PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Care giver Support - units of services 200 200 200 Efficiency Measures Per capita cost $ 0.326 $ 0.310 $ 0.298 Effectiveness Measures (desired results) Maintain requirements of grant Yes Yes Yes 413 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: HUMAN SFRVICFS FUND Comm. Services Block Grant - - 267895 - 61600-61650 BUDGET UNIT TITLE AND NUMBER: [Formerly 60000-267895] DEPARTMENT DESCRIPTION: This grant provides a range of community services to the low income and elderly of the community. RESOURCES ACTUAL LAST FY BUDGETED CURRENT FY REQUESTED NEXT FY FINAL NEXT FY Personnel Services $ 194,275 $ 100,500 $ 134,276 $ 134,276 Purchased Services 134,174 188,500 154,600 154,600 Supplies 5,602 7,111 5,400 5,400 Gross County Cost $ 334,051 $ 296,111 $ 294,276 $ 294,276 Revenue 336,249 296,111 294,276 294,276 Net County Cost $ - 2,198 $ 0 $ 0 $ 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 $ 1.134 $ 0.972 $ 0.933 Yes Yes Yes 414 SPECIAL REVENUE FUNDS Special Revenue Funds are established to account for taxes or other earmarked revenue of the county which finance specified activities as required by law or administrative action. CONTINGENCY FUND: The Contingency Fund is funded at the level of $10,000,000 with $12,000,000 from property tax, and $2,000,000 going into the fund balance. A beginning fund balance of $24,000,000 is anticipated. An ending fund balance of $36,000,000 is projected, assuming no contingency funds are needed in 2018. The fund balance will serve as a stabilization reserve for fluctuating revenues due to Weld County's heavy dependency on oil and gas assessed values that can fluctuate dramatically from year to year due to production levels and price changes. Besides serving as a general contingency reserve, the fund is available to mitigate impacts from the oil and gas industry, such as unanticipated road and bridge heavy hauling impacts. SOLID WASTE FUND: The Solid Waste Fund is funded at the anticipated revenue level of fees at $1,500,000. There is an anticipated beginning fund balance of $3,200,000. The Department of Public Health and Environment costs for the Household Hazardous Waste program will be $429,925. $40,000 is budgeted for community clean-ups, and $90,000 to fund the roadside trash pick-up program with Useful Public Service clients. $209,110 is funded for solid waste inspections and monitoring by the Health Department. $208,741 is budget for indirect costs. $1,850,000 is budgeted for road projects to mitigate landfill impacts. CONSERVATION TRUST FUND: The Conservation Trust Fund is budgeted at $417,616 based upon the anticipated operating costs for 2018. The budget reflects funding of Island Grove Park only. Revenues are from the Colorado Lottery proceeds. EMERGENCY RESERVE FUND: The Emergency Reserve Fund was established per Amendment One (TABOR), passed November 3, 1992. The amendment requires that an emergency reserve be created to be used for declared emergencies only. It also requires each local government to reserve one percent or more for 1993, two percent or more for 1994, and three percent or more for all later years of the fiscal year spending, excluding bonded debt service. Caused reserves apply to the next year's reserve. With the adoption of the new accounting rules under GASB 54 the three -percent TABOR emergency reserve required by Article X, Section 20(5) of the Colorado Constitution shall be a restricted fund balance in the General Fund in an amount equal to eight -million dollars or three - percent of the TABOR revenue limit, whichever is greater. This Emergency Reserve Fund will no longer be used to budget or account for the TABOR emergency reserve. 415 CONSERVATION FUND SUMMARY OF REVENUES 2018 Fund Ora Acct Account Title 2017 2018 2018 Budget Request Recommend 2018 Final LOTTERY 2200 73700 4332 LOTTERY MISCELLANEOUS 2200 73700 4610 EARNINGS ON INVESTMENTS TOTAL CONSERVATION FUND 410,000 425,000 2,000 2,000 412,000 427,000 425,000 425,000 2,000 2,000 427,000 427,000 416 CONSERVATION TRUST SUMMARY OF EXPENDITURES 2018 Fund Org Expenditure Function 2200 73700 CONSERVATION TRUST TOTAL CONSERVATION TRUST 2017 2018 2018 2018 Budget Request Recommend Final 396,933 417,616 417,616 417,616 396,933 417,616 417,616 417,616 417 BUDGET UNIT REQUEST S UMMA R Y AGENCY/DEPARTMENT NAME: CONSERVATION TRUST FUND BUDGET UNIT TITLE AND NUMBER: Conservation Trust Fund - - 2200-73700 DEPARTMENT DESCRIPTION: Accounts for revenue received from the State of Colorado to be used for the acquisition, development, and maintenance of new conservation sites within Weld County. RESOURCES ACTUAL LAST FY BUDGETED CURRENT FY REQUESTED NEXT FY FINAL NEXT FY Personnel Services $ 0 $ 0 $ 0 $ 0 Supplies 0 0 0 0 Purchased Services 379,421 396,933 417,616 417,616 Fixed Charges 0 0 0 0 Capital 0 0 0 0 Gross County Cost $ 379,421 $ 396,933 $ 417,616 $ 417,616 Revenue 487,550 412,000 427,000 427,000 Net County Cost $ - 108,129 $-15,067 $-9,384 $-9,384 SUMMARY OF CHANGES: Revenue from the Colorado Lottery is being projected at $425,000 and $2,000 from interest earnings. For 2018, the budget for the county buildings at Island Grove Park is proposed at $547,616. Revenue from rents and facility use fees for 2018 is estimated at $130,000. The county payment for 2018 maintenance is proposed at $417,616, which is a increase of $20,683 from the 2017 payment. The increase is primarily in salaries and benefits, and the addition of a part time position for succession planning. The workload in the Island Grove buildings is changing from getting more and more requests from Extension and 4-H for use of the facility. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. 418 CONSERVATION TRUST FUND (CONTINUED) 2200-73700 FINANCE/ADMINISTRATION RECOMMENDATION (CONTINUED): Historically, the following is the amount of money received annually since the lottery started: 1983 $ 194,698 1984 195,304 1985 151,033 1986 138,069 1987 162,736 1988 154,074 1989 130,764 1990 136,726 1991 200,103 1992 220,219 1993 264,371 1994 205,534 1995 327,162 1996 312,024 1997 356,262 1998 373,962 1999 286,971 2000 $358,802 2001 361,050 2002 391,780 2003 385,070 2004 361,926 2005 371,213 2006 453,233 2007 423,260 2008 430,795 2009 408,648 2010 386,999 2011 376,031 2012 411,891 2013 450,659 2014 404,589 2015 358,431 2016 487,550 The funds have been used for maintenance and development of Island Grove Park and the Missile Site Park, with the exception of the following items: Entity Purpose Amount 1983: Greeley Civic Auditorium $ 141,464 1984: Greeley Civic Auditorium $ 143,000 1985: Greeley Civic Auditorium $ 90,000 1986: Greeley Civic Auditorium $ 51,500 LaSalle Community Center 10,000 Ault Park System 7,500 Dacono Park Improvements 3,000 Windsor Park Improvements 6,000 Ft. Lupton Pearsin Park Sports Complex 10,000 Independence Stampede Headquarters Facility 5,000 Since 1987 all funds have gone to the two county parks. Beginning in 2002, only Island Grove Park has been funded. 419 CONSERVATION TRUST FUND (CONTINUED) 2200-73700 FINANCE/ADMINISTRATION RECOMMENDATION (CONTINUED): In 1984, the Board adopted the following criteria, in priority order, for the use and allocation of Weld County lottery funds. This policy remains in force today: 1. To maintain and develop the two existing county parks. 2. Projects must enhance the quality of life for the citizens of Weld County. 3. Projects must contribute to, or compliment, the economic development activities of Weld County. 4. Projects must have an area impact or significance. 5. Funds used for local community projects must have substantial local support. 6. Outside of existing county parks, no operating funds shall be contributed to projects. PERFORMANCE MEASURES Work Outputs Island Grove Park Visitors Efficiency Measures Per capita cost (county support) Cost Per Visitor ACTUAL ESTIMATED PROJECTED 419,500 420,000 420,000 $1.29 $1.30 $1.32 $0.90 $0.95 $0.99 BOARD ACTION: Approved as recommended. 420 CONTINGENCY FUND SUMMARY OF REVENUES 2018 Fund Ora Acct Account Title 2017 2018 2018 2018 Budget Request Recommend Final TAXES 2300 90300 4112 CURRENT PROPERTY TAXES TOTAL CONTINGENCY FUND 8,000,000 12, 000, 000 12, 000, 000 12, 000, 000 8,000,000 12, 000, 000 12, 000, 000 12, 000, 000 421 CONTINGENCY SUMMARY OF EXPENDITURES 2018 Fund Org Expenditure Function 2300 90300 CONTINGENT TOTAL CONTINGENT FUND 2017 2018 2018 2018 Budget Request Recommend Final 10, 000, 000 10, 000, 000 10, 000, 000 10, 000, 000 10,000,000 10,000,000 10,000,000 10,000,000 422 BUDGET UNIT REQUEST S UMMA R Y AGENCY/DEPARTMENT NAME: CONTINGENCY FUND BUDGET UNIT TITLE AND NUMBER: Contingency Fund - - 2300-90300 DEPARTMENT DESCRIPTION: The Contingency Fund exists to cover reasonably unforeseen expenditures or revenue short -falls. RESOURCES ACTUAL LAST FY BUDGETED CURRENT FY REQUESTED NEXT FY FINAL NEXT FY Personnel Services $ 0 $ 0 $ 0 $ 0 Supplies 0 0 0 0 Purchased Services 0 0 0 0 Fixed Charges 0 10,000,000 10,000,000 10,000,000 Capital 0 0 0 0 Gross County Cost $ 0 $ 10,000,000 $ 10,000,000 $ 10,000,000 Revenue/Fund Bal. 4,606 2,000,000 -2,000,000 -2,000,000 Net County Cost $ 22,985,992 $ 8,000,000 $ 12,000,000 0 12,000,000 SUMMARY OF CHANGES: The Contingency Fund is funded at the level of $10,000,000 with $12,000,000 from property tax, and $2,000,000 going into the fund balance. A beginning fund balance of $24,000,000 is anticipated. An ending fund balance of $36,000,000 is projected, assuming no contingency funds are needed in 2018. The fund balance will serve as a stabilization reserve for fluctuating revenues due to Weld County's heavy dependency on oil and gas assessed values that can fluctuate dramatically from year to year due to production levels and price changes. Besides serving as a general contingency reserve, the fund is available to mitigate impacts from the oil and gas industry, such as unanticipated road and bridge heavy hauling impacts. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: Approved as recommended. 423 EMERGENCY RESERVE FUND SUMMARY OF REVENUES 2018 Fund Ora Acct Account Title 2017 2018 2018 Budget Request Recommend 2018 Final TAXES 2400 53100 4112 CURRENT PROPERTY TAXES TOTAL EMERGENCY RESERVE FUND 0 0 0 0 0 424 EMERGENCY RESERVE SUMMARY OF EXPENDITURES 2018 Fund Org Expenditure Function 2400 53100 EMERGENCY RESERVE TOTAL EMERGENCY RESERVE 2017 2018 2018 2018 Budget Request Recommend Final 0 0 0 0 0 0 0 0 425 BUDGET UNIT REQUEST S UMMA R Y AGENCY/DEPARTMENT NAME: EMERGENCY RESERVE FUND BUDGET UNIT TITLE AND NUMBER: Emergency Reserve - - 2400-53100 DEPARTMENT DESCRIPTION: The Emergency Reserve Fund is established per Amendment One (TABOR), passed November 3, 1992, which requires that an emergency reserve be established to be used for declared emergencies only, and that each local government shall reserve for 1993, 1 percent or more, for 1994, 2 percent or more, and for all later years, 3 percent or more of the fiscal year spending, excluding bonded debt service. Caused reserves apply to the next year's reserve. RESOURCES ACTUAL LAST FY BUDGETED CURRENT FY REQUESTED NEXT FY FINAL NEXT FY Personnel Services $ 0 $ 0 $ 0 $ 0 Supplies 0 0 0 0 Purchased Services 0 0 0 0 Fixed Charges 0 0 0 0 Capital 0 0 0 0 Gross County Cost $ 0 $ 0 $ 0 $ 0 Revenue 0 0 0 0 Net County Cost $ 0 $ 0 $ 0 $ 0 SUMMARY OF CHANGES: With the adoption of the new accounting rules under GASB 54 the three -percent TABOR emergency reserve required by Article X, Section 20(5) of the Colorado Constitution shall be a restricted fund balance in the General Fund in an amount equal to six - million dollars or three -percent of the TABOR revenue limit, whichever is greater. This Emergency Reserve Fund will no longer be used to budget or account for the TABOR emergency reserve. FINANCE/ADMINISTRATION RECOMMENDATION: Concur with policy per GASB 54. BOARD ACTION: Reaffirmed policy per GASB 54. 426 SOLID WASTE SUMMARY OF REVENUES 2018 Fund Ora Acct Account Title 2017 2018 2018 Budget Request Recommend 2018 Final CHARGE FOR SERVICES 2700 90200 4410 CHARGE FOR SERVICES TOTAL SOLID WASTE 1,200,000 1,500,000 1,500,000 1,200,000 1,500,000 1,500,000 0 0 427 SOLID WASTE SUMMARY OF EXPENDITURES 2018 Fund Orq 2700 21240 2700 90200 2700 90200 Expenditure Function 2017 Budqet 2018 2018 Request Recommend 2018 Final TRANSFER SOLID WASTE TRANSFER TOTAL SOLID WASTE 85,000 471,572 643,428 85,000 85,000 2,188,741 2,188,741 639,035 639,035 2,912,776 2,912,776 2,912,776 85,000 2,188,741 639,035 1,200,000 428 BUDGET UNIT REQUEST S UMMA R Y AGENCY/DEPARTMENT NAME: SOLID WASTE FUND BUDGET UNIT TITLE AND NUMBER: Code Enforcement - - 2700-21240 DEPARTMENT DESCRIPTION: This budget accounts for code enforcement for littering, illegal dumping, and roadside trash pick-up program. RESOURCES ACTUAL LAST FY BUDGETED CURRENT FY REQUESTED NEXT FY FINAL NEXT FY Personnel Services $ 0 $ 0 $ 0 $ 0 Supplies 0 0 0 0 Purchased Services 85,000 85,000 85,000 85,000 Fixed Charges 0 0 0 0 Capital 0 0 0 0 Gross County Cost $ 85,000 $ 85,000 $ 85,000 $ 85,000 Revenue 0 0 0 0 Net County Cost $ 85,000 $ 85,000 $ 85,000 $ 85,000 SUMMARY OF CHANGES: The Code Enforcement function has been combined with the Animal Control function in the 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 Work Outputs Number of Complaints Efficiency Measures Per capita cost (county support) ACTUAL ESTIMATED PROJECTED 778 800 800 $0.289 $0.279 $0.270 GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Sheriff Public Safety Bureau (Budget Unit 1000-21200) goals. 429 BUDGET UNIT REQUEST S UMMA R Y AGENCY/DEPARTMENT NAME: SOLID WASTE FUND BUDGET UNIT TITLE AND NUMBER: Solid Waste Fund - - 2700-90200 DEPARTMENT DESCRIPTION: This fund accounts for revenue received from a surcharge on dumping fees at solid waste disposal sites to combat environmental problems, promote trash clean-up, provide for the household hazardous materials program, and to further improve and develop landfill sites within the county. RESOURCES ACTUAL LAST FY BUDGETED CURRENT FY REQUESTED NEXT FY FINAL NEXT FY Personnel Services $ 0 $ 0 $ 0 $ 0 Purchased Services 95,347 471,572 338,741 338,741 Fixed Charges 697,031 643,428 2,489,035 2,489,035 Capital 0 0 0 0 Gross County Cost $ 792,378 $ 1,115,000 $ 2,827,776 $ 2,827,776 Revenue/Fund Bal. 1,624,070 1,200,000 2,912,776 2,912,776 Net County Cost $ - 831,692 $ - 85,000 $ - 85,000 $ - 85,000 SUMMARY OF CHANGES: The projected revenue estimate is $1,500,000 up $300,000 over last year and consistent with recent revenue trends. The Department of Public Health and Environment costs for the Household Hazardous Waste program is projected to be $429,925. $40,000 is budgeted for community clean-ups, and $90,000 to fund the roadside trash pick-up program with Useful Public Service clients. $209,110 is funded for solid waste inspections and monitoring by the Health Department. $208,741 is budget for indirect costs. $1,850,000 is budgeted for road projects to mitigate landfill impacts. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: Approved as recommended. 430 SOLID WASTE FUND (CONTINUED) 2700-90200 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Landfill Inspections Household Hazardous Material (HHM) Surcharge Collected Efficiency Measures Per capita cost (collected) Per capita HHM cost 45 $446,405 $1,658,903 $2.69 $1.52 45 $445,559 $1,200,000 $3.66 45 $429,925 $1,500,000 $4.75 $1.48 $1.36 431 432 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 0 0 0 0 0 0 CD 0 0 0 0 0 CD 0 0 0 0 ID CD Co 0 0 0 v 0 0 0 IS N O1 CD T 0 0 ID .a - C:) CO T T 0 0 0 IS N. N. 0 .a- 2012 2013 2014 2015 2016 2017 2018 CAPITAL EXPENDITURES FUND SUMMARY The Capital Expenditures Fund was established to budget the financial resources used for the acquisition or improvement of capital facilities of the county. A detailed Long Range Capital Plan for 2018-2022 is presented in this section and relates to the specifics of the 2018 capital project budget. The Capital Expenditures Fund accounts for various capital improvement projects for county buildings. The 2018 program is funded at $10,775,000, with $10,250,000 in property tax, $225,000 from capital expansion fees, and $300,000 from interest. Anticipated projects include $300,000 for a grader shed for Public Works, $750,000 for Chase Building improvements, $130,000 for communications equipment, $1,000,000 to upgrade Human Services Buildings, $4,500,000 for the design phase of the jail expansion, and $1,733,500 for special projects. There will be $1,541,500 going into the jail reserve and $820,000 into the Communications System reserve. A carry-over beginning fund balance of $24,950,000 is anticipated, and $27,311,500 ending reserve fund balance for the future jail expansion ($25,991,500), Communications System reserve ($820,000), and Downtown Greeley land reserve ($500,000) is anticipated at the end of 2018. Capital projects impacting the 2018 and future years' operational costs include the additional jail space planned for construction in 2019-2020 will impact the operational budget by $1,210,000 in 2020, $770,000 in 2021, and $1,100,000 in 2022. In 2022 the addition of a 20,000 square foot office building in the Weld Business Park will add approximately $160,000 per year for utilities and maintenance. Special projects and Public Works facility projects are primarily cosmetic enhancements to buildings that will not impact operating costs, but will improve the appearance and functionality of the buildings involved. 434 CAPITAL EXPENDITURES SUMMARY OF REVENUES 2018 Fund Ora Acct Account Title 2017 2018 2018 Budget Request Recommend 2018 Final TAXES 4000 17500 4112 CURRENT PROPERTY TAXES MISCELLANEOUS 4000 17500 4610 EARNINGS ON INVESTMENTS FEES 4000 17500 4730 OTHER FEES TOTAL CAPITAL EXPENDITURES 11, 376, 500 10, 250, 000 10, 250, 000 10, 250, 000 225,000 300,000 300,000 300,000 200,000 225,000 225,000 225,000 11, 801,500 10, 775,000 10, 775, 000 10, 775, 000 435 CAPITAL EXPENDITURES SUMMARY OF EXPENDITURES 2018 Fund Orq Expenditure Function 4000 17500 CAPITAL IMPROVEMENT AND ACQUISITION TOTAL CAPITAL EXPENDITURES 2017 2018 2018 2018 Budqet Request Recommend Final 11,801,500 10,775,000 10,775,000 10,775,000 11,801,500 10,775,000 10,775,000 10,775,000 436 BUDGET UNIT REQUEST S UMMA R Y AGENCY/DEPARTMENT NAME: CAPITAL EXPENDITURE FUND BUDGET UNIT TITLE AND NUMBER: Capital Expenditures - - 4000-17500 DEPARTMENT DESCRIPTION: Capital projects for general county use. Created in accordance with Section 29-1-301(1.2), C.R.S., April 5, 1984. Formerly Public Works - County Buildings Fund (Fund 33). RESOURCES ACTUAL LAST FY BUDGETED CURRENT FY REQUESTED NEXT FY FINAL NEXT FY Personnel Services $ 0 $ 0 $ 0 $ 0 Supplies 0 0 0 0 Purchased Services 0 0 0 0 Capital 5,831,618 11,801,500 10,775,000 10,775,000 Gross County Cost $ 5,831,618 $ 11,801,500 $ 10,775,000 $ 10,775,000 Revenue/Fund Bal. 17,099,269 425,000 525,000 525,000 Net County Cost $ -11,267,651 $ 11,376,500 $ 10,250,000 $ 10,250,000 SUMMARY OF CHANGES: The Capital Expenditures Fund accounts for various capital improvement projects for county buildings. The 2018 program is funded at $10,775,000, with $10,250,000 in property tax, $225,000 from capital expansion fees, and $300,000 from interest. Anticipated projects include $300,000 for a grader shed for Public Works, $750,000 for Chase Building improvements, $130,000 for communications equipment, $1,000,000 to upgrade Human Services Buildings, $4,500,000 for the design phase of the jail expansion, and $1,733,500 for special projects. There will be $1,541,500 going into the jail reserve and $820,000 into the Communications System reserve. A carry-over beginning fund balance of $24,950,000 is anticipated, and $27,311,500 ending reserve fund balance for the future jail expansion ($25,991,500), Communications System reserve ($820,000), and Downtown Greeley land reserve ($500,000) is anticipated at the end of 2018. FINANCE/ADMINISTRATION RECOMMENDATION: Budget reflects the 2018 funding level of the Proposed Long Range Capital Plan for 2018 - 2022. The actual plan is on the pages immediately following. BOARD ACTION: Approved as recommended. 437 WELD COUNTY LONG RANGE CAPITAL PROJECTS FIVE-YEAR PLAN 2018 - 2022 Presented By: Donald D. Warden Director of Finance and Administration September, 2017 LONG RANGE CAPITAL PROJECTS FIVE YEAR PLAN 2018 - 2022 INTRODUCTION: Section 14-3 of the Weld County Home Rule Charter provides: "The Board may require that the Director of Finance and Administration submit, at the time of submission of the annual budget, a five-year capital improvements program and budget. Such program shall include recommended projects, construction schedule, estimate of cost, anticipated revenue sources, methods of financing, and such other information as may be required." This five-year plan projects capital improvements for 2018 - 2022. The recommended program for capital construction is intended as a guideline to be adjusted by the Board of County Commissioners on an annual basis. It represents flexible goals for organizing solutions to county program needs, and it is intended to provide the Board of County Commissioners with the perspective for making fiscal policy decisions. Annual modifications in the plan will reflect necessary adjustments and priorities, changes in programs, and readjustments of other county fiscal requirements. This report has four (4) sections: 1. Introduction 2. Financing Alternatives 3. 2018 - 2022 Five-year Plan 4. 2018 Budgetary Impact The section on financing recommends a program for funding the next five years' capital construction. This section lists the various sources of revenue currently available to the county, and the alternatives available for financing the remainder of the capital projects program. The 2018 - 2022 five-year plan section provides a list of recommended projects and the time schedule for the next five fiscal years. Additionally, it provides justification for the recommendation and attempts to enumerate problems and recommended solutions for the capital improvements program over the next five years. The project section describes each recommended project, and provides information on the existing situation, the proposed solution, and the financing plan for each project. The last section of the report provides a recommended 2018 budget for the capital construction program. It provides specific detail regarding each recommended project and the impact on the 2018 county budget. 439 FINANCING ALTERNATIVES 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. 441 4. Partial pay as you go policy: A partial pay as you go policy is a common approach. Some of the annual resources would be used to finance capital improvements directly, and the remainder would go for supporting a debt program. Even if a local government pursues a borrowing policy, an initial down payment out of current revenues is a possibility. A customary five to ten percent down is a limited pay as you go policy, and assures that the voters authorizing the approval will make a cash contribution so all of the burden will not be postponed. 5. Joint financing: An ever increasing number of cities and counties are benefitting from joint development of a project. The construction of a city/county office building and recreational areas are examples. This avenue of funding and planning capital projects normally is advantageous to both jurisdictions. 6. Lease/Purchase: Local governments can utilize lease/purchase methods for needed public works projects by having it constructed by a private company or authority. The facility is then leased by the jurisdiction on an annual or a monthly rental. At the end of the lease period, the title to the facility can be conveyed to the jurisdiction without any future payments. The rental over the years 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. 442 5. During periods of rapid rise in costs, the time delay necessary to accumulate down payments or full pay as you go resources invites higher costs which may wipe out most, if not all, of the advantages of non-payment of interest. In the five-year capital projects plan, a combination of funding methods will be recommended to finance capital construction in an attempt to balance the economy of a payment in full program with the fairness of sharing the burden among present and future taxpayers. This recommended financial program reflects consideration of many factors, including the availability of cash, anticipated interest rates at the time of construction, and projected inflationary cost increases that would result from project delays. 443 DEBT FINANCING Before discussing specific types of borrowing, it is appropriate to review some of the basic constitutional statutory provisions which generally are applicable to debt financing. Article XI, Section 6, of the Colorado Constitution, provides that no debt may be created by a political subdivision of the state, unless the question of incurring such debt has been approved by a majority of the qualified electorate voting. Any obligation paid, or contracted to be paid, out of a fund that is a product of a tax levy is a debt within the means of the Constitution (Trinidad vs. Haxby, 136 Colorado 168, 315 p 2d 204 -- 1957). In addition to voter approval, Article XI, Section 6, requires the debt be incurred by adoption of a legislative measure which is irrevocable until the indebtedness is fully paid or discharged. The ordinance must: 1. Set forth the purpose for which the bond proceeds will be applied, and 2. Provide for the levy of the tax which, together with such other revenues as may be pledged, will be sufficient to pay the principal and interest of the debt. The Constitution delegates to the Legislature the duty to establish statutory limitations on the incurrence of debt. The total amount of debt which a county may incur may not exceed three percent (3%) of the assessed value in the county, which is over $270 million dollars in Weld County. Section 4 of Article X, Section 20 (TABOR Amendment), requires voter approval for any form of multi -year debt. It states that an election is required: "Except for the refinancing of district bonded debt at a lower interest rate or adding new employees to existing district pension plans, creation of any multiple -fiscal year direct or indirect district debt or other financial obligation whatsoever without adequate present cash reserves pledged irrevocable and held for payments in all future fiscal years." In addition to the state statute, Section 14-6 of the Weld County Home Rule Charter specifies: "The incurring of indebtedness by the county and the issuance of evidences of such indebtedness shall be authorized, made and executed in accordance with the laws of the state, including the borrowing of money to fund county projects, the pledging of project revenues and repayment thereof, and the issuance of revenue warrants, or revenue bonds, or other forms of evidence of such obligations." Before discussing specific types of bonds, it is appropriate to review some of the general characteristics of bonds. Bonds mature serially, that is, a portion of the principal is retired over the entire term of the bond issue. Interest on municipal bonds is free from Federal Income Tax which is an important feature to prospective purchasers. The term or the length of time to maturity of municipal bonds can vary considerably. Generally, the last maturing bond comes due ten to thirty years from the date of issue. Normally, the longer the maturity of the bonds, the higher the yields or return on investment is demanded by the market price. Thus, a bond issue that runs thirty years will pay a higher net effective interest rate than a bond issue that runs twenty years. 444 General Obligation Bonds: General obligation bonds are secured by a pledge of the full faith, credit and taxing power of the county. 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. 445 In analyzing a revenue bond issue for underwriting, an investment banker will look not only at operating statistics and coverage, but also at more basic elements, such as the necessity of the service, control over competition, and delinquency procedures. Revenue bonds are becoming more popular because they do not require voter approval and do not apply in statutory debt limits. Leases: A less traditional method of financing county facilities is a lease arrangement. A lease is executed with the county, which gives the county the option to purchase the equipment or facility during the term of the lease. All or part of the lease payments may be applied to the purchase prices. A bona fide lease option agreement is not a debt; however, an installment purchase program is a debt. A bona fide lease/option agreement is characterized by two factors: 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. 446 Building Authority: A building authority is a non-profit corporation which generally is formed at the request of the governing body of the county or local jurisdiction, which also appoints the Board of Directors of the corporation. Weld County created such an authority in 1987, named the Weld County Finance Corporation. The directors are the Director of Finance, County Attorney, and Director of Buildings and Grounds, each appointed for ten-year terms. The building authority issues its own bonds to finance a facility. To achieve the same lower interest rates that traditional municipal bonds enjoy, the building authority must obtain a ruling from the Internal Revenue Service (IRS) that the interest on the authority's bonds is exempt from Federal Income Tax. Such an exemption is granted if the IRS finds the authority's bonds are issued on behalf of a political subdivision, which is determined based upon the following factors as detailed in IRS Revenue Ruling 63-20. 1. The authority engages in activities which are essentially public in nature. 2. The corporation is not organized for profit. 3. The corporate income does not inure to the benefit of any private person. 4. The political subdivision has a beneficial interest in the corporation, while the indebtedness is outstanding, and it obtains full legal title to the property on the retirement of the debt. 5. The corporation has been approved by the political subdivision which has approved the specific obligation of the corporation. Like municipal bonds, bonds issued by a corporation usually are subject to registration and other requirements of the Securities 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. 447 BUILDING AUTHORITY FINANCE The Philosophy: Tax-exempt financing is available through a building authority with the issuance of bonds when the facilities financed are for public purposes and the benefit is to the sponsoring public entity. The Building Authority: A building authority is a Colorado non-profit corporation created by the county itself. The county adopts a resolution calling for the creation of the Building Authority and directing counsel to draw articles of incorporation and by-laws in compliance with Colorado Statutes. A board of directors is formed. The board may consist of County Commissioners or administrative personnel or individuals not associated with any public entity. The Weld County Finance Corporation, created in 1987, consists of the Director of Finance, County Attorney, and Director of Building and Grounds as directors. Tax -Exemption of Interest: Once the non-profit corporation is created, the tax-exempt nature of interest paid on the corporation's bonds must be assured. A revenue ruling is requested from the Internal Revenue Service on the non-profit status of the corporation pursuant to Internal Revenue Code, 103(a) 1 and Revenue Ruling 63-20, and on the tax-exempt status of interest paid. Such an application involves considerable work and a detailed analysis of the situation which is presented to the Internal Revenue Service. The application includes information as to public purpose, the county, the agency using the facilities, the proposed lease terms, terms of title reversion to the county and the proposed method of financing. Corporate Bonds and the S.E.C.: As corporate bonds are subject to registration requirements of the Securities and Exchange Commission, a "no action" letter must be obtained from the S.E.C. In essence, the S.E.C. says that no action will be taken if the bonds of the building authority/non-profit corporation are not registered. The Purchase Contract: Once the building authority is created with powers to act, it may enter into a contract to purchase the facility. The contract should be subject to: 1. A favorable revenue ruling from the Internal Revenue Service. 2. Receipt of an S.E.C. "no action" letter. 3. Finalization of financing. 448 The Bond Issue: When all legal and tax questions are answered the building authority may issue bonds for the purchase of the facility. Normally the bonds are sold directly to an underwriter who then resells the bonds to the ultimate investor. The bonds that are issued will be an obligation of the building authority only and not a debt obligation of the county. The County Lease: Upon the issuance of the bonds and the purchase of the building by the building authority, the county can lease the building from the authority. The lease would be from year-to-year with automatic renewal unless otherwise terminated. A county lease for any period in excess of one year constitutes a debt and must be approved by voters. The Bond Security: The security of the bond holders may be only in a pledge of lease revenues by the authority. The bond holders may also have a first mortgage lien on the building. The combination of the two results in a more secure bond and a correspondingly lower rate of interest. Partial Seller Financing: Depending on factors such as the seller's motivation, whether there is an existing loan on the building, and negotiations, a bond issue can be for only the amount necessary for a down payment. The sellers can carry back the balance, receiving installment sale tax benefits on the capital gains. A revenue ruling would be required; however, interest paid on a promissory note to the seller may also be tax exempt. The total cost to the county and the building authority then may be substantially lower on this basis. 449 COMPLETED CAPITAL PROJECTS 2012- 2016 Total Actual 2012 Actual 2013 Actual 2014 Actual 2015 Actual 2016 Centennial Complex $ 1,347,760 $ 148,554 $ 19,999 $ 299,498 $ 560,310 $ 319,399 Courthouse 275,504 8,104 267,400 Land Reserve 2,234,933 19,594 1,547,268 668,071 Chase Building 9,021,153 5,775,000 84,944 3,161,209 Grader Sheds 1,267,740 518,979 375,508 138,980 193,684 40,589 Motor Pool 806,924 230,868 576,056 Health Department 284,704 69,442 215,262 Island Grove 186,939 53,800 48,283 84,856 North Jail 928,101 275,755 122,187 103,329 345,404 81,426 Back-up Dispatch Center 808,401 808,401 Crime Lab 4,332,536 211,966 4,120,570 Public Works 1,815,192 698,565 149,260 967,367 Human Services 242,946 82,800 160,146 Gravel Pits 5,541,189 1,390,684 4,150,505 SW Weld Building 225,951 18,736 8,770 101,344 97,101 North 1401-1402 488,659 202,578 211,007 75,074 County Clinic 93,400 38,600 54,800 Admin. Bldg (Sykes) 100,366 60,591 39,775 Southeast Weld Building 116,306 7,984 108,322 Law Administration 138,819 138,819 Miscellaneous 305,921 22,620 283,301 CNG Station 359,253 359,253 Towers 11,134,868 2,256,827 7,305,629 1,572,412 918 10th Street 675,168 675,168 TOTAL $42,732,733 $6,634,132 $5,112,816 $20,332,221 $4,879,138 $5,774,426 NOTE: Expenditures listed in year incurred. 450 FIVE YEAR CAPITAL PROJECTS PROGRAMS 2018-2022 Requirements Total 2018 2019 2020 2021 2022 Jail Capital Reserve -$19,278,500 $1,541,500 -$13,586,000 -$12,366,000 $5,572,000 -$440,000 Comm. System Reserve 3,412,500 820,000 827,500 -135,000 950,000 950,000 Jail Expansion 44,500,000 4,500,000 20,000,000 20,000,000 0 0 Comm. System 1,337,500 130,000 122,500 1,085,000 0 0 Misc Projects 6,153,500 1,733,500 1,361,000 1,041,000 1,003,000 1,015,000 PW Projects 1,500,000 300,000 300,000 300,000 300,000 300,000 Human Services 2,000,000 1,000,000 1,000,000 0 0 0 Office Building Business Park 6,000,000 0 0 0 0 6,000,000 Weld Plaza Building 3,750,000 750,000 750,000 750,000 750,000 750,000 TOTAL $49,375,000 $10,775,000 $10,775,000 $10,675,000 $8,575,000 $8,575,000 451 RESOURCE CAPACITY ***************** FUNDING SOURCES ***************** CASH FLOW ANALYSIS 452 CAPITAL EXPENDITURES FUND RESOURCE CAPACITY 2018- 2022 YEAR PROPERTY TAX INTEREST FEES TOTAL 2018 $10,250,000 $300,000 $225,000 $10,775,000 2019 10,250,000 300,000 225,000 10,775,000 2020 10,250,000 200,000 225,000 10,675,000 2021 8,250,000 100,000 225,000 8,575,000 2022 8,250,000 100,000 225,000 8,575,000 453 CASH FLOW ANALYSIS YEAR BEGINNING FUND BALANCE REVENUE EXPENDITURES ENDING FUND BALANCE 2018 $ 24,950,000 $ 10,775,000 $ 8,413,500 $ 27,311,500 2019 $ 27,311,500 $ 10,775,000 $ 23,533,500 $ 14,553,000 2020 $ 14,553,000 $ 10,675,000 $ 23,176,000 $ 2,052,000 2021 $ 2,052,000 $ 8,575,000 $ 2,053,000 $ 8,574,000 2022 $ 8,574,000 $ 8,575,000 $ 8,065,000 $ 9,084,000 454 CORRECTIONAL FACILITY Existing Situation: The Centennial Complex Jail was constructed in 1978, and was remodeled three times to increase the capacity to 294 beds. In 1997, Phase I of the North Jail Complex was constructed with 160 beds and all of the core service facilities. The North Jail Complex is currently designed for a build out of 779 beds, but the site can accommodate over a 1,000 -bed facility. Each phase would be in increments of approximately 160 - 375 beds. Jail population continues to grow in Weld County, but the growth rate has slowed the last few years due to more use of jail alternative programs. Phase II was completed and opened in January, 2004. Phase II added 245 beds based upon the design. Construction of Phase II allowed for the closure of the Centennial Jail and conversion of the space to accommodate Court needs. Phase III, which added 374 beds, was constructed in 2006 - 2007, and was opened in February 2008. Proposed Solution: It is proposed that additional phases of the North Jail Complex be constructed in increments of beds, as needed. The total project of approximately 331,143 square feet will be constructed in phases. The first phase, constructed in 1997, was 125,775 square feet. It included the core service facilities, such as kitchen, administrative offices, medical detention, booking area, and lobby to accommodate over 1,000 inmates. Phase II has 245 beds and is both maximum and medium security to accommodate the projected inmate classifications. Phase II was constructed in the 2002 - 2003 time frame and became fully operational as of 2004. Phase III has 374 beds and was constructed in 2006 - 2007. There is currently 217,568 square feet of building with 779 beds available. Financing: It is recommended that the county budget $44,500,000 in the 2018 - 2022 capital plan budget to construct an additional 113,575 square feet of building for 350 additional beds. In 2018 $4,500,000 is included in the capital budget for the design phase of the jail. In both 2019 and 2020 there is $20,000,000 included each year for the jail construction. The capital plan is consistent with the inmate population projections that calls for the opening of added jail beds at the end of 2020. Impact on Operational Costs: At the end of 2020, it is anticipated that the new jail capacity will be opened. The use of the capacity will be phased in over a two to three year period, depending on inmate population growth. Based upon past phased openings of the jail, the estimated additional annual costs are: Item 2020 2021 2022 Staffing $ 1,210,000 $ 770,000 $ 1,100,000 Medical Costs 0 600,000 320,000 Food 0 400,000 200,000 Utilities 0 60,000 0 Maintenance 0 60,000 0 455 WELD COUNTY BUSINESS PARK Existing Situation: In 1987, Weld County acquired 160 acres located in the southwest corner of "O" Street and North 11th Avenue in Greeley. Funds for the property came from the sale of the Health Building. Proposed Solution: The property is large enough to allow for future consolidation of county facilities in one area. The utilities and site improvement were developed in 1988, at an estimated cost of $1,750,000 with the aid of a $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, Motor Pool, Public Works, Law Administration, Buildings and Grounds, Alternative Programs Facility, Community Corrections Facility, and four administrative buildings. A portion of the property was made available for commercial development and offered at no cost or low cost to private parties for economic development incentives. A PUD was approved for land use purposes in 1989. Financing: Development, using future years' funds, is programmed into the long-range plan under specific projects, which include a correction facility ($44,500,000), and an additional 20,000 square foot office building ($6,000,000). Impact on Operational Costs: See individual projects for cost impacts. 456 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 total of $130,000 is included for tower equipment upgrades, $122,500 in 2019, and $1,085,000 in 2020. Impact on Operational Costs: There will be no additional operational costs for the system. Operational costs are currently funded by Weld County, the E911 Authority Board, and users through an allocation of cost formula charging 10% in 2016 with an additional 2.5% each year progressing until it reaches 20% in 2021. It is not anticipated that the upgraded systems will be any more expensive, operationally, to maintain than the current system. 457 GRADER SHEDS / STORAGE BUILDING Existing Situation: The County currently has 20 grader sheds throughout Weld County, to accommodate road maintenance functions in all sectors of the county. The grader sheds are in various conditions, ranging from good to needing replacement. Eleven have recently been replaced -- Johnstown (1945),Vim (1983)„ Mead (1985),,, Severance (1987)„ Ault (1989), Briggsdale (1991), Keenesburg (1994) Stoneham (1994), Dacono (1995), Fort Lupton (2000), Gill (2001), Galeton (2003), New Raymer (2004), Rockport (2007), Keota (2008), Kersey (2010), Grover (2013), Peckham (2014), Kiowa (2015)„ and Nunn (2017). In addition, four ice control storage buildings were constructed in 2001 - 2003. Additional storage facilities at the Public Works Headquarters were built in 2003 and 2013. A new Buildings and Grounds facility was built in 2007, and the old facility was converted to a Printing and Supply facility. An additional storage facility was purchased in 2009. An addition to the Public Works Headquarters for Engineering was completed in 2015. Proposed Solution: An analysis of existing grader sheds determined which are required for the operational functions of the road maintenance operation in Weld County. In the process some have been sold, others consolidated, and some identified for replacement. In cases where existing grader sheds will accommodate the maintenance function, it is suggested that attention be given to those sheds that need maintenance or major improvements. Where necessary, replacement sheds have been identified. Financing: The county, since 1982, has totally reconstructed and upgraded all grader and road maintenance facilities. The county should continue a sound maintenance and replacement program, so the buildings do not fall into the disrepair condition they were in prior to 1982. The funding mechanism is a pay-as-you-go function out of the Capital Fund. In 2014, a 15,000 square foot heavy equipment storage facility was constructed ($800,000). In 2015 additional office space was added for Engineering. Funds in the amount of $300,000 per year for the years 2017-2021 are included for Public Works facilities. The grader sheds will be replaced in Johnstown (2018), Mead (2019), Vim (2020), and Severance (2021). Impact on Operational Costs: Vehicle storage facility will have utility costs of approximately $2,400 per year. Since the old grader sheds are being replaced with new sheds, the county's experience is that there is approximately a $1,000 per year savings on the utilities due to the use of radiant heat and improved insulation. Staffing is unchanged. 458 JUSTICE CENTER Existing Situation: The Justice Center includes the Courthouse, Court Annexes, and Centennial Center buildings. It provides for the space needs of the 19th Judicial District. Under state law the county is obligated to provide and maintain the facilities for court related activities. The Courthouse was built in 1917 and is maintained on the Federal Register of Historical Buildings. After many remodels and upgrades it still functions as the main court facility for Weld County. In the mid -1980's two buildings across the street from the Courthouse were acquired and remodeled to house the Probation Department. In 2001, the West Courthouse Annex Building was acquired to house the District Attorney Juvenile Division. As the population grows and court related activities grow the space requirements continue to expand. Four courtrooms were added in 2008. Proposed Solution: With the growing needs of the courts it will require that the county convert the Centennial Center, including the jail, to courtrooms and court -related offices. With the construction of Phase II of the North Jail, the Centennial Jail was closed and remodeled into court -related space in 2004. All Sheriffs office administrative functions, along with Communications and Records, were moved to the new Public Safety Administrative Building next to the North Jail in 2003. Over time the entire Centennial Complex will become court -related space, as well as the two annex buildings to the west and east of the Courthouse. In 2004, three additional district courtrooms were created, a juvenile courtroom, and one additional county courtroom, and in 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 2022+. Space formerly occupied by the Weld County Commissioners and administrative functions will be converted to court -related space since those functions moved to a new administrative building in 2011. The Chase Building purchased in 2014 will provide space for court support functions for years with its 119,875 square foot of space. Financing: The County can accommodate court related activities in the space of the Justice Center for several years. In addition, the block to the southeast of the Centennial Complex has been acquired by the county and converted into a parking lot. In the future when the need arises, that block can serve as a site for court building expansion and a parking garage structure to accommodate court space needs. Also, in the next decade it may be necessary to have court facilities in the southern part of Weld County where the population is growing at a rapid rate. The funding mechanism for all court facility needs should be a pay-as-you-go function out of the Capital Fund. The following page is a schedule of proposed conversion of Justice Center space. 459 CAPITAL PLAN FOR JUSTICE CENTER YEAR CURRENT USE NEW USE COST 2008 Vacant Work Release (30,000 sf) $ 4,275,000 2008 Second Floor Old Jail 2 Courtrooms $ 1,500,000 2008 Third Floor Work Release 2 Courtrooms $ 1,500,000 2008 Third Floor Work Release DA Offices $ 1,000,000 2011 Vacant Administrative Bldg. $ 5,000,000 2015 Planning Probation $ 400,000 2023+ Third Floor Centennial 2 Courtrooms $ 1,200,000 2023+ First Floor Centennial 1 Courtroom $ 300,000 2023+ Vacant Justice Center Annex Building $ 5,000,000 2023+ Third Floor Centennial (DA) 2 Courtrooms $ 750,000 2023+ Second Floor Centennial 2 Courtrooms $ 750,000 2023+ First Floor Centennial (DA) Court Offices $ 200,000 Impact on Operational Costs: Under Colorado law, county governments are required to provide space for the courts and maintenance of the facility, but all personnel and other operating expenses are paid for by the State of Colorado. The estimated additional building maintenance costs by year are: 2016 2017 2023+ 0 0 $ 176,000 460 ALTERNATIVE PROGRAMS BUILDING Existing Situation: Alternative programs were housed in the old jail and in the West Courthouse Annex. As jail crowding became more and more of a problem, the alternative programs, such as work release and pre-trial programs, are used more and more by the Court. The programs formerly occupy approximately 20,000 square feet. The space that the programs occupied was needed for courtrooms and Probation office space. Proposed Solution: To accommodate the space needs of the alternative programs and allow for growth in the programs, a 30,000 square foot building was proposed. The facility was constructed in the Weld County Business Park. This puts the facility in closer proximity to the jail for support services. Financing: The new 30,000 square foot Alternative Programs Building was completed in 2008. Impact on Operational Costs: Impact of additional costs on the 2008 budget was $156,300 for utilities and maintenance. Staffing costs were unchanged, since personnel were transferred from the old facility to the new building. 461 LAW ENFORCEMENT ADMINISTRATION BUILDING Existing Situation: Growing needs of the courts require that the county convert the Centennial Center, including the jail, to courtrooms and court -related offices. With the construction of Phase II of the North Jail, the Centennial Jail will be closed and remodeled into court -related space. In addition, all Sheriffs office administrative functions, along with the Communications and Records, were relocated in 2004 to accommodate the courts. Proposed Solution: Since the entire jail operation was moved to the North Jail there are logistical advantages to relocate all Sheriff Office functions near the jail site. To accommodate the space needs of the Sheriffs Office, a 22,000 square foot office building near the North Jail site was constructed in 2002. The building houses the Sheriffs office functions, Communications, and Records. This allows for the consolidation of all criminal justice functions at one site with the exception of patrol substations. Financing: The new Public Safety Administration Building was constructed in 2002. Funds in the amount of $2,500,000 were budgeted in 2002 for the construction of a 22,000 square foot office building. In 2010 and 2014 respectively, the Records Unit and the Weld County Regional Communications Center were moved from the Law Enforcement Administration Building to the former Human Services Building to free up space for the Sheriffs Office. Impact on Operational Costs: There were no impact of additional costs on the 2010 or 2014 budget for utilities and maintenance, since the space has been maintained in the past. Staffing costs were unchanged, since personnel were transferred from the old facility to the new building. 462 REGIONAL CRIME LAB Existing Situation: Formerly the county had a crime lab located in the basement of the Centennial Complex, and the former Planning Department office. The space was inadequate to meet the size and program requirements. Weld County took the lead to create a regional crime lab for Northern Colorado that houses approximately 40 crime lab staff members from various law enforcement agencies and CBI. Proposed Solution: The regional crime lab facility consists of approximately 20,000 square feet. It contains private and open office areas, waiting areas, lobby space, meeting/conference rooms, complete laboratory and forensics discovery area. It is fully fire sprinkled. The crime lab's location is in a business park off Highway 34 and WCR 17, which is a central location for the Northern Colorado region. Financing: The construction of the regional crime lab started in 2012 financed by $4,000,000 in county funds. It was completed and fully operational in August, 2013. Impact on Operational Costs: When the crime lab was constructed there was additional costs in the budget for utilities and maintenance, in the amount of $310,000. However, five participating agencies pay approximately 80% of this cost, or $248,000 for a net county cost of $62,000. Staffing costs are unchanged, since personnel were transferred from the old crime lab to the new building. A Federal grant for $500,000 funded the first three to four years of operational costs. 463 COMMUNITY CORRECTIONS FACILITY Existing Situation: The Community Corrections program had been operated by private contractors since its inception in Weld County in the early 1980's. The facility that the contractors had used was the site known as The Villa, which were old dormitories on the UNC campus. UNC encouraged the Community Corrections Facility to move off campus due to the facility housing convicted felons that are returning to the community from the Colorado Department of Corrections. In 2008 there were problems with the contractor that owns the facility providing the community correction services. The county realizes that without a county -owned community corrections facility it limits the county's choices for a contract provider of the service and the option of the county operating the facility itself through the Justice Services Department. Proposed Solution: The Board of Weld County Commissioners, in May 2008, made the decision that the county should construct its own Community Corrections Facility in the Weld County Business Park. The site is at the entrance of the park at the northwest corner of 11th Avenue and H Street. A 30,000 square -foot building was constructed in 2010 to accommodate the program. The site can accommodate a doubling of the facility size at some future date at a cost of approximately $5,000,000. Financing: The new Community Corrections Facility was constructed, in 2010, within the Weld County Business Park. An Energy Impact Grant, in the amount of $400,000, along with $4,600,000 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). 464 DOWNTOWN GREELEY PARKING AND LAND Existing Situation: The Courthouse and Centennial Center are located in the center of downtown Greeley. The future plans are for these facilities to be the judicial center for the 19th Judicial District that serves Weld County. Parking has been a long time problem in the area for citizens using the facilities. In addition, as Weld County looks to the future there will be a need to have land to locate future court facilities. The court administration is insistent upon having a centralized location, since other jurisdictions have had logistical problems attempting to split court facilities into more than one location. As a result, there is a need to acquire land adjacent to the current location to accommodate future court facilities. Proposed Solution: In July, 2003, the County purchased a portion of an adjacent block of property to the Centennial Complex and Courthouse to allow for surface parking in the immediate future, and to provide future building sites for future court facilities. Opportunity existed to purchase approximately 100,000 square feet adjacent to the current facilities in 2003. The parking was developed in 2004, and needed facilities can be constructed on this site in the future. Financing: In 2003, fund balance from the General Fund, in the amount of $1,500,000, was transferred to the Capital Expenditure Fund to acquire the site and put money aside for the parking improvements in 2004. Approximately 250 parking spots have been developed to serve the area. As portions of the site are needed for court building sites, a parking structure can be built to accommodate added parking needs or land to the east or south of the site can be acquired for surface parking. In the 2012 budget $2,000,000 was reserved for the purchase of property adjacent to the current Justice Center location to accommodate future court facilities and support services. In 2014 $1,500,000 was used for property acquisitions leaving $500,000 reserved for future property purchases in the area of the Courthouse. Impact on Operational Costs: No new operation costs are anticipated. 465 WELD PLAZA BUILDING 804-822 7TH STREET, GREELEY Existing Situation: Weld County has a major investment in court facilities in the downtown Greeley area. For many years the county has gradually been acquiring buildings and land for the court operations and parking accommodations. The court operations and support function will grow over time and require a long term plan. Proposed Solution: In 2014 the county purchased the Weld Plaza Building located at 804-822 7th Street, in Greeley, Colorado, located a block and half from the Courthouse. The building is a 119,875 square foot complex that will allow Weld County over time to create a more complete judicial complex in downtown Greeley area. The District Attorney's Office, probation, and other human services with court related responsibilities can eventually be consolidated in the complex. Until the space is needed the county will continue 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 will be approximately $2,800,000. In the 2018-2022 the capital plan provides $750,000 a year for improvements to the building to better accommodate the future use of the facility by county departments. Impact on Operational Costs: With the current private leases the building is projected to provide a net operating income gain of $250,000-$700,000 per year, so no additional operating costs are anticipated for the immediate future. 466 ADMINISTRATIVE OFFICE BUILDING Existing Situation: The long term plan with the development of the Weld County Business Park was for the eventual move of all administrative functions of the county to the business park. All of the functions were housed at the Centennial Complex in 1976. In 1990-91 the Assessor, Treasurer, Clerk and Recorder, and Planning were relocated to the business park. With the future space demands of the courts it is anticipated that the remaining county administrative functions at the Centennial Complex will need to be relocated to the Weld County Business Park. This will leave the Centennial Complex as a justice and law enforcement center exclusively. Proposed Solution: In order to accommodate the Court's space needs and the County's administrative functions it was necessary to acquire a new administrative facility at the Weld County Business Park. To accommodate the space needs of the existing administrative functions, and plan for future growth, an existing 43,000 square -foot office building was purchased in 2010, and remodeled to accommodate current and future County administrative functional needs. In 2022 it is anticipated that an additional 20,000 square foot office building will be required to house county functions. Financing: The County purchased the existing Sykes Building for $3,500,000 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. $6,000,000 is budgeted in 2022 to construct an additional 20,000 square foot office building to house county functions, such as Planning, Building Inspection and others. Impact on Operational Costs: There were additional costs in the 2011 budget for utilities and maintenance, in the amount of $180,000. There were no additional staffing costs since the staff moved from other facilities to occupy this building. Moving and relocation costs were $50,000. In 2022 the addition of a 20,000 square foot office building in the Weld Business Park will add approximately $160,000 per year for utilities and maintenance. 467 HUMAN SERVICES BUILDING ANNEX Existing Situation: The Human Services Building was acquired in the 1970's and in the mid 1990's an annex was added. In 2005, additional land was purchased, adjacent to and south of the two existing buildings. The additional land will accommodate another 20,000 square foot building and parking. Proposed Solution: A new 40,000 square foot building was constructed in Greeley on the Social Services site in 2009. The building will accommodate the current services, plus allow room for future expansion and consolidation of the Human Services and Social Services Departments. In late 2016 the Child Protection unit was relocated to the Chase Building freeing up space at the Human Service Complex. Financing: The building was constructed in 2009. Funds in the amount of $5,000,000 were budgeted in the 2008 budget for the 40,000 square foot building. Additional parking was constructed in 2007, in the amount of $300,000. $2,000,000 was spent in 2017 to remodel and upgrade the oldest building, and another $2,000,000 will be spent over 2018-2019 to upgrade the two remaining buildings. Impact on Operational Costs: There were additional costs in the 2010 budget and beyond for utilities and maintenance, in the amount of $210,000. However, the majority of the program costs are paid for from grants from the State Department of Social Services. There were no additional staffing costs since the staff moved from other facilities to occupy this building. The added space costs for the Chase Building will be paid from the State Child Welfare Allocation. No additional costs are anticipated for the areas remodeled in 2017-2019. 468 SOUTHWEST COUNTY SERVICE CENTER Existing Situation: The Southwest County Service Center was developed in 2000 - 2001. With the growth in the area, additional facilities will be required to house all the County functions required to service the area. Proposed Solution: It is proposed that an additional 20,000 square foot building be constructed on the Southwest Weld County Service Center site in the future. The building will accommodate the current services, plus allow room for future expansion of services in the area. Financing: The building will be constructed in 2022, or beyond. Funds in the amount of $5,700,000 are budgeted in the 2023 budget or beyond for the 20,000 square foot building. Impact on Operational Costs: There will be additional costs in the budget for utilities and maintenance, in the amount of $120,000 when the facility is built. There will be no additional staffing costs since the staff will be moving from other facilities to occupy this building. Moving and relocation costs are estimated to be $30,000. 469 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 2022, or beyond. Financing: The additional building will be constructed in 2022, or beyond. Funds in the amount of $6,000,000 are budgeted in the 2023 budget or beyond for the 20,000 square foot building. Impact on Operational Costs: There will be additional costs in the budget for utilities and maintenance, in the amount of $120,000 when the facility is built. There will be no additional staffing costs since the staff will be moving from other facilities to occupy this building. Moving and relocation costs are estimated to be $30,000. 470 MISCELLANEOUS PROJECTS Existing Situation: Each year there are several special projects to do major maintenance to buildings, update or renovate county facilities, provide for new county programs, and remodel to accommodate changing programs or meet new legal standards. An approach which provides miscellaneous funds of this nature can prevent postponing necessary major maintenance or remodeling of facilities and, thus, avoid added cost or delay of potential savings to the county and taxpayers. In addition, such an approach can also make better utilization of existing facilities in order to avoid the acquisition of new space and facilities. Carpet replacement, HVAC replacement, roof replacement, elevator upgrades, remodels, and major maintenance projects should be included in this category. Proposed Solution: It is recommended that an amount of $6,153,500 be set aside for such projects in the Long Range Capital Projects Plan. A detailed listing of special projects is on the following two pages. Financing: It is recommended the county budget $6,153,500 over the next five years to accommodate the detailed listing of special projects found on the following two pages. Impact on Operational Costs: No new operational costs are anticipated. In most cases the HVAC systems replaced should be more energy efficient resulting in energy cost savings. 471 I B&G Capital Maintenance Projects 2018 - 2022 FY 2018 Building Name Address Type of Improvement Budget Estimate Ambulance 1121 M Street, Greeley Carpet $18,000 Ambulance 1121 M Street, Greeley Paint $10,000 Jail 2110 O -Street Greeley Clothes Washers (3 each) $50,000 Jail 2110 O -Street Greeley Clothes Dryers (3) $28,000 Extension Island Grove Carpet $28,000 Extension Island Grove Paint $17,000 Extension Island Grove Furniture Teardown/rebuild for Carpet $10,000 Jail 2110 O -Street Greeley Two Food Warmers $17,000 Jail (Gym) 2110 O -Street Greeley 1 -West Water Storage Tanks $150,000 Jail (Gym) 2110 O -Street Greeley 1 -West Boilers $140,000 Extension (Office Only) Island Grove Roof Top Unit $65,000 Public Health 1555 N. 17th Ave, Greeley Public Health Roof Replacement $300,000 Missile Site 10611 Spur 257, Greeley Concrete Repairs (Settling) $50,000 Public Works 1111 H Street HVAC Controls Update $50,000 Public Health 1555 N. 17th Ave., Greeley HVAC Controls Update $80,000 Jail 1 -East 2110 O -Street Greeley HVAC Controls Update $80,000 Jail 1 -West 2110 O -Street Greeley HVAC Controls Update $80,000 Jail 2110 O -Street Greeley Visitation Components $12,000 Public Health 1555 N. 17th Ave, Greeley Fire Alarm Controls $34,000 Southwest 4209 CR 24 1/2, Firestone Gut & remodel Booking area (1,204 square feet) $180,000 Jail 2110 O -Street Greeley Jail Classroom Night Lights (Pod A, B, & C) 30,000 Law Admin 1950 O -Street, Greeley Patrol Area Furniture Reconfiguration 45,000 Training Center 1104 H -Street, Greeley Pave Obstacle Course (between obstacles) 3,000 Administration 1150 O -Street, Greeley Office/Conference Rooms Additions $150,000 Administration 1150 O -Street, Greeley Add 12x12 office (Coordinator Position) 15,000 Centennail Center 915 10th Street, Greeley Create restroom in 19th Judicial Clerks Office $50,000 Centennail Center 915 10th Street, Greeley 19th Judicial - Remove cubicles & build Clerks Supervisor Office $12,000 Centennail Center 915 10th Street, Greeley Centennial Conference Room A&B projector & screen 1,500 Administration 1150 O -Street, Greeley HAM Radio Antenna at 1150 Building (conduit path only) 4,000 Southwest 4209 CR 24 1/2, Firestone HAM Radio Antenna at Southwest Building (conduit path only) 4,000 HHW - Dacono 5510 Hwy 52, Dacono Add three bay storage unit & sidewalk to Dacono 20,000 Total $1,733,500 FY 2019 Building Name Address Type of Improvement Budget Estimate Centennial 915 10th Street, Greeley Plaza West Roof $360,000 Planning & Health 1555 N. 17th Ave., Greeley Chiller $526,000 Centennial 915 10th Street, Greeley Centennial/Plaza East Roof $475,000 Total $1,361,000 FY 2020 Building Name Address Type of Improvement Budget Estimate Centennial 915 10th Street, Greeley Hot Water Generator $140,000 Planning & Public Healtt 1555 N. 17th Ave. Greeley Boilers $120,000 Centennial 915 10th Street, Greeley Lighting Upgrade $120,000 Centennial 915 10th Street, Greeley Chiller Pumps $30,000 Centennial 915 10th Street, Greeley Isolation Valves $30,000 Courthouse Annex 934 9th Ave, Greeley Roof $120,000 Print Shop 1500 2nd Street, Greeley Roof (sloped portion) $66,000 Centennial 915 10th Street, Greeley Ceiling Grid 2nd Floor $50,000 Sand Salt Sheds 5 Locations Replace siding that has rusted through $125,000 Human Services A 315 A N. 11th Ave, Greeley Roof $150,000 Grover Tower Grover Generator Replacement $30,000 New Raymer Tower New Raymer Generator Replacement $30,000 LaSalle Tower LaSalle Generator Replacement $30,000 Total $1,041,000 472 Building Name Address FY 2021 Type of Improvement Budget Estimate Centennial 915 10th Street, Greeley Cooling Tower Replacement $150,000 Fuel Island 1115 H Street Fuel Tanks Replacement $100,000 Jail 2110 O -Street Greeley Shower Boxes M,N,O,R,TM,TF&S $30,000 4H Building Island Grove Roof $65,000 Centennial 915 10th Street, Greeley Heat Pumps $68,000 8th Ave Storage 300 8th Avenue Roof - South half $25,000 Plaza West 910 10th Ave, Greeley Clapper Valve in Parking Garage $17,000 Law Administration 1950 O -Street, Greeley Boiler $22,000 Law Administration 1950 O -Street, Greeley Roof Top Unit $200,000 Public Health 1555 N. 17th Ave, Greeley Booster Pump $35,000 Hazardous Waste (North) 1311 N.17th Ave, Greeley Roof $46,000 Courthouse 901 9th Ave, Greeley Hot Water Generator $80,000 Exhibition/4H Exhaust Hood Replacement $35,000 Community Corrections 1101 H Street Camera Replacement $50,000 Public Works 1111 H Street, Greeley Roof Top Units $80,000 Total $1,003,000 FY 2022 Building Name Address Type of Improvement Budget Estimate Courthouse 901 9th Ave, Greeley Carpet $150,000 Centennial 915 10th Street, Greeley DA Carpet $80,000 Courthouse Annex 934 9th Ave, Greeley Carpet Replacement $70,000 Courthouse Annex 934 9th Ave, Greeley Teardown/Rebuild Furniture for Carpet $35,000 Centennial 915 10th Street, Greeley DA Teardown/Rebuild Furniture for Carpel $40,000 Centennial 915 10th Street, Greeley 3rd Teardown/Rebuild Furniture for Carpel $10,000 Centennial 915 10th Street, Greeley CH Teardown/Rebuild Furniture for Carpel $40,000 Centennial 915 10th Street, Greeley 3rd Floor Carpet $30,000 Centennial 915 10th Street, Greeley 1st Floor Carpet $30,000 Jail 2110 O -Street Greeley 1 -West RTUs (11 Each) $380,000 Jail 2110 O -Street Greeley IT Room AC $36,000 West Annex Both Buildings, Greeley Roof $35,000 Veterans 1008 9th Street, Greeley Roof $19,000 918 918 10th Street, Greeley Roof $60,000 Total $1,015,000 473 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 2022. The primary reserve would be for a future correctional facility or other facilities at the North County Complex and southwest and southeast County administrative office sites and to fund the replacement of the Communications system. Proposed 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 2023. Financing: It is recommended that the county budget fund balance carry-overs in the capital fund each year as a contingency. Impact on Operational Costs: None. 474 MISCELLANEOUS FUNDS 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 $376,000 per year. The funds must be used for "the acquisition, development, and maintenance of new conservation sites, or for capital improvements or maintenance for recreational purposes on any public site". (Section 29-21-101, C.R.S.) With the passage of Amendment 8 (GO COLORADO) these funds should stabilize at $450,000 per year, plus lottery sales growth. See Conservation Trust Fund for detailed discussion. Proposed Solution: The Board has the option to use the funds in the following ways: 1. Maintain and improve Island Grove Park. 2. Maintain and improve the Missile Site Park. 3. Acquire and maintain open space. 4. Develop and maintain trails. 5. Other project requests from throughout the county. Financing: In addition to Conservation Trust Funds, it is recommended that the county finance parks and recreation projects at a level of $129,000 in the General Fund from property taxes. Funds from 2017 forward are uncommitted. Impact on Operational Costs: No new operational costs are anticipated. 476 ISLAND GROVE Existing Situation: Weld County and the City of Greeley currently have certain joint ventures and commitments to develop the Island Grove Park facility. Some discussion has been held regarding the creation of an Island Grove Park Authority for development and management of the facility. Proposed Solution: If the Board of County Commissioners decides to continue participation in the development of the Island Grove facility, it is recommended that Conservation Trust Funds from the lottery be used to the maximum amount prior to use of county general tax funds. Financing: It is recommended that the county finance any Island Grove enhancements with Conservation Trust Funds resulting from the lottery, to the maximum amount possible, prior to use of general county tax funds. Beginning in 2003, $100,000 per year in General Fund dollars has been committed to the maintenance of an indoor arena facility. Also, in 2000, the County contributed $1,500,000 towards the construction of the indoor arena facility, known as the Island Grove Community Building. The facility was constructed and will be maintained jointly by the City of Greeley, Farm Show, and Weld County. $250,000 was included in the 2004 General Fund budget to add air conditioning to the Island Grove Community Building. The county paid $1,500,000, in 2006, for the Island Grove Park Master Plan that covers improvements to the park for the next 10 - 20 year period. Impact on Operational Costs: Although the Island Grove Park Authority may incur additional operational costs from the projects in the park's CIP, no new operational costs are anticipated as a result of the park's CIP for Weld County government. In most cases, the new park facilities planned will generate revenues to support the additional operating costs. 477 478 PROPRIETARY FUNDS SUMMARY Proprietary funds include both Internal Service Funds and Enterprise Funds. Internal Service Funds are established to account for goods and services provided to other departments of the county on a cost -reimbursement basis. Enterprise Funds account for departments providing services primarily to third party payers. NORTHERN COLORADO REGIONAL FORENSIC LABORATORY FUND: This fund accounts for the maintenance and operational costs of the Northern Colorado Regional Forensic Laboratory. It is funded by rent paid by participating agencies. FLEET SERVICES FUND: The Fleet Services Fund accounts for the revenue and costs generated by equipment and vehicles rented to other county departments. The gross operating budget amounts to $10,945,000 in 2018, with $6,393,500 budgeted for new capital equipment. The budget reflects the decision of the Board in March, 2017, to bring the fleet management function in-house versus contracting the service out effective October 1, 2017. Depreciation is $4,625,000 for new equipment purchases, plus sale of surplus items of $850,000. Grants in the amount of $888,100 for CNG vehicles and conversions are included in the 2018 budget. HEALTH INSURANCE FUND: The Health Insurance Fund reflects the cost of Weld County's self-insurance program which includes health, dental, and vision coverage. Details of the program and coverage are found under the specifics of the fund summary. In 2018, the county will continue with only dental and vision being self -insured. Health coverage will be provided by a private company on a partially self -insured basis with a Preferred Provider Organization (PPO) option and a High Deductible Health Plan/Health Reimbursement Account (HDHP/HRA) option. INSURANCE FUND: The Insurance Fund accounts for all insurance costs for the county. The program is a combination of insured risks and protected self-insurance risks. Gross budget costs are $2,655,000 in 2018, with a property tax levy of $2,500,000. Details of the program are provided under the specifics of the fund summary. TELECOM SERVICE FUND: Budget reflects total consolidation of telecom service costs of $1,365,792 in Weld County. Funding is at current level and reflects no capital upgrades in 2018. WELD COUNTY FINANCE CORPORATION: Budget contains the funding for the Weld County Finance Corporation, which accounts for the lease purchases of county buildings. As of August 1, 2007, there are no active leases. Weld County has no long-term debt. 479 REGIONAL CRIME LAB SUMMARY OF REVENUES 2018 Fund Ora Acct Account Title 2017 2018 2018 2018 Budget Request Recommend Final CHARGE FOR SERVICES 5200 27100 4410 CHARGE FOR SERVICES TOTAL REGIONAL CRIME LAB 155,000 310,000 310,000 155,000 310,000 310,000 310,000 310,000 480 REGIONAL CRIME LAB SUMMARY OF EXPENDITURES 2018 Fund Orq Expenditure Function 5200 27100 CRIME LAB - JOINT OPS TOTAL REGIONAL CRIME LAB 2017 2018 2018 2018 Budqet Request Recommend Final 155,000 310,000 310,000 310,000 155,000 310,000 310,000 310,000 481 BUDGET UNIT REQUEST S UMMA R Y AGENCY/DEPARTMENT NAME: NO. CO. REGIONAL FORENSIC LABORATORY FUND BUDGET UNIT TITLE AND NUMBER: No. Co. Regional Forensic Laboratory - - 5200-27100 DEPARTMENT DESCRIPTION: This fund accounts for the maintenance and operational costs of the Northern Colorado Regional Forensic Laboratory. It is funded by rent paid by participating agencies. RESOURCES ACTUAL LAST FY BUDGETED CURRENT FY REQUESTED NEXT FY RECOMMEND NEXT FY Personnel Services $ 0 $ 0 $ 0 $ 0 Supplies 5,686 5,250 0 0 Purchased Services 129,015 144,750 147,000 147,000 Fixed Charges 2,808 5,000 163,000 163,000 Capital 0 0 0 0 Gross County Cost $ 137,509 $ 155,000 $ 310,000 $ 310,000 Revenue 137,509 155,000 310,000 310,000 Net County Cost $ 0 $ 0 $ 0 $ 0 Budgeted Positions n/a n/a n/a n/a SUMMARY OF CHANGES: Purchased Services total $147,000 which includes electricity ($40,000), water ($6,000), gas ($26,000), phones ($35,000), trash ($700), janitorial ($17,600), professional services ($1,700), and repair and maintenance ($20,000). Fixed costs are $163,000 for depreciation ($86,038), and indirect costs ($76,962). The total expenditure budget is $310,000 with $310,000 in revenue from charges paid by the five member jurisdictions per an MOU in the amount of $62,000 each. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: Approved as recommended. 482 FLEET SERVICES SUMMARY OF REVENUES 2018 Fund Ora Acct Account Title 2017 2018 2018 2018 Budget Request Recommend Final GRANTS 6000 17550 4340 GRANTS CHARGE FOR SERVICES 6000 96300 4410 CHARGE FOR SERVICES MISCELLANEOUS 6000 96300 4680 OTHER 6000 17550 4810 GAIN LOSS ON SALE TOTAL MISCELLANEOUS TOTAL FLEET SERVICES 449,000 888,100 888,100 888,100 6,552,922 6,320,000 6,320,000 6,320,000 4,300,000 4,625,000 4,625,000 4,625,000 373,000 850,000 850,000 850,000 4,673,000 5,475,000 5,475,000 5,475,000 11.674.922 12.683.100 12.683.100 12.683.100 483 FLEET SERVICES SUMMARY OF EXPENDITURES 2018 Fund Orq Expenditure Function 6000 17550 VEHICLE REPLACEMENT 6000 96300 FLEET SERVICES TOTAL FLEET SERVICES 2017 2018 2018 2018 Budqet Request Recommend Final 3,937,000 0 0 0 10,852,922 10, 945, 000 10, 945, 000 10, 945, 000 14,789,922 10,945,000 10,945,000 10,945,000 484 BUDGET UNIT REQUEST S UMMA R Y AGENCY/DEPARTMENT NAME: IS - FLEET SERVICES BUDGET UNIT TITLE AND NUMBER: Fleet Services Administration - - 6000-96300 DEPARTMENT DESCRIPTION: Centralized motor pool support for Weld County. Contract for fleet maintenance is included in this budget unit. RESOURCES ACTUAL LAST FY BUDGETED CURRENT FY REQUESTED NEXT FY RECOMMEND NEXT FY Personnel Services $ 0 $ 0 $ 1,123,906 $ 1,339,486 Supplies 1,166,775 1,621,000 1,666,000 1,666,000 Purchased Services 4,717,161 4,806,000 3,323,221 3,107,641 Fixed Charges 4,180,949 4,400,922 4,806,873 4,806,873 Capital 7,995 25,000 25,000 25,000 Gross County Cost $ 10,072,880 $ 10,852,922 $ 10,945,000 $ 10,945,000 Revenue 9,907,272 10,852,922 10,945,000 10,945,000 Net County Cost $ 165,608 $ 0 $ 0 $ 0 Budgeted Positions n/a n/a 14 16 SUMMARY OF CHANGES: The 2018 budget reflects the Board's decision to bring the motor pool operation in-house and not renew the contract for vehicle maintenance effective October 1, 2017. The operation will be staffed with 16 FTE's at a cost of $1,339,486. Depreciation will be $4,625,000. Costs of Goods for fuel is $1,650,000. Contract payments are funded at $2,691,641, overhead at $151,873 for indirect costs, equipment at $25,000, $250,000 for vehicle expenses, $50,000 for repairs, $80,000 for utilities, and the remaining $82,000 for miscellaneous supplies and service costs. The revenue for the budget includes $4,625,000 from depreciation of the fleet, $1,650,000 from fuel sales, and $4,670,000 from vehicle maintenance charges for a total of $10,945,000. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. Based upon a cost analysis the bringing of the motor vehicle maintenance and fleet management function in-house will allow the county to take advance of cost savings by doing more services in-house, versus contracting them out, and savings from shortening the life cycle of certain vehicles, such as motor graders and heavy trucks. BOARD ACTION: Budget reflects the Board's approved staffing adjustments done at the work session on October 11, 2017. All other items approved as recommended. 485 FLEET SERVICES ADMINISTRATION (CONTINUED) 6000-96300 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Number of work orders issued 8,416 8,500 8,700 Number of service/maintenance orders per technician Efficiency Measures FTE's per 10,000/capita Work orders issued per FTE 935 944 966 .441 647 .427 654 .507 544 Goal ES15: To provide quality, sufficient, and well -maintained county vehicles to county departments. DESIRED OUTCOMES PRELIMINARY PERFORMANCE OBJECTIVE/KEY PERFORMANCE INDICATOR(S) ACTUAL ESTIMATED PROJECTED ES19-1: Safe and reliable vehicles ready to meet needs 90% of department users satisfied with the quality and timeliness of fleet management services 90% 90% 90% ES 19-2: Worker- friendly and functional vehicles 90% of internal customers satisfied with county vehicle 90% 90% 90% ES19-3: Cost effective vehicles Cost (acquisition, operating, resale value) within prescribed industry standards 95% 95% 95% ES 19-4: Fuel- efficient/ environmentally - friendly vehicles 90% of internal customers satisfied with county vehicle 90% 90% 90% 486 BUDGET UNIT REQUEST S UMMA R Y AGENCY/DEPARTMENT NAME: IS - FLEET SERVICES BUDGET UNIT TITLE AND NUMBER: Equipment - - 6000-17550 DEPARTMENT DESCRIPTION: Use of funded depreciation to acquire vehicles for county use. RESOURCES ACTUAL LAST FY BUDGETED CURRENT FY REQUESTED NEXT FY RECOMMEND NEXT FY Personnel Services $ 0 $ 0 $ 0 $ 0 Capital 4,294,324 3,937,000 6,393,500 6,393,500 Gross County Cost $ 4,294,324 $ 3,937,000 $ 6,393,500 $ 6,393,500 Revenue 1,581,761 822,000 1,738,100 1,738,100 Net County Cost $ 2,712,563 $ 3,115,000 $ 4,655,400 $ 4,655,400 Budgeted Positions n/a n/a n/a n/a SUMMARY OF CHANGES: See listed equipment on next page. The budget includes revenue of $888,100 from a CMAQ grant for CNG vehicles on the equipment list. The other revenue is $850,000 from anticipated sale of vehicles in 2018. The equipment purchases are consistent with the Board's policy decision in 2017 to shorten the life cycle for graders, belly dump trucks, and tandem trucks from ten years to seven years over the next three budget cycles. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: Approved as recommended. 487 IGA EQUIPMENT Request Recommend Approved Sheriff: Patrol - SUV 1 46,000 46,000 46,000 Patrol - sedans 10 290,000 290,000 290,000 Patrol - K9 SUV 2 56,000 56,000 56,000 Investigations- mini van 1 26,000 26,000 26,000 Detention - 1/2 ton 7 passanger SUV 2 64,000 64,000 64,000 Human Services/WCYCC Chipper 1 25,000 25,000 25,000 Planning Small SUV 1 22,000 22,000 22,000 District Attorney Sedan - Investigator 1 25,000 25,000 25,000 Health Forklift 1 12,000 12,000 12,000 Engineering 1/2 Ton Extended Cab Pickup * 2 80,000 80,000 80,000 Weed Front Mounting Snow Blower 2 28,500 28,500 28,500 Farm Tractor 1 65,000 65,000 65,000 Public Works See Basic List 5,654,000 5,654,000 5,654,000 Total $6,393,500 $6,393,500 $6,393,500 * Identifed as CNG 488 2018 EQUIPMENT REPLACEMENT FOR PUBLIC WORKS DEPT Division Description Estimated Est. (Shaded items reflect outgoing equip) Price Auction Addition Qty Value To Fleet Trucking 10 Tandem Axle Trucks 1,250,000 15410064/2007 Sterling Tandem Truck 15,000 15410065/2007 Sterling Tandem Truck 15,000 15410066/2007 Sterling Tandem Truck 15,000 15410069/2007 Sterling Tandem Truck 15,000 15410070/2007 Sterling Tandem Truck 15,000 15410072/2007 Sterling Tandem Truck 15,000 15410073/2007 Sterling Tandem Truck 15,000 15410074/2007 Sterling Tandem Truck 15,000 15410075/2007 Sterling Tandem Truck 15,000 15410078/2007 Sterling Tandem Truck 15,000 4 Tandem Axle Belly Dump Trailers 180,000 15610024/2000 Belly Dump Trailer 17,000 15610025/2005 Belly Dump Trailer 17,000 15610026/2005 Belly Dump Trailer 17,000 15610027/2005 Belly Dump Trailer 17,000 Gravel Rd 1 3/4 -Ton, 4X4, Ext Cab, Single Axle, Long Box Pickup - CNG 45,000 Mgmt 15230062/2011 Ford Pickup 15,000 1 3/4 -Ton, 4X4, Crew Cab, Single Axle,Long Box Pickup - CNG 45,000 15230056/2008 GMC Pickup 15,000 1 3/4 -Ton, 4X4, Ext Cab, Single Axle, Long Box Pickup - CNG 45,000 15220142/2006 Chevy Pickup 5,000 1 3/4 -Ton, 4X4, Crew Cab, Single Axle,Long Box Pickup - CNG 45,000 15230055/2007 Ford Pickup 15,000 1 3/4 -Ton, 4X4, Ext Cab, Single Axle, Long Box Pickup - CNG 45,000 15220145/2007 Ford Pickup 5,000 6 Motor Graders - 225 HP 1,890,000 15820149/2011 Volvo Motor Grader 50,000 15820150/2011 Volvo Motor Grader 50,000 15820151/2011 Volvo Motor Grader w/Rippers 56,000 15820169/2013 Volvo Motor Grader 55,000 15820170/2013 Volvo Motor Grader 55,000 15820171/2013 Volvo Motor Grader 55,000 1 3/4 -Ton, 4X4, Ext Cab, Single Axle, Long Box PU - CNG 45,000 Bridge 1 Wheel Loader 225,000 1 58 3001 9/1 997 John Deere Loader 25,000 1 One -Ton Single Axle w/Utility Box 50,000 15420076/2005 Chevy One -Ton 9,000 1 Smooth Steel Drum Roller 60,000 16010017/1999 Caterpillar Compactor 9,000 1 3/4 -Ton 4X4, Ext Cab, Short Box Pickup w/Snow Plow - CNG 45,000 15220160/2009 Chevy Pickup 7,000 1 Tandem w/Sander/Plow/Wing Plow - CNG 280,000 15460031/2004 Sterling Dump Truck 28,000 Maint-Supt No Equipment Mining 1 10 Inch Trash Pump 45,000 17010021/2010 Godwin Pump 8,000 Pvmt Mgmt 1 Rubber -tired Roller 140,000 16030005/2005 Hypac Compactor 25,000 1 Double Steel Wheel Roller 175,000 16010019/2003 Hamm Roller 30,000 1 Tandem with Snow Plow/Sander/Wing Plow- CNG 280,000 15460033/2004 Sterling Tandem Truck 35,000 1 Shoulder Machine 115,000 16050008/2006 Midland Road Widener 12,500 1 Road Broom Sweeper 52,000 16440007/2007 Broom Sweeper 15,000 1 Snow Blower Attachment 132,000 18001047/2007 Kohler Snow Blower 3,000 1 Tandem with Snow Plow/Sander/Wing Plow- CNG 280,000 YES YES 489 HEALTH INSURANCE SUMMARY OF REVENUES 2018 Fund Ora Acct Account Title 2017 2018 2018 2018 Budget Request Recommend Final MISCELLANEOUS 6200 93400 4690 DONATIONS 6200 93100 46902 EMPLOYEE CONTRIBUTIONS TOTAL HEALTH INSURANCE 245,000 245,000 245,000 245,000 18,478, 584 19,482, 732 19,482, 732 19,482, 732 18, 723, 584 19, 727, 732 19, 727, 732 19, 727, 732 490 HEALTH INSURANCE SUMMARY OF EXPENDITURES 2018 Fund Orq Expenditure Function 6200 93100 HEALTH INSURANCE 6200 93400 DENTAL/VISION TOTAL HEALTH INSURANCE 2017 2018 2018 2018 Budqet Request Recommend Final 17, 029, 668 17, 799, 337 17, 799, 337 17, 799, 337 1,693,916 1,928,395 1,928,395 1,928,395 18,723,584 19,727,732 19,727,732 19,727,732 491 BUDGET UNIT REQUEST S UMMA R Y AGENCY/DEPARTMENT NAME: IS - HEALTH INSURANCE BUDGET UNIT TITLE AND NUMBER: Health Insurance Fund - - 6200-93100/93400 DEPARTMENT DESCRIPTION: Provides for the costs associated with Weld County's self - insured health program. RESOURCES ACTUAL LAST FY BUDGETED CURRENT FY REQUESTED NEXT FY RECOMMEND NEXT FY Personnel Services $ 0 $ 0 $ 0 $ 0 Purchased Services 1,445,421 1,348,916 1,683,395 1,683,395 Fixed Charges 15,728,609 17,374,668 18,044,337 18,044,337 Gross County Cost $ 17,174,030 $ 18,723,584 $ 19,727,732 $ 19,727,732 Revenue 19,783,899 18,723,584 19,727,732 19,727,732 Net County Cost $ - 2,609,869 $ 0 $ 0 $ 0 SUMMARY OF CHANGES: The budget reflects the cost of self -insuring the dental and vision reimbursement plan ($245,000), Wellness Program and administration costs ($437,550), and the on -site county clinic ($1,245,845). In addition, the budget, in 2005, started to include the partially self -insured health program offered county employees through CIGNA. The partially self -insured health program is funded at the level of $17,799,337 in 2018. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. For the first time in four years there will be an increase in insurance rates of 3.2%, which takes into account the cost increase of medical care. Weld County will utilize CIGNA, with a hybrid universal health PPO/HMO plan as the health insurance provider in 2018, plus offer a high deductible health plan with a health reimbursement account option through CIGNA. In 2005, the county moved its health insurance plan to a consumer driven plan that combines a high deductible PPO insurance policy along with an HMO component for preventative care, with a low co -pay and low cost prescriptive drug program. The high deductible policy protects the insured from catastrophic losses, such as prolonged illness, hospitalization or simply an unexpected period of poor health. The plan is a partially self -insured program with stop loss insurance. The goal is to make the employees aware of the true cost of health care, with a program that will encourage employees and their families to make more judicious spending decisions in return for paying lower insurance premiums and lower health care costs. The health plan is being offered through CIGNA. In 2008, the County moved to a universal health care option that has lower employee premiums and higher co-insurance and out-of-pocket costs. A comprehensive wellness program was also implemented in 2008. In July, 2010, the County opened its own health clinic in an attempt to better serve county employees' and their dependents' primary health needs in a more convenient and cost effective manner. The clinic contract will cost $1,245,845 in 2018 with primary care being added for employees. It is anticipated that there will be a savings to the insurance plan of over $2,600,000, with a return on investment of at least 2 to1. All of these efforts have contributed towards our goal of holding down healthcare costs to our employees and their dependents. The success of the efforts is demonstrated by only a 3.2% insurance rate increases for 2018 for the county or its employees. This is the first rate increase in four years. 492 IS - HEALTH INSURANCE (CONTINUED) 6200-93100/93400 FINANCE/ADMINISTRATION RECOMMENDATION (CONTINUED): In 2018, it is recommended to continue that the base health plan offered along with the standard PPO be a high deductible health plan with a health reimbursement account (HRA) option through CIGNA. The County will contribute $1,000 to the HRA for those employees taking the high deductible health/HRA plan. The standard PPO option offered will have higher deductibles, co - pays, and out of pocket expenses. The health plan options are consistent with the changes being made by the health insurance industry and by major employers offering employee and dependent healthcare benefits. The 2018 program is calculated with current participation as follows: Single Coverage: 554 Dependent Coverage: 661 FIXED COSTS: Health Insurance On -site Clinic Administration/Wellness/EAP Costs Fixed Costs: LOSS FUND: Medical Dental Vision Loss Fund Costs GRAND TOTAL - COSTS REVENUE: Health Premiums Dental/Vision TOTAL REVENUE BOARD ACTION: Approved as recommended. $ 1,614,201 1,245,845 437,550 $ 3,297,596 $16,185,136 135,000 110,000 $16,430,136 $19,727,732 PERFORMANCE MEASURES $19,482,732 245,000 $19,727,732 Work Outputs Single coverage Family coverage ACTUAL ESTIMATED PROJECTED 552 558 554 614 640 661 493 INSURANCE FUND SUMMARY OF REVENUES 2018 Fund Ora Acct Account Title 2017 2018 2018 2018 Budget Request Recommend Final TAXES 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 2,000,000 2,500,000 2,500,000 2,500,000 75,000 50,000 50,000 50,000 30,000 30,000 100,000 75,000 130,000 105,000 30,000 30,000 75,000 75,000 2,205,000 2,655,000 105,000 105,000 2,655,000 2,655,000 494 INSURANCE FUND SUMMARY OF EXPENDITURES 2018 Fund Orq Expenditure Function 6300 93200 WORKERS COMPENSATION 6300 93300 LIABILITY TOTAL INSURANCE FUND 2017 2018 2018 2018 Budqet Request Recommend Final 1,276,500 1,601,500 1,601,500 1,601,500 928,500 1,053,500 1,053,500 1,053,500 2,205,000 2,655,000 2,655,000 2,655,000 495 BUDGET UNIT REQUEST S UMMA R Y AGENCY/DEPARTMENT NAME: IS - INSURANCE BUDGET UNIT TITLE AND NUMBER: Insurance Fund - - 6300-93200/93300 DEPARTMENT DESCRIPTION: Central fund to provide county -wide insurance coverage. This fund is administered by Finance and Administration unit in the General Fund. RESOURCES ACTUAL LAST FY BUDGETED CURRENT FY REQUESTED NEXT FY RECOMMEND NEXT FY Personnel Services $ 0 $ 0 $ 0 $ 0 Supplies 652 3,500 3,500 3,500 Purchased Services 43,806 41,750 42,375 42,375 Fixed Charges 2,819,789 2,159,750 2,609,125 2,609,125 Gross County Cost $ 2,864,247 $ 2,205,000 $ 2,655,000 $ 2,655,000 Revenue /Fund Bal. 865,965 205,000 155,000 155,000 Net County Cost $ 1,998,282 $ 2,000,000 $ 2,500,000 $ 2,500,000 SUMMARY OF CHANGES: 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 $610,500. 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 $42,375, and a loss fund of $1,378,125. A loss fund for all other insurance coverage is budgeted at $450,000. Unemployment insurance is being charged directly to departments. The program is supported by property tax ($2,500,000), charges for service ($50,000), interest ($30,000), and compensation for losses ($75,000). No fund balance reserves are anticipated to be needed to support the loss fund in 2018. Property tax has been increased by $500,000 to $2,500,000 due to workers' compensation claim history. Claim costs for workers compensation have remained high due to rising healthcare costs. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval of the insurance program as outlined above in the summary of changes. In accordance with Section 8-44-204, C.R.S., it is recommended that a mill levy be used to fund the insurance program for local county activities and a charge back mechanism be used only for programs funded by state and federal funding sources. Weld County, through CAPP, has reduced limits of coverage and placed reliance on sovereign immunity to stay within the budgeted amount. The legislative changes in 1986 strengthened the county's position in the use of sovereign immunity limits in Colorado cases. In addition, the county can levy up to 10 mills per year to discharge any judgment against it. Continuation of the self -insured program for workers compensation is recommended, which should result in cost savings, plus no shared risks with other counties. Unemployment costs are recommended to be charged directly to departments for revenue raising strategies and departmental accountability for costs. BOARD ACTION: Approved as recommended. 496 INSURANCE FUND (CONTINUED) 6300-93200/93300 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Number of training sessions 36 36 36 Dollar amount workers compensation claims $1,501,860 $1,061,750 $1,378,125 Dollar amount of prop/casualty claims paid $527,325 $325,000 $450,000 Efficiency Measures FTE'S per 10,000/capita 0.034 0.033 0.032 Per capita cost (county support) $6.79 $6.57 $7.93 497 TELECOM SERVICES SUMMARY OF REVENUES 2018 Fund Ora Acct Account Title 2017 2018 2018 2018 Budget Request Recommend Final CHARGE FOR SERVICES 6400 17400 4410 CHARGE FOR SERVICES TOTAL TELECOM SERVICES 1,447,188 1,365,792 1,365,792 1,447,188 1,365,792 1,365,792 1,365,792 1,365,792 498 TELECOM SERVICES SUMMARY OF EXPENDITURES 2018 Fund Orq Expenditure Function 6400 17400 TELECOM SERVICES TOTAL TELECOM SERVICES 2017 2018 2018 2018 Budqet Request Recommend Final 1,447,188 1,365,792 1,365,792 1,365,792 1,447,188 1,365,792 1,365,792 1,365,792 499 BUDGET UNIT REQUEST S UMMA R Y AGENCY/DEPARTMENT NAME: INFORMATION TECHNOLOGY BUDGET UNIT TITLE AND NUMBER: Telecom Services - - 6400-17400 DEPARTMENT DESCRIPTION: Provide telecom services to Weld County offices and departments. RESOURCES ACTUAL LAST FY BUDGETED CURRENT FY REQUESTED NEXT FY RECOMMEND NEXT FY Personnel Services $ 334,648 $ 336,191 $ 315,545 $ 315,545 Supplies 10,091 24,100 27,800 27,800 Purchased Services 1,277,287 689,511 682,160 682,160 Fixed Charges 159,394 312,386 340,287 340,287 Capital 0 85,000 0 0 Gross County Cost $ 1,781,420 $ 1,447,188 $ 1,365,792 $ 1,365,792 Revenue 1,846,510 1,447,188 1,365,792 1,365,792 Net County Cost $ -65,090 $ 0 $ 0 $ 0 Budgeted Positions 3 3 3 3 SUMMARY OF CHANGES: Personnel Services are down $20,646 even with the cost -of -living adjustment, due to the retirement of the Telecommunications Manager position being replaced by a Telecommunications Technician position. Supplies are up $3,700 due to software maintenance. Phone costs are up only $400, and utility location costs are up $10,000. Depreciation is $100,000 with the new VoIP system. Other line items are only slightly changed to adjust for expenditure patters. Indirect costs are budgeted at $240,287, up from $212,386 due to more IT support. Capital is funded at zero down $85,000. Overall the budget is down $81,396. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: Approved as recommended. 500 TELECOM SERVICES (CONTINUED) 6400-17400 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Incoming calls 5,950,000 6,000,000 6,000,000 Efficiency Measures FTE's per 10,000/capita Per capita cost (county support) Annual cost per call 0.102 0.098 $6.05 $4.75 $0.297 $0.241 0.095 $4.33 $0.228 Goal ES20: Capitalize on phone technology to improve service, increase efficiency and provide greater telecom access and exchange. DESIRED OUTCOMES PRELIMINARY PERFORMANCE OBJECTIVE/KEY PERFORMANCE INDICATOR(S) ACTUAL ESTIMATED PROJECTED ES18-1: User friendly phone services Percent of users (residents, visitors, employees. etc.) satisfied with telecom access to services and information 99% 99% 99% 501 BUDGET UNIT REQUEST S UMMA R Y AGENCY/DEPARTMENT NAME: WELD COUNTY FINANCE AUTHORITY BUDGET UNIT TITLE AND NUMBER: Weld County Finance Authority - - 6500-17700 DEPARTMENT DESCRIPTION: Provides funds to cover the lease/purchase of county buildings. RESOURCES ACTUAL LAST FY BUDGETED CURRENT FY REQUESTED NEXT FY RECOMMEND NEXT FY Personnel Services $ 0 $ 0 $ 0 $ 0 Fixed Charges 0 0 0 0 Gross County Cost $ 0 $ 0 $ 0 $ 0 Revenue 0 0 0 0 Net County Cost $ 0 $ 0 $ 0 $ 0 SUMMARY OF CHANGES: Budget reflects the county's debt service on any long-term debt and/or any lease purchase debt in any given year. With the payoff of the correctional facilities' Certificates of Participation (COP) as of August 1, 2007, Weld County has no long-term debt or long-term lease obligations. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: Approved as recommended. 502 GLOSSARY ACCOUNTING PROCEDURES ACCRUAL BASIS ACCRUED EXPENSES ACTIVITY ACTIVITY CLASSIFICATION ALLOCATE ALLOCATED COSTS ALLOCATION ALLOT ALLOTMENT ALLOTMENT PERIOD ANNUAL BUDGET All processes which discover, record, classify, and summarize financial information to produce financial reports and to provide internal control. The basis of accounting under which transactions are recognized when they occur, regardless of the timing of related cash flows. Expenses incurred but not due until a later date. A specific and distinguishable line of work performed by one or more organizational components of a government for the purpose of accomplishing a function for which the government is responsible. For example, "food inspection" is an activity performed in the discharge of the "health" function. 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. Indirect costs distributed to programs or departments via a cost allocation plan. A part of a lump -sum appropriation which is designated for expenditure by specific organizational units and/or for special purposes, activities, or objects. To divide an appropriation into amounts which may be encumbered or expended during an allotment period. A part of an appropriation which may be encumbered or expended during an 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. A budget applicable to a single fiscal year. 503 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. 504 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. 505 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. 506 DEPRECIATION DIRECT COSTS DURATION (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. ENCUMBRANCES Obligations in the form of purchase orders, contracts, or salary commitments which are chargeable to an appropriation and for which a part of the appropriation is reserved. They cease to be encumbrances when paid or when an actual liability is set up ENTERPRISE FUND A fund established to finance and account for the acquisition, operation, and maintenance of governmental facilities and services which are entirely or predominantly self-supporting by user charges. The Paramedic Service operates as an Enterprise Fund. ESTIMATED REVENUE The amount of projected revenue to be collected during the fiscal year. The amount of revenue appropriated is the amount approved by the Board. EXPENDITURES FISCAL PERIOD FISCAL YEAR FIXED ASSETS Decreases in net financial resources. Expenditures include current operating expenses which require the current or future use of net current assets, debt service, and capital outlays. The unmodified use of the term expenditures in this text is intended to mean budgetary expenditures. Any period at the end of which a government determines its financial position and the results of its operations. A 12 -month period to which the annual operating budget applies and at the end of which a government determines its financial position and the results of its operations. Assets of a long-term character which are intended to continue to be held or used, such as land, buildings, improvements other than buildings, machinery and equipment. 507 FTE (FULL-TIME EQUIVALENT) FUNCTION FUNCTIONAL CLASSIFICATION FUND FUND BALANCE GAAP (GENERALLY ACCEPTED ACCOUNTING PRINCIPLES) GENERAL FUND GENERAL OBLIGATION BOND GEOGRAPHICAL INFORMATION SYSTEM (GIS) GOVERNMENTAL FUNDS GRANT HIGHWAY USER TAX (HUTF) Numeric equivalent of one person occupying one employment position for one year (equivalent of 2,080 hours or 52 forty -hour weeks). A group of related activities aimed at accomplishing a major service or regulatory program for which a government is responsible. For example, public health is a function. Expenditure classification according to the principal purposes for which expenditures are made. Examples are public safety, public health, public welfare, etc. A fiscal and accounting entity with a self -balancing set of accounts recording cash and other financial resources, together with all related liabilities and residual equities or balances, and changes therein, which are segregated for the purpose of carrying on specific activities or attaining certain objectives in accordance with special regulations, restrictions, or limitations. Fund balance is the excess of assets over liabilities and is therefore also known as surplus funds. Standards for financial accounting and reporting. The fund used to account for all financial resources except those required to be accounted for in another fund. A municipal bond secured by the pledge of the issuer=s full faith, credit and taxing power. A computerized data base of all land attributes within the County. The "base map" contains the least amount of common data which is supplemented by attribute overlays. Funds generally used to account for tax -supported activities. There are five different types of governmental funds: the general fund, special revenue funds, debt service funds, capital funds, and permanent funds. A contribution by a government or other organization to support a particular function. Grants may be classified as either categorical or block depending upon the amount of discretion allowed the grantee. Revenue that is derived from the state gasoline tax, and restricted for Road and Bridge activities. 508 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. 509 MODIFIED ACCRUAL BASIS The accrual basis of accounting adapted to the governmental fund type Spending Measurement Focus. Under it, revenues are recognized when they become both "measurable" and "available to finance expenditures of the current period". Expenditures are recognized when the related fund liability is incurred except for: (1) inventories of materials and supplies which may be considered expenditures either when purchased or when used; (2) prepaid insurance and similar items which need not be reported; (3) accumulated unpaid vacation, sick pay, and other employee benefit amounts which need not be recognized in the current period, but for which larger -than -normal accumulations must be disclosed in the notes to the financial statements; (4) interest on special assessment indebtedness which may be recorded when due rather than accrued, if approximately offset by interest earnings on special assessment levies; and (5) principal and interest on long-term debt which are generally recognized when due. All governmental funds and Expendable Trust Funds are accounted for using the modified accrual basis of accounting. NET BUDGET The net budget eliminates double counting in the budget, such as fund transfers, and thus represents the true level of programmed spending in the budget. NON -DEPARTMENTAL A category established to account for expenses not associated with any specific department, but all departments or many, within a fund. OBJECT As used in expenditure classification, this term applies to the article purchased or the service obtained (as distinguished from the results obtained from expenditures). Examples are personal services, contractual services, materials, and supplies. OPERATING BUDGET Plans of current expenditures and the proposed means of financing them. The annual operating budget (or, in the case of some state governments, the biennial operating budget) is the primary means by which most of the financing acquisition, spending, and service delivery activities of a government are controlled. The use of annual operating budgets is usually required by law. Even where not required by law, however, annual operating budgets are essential to sound financial management and should be adopted by every government. OPERATING EXPENSES Proprietary fund expenses which are directly related to the fund's primary service activities. 510 OPERATING GRANTS OPERATING INCOME Grants which are restricted by the grantor to operating purposes or which may be used for either capital or operating purposes at the discretion of the grantee. The excess of proprietary fund operating revenues over operating expenses. OPERATING TRANSFER Routine and/or recurring transfers of assets between funds. ORGANIZATIONAL UNIT A responsibility center within a government. ORGANIZATION UNIT CLASSIFICATION Expenditure classification according to responsibility centers within a government's organization structure. Classification of expenditures by organization unit is essential to fixing stewardship responsibility for individual government resources. OVERHEAD PROGRAM PROGRAM BUDGET PROPRIETARY FUND RATINGS RECIDIVISM REGISTERED BOND Those elements of cost necessary in the production of an article or the performance of a service which are of such a nature that the amount applicable to the product or service cannot be determined accurately or readily. Usually they relate to those objects of expenditure which do not become an integral part of the finished product or service such as rent, heat, light, supplies, management, supervision, etc. An organized set of related work activities which are directed toward a common purpose or goal and represent a well defined expenditure of county resources. A budget wherein expenditures are based primarily on programs of work and secondarily on character and object class. A program budget is a transitional type of budget between the traditional character and object class budget, on the one hand, and the performance budget, on the other. A fund used to account for business -type activities in government. The activities are usually financed with user fees that are directly related to the services received. There are two types of proprietary funds - enterprise and internal service funds. Designations used by credit rating agencies to give relative indications of credit quality. A relapse into criminal habits after punishment. A bond whose owner is registered with the issuer or its agent. Transfer of ownership can only be accomplished when the securities are properly endorsed by the registered owner. REIMBURSEMENTS (1) Repayments of amounts remitted on behalf of another party. (2) Interfund transactions which constitute reimbursements of a fund for expenditures or expenses initially made from it which 511 are properly applicable to another fund -- e.g., an expenditure properly chargeable to a Special Revenue Fund was initially made from the General Fund, which is subsequently reimbursed. They are recorded as expenditures or expenses (as appropriate) in the reimbursing fund and as reductions of the expenditure or expense in the fund that is reimbursed. RESERVE RESIDUAL EQUITY TRANSFER REVENUE REVENUE BOND SOURCE OF REVENUE SPECIAL REVENUE FUND SUBA CTIVITY 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. 512 TABOR (TAXPAYERS BILL OF RIGHTS) TABOR RESERVE TAXES An amendment to the Colorado Constitution approved by the voters in November 1992. The Taxpayers Bill of Rights has been incorporated in the State Constitution as Section 20 of Article X. The amendment limits growth in both state and local government revenue and expenditures, makes provision for annual elections, and requires voter approval for tax increases. Term applied to a reserve which is required by the TABOR Amendment. Starting in 1995 this reserve is 3% of "Fiscal Year Spending" excluding bonded debt service. This reserve is for use in declared emergencies only. Compulsory charges levied by a government for the purpose of financing services performed for the common benefit. This term does not include specific charges made against particular persons or property for current or permanent benefits such as special assessments. Neither does the term include charges for services rendered only to those paying such charges as, for example, sewer service charges. TAX LEVY The total amount to be raised by general property taxes. TAX RATE TAX RATE LIMIT The amount of tax stated in terms of a unit of the tax base; for example, 25 mills per dollar of assessed valuation of taxable property. The maximum rate at which a government may levy a tax. The limit may apply to taxes raised for a particular purpose, or to taxes imposed for all purposes, and may apply to a single government, to a class of governments, or to all governments operating in a particular area. Overall tax rate limits usually restrict levies for all purposes and of all governments, state and local, having jurisdiction in a given area. TAX ROLL The official list showing the amount of taxes levied against each taxpayer or property. Frequently, the tax roll and the assessment roll are combined, but even in these cases the two can be distinguished. TRADITIONAL BUDGET A term sometimes applied to the budget of a government wherein expenditures are based entirely or primarily on objects of expenditure. UNINCORPORATED COUNTY Those portions of the county that are not part of a legal entity such as a city or some towns. WELL PROGRAM Wellness health program provided as a fringe benefit to employees. WORKLOAD MEASURES Specific quantitative and qualitative measures of work performed as an objective of the department. 513 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. 514 ACRONYMS AAA ACS ADCOM CA FR CAPP CCI CDBG CDHS CDOT CIP COPS UHS COLA CMAQ CPI C.R.S. CSBG DA DHS DOC DOLA DUI EDAP EOC FEMA FOMC FRRC Area Agency on Aging Affiliated Computer Services 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 515 FTE GAAP GASB GFOA GIS HARP HES HUTF HRA HVAC IT IGS IGA LEAP MOU MOE MS4 NCMC NFRMPO NRBH O&M OEM OPED PERA PPA CA PPO ROW SH Full Time Equivalent Generally Accepted Accounting Principles Government Accounting Standards Board Government Finance Officers Association Geographical Information System Haul Route Program Hazard Elimination Program for transportation projects. Highway Users Tax Fund. Health Reimbursement Account Heating, ventilation, and air conditioning Information Technology Intergovernmental Service Fund Intergovernmental Agreement Low-income Energy Assistance Program Memorandum of Understanding Maintenance of Effort Municipal Separate Storm Sewer for storm management North Colorado Medical Center North Front Range Metropolitan Planning Organization North Range Behavioral Health Operations and maintenance Office of Emergency Management Other Post -Employment Benefits Colorado Public Employees' Retirement Association Patient Protection and Affordable Care Act (Obamacare) Preferred Provider Organization Right -of way Abbreviation for State Highway 516 TABOR TANF UNC URA VALE VW WCR WCRCC Taxpayers Bill of Rights 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 518 WELD COLO =Vans LsSa"e G:crest WELD COUNTY SNAPSHOT; Key Industry Sectors/ Manufacturing / Agriculture / Energy Production / Health b Wellness Note: Most recent published annual statistic Population Over Time 2015 2010 2010 to 2015 % change Net Migration Natural (births - deaths) Source: Colorado Demography Office Number 2015 Population by Age 0-14 years 284,876 254,230 11.9% 6,431 2,356 22.4% 15-29 years 22.6% 30-44 years 20.4% 45-59 years 18.3% 60-74 years 12.1% 75+ years Median Age 4.5% 33.1 Source: Colorado Demography Office Note: Percentage may not add due to rounding 2015 Population by Race and Ethnicity Not Hispanic or Latino 71.3% — White alone 87.2% — Black alone 1.1% — American Indian 8 - Alaska Native alone 0.9% - Asian alone 1.3% - Native Hawaiian/Other Pacific Island alone 0.1% - Two or More Races 2.8% WELD COUNTY POPULATION Weld County 2015 Population, Households & 2016 Sales Tax Rate by Municipality Weld County 284,876 103,362 None Ault 1,631 627 3.00% Berthoud (mcp) 73 22 3.00% Brighton (mcp) 380 123 3.75% Dacono 4,486 1,595 3.00% Eaton 4,925 1,819 3.00% Erie (mcp) 11,967 4,307 3.50% Evans 19,933 6,903 3.50% Firestone 11,961 3,916 3.00% Fort Lupton 7,847 2,559 4.00% Frederick 11,387 3,824 2.50% Garden City 244 127 3.00% Gilcrest 1,083 344 4.00% Greeley 101,302 37,780 4.11% Grover 144 90 4.00% Hudson 1,584 564 3.00% Johnstown (mcp) 14,064 4,687 3.00% Keenesburg 1,197 467 3.00% Kersey 1.558 540 3.60% La Salle 2,068 749 3.50% Lochbuie (mcp) 5,459 1,932 4.00% Longmont (mcp) 126 82 Mead 4,386 1,486 2.00% Hispanic or Latino (Any Race) 28.7% Source: US Census, StatsAmercia 2015 Educational Attainment HS Diploma + of Pop 86.7% Milliken 6,351 2,126 2.50% Northglenn (mcp) 13 11 4.00% Nunn 442 199 2.00% Pierce 878 337 2.00% Platteville 2,656 951 3.00% Raymer 101 55 Bachelor's Degree + 26.1% Severance 3,744 1,304 3.00% Source: US Census Fact Finder 2015 Per Capita Personal and Household Income PC Personal Income Number $42,787 Median HH Income $69,434 Windsor (mcp) 16,958 6,344 3.95% Unincorporated Area 45,928 17,492 None Source: Colorado Demography Office / Note: mcp indicates multi -county place. Figures reported are the portion of total population/households in Weld County Source: Bureau of Economic Analysis; Stats America 520 The area offers a dry, sunny climate with low humidity and four seasons. Rainfall (inches) Weld U.S. 13.9 39.2 Snowfall (inches) 34 25.8 Precipitation Days 37.5 102 Sunny Days 240 205 Elevation (feet) 4,970 86.1 Source: Sperling's Best Places, December 2016 / HIGHWAY ACCESS North/South Demand: I-25, State Hwy 85 East/West Demand: I-76, State Hwy 34 8 State Hwy 14 FREIGHT RAIL ACCESS Class 1: Union Pacific (UP) Er Burlington Northern Santa Fe (BNSF) Short Line: The Great Western Railway of Colorado (GWR) AIR ACCESS Denver International Airport (DIA): Sixth busiest airport in the US (30 minute commute from South Weld -hour from Central/West Weld) Greeley/Weld County Airport: General Aviation (www.gxy.net) Erie Municipal Airport: General Aviation (www.eriecogov.com) Fort Collins/Loveland Airport: General Aviation (www.fortloveair.com) / Avg. Temp July High Weld 89.5 U.S. 86.1 Avg. Temp Jan Low 14.6 22.6 Comfort Index (higher = better) 69 54 UV Index 5.2 4.3 Great Western Railway {short Tine) Union Pacific Railway Burlington NortherNSanta Fe Exports and Imports / Earnings $6.7 Billion Property Income $3.2 Billion Taxes on Production $638 Million Note: GRP measures final market value of goods/services produced. Source: Economic Modeling Specialists, Inc. Exports $16.4 Billion (77% of Supply) Imports $20.9 Billion (80% of Demand) Locally Produced/Consumed $5.1 Billion (20% of Demand) 521 Total Labor Force / / Employed - 150,385 (Weld) / 2,876,931 (Colorado) / Unemployed - 3,148 (Weld) / 68,344 (Colorado) Unemployment Rate - 2.1% (Weld) / 2.3% (Colorado) Source: Colorado Department of Labor & Employment April 2017 CENTRAL/WEST WELD LABOR SHED 5-10-15 mile ring from Hwy 34 Business Fr Hwy 34 Bypass 5 Miles 10 Miles 15 Miles Total Population 31,870 34,969 191,839 211,637 366,305 403,634 Population 18+ 23,584 26,018 141,577 156,823 275,827 306,359 Edu. Attain. 25+ Some College 27.7% - 23.2% - 23.1% - Source: ESRI, 2016 Estimates SOUTH WELD LABOR SHED 5-10-15 mile ring from 1-25 Fr Hwy 52 5 Miles 10 Miles 15 Miles Total Population 35,568 40,416 154,571 173,733 303,372 342,910 Population 18+ 25,005 28,616 114,226 129,258 224,495 255,810 Edu. Attain. 25+ Some College 27.0% - 24.1% - 26.2% - Source: ESRI, 2016 Estimates CENTRAL/WEST WELD LABOR SHED Berthoud Mead ndsr H'rti ?4 Aul: Severance Eamn •�'_� Greeley �» j Evans LaSalle Johnsrown "Milliken Gilcre.st 4 Platteville SOUTH WELD LABOR SHED Berthoud rr nom..�i Johnstown •h.-lilllke1 I-2§ Plead 1- - _. Lonomon: I Erie atal ,Firestone Frederick �:... Daconn North}f,letro :? Ilcrest ,Platteville Foci Lup:on 522 2015 Employment by Industry Sector with Average Annual Wage Total All Industries 6,665 101,496 100.00 $46,614 Agriculture, Forestry, Fishing Fr Hunting 224 3,868 3.80 39,176 Mining 242 7,616 7.50 79,692 Utilities 32 326 0.30 85,978 Construction 902 9,553 9.40 54,856 Manufacturing 312 12,656 12.50 49,059 Wholesale Trade 457 4,123 4.10 70,199 Retail Trade 625 9,718 9.60 29,612 Transportation Fr Warehousing 424 4,084 4.00 56,196 Information 82 658 0.60 50,028 Finance and Insurance 345 3,071 3.00 58,887 Real Estate, Rental and Leasing 274 1,268 1.20 46,029 Professional, Scientific and Technical Services 750 2,555 2.50 60,982 Management of companies and Enterprises 52 1,470 1.40 119,775 Admin Fr Support Fr Waste Mgt. Fr Rem. Services 374 5,951 5.90 29,806 Education Services 95 7,043 6.90 34,806 Health Care and Social Services 447 8,734 8.60 46,173 Arts, Entertainment and Recreation 76 986 1.00 19,173 Accommodation and Food Services 420 7,520 7.40 15,060 Other Services (Except Public Administration) 454 2,288 2.30 33,069 Public Administration 72 5,004 4.90 46,685 Unallocated 9 10 0.00 76,506 Source: BLS; Note: Average wage may not match published numbers due to rounding. 2015 Employment and Average Wage by Occupation Sales and Related Occupations 18,930 $16.80 1.00 Construction and Extraction Occupations 15,391 $19.54 2.37 Office and Administrative Support Occupations 14,723 $16.64 0.79 Transportation and Material Moving Occupations 11,711 $19.76 1.29 Management Occupations 11,447 $27.48 1.08 Production Occupations 10,978 $18.02 1.41 Food Preparation and Serving Related Occupations 8,006 $10.49 0.78 Education, Training, and Library Occupations 7,223 $21.50 1.00 Business and Financial Operations Occupations 7,101 $29.73 0.84 Installation, Maintenance, and Repair Occupations 5,511 $21.36 1.10 Personal Care and Service Occupations 5,459 $11.79 0.80 Healthcare Practitioners and Technical Occupations 4,661 $38.95 0.66 Building and Grounds Cleaning and Maintenance Occupations 4,575 $12.57 0.84 Arts, Design, Entertainment, Sports, and Media Occupations 3,844 $15.85 0.86 Farming, Fishing, and Forestry Occupations 3,045 $12.06 2.97 Healthcare Support Occupations 2,357 $14.23 0.64 Protective Service Occupations 2,103 $21.68 0.77 Architecture and Engineering Occupations 1,940 $40.21 0.89 Community and Social Service Occupations 1,341 $22.42 0.72 Computer and Mathematical Occupations 1,330 $31.99 0.37 Life, Physical, and Social Science Occupations 954 $30.23 0.78 Legal Occupations 716 $33.60 0.58 Unclassified Occupation 396 $13.46 1.40 TOTAL 143,741 $19.93 Location Quotient quantifies how concentrated an occupation is compared to the nation. The higher the number the more concentrated - US=1.0. 523 Largest Private, Non -Retail Employers (November, 2016 - FTE Employment) 1 JBS USA Fr Affiliates Protein Processing, Corporate HO, Trucking Greeley/Weld 4,520 2 Banner Health: North CO Medical Ctr Regional Hospital, Corporate Center, Clinics Greeley/Weld 3,600 3 Vestas Wind Turbine Blade/Nacelle Mfg. Windsor/Brighton 2,570 4 State Farm Insurance Regional Claims Center Greeley 1,300 5 TeleTech Financial Services Support Center Greeley 780 6 Halliburton Energy Services Oil/Gas Development Services Fort Lupton 700 7 Anadarko Petroleum Oil/Gas District Field Office/Warehouse Evans/Platteville 510 8 Select Energy Services Oil/Gas District Field Office Greeley/Brighton 500 9 Noble Energy Oil/Gas Development Services Greeley 470 10 Largest 1 Leprino Foods Public, Non -Retail Employers November, 2016 University of Northern Colorado Cheese/Dairy Foods Manufacturing - FTE Empl Public Four -Year University Greeley Greeley 450 1,623 2 Weld County Government Greeley/Weld 1,615 3 Greeley/Evans School District 6 Public School District Greeley/Evans 1,609 4 City of Greeley Government Greeley 812 5 Aims Community College Public Community College Weld County 498 Source: Colorado Demography Office, Upstate Colorado Economic Development - 11/2016 Water/Sewer Providers Water is available for purchase from municipalities throughout the county who typically provide water treatment/delivery services within municipal boundaries. In addition, there are several water districts that partner with communities and/or can provide raw water. Water rates will vary depending upon location and provider. Sewer services are also provided by municipalities in the most developed areas. Saint Vrain Sanitation District provides services in much of Southwest Weld. Septic and/or packaged systems can also be viable in the most rural circumstances and locations. Rates will vary depending upon location and provider. Major Electricity Providers Xcel Energy Central/West Weld www.xcelenergy.com Poudre Valley REA United Power, Inc. Major Gas Providers Atmos Energy Xcel Energy Central/West & North/East Weld South Weld Central/West Weld www.poudrevalleyrea.com www.unitedpower.com Central/West Weld www.atmosenergy.com www.xcelenergy.com Source Gas South Weld www.sourcegas.com 524 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 K-12 Public Education Statistics Weld Enrollment 2015-16 51,366 898,284 Number of Schools 2015-16 93 1,878 Classroom Teacher FTE 2015-16 2,810 51,251 Pupil/Teacher Ratio 2015-16 17.6 / 1 17.53 / 1 Dropout Rate (High School) 2015-16 1.4% 2.5% Completer Rate 2015-16 90.7% 79.52% Graduation Rate 2015-16 81.6% 77.3% ACT Composite Score 2016 18.7 20.6 Source: Colorado Dept. of Education. Note: Incudes Weld Schools in RE1J District Weld Public School Districts Enrollment Gilcrest/Platteville RE -1 2,085 St. Vrain Valley RE -1J 9,942 Eaton RE -2 1,918 Keenesburg RE -3J 2,341 Windsor RE -4 5,524 Johnstown/Milliken RE5J 3,732 Greeley/Evans RE -6 21,505 Platte Valley (Kersey) RE -7 1,110 Fort Lupton RE -8 2,216 Ault -Highland RE -9 829 Briggsdale RE -10 173 Prairie RE -11 207 Pawnee RE -12 87 Source: Colorado Department of Education 2016/17 Total Enrollment / SUNIVER.SITY ()F NORTHERN COLORADO UNIVERSITY OF NORTHERN COLORADO (UNC)/ Fall 2016 Enrollment -12,260 UNC offers a comprehensive baccalaureate and specialized graduate research Liberal Arts education through their six colleges. Top 5 Undergraduate Degrees Awarded: Interdisciplinary Studies (includes Elementary Ed); Business Administration; Nursing; Sport and Exercise Science and Psychology. Top 5 Graduate Degrees Awarded: Education; Special Education; Sport and Exercise Science; Speech Language Pathology and Music. For more info see www.unco.edu. &Aims Community College AIMS COMMUNITY COLLEGE/ Fall 2016 Enrollment — 7,107 With two Weld campus locations, Aims offers 160+ degree and certificate programs. Two -Year Degrees Awarded - Associate of Arts, Associate of Science, Associate of General Studies, Associate of Applied Science plus numerous Career and Technical Education Certificates. Public Higher Education Facilities in N. Colorado & Metro Denver Colorado School of Mines -Golden 5,794 Colorado State University -Fort Collins 33,198 Metropolitan State University -Denver 22,316 University of Colorado -Boulder 30,789 University of Colorado -Denver 18,937 University of Northern Colorado -Greeley 12,260 Source: Individual Schools 2015 Weld/Larimer Top Education Program Completions Business, Management, Marketing & Related 1,529 Health Professions & related programs 1,274 Biological & Biomedical Science 744 Social Sciences 698 Parks, Recreation, Leisure & Fitness Studies 651 Education 623 Engineering 608 Communication, Journalism & Related Programs 550 Visual and Performing Arts 526 Family & Consumer Sciences/Human Sciences 512 For more info see www.aims.edu. 525 Source: EMSI 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. 2016 Real Estate Sales Office 35 $57.1 M $178.93/sf Real estate prices will vary widely depending upon the level of development and location within the County. Weld County Industrial Sites AFT Industrial Park 65 Firestone Commercial/Industrial 55 $57.8 M $ 85.36.sf Retail 75 $67.5 M $104.90/sf Land 100 $104.6 M $23,881/ac Source: Xceligent/Northern Colo Commerc'al Area Realtors 2016 Real Estate Lease Rates Office 45 6.00 19.00 $12.23 Bear Industrial Park 77 Frederick Bellmore Industrial Park 47 Nunn Center Drive Park 21 Milliken Clayton Place 18 Berthoud Diamond Valley Industrial Park 91 Windsor Eagle Business Park 133 Frederick Eaton Industrial Rail Park 160 Eaton Erie Aero Tech Industrial Park 61 Erie Erie Parkway 120 Erie Falcon Point Business Park 32 Windsor Grainery Park 156 Greeley Great Western Industrial Park 500 Windsor Commercial /Industrial 57 4.09 37.00 $9.54 Highland Industrial Park 147 Ault Highpointe Business Center 136 Greeley Retail 45 8.00 18.00 $12.60 Source: Xceligent/Northern Colo Commercial Area Realtors / 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 purposes at 29% of actual value (based on a variety of factors). The mill levy assigned to each property location includes the taxing jurisdictions serving that location and represents the number of dollars, or property taxes, levied for each $1,000 of assessed value. For example; with a mill levy of 75.7333 mills the owner pays $75.73 in taxes for every $1,000 in assessed value. Weld has over 3,000 unique tax areas with mill levies ranging from about 54 mills to 148 mills. The 2015 Weld County average total mill levy rate was 61.807 mills. Property taxes fund local schools, special propose districts and a portion of city/county government. RESIDENTIAL PROPERTY TAX Residential property is assessed at 7.96% of the actual value and is exempt from personal property taxation. 1-25 Gateway Center 146 Johnstown Ironwood Business Park 20 Greeley Jackson Industrial 58 Berthoud Lost Creek Commons 74 Keenesburg Meadowlark Business Park 35 Frederick Niobrara Energy Park 662 N Weld Northland Industrial Park 55 Fort Lupton Platteville Energy Park 45 Platteville Promontory Business Park 200 Greeley Ritchie Brothers Park 82 Mead Silver Peaks Business Park 148 Dacono Stonegate Industrial Park 25 Evans 2534 Park 542 Johnstown Weld County Industrial Park 100 (Peckham) 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 DO NOT assess income taxes. Inventories, Goods in Transit and Intangibles are not taxed in Colorado and there is no Franchise Tax. Colorado has established Enterprise Zones (EZ) that offer state income tax credits. Select Weld locations/communities have EZ designation. Companies that locate or expand within the physical boundaries of an EZ are eligible to earn a variety of state income tax credits based on their specific activities primarily in equipment investment, job creation/training, research and development activities, etc. Earned credits are applied to the company's Colorado income tax liability. Source: Weld County Government, Colorado Division of Property Taxation, Colorado Department of Revenue 526 The Cost of Living Indices (COLI) are based on a U.S. average of 100. Below 100 is cheaper than 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 / Adams - 115 Arapahoe - 120 Boulder - 178 Broomfield - 131 Denver - 128 Douglas - 120 Jefferson - 128 Larimer - 122 Source: Sperling Best Places, Dec. 2016 No county -wide Central/West Weld (Ault, Eaton, Evans, Greeley, Gilcrest, LaSalle, Johnstown, Kersey, Milliken, Pierce, Severance, Windsor) South Weld (Dacono, Erie, Firestone, Fort Lupton, Frederick, Hudson, Keenesburg, Platteville) East/North Weld (Grover, New Raymer, Nunn) Year # Sold Median Price Year # Sold Median Price Year # Sold Median Price 2017 (Jan -May) 414 $380,000 2017 (Jan -May) 1078 $313,500 2017 (Jan -May) 6 $255,000 2016 1233 $368,000 2016 3451 $277,814 2016 28 $257,219 2015 1333 $342,000 2015 3936 $252,000 2015 26 $191,250 Source: Sears & Company Real Estate Source: Sears & Company Real Estate Weld County offers a rich and diverse selection of cultural and recreational opportunities including numerous golf courses, a multitude of parks, miles of paved bike/ pedestrian paths, the Pawnee National Grasslands and numerous annual events including: + The Greeley Stampede + Colorado Farm Show + Greeley Blues Jam + UNC/Greeley Jazz Festival + Weld County Fair + Windsor Harvest Festival + Numerous Community Summer Celebrations Source: Sears & Company Real Estate / The 1,600 seat Greeley Union Colony Civic Center provides even more entertainment options along with UNC Bears Division I Athletics. A Weld location also offers easy access to multiple world class ski areas, camping, fishing, hunting, snow sports, hiking and all the Rocky Mountains have to offer. Weld County is Colorado after all! For more information visit websites of our 31 communities and the following Weld County web sites: www.discoverweld.com www.upstatecolorado.org 527 BUSINESS ASSISTANCE,, Weld County and its communities are pro -growth, prepared to handle company needs and will do what can reasonably be done to reduce the development/start-up costs of qualifying primary sector companies looking to locate/expand. Key Assistance/Incentives Include: • Municipal Development Incentives • Personal Property Tax Partial Rebate • Weld Employment Service recruitment/trainingassistance and training grants • Financing through the Weld/Larimer Revolving Loan Fund or Greeley Development Fund • Weld County EZ State Income Tax Credits • Colorado First Customized Training Grants • Colorado Job Growth Incentive State Income Tax Credit OR Colorado Strategic Fund Grant For more detailed assistance information contact Upstate Colorado Economic Development, a private, non-profit economic development agency, that serves as a single confidential source of information about the Weld region. Upstate maintains information concerning communities, real estate, labor, etc., and can coordinate/facilitate customized local, county and state government economic incentive packages. r7' . — - •: s� .vas �. •ter. - -`"- w`7 f' -h -s t • ;'�C�-' • 1 a �F t J - i !' �{ - -r • r ;. - '� .. - 7. /Promontory Corporate Park, Greeley State Farm Operations Center 6 JBS North American Corporate Headquarters 822 7th Street / Suite 550 Greeley, CO 80631 Phone (970) 356-4565 Fax (970) 352-2436 wwwu pstatecolorado.org COLORADO ECONOMIC DEVELOPMENT 528 COLORADO'S LARGEST TEN COUNTY BUDGET COMPARISONS FOR THE PRIOR YEAR The Colorado's Largest Ten County Budget Comparison for the Prior Year is a collection of data and graphs produced by the ten largest counties in Colorado. The data is based on adopted budgets, as provided by participating counties. Budget information is readily available to all citizens in each county. This compilation helps identify similarities and differences between participating counties. It is important to note that these are not exact comparisons. Therefore, further investigation and analysis is required to make comparisons. Out of Colorado's largest ten counties Weld County compares as follows: • Largest county geographically at 3,999 square miles • Ranks eight in population with a population of 297,643 • Weld County is the only large county with NO sales tax • Weld County is the only large county with NO debt • Weld County has the seventh lowest mill levy at 15.800 mills • Weld County ranks sixth lowest in budget amount per capital at $1,032.92 • In per capital for local tax costs Weld County per ranks eight lowest at $517.71 • Weld County ranks seventh lowest in total FTE at 1,529 529 10 -County Budget Survey - 2017 Population Distribution — 400000 — 4 a. 300000 — .—.dams Boulder El Paso Larimer Mesa Pueblo Weld Total Population Unincorporated Population County Adams Arapahoe Boulder Douglas El Paso Jefferson Larimer Mesa Pueblo Weld Total Population 498,187 642,824 322,226 334,879 694,967 578,101 340,228 154,550 165,926 297,032 Unincorporated 95,482 94,912 68,083 194,440 186,715 198,805 76,211 68,921 53,106 45,928 Population 530 10 -County Budget Survey - 2017 Taxable Assessed Value by Type Percent of Taxable Assessed Value 100% 80% 0096 40% 20% 0% 1 no% — 80% — 60% — 40% — 20% Adams Arapahoe Boulder Douglas El Paso Jefferson Larimer Mesa Pueblo Weld County 0% Residential Commercial Vacant Land Agriculture $ Millions Adams Arapahoe Boulder Douglas El Paso Jefferson Larimer Mesa Pueblo Weld Residential 2,966 4,875 3,883 3,437 3,979 5,150 2,790 849 618 1,512 Commercial 2,673 3,034 2,597 1,772 2,350 2,764 1,919 607 529 1,604 Vacant Land 210 178 192 222 284 194 182 82 50 65 Agriculture 34 16 19 18 14 37 25 33 23 184 531 10 -County Budget Survey - 2017 Revenue Sources Percent of Total Revenues 100% 80% 6095 -10% 20% 0% Adams Boulder El Paso Larimer Mesa Pueblo Weld Current Property Taxes Specific Ownership Tax 0 Sale and Use Tax Highway Users Tax All Federal/State/Municipal Grants Charges for Services Interest/Investment Earnings County Adams Arapahoe Boulder Douglas El Paso Jefferson Larimer Mesa Pueblo Weld Current Property 35.7% 52.3% 55.4% 45.5% 17.8% 53.6% 34.4% 15.9% 38.8% 59.2% Taxes Specific Ownership 2.9% 3.5% 2.9% 3.5% 2.0% 4.2% 2.6% 2.1% 3.1% 4.0% Tax Sales and Use Tax 11.8% 7.3% 17.9% 22.1% 42.7% 12.6% 12.0% 22.1% 14.8% 0.0% Highway Users Tax 2.4% 3.0% 2.1% 3.0% 4.8% 3.9% 2.7% 6.0% 4.0% 4.4% All Federal/State/ 32.4% 24.2% 16.5% 11.0% 25.2% 18.0% 36.0% 47.0% 37.1% 23.5% Municipal Grants Charges for Services 14.5% 9.0% 4.9% 14.4% 7.4% 7.2% 12.0% 6.8% 1.8% 8.4% Interest/Investment 0.4% 0.8% 0.2% 0.7% 0.1% 0.5% 0.3% 0.2% 0.2% 0.6% Earnings 532 10 -County Budget Survey - 2017 Primary Sources of Revenues 400000000 300000000 {° 200000000 4 100000000 0 Adams Boulder El Paso Larimer Mesa Pueblo Weld County Current Property Taxes Sale and Use Tax All Federal/State/Municipal Grants Charges for Services Adams Arapahoe Boulder Douglas El Paso Jefferson Larimer Mesa Pueblo Weld Current $144,436,000 S149,212,000 $163,392,000 $124,234,000 549,588,000 S209,212,000 5108,000,000 $22,342,000 550,073,000 $141,947,000 Property Taxes Sales and $47,794,000 520,776,000 $52,938,000 $60,300,000 5119,163,000 549,238,000 537,679,000 $31,167,000 519,140,000 $0 Use Tax All Federal/ $131,170,000 569,009,000 $48,575,000 $29,960,000 570,490,000 570,329,000 5112,897,000 $66,167,000 547,866,000 $56,395,000 State/ Municipal Grants Charges for Services $58,488,000 S25,590 000 $14,554,000 $39,231,000 520,700,000 528,045,000 537,561,000 $9,534,000 S2,377,000 $20,046,000 533 10 -County Budget Survey - 2017 Primary Revenue Sources (Normalized to Population) 800 TOO — 000 — 000 — g g 500— = ksi a: c a00 — a: a7 300 — 200 — 100- 0 "Adams Boulder El Paso County Larimer Mesa Pueblo Weld Property Taxes per Capita SOT per Capita All Grants per Capita Charges for Services per Capita Adams Arapahoe Boulder Douglas El Paso Jefferson Larimer Mesa Pueblo Weld Property Taxes $289.92 $232.12 $507.07 $370.98 $ 71.35 $361.90 $317.43 $144.56 $301.78 $477.88 per Capita SOT per Capita $ 23.66 $ 15.53 $ 26.51 $ 28.37 $ 8.16 $ 28.32 $ 24.35 $ 19.29 $ 23.84 $ 32.32 AllGrants $263.29 $107.35 $150.75 $ 89.47 $101.43 $121.66 $331.83 $428.13 $288.48 $189.86 per Capita Charges for $117.40 $ 39.81 $ 45.17 $117.15 $ 29.79 $ 48.51 $110.40 $ 61.69 $ 14.33 $ 67.49 Services per Capita 534 10 -County Budget Survey - 2017 Parcel Counts 300000 200000 100000 0 Lorimer 1,:lesa Pueblo Weld Land Parcels Residential Improved Land Parcels Commercial/Industrial Land Parcels T T Adams Boulder El Paso County Adams Arapahoe Boulder Douglas El Paso Jefferson Larimer Mesa Pueblo Weld Land Parcels 182,810 225,817 126,930 137,663 250,029 240,559 155,980 81,479 109,920 171,851 Residential 131,584 189,122 104,778 102,947 207,429 193,642 112,996 58,252 61,771 91,694 Improved Land Parcels Commercial/ 6,725 6,506 5,224 2,421 8,201 5,421 5,875 3,483 2,778 4,880 Industrial Land Parcels 535 10 -County Budget Survey - 2017 Property Tax per Parcel 1400 1300 — 1200 — 1100- 1000— I • 90o— • 800— I G} 700- 4� • 300- • 500 — C 4 - 400 0. 300 — 200 — 100- 0 Boulder El Paso Larimer Weld Adams Property Tax Revenue per Land Parcel Property Tax Revenue per Residential Land Parcel County Adams Arapahoe Boulder Douglas El Paso Jefferson Larimer Mesa Pueblo Weld Property Tax $ 0.00 $ 601.78 $ 1,310.95 $ 796.09 $ 219.92 $ 0.00 $ 701.38 $ 276.39 $ 485.91 $ 825.99 Revenue per Land Parcel Property Tax $ 616.06 $ 391.17 $ 899.32 $ 643.48 $ 152.87 $ 657.15 $ 561.01 $ 178.77 $ 310.68 $ 260.54 Revenue per Residential Land Parcel 536 10 -County Budget Survey - 2017 Citizens Served per County Employee 400 300 100 0 Adams Arapahoe Boulder Douglas El Paso Jefferso7 Larimer Mesa Pteblo Weld County Adams Arapahoe Boulder Douglas El Paso Jefferson Larimer Mesa Pueblo Weld Citizens Served 230 311 191 280 263 192 196 153 153 194 per Employee 537 10 -County Budget Survey - 2017 Support Functions per 1,000 Employees 30 50— 40— c c c 30— u- u- 20— 10— 0 Adams Arapahoe Douglas El PasoJefferson Larimer Mesa Pueblo Weld County HR F 1'h's per 1,000 0 Risk Mgmt FTE's per 1,000 Q IT FTE's per 1,000 Adams Arapahoe Boulder Douglas El Paso Jefferson Larimer Mesa Pueblo Weld HR FTE's 5.0 7.2 6.5 8.1 9.8 6.6 11.2 3.0 6.4 6.5 per 1,000 Risk Mgmt FTE's 0.9 2.4 2.4 0.8 1.1 1.3 1.9 2.0 0.9 0.0 per 1,000 IT FTE's per 1,000 21.7 33.3 29.7 53.0 24.6 22.9 39.1 23.2 28.5 30.1 538 10 -County Budget Survey - 2017 Finance Support Functions per 1,000 Employees FTE's per 7000 18 17 10 15 14 13 12 11 10 0 8 3 0 4 3 1 0 .-.dams Accounting & Reporting FTE's per 1,000 Payroll FTE's per 1,000 Budget FTE's per 1,000 Purchasing FTE's per 1,000 T T T ▪ Accounting & amp; Reporting FTE's per 1,000 ▪ Payroll FTE's per 1,000 ▪ Budget FTE's per 1,000 ▪ Purchasing FTE's per 1,000 Boulder El Paso Larimer Mesa Pueblo Weld County Adams Arapahoe Boulder Douglas El Paso Jefferson Larimer Mesa Pueblo Weld 2.8 9.7 11.0 5.8 17.8 5.3 7.8 4.0 4.6 3.3 1.8 1.0 1.8 1.7 1.1 1.3 2.3 1.0 0.9 0.7 1.8 1.9 3.1 3.3 11.0 2.3 1.2 1.0 0.9 0.7 3.7 1.9 1.5 1.7 3.4 2.7 2.3 1.0 2.8 1.3 539 10 -County Budget Survey - 2017 Planning & Zoning and Building Inspection FTE per 10,000 Unincorporated Population FTE's per 70,000 Unincorporated Population Adams Boulder El Paso Larimer Mesa Puebla Weld Planning & amp; Zoning F Ih's per 10,000 Building Inspection FTE's per 10,000 County Adams Arapahoe Boulder Douglas El Paso Jefferson Larimer Mesa Pueblo Weld Planning & Zoning 1.0 1.4 3.0 1.9 1.4 2.1 2.8 1.7 1.9 3.7 FTE's per 10,000 Building Inspection 0.8 1.9 2.2 1.8 0.0 1.4 1.8 1.3 0.0 2.6 FTE's per 10,000 540 10 -County Budget Survey - 2017 Treasurer FTE per 100,000 Population/100,000 Tax Notices Treasurer FTE's per 700,000 10 — • Treasurer F IL's per 100,000 Population ElTreasurer FTE's per 100,000 Tax Notice ."—.dams Boulde• E Paso Larimer Mesa Pueblo Weld County Adams Arapahoe Boulder Douglas El Paso Jefferson Larimer Mesa Pueblo Weld Treasurer FTE's 1.8 3.3 3.4 3.0 2.7 2.2 3.8 4.5 9.0 3.4 per 100,000 Population Treasurer FTE's 4.9 9.2 8.9 7.0 7.6 5.9 8.4 8.6 14.5 5.2 per 100,000 Tax Notices 541 10 -County Budget Survey - 2017 Assessor FTE per 100,000 Population/10,000 Parcels Assessor FTE's —.dams Boulder El Paso Larimer Mesa Pueblo Weld ▪ Assessor F IL's per 100,000 Population ▪ Assessor F FL's per 10,000 Parcels County Adams Arapahoe Boulder Douglas El Paso Jefferson Larimer Mesa Pueblo Weld Assessor FTE's per 8.8 9.8 14.4 13.4 7.6 10.0 12.6 16.5 17.5 11.8 100,000 Population Assessor FTE's per 2.4 2.8 3.7 3.3 2.1 2.4 2.8 3.1 2.6 2.0 10,000 Parcels 542 10 -County Budget Survey - 2017 Clerk & Recorder FTE per 100,000 Population 30 ▪ Elections FTE's per 100,000 Population ▪ Admin & amp; Clerk FTE's per 100,000 Population ▪ Recording FTE's per 100,000 Population ▪ Motor Vehicle FTE's per 100,000 Population 20- Clerk FTE's 10 — 0 Ism11/-!;417m A.dams Boulder El Paso Larimer County Pueblo Weld Adams Arapahoe Boulder Douglas El Paso Jefferson Larimer Mesa Pueblo Weld Elections FTE's per 3.0 1.9 4.0 3.5 1.4 2.6 3.5 3.2 5.4 1.7 100,000 Population Admin & Clerk FTE's 0.4 1.6 1.7 2.0 4.6 1.9 3.2 1.9 1.2 1.0 per 100,000 Population Recording FTE's 2.1 2.2 3.4 3.3 1.9 2.6 3.5 3.9 3.0 2.4 per 100,000 Population Motor Vehicle FTE's 14.1 14.3 14.1 12.8 12.2 12.4 14.1 10.4 13.3 13.8 per 100,000 Population 543 10 -County Budget Survey - 2017 Clerk Motor Vehicle FTE per 100,000 Vehicle Registrations Clerk Motor Vehicle FTE's 20 19- 18- 1 — 10- 15- 14- 13- 12- 11- 10- 8- Adams Arapahoe Boulder Douglas El Paso Jefferson C aunty Lorimer rY1 esa Pueblo Weld Adams Arapahoe Boulder Douglas El Paso Jefferson Larimer Mesa Pueblo Weld Clerk Motor Vehicle 14.0 16.1 18.1 15.4 14.7 13.9 11.4 8.6 15.9 6.1 FTE per 100,000 Vehicle Registrations 544 10 -County Budget Survey - 2017 District Attorney FTE per 100,000 Population 40 District Attorney FTE's 30- 20- 10 — Adams .".rapahoo EosiIdor Douglas El Paso Jefferson Larimer Mesa Pueblo Weld County Adams Arapahoe Boulder Douglas El Paso Jefferson Larimer Mesa Pueblo Weld District Attorney 35.1 33.1 22.3 0.0 30.5 31.0 24.2 34.3 36.8 18.5 FTE's per 100,000 Population 545 10 -County Budget Survey - 2017 Sheriff Office FTE per 100,000 Population 300 ▪ Sheriff FTE's per 100,000 Population ▪ Detention F IL's per 100,000 Population ▪ Administration F IL's per 100,000 Population 200 — Sheriff FTE's 100 0 - T Adams Boulder El Paso Larimerr„lesa Pueblo Weld County Adams Arapahoe Boulder Douglas El Paso Jefferson Larimer Mesa Pueblo Weld Sheriff FTE's 111.6 110.1 120.1 147.9 115.4 142.5 121.1 145.6 211.8 119.5 per 100,000 Population Detention FTE's 56.6 57.0 54.3 46.3 53.8 58.5 56.0 60.2 112.1 78.1 per 100,000 Population Administration 14.6 7.0 6.1 18.3 11.7 20.6 16.8 9.1 16.9 10.4 FTE's per 100,000 Population 546 10 -County Budget Survey - 2017 Sheriff Patrol FTE per 100,000 Unincorporated Population Sheriff Patrol FTE's 1-0 130— 13D— 110— 10D — CO — 80 — 70 — — -PD — 30 — — 30 10 — 0 Ada rrs Arai: a h 0 e Boulder )ouglas El Paso Jefferson County La rimEr mesa Pueblo Weld Adams Arapahoe Boulder Douglas El Paso Jefferson Larimer Mesa Pueblo Weld Sheriff Patrol FTE's 129.3 49.5 94.0 68.4 76.1 86.0 108.8 120.4 109.2 121.9 per 100,000 Unincorporated Population 547 Hello