HomeMy WebLinkAbout20163790.tiffPUBLIC WORKS
Revenue Changes
$50,000,000
$45,000,000
$40,000,000
$35,000,000
$30,000,000
$25,000,000
$20,000,000
$15,000,000
$10,000,000
$5,000,000
e
�a+s 5vco. e°�2
Orei eae�a�\ yGe\\a�
hee `+e5 cc' \a.
2 c, G •a+
a t m
rs° ee Q o�e�� �•° ey\e a� `°, `��
a ec\5 e e
2017 Revenue
Total $100,452,590 (2016 $122,152,360)
Severance Tax
$2,000,000
2%
Fund Balance
$35,600,000
35%
Licenses/Permits
$500,000
1%
Other Taxes
$9,600,000
10%
Federal/State
$12,502,590
12%
Property Taxes
$16,500,000
16%
Miscellaneous
$13,250,000
13%
Highway Users Fee
$10,500,000
11%
287
PUBLIC WORKS
2017 EXPENDITURES
Total $80,400,232 (2016 $101,184,933)
$70,000,000
$60,000,000
$50,000,000
$40,000,000
$30,000,000
$20,000,000
$10,000,000
$0
Municipalities
$2,694,555 3%
Pavement
Mangement
$7,275,742 9%
Public Works
$47,433,991 58%
CO
N
N
CO
N
Gravel Road
Management
Bridge Construction $7,251,143 9%
$6,015,090 8%
Maintenance Support
$1,911,012 2%
Trucking $5,209,749
7%
Mining $2,587,005
3%
Adminstration
$1,021,945 1%
CO
ER
-
O2016
s-
0)
M
V
O2017
•71-
E.9
N N CO M
ct CO 0 CO 71-
O 1. co O N N-
M N 0) N O M inco
f� In O M O CO
ER EH M ,—I�
N
69
co
EH Ef3
M
E!-?
N N
(.0
64 6 -
ill
Public Wor s Pavemen Municipalities Bridge Grave Road Maintenance
Mangeme t Construction Manageme t Support
Tru king
Mining
Adminstration
288
SEVEN YEAR TREND
Public Works
$120
$100
$80
co
z
0 $60
J_
E
$40
$20
$0
2011 2012 2013 2014 2015 2016 2017
289
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 2017 total $100,452,590, which includes a fund
balance of $35,600,000, in addition to the revenue shown in the budget. Property tax is set at
$16,500,000 same as 2016. Specific ownership tax is estimated to be $9,600,000, up $600,000
from 2016, as vehicle sales recover. Total HUTF will be $10,500,000, up $600,000. Permit
revenues are budgeted at $500,000. Motor vehicle registration fees are $340,000, and grazing
fees are $1,120,000 due to energy development in the Pawnee Grasslands. Oil and gas revenues
are $9,500,000.
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 2017, 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 $13,752,590, which are down $5,334,770.
Transportation impact fees are budgeted at $2,750,000. There are Energy Impact Assistance
grants of $4,700,000 with $4,500,000 for the CR 49 project and $200,000 for one Tier 1 projects.
There is one state grant to finish Bridge 44/33A for $460,000. There are two flood project grants
for Bridge 87/42.5A ($800,000), and Bridge 53/58A ($1,200,000). There is RAMP funding of
$1,842,590 for the intersection of WCR 47/392, and $2,000,000 for the intersection of
WCR 74/392. 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 2017 total $81,400,232 down $19,784,701
primarily due the construction of the Weld Parkway (WCR 49). Municipal share back is funded at
$2,694,555. 2017 salary increases are for step increases due employees, and a 2.5 percent cost
of living salary adjustment in this budget for a total of $297,419.
Other Public Works budget unit is budgeted at $47,433,991 based on the Capital Improvement
Plan (CIP). Personnel Services are up $46,314 for cost of living for 47 seasonal employees.
Purchased Services decreased $17,767,379 primarily for the construction of the Weld Parkway
(WCR 49). There is $29,403,274 budgeted for the CR 49 project. $3,400,000 for the SH392/CR
47 RAMP project, and $5,900,000 for the SH392/CR 74 RAMP project. $3,000,000 is budgeted
for the Haul Route Program (HARP). For flood related projects there is $1,500,000 (FHWA) for
Bridge 53/58A, and $1,000,000 (FEMA) for Bridge 87/42.5A. Other contract payments are for
seeding ($50,000), low volume roads ($550,000), BMP projects ($125,000) and bridge
rehabilitation ($275,000). Fixed Charges total $640,000 for rights -of -way funded at $65,000 and,
$575,000 for a CDOT project for Bridge 44/33A.
Pavement Management is funded at a decreased level of $106,572 primarily due to lower fuel
costs. Asphalt is funded at the same level as last year at $3,100,000. The Trucking budget is up
$216,012 due to fleet costs. Mining operations are down $2,504,524 since the one-time funding
in 2016 to fund contract mining and hauling at the Koenig Gravel Pit is not necessary in the 2017
budget. Gravel Road Management operations are down $556,521 primarily due to fleet operating
costs and fuel costs. Bridge Construction is up $136,379 primarily due to purchasing more
Class 6 gravel material. Other operating budgets for road and bridge maintenance are funded at
290
near the 2016 funding level. With some operational economies to offset some of the inflationary
costs the current service level should be able to be maintained with the funding recommended.
While the growth in the County's assessed value and economic stimulus of the energy industry in
Weld County has been positive, the downside is the County has had to add significant resources
to the Public Works budget over the last 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 drop,
looking forward to 2018 and beyond, the amount spent on capital projects may have to be reduced
if the price of oil does not recover and stabilize.
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, $29,403,274 in 2017,
and $25 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 2017. 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 will be 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 four years from $6.5 million in 2013 to $16.5 million in 2016 and 2017. No debt has been
incurred, nor have funds had to be advanced from other county funds to accomplish this project.
The 2017 Public Works Capital Improvements Plan is available on the County web site at
http://www.co.weld.co.us/departments/public works/index.html.
291
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 2017 allocation of highway user tax fund monies and county road and
bridge fund are as follows:
Gravel Road Management
Maintenance Support
Trucking
$ 7,251,143
1,911,012
1,337,845
TOTAL $ 10,500,000
292
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 2017 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:
Right -of -Way
Haul Route Program (HARP)
Part-time
Contract
TOTAL
TOTAL
$ 6,015,090
7,251,143
1,911,012
5,209,749
2,587,005
1,021,945
7,275,742
2,694,555
3,400,000
3,000,000
1,590,117
39,443,874
$81,400,232
HUTF STATE
$ 0
7,251,143
1,911,012
1,337,845
0
0
0
0
LOCAL/OTHER
$ 6,015,090
0
0
3,871,904
2,587,005
1,021,945
7,275,742
2,694,555
0 3,400,000
0 3,000,000
0 1,590,117
0 39,443,874
$ 10,500,000
$70,900,232
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 $2,140,000, for a total of
$5,240,000 in bid projects for 2017. A major portion of the $39,443,874 may also be contracted,
which raises the potential bid project amount to $44,683,874. 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.
293
PUBLIC WORKS
SUMMARY OF REVENUES
2017
Fund Oro Acct
Account Title
2016
Budget
2017 2017 2017
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
OTHER
2000 90100 4640 OIL AND GAS
2000 90100 4680 OTHER
2000 90100 4810 GAIN LOSS ON SALE
TOTAL OTHER
TOTAL PUBLIC WORKS
16,500,000
9,000,000
2,500,000
28,000,000
16, 500, 000 16, 500, 000 16, 500, 000
9,600,000 9,600,000 9,600,000
2,000,000 2,000,000 2,000,000
28,100,000 28,100,000 28,100,000
500,000 500,000 500,000 500,000
360,000 1,120, 000 1,120, 000 1,120, 000
40,000 40,000 40,000 40,000
9,900,000 9,900,000 9,900,000 10,500,000
340,000 340,000 340,000 340,000
17,087,360 11,002,590 11,002,590 11,002,590
27,727,360 22,402,590 22,402,590 23,002,590
14,000,000 10,000,000 10,000,000 9,500,000
2,925,000 3,750,000 3,750,000 3,750,000
2,000,000 0 0 0
18,925,000 13,750,000 13,750,000 13,250,000
75,152,360 64,752,590 64,752,590 64,852,590
294
PUBLIC WORKS
SUMMARY OF EXPENDITURES
2017
Fund Org Expenditure Function
2000 30100 ADMINISTRATION
2000 32100 TRUCKING
2000 32200 MOTORGRADER
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
2016 2017 2017
Budget Request Recommend
2017
Final
968,196 972,623 972,623 1,021,945
4,983,743 5,199,755 5,199,755 5,209,749
7,767,683 7,211,262 7,211,262 7,251,143
5,772,038 5,908,417 5,908,417 6,015,090
1,852,360 1,895,783 1,895,783 1,911,012
65,262,236 47,433,991 47,433,991 47,433,991
5,125,281 2,620,757 2,620,757 2,587,005
7,329,802 7,223,230 7,223,230 7,275,742
2,123,594 2,634,000 2,634,000 2,694,555
0 398,563 398,563 0
101,184,933 81,498,381
81,498,381 81,400,232
295
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
$ 12,386,885
$ 13,180,691
$ 13,622,008
$ 13,463,304
Supplies
8,058,055
11,810,049
10,137,373
10,137,373
Purchased Services
35,047,081
75,402,013
57,054,000
57,114,555
Fixed Charges
1,838,155
792,180
685,000
685,000
Contra Expense
0
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 57,330,176
$ 101,184,933
$ 81,498,381
$ 81,400,232
Revenue/Fund Bal.
40,843,864
84,684,933
64,998,381
64,900,232
Net County Cost
$ 16,486,312
$ 16,500,000
$ 16,500,000
$ 16,500,000
Budgeted Positions
145
152
152
152
SUMMARY OF CHANGES: See individual units.
FINANCE/ADMINISTRATION RECOMMENDATION: See individual units.
BOARD ACTION: See individual units.
296
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
$ 635,294
$ 747,943
$ 747,943
$ 797,265
Supplies
66,519
65,000
65,000
65,000
Purchased Services
131,225
155,253
159,680
159,680
Fixed Charges
-1,825
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 831,213
$ 968,196
$ 972,623
$ 1,021,945
Revenue
0
0
0
0
Net County Cost
$ 831,213
$ 968,196
$ 972,623
$ 1,021,945
Budgeted Positions
8
8
8
8
SUMMARY OF CHANGES: Purchased Services increased a total of $4,427 based on the
following: Dish fees are anticipated to increase $84; Phones increased $11,000 based on
historical cost; Membership dues increased $1,200 due to legislative changes for CDL Tester and
$650 for anticipated dues and conferences for Budget/Finance Manager; Vehicle Expense
decreased $15,607 to reflect fuels historic figures; Repair and Maintenance Other increase
$1,100 to reflect historic figures; and Training increased $6,000 in anticipation of online flagger
testing/certification.
Final budget adjustments include an increase in salaries of $49,322.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
297
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%
.279
$2.90
.269
$3.26
.260
$3.32
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
298
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
$ 2,392,747
$ 2,453,361
$ 2,442,876
$ 2,452,870
Supplies
4,655
7,000
7,000
7,000
Purchased Services
2,546,213
2,523,382
2,749,879
2,749,879
Fixed Charges
-1,095
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 4,942,520
$ 4,983,743
$ 5,199,755
$ 5,209,749
Revenue
0
0
0
0
Net County Cost
$ 4,942,520
$ 4,983,743
$ 5,199,755
$ 5,209,749
Budgeted Positions
33
33
33
33
SUMMARY OF CHANGES: Personnel Services decreased $10,485 in anticipation of decreasing
overtime.
Purchases Services increased $226,497 based on: Contract Payments increased $8,449 to
reflect anticipated costs for contract trucks for 2017 material hauling and Vehicle Expenses
increased $218,048 to reflect repairs historical costs.
Final budget adjustments include an increase in salaries of $9,994.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
299
TRUCKING
(CONTINUED)
2000-32100
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Efficiency Measures
FTE's per 10,000/capita
Per capita cost (county support)
1.15
$17.25 $16.78
1.07
$16.94
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%
300
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
$ 3,377,311
$ 3,536,364
$ 3,537,239
$ 3,577,120
Supplies
1,341,064
1,592,341
1,671,650
1,671,650
Purchased Services
1,884,604
2,638,978
2,002,373
2,002,373
Fixed Charges
-1,460
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 6,601,519
$ 7,767,683
$ 7,211,262
$ 7,251,143
Revenue
0
0
0
0
Net County Cost
$ 6,601,519
$ 7,767,683
$ 7,211,262
$ 7,251,143
Budgeted Positions
46
47
47
47
SUMMARY OF CHANGES: Personnel Services was increased by $875 for anticipated 2017
overtime.
Supplies was increased by $79,309 based on the following: Uniforms and Clothing increased by
$200 to cover outfitting one more seasonal employee; Other Operating Supplies increased
$79,109 due to 2017 dust palliative needs. Purchased Services decreased by $636,605 to reflect
lower historical costs of fuel.
Final budget adjustments include an increase in salaries of $39,881.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
301
GRAVEL ROAD MANAGEMENT
(CONTINUED)
2000-32200
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Efficiency Measures
FTE's per 10,000/capita
Per capita cost (county support)
1.64 1.58 1.52
$23.04 $26.15
$23.57
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
302
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
$ 2,173,230
$ 2,302,295
$ 2,302,295
$ 2,408,968
Supplies
1,599,628
2,232,308
2,587,512
2,587,512
Purchased Services
890,728
1,192,435
973,610
973,610
Fixed Charges
21,932
45,000
45,000
45,000
Capital
0
0
0
0
Gross County Cost
$ 4,685,518
$ 5,772, 038
$ 5,908,417
$ 6,015,090
Revenue
0
0
0
0
Net County Cost
$ 4,685,518
$ 5,772,038
$ 5,908,417
$ 6,015,090
Budgeted Positions
28
30
30
30
SUMMARY OF CHANGES: Supplies increased a total of $355,204 based on the following: Road
Construction Supplies increased $339,604 due to both increased gravel need and the higher price
of that gravel; Other Operating Supplies increased $15,600 to fund waterproofing material, and
increased concrete costs. Purchased Services decreased $218,825 due to decreased fuel costs.
Final budget adjustments include an increase in salaries of $106,673.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
303
BRIDGE CONSTRUCTION
(CONTINUED)
2000-32300
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Efficiency Measures
FTE's per 10,000/capita
Per capita cost (county support)
0.97
$16.35
1.01
$19.43
0.97
$19.55
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%
304
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
$ 716,625
$ 780,670
$ 784,970
$ 800,199
Supplies
658,193
797,790
908,860
908,860
Purchased Services
138,064
273,900
201,953
201,953
Fixed Charges
-1,095
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 1,511,787
$ 1,852,360
$ 1,895,783
$ 1,911,012
Revenue
0
0
0
0
Net County Cost
$ 1,511,787
$ 1,852,360
$ 1,895,783
$ 1,911,012
Budgeted Positions
9
10
10
10
SUMMARY OF CHANGES: Personnel Services increased $4,300 for an anticipated increase in
snow removal overtime.
Supplies increased $111,070 for an anticipated increase in Ice Slicer tonnage and price for 2017.
Purchased Services decreased $71,947 based on fuel historic figures.
Final budget adjustments include an increase in salaries of $15,229.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
305
MAINTENANCE SUPPORT
(CONTINUED)
2000-32400
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Efficiency Measures
FTE's per 10,000/capita
Per capita cost (county support)
.314
$5.28
.337
$6.24
.325
$6.21
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%
306
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
$ 1,471,216
$ 1,543,803
$ 1,590,117
$ 1,590,117
Supplies
0
0
0
0
Purchased Services
24,419,324
62,971,253
45,203,874
45,203,874
Fixed Charges
1,809,283
747,180
640,000
640,000
Capital
0
0
0
0
Gross County Cost
$ 27,699,823
$ 65,262,236
$ 47,433,991
$ 47,433,991
Revenue
0
0
0
0
Net County Cost
$ 27,699,823
$ 65,262,236
$ 47,433,991
$ 47,433,991
Budgeted Positions
n/a
n/a
n/a
n/a
SUMMARY OF CHANGES: Personnel Services are up $46,314 for cost of living for 47 seasonal
employees.
Purchased Services decreased $17,767,379 primarily for the construction of the Weld Parkway
(WCR 49). There is $29,403,274 budgeted for the CR 49 project. $3,400,000 for the SH392/CR
47 RAMP project, and $5,900,000 for the SH392/CR 74 RAMP project. $3,000,000 is budgeted
for the Haul Route Program (HARP). For flood related projects there is $1,500,000 (FHWA) for
Bridge 53/58A, and $1,000,000 (FEMA) for Bridge 87/42.5A. Other contract payments are for
seeding ($50,000), low volume roads ($550,000), BMP projects ($125,000) and bridge
rehabilitation ($275,000). Fixed Charges total $640,000 for right-of-ways funded at $65,000 and,
$575,000 for a CDOT project for Bridge 44/33A.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
307
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)
13 12 12
0 0 0
$96.68 $219.73 $154.21
308
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
$ 481,434
$ 515,159
$ 516,909
$ 483,157
Supplies
1,239,879
4,000,860
1,773,601
1,773,601
Purchased Services
353,214
609,262
330,247
330,247
Fixed Charges
9,500
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 2,084,027
$ 5,125,281
$ 2,620,757
$ 2,587,005
Revenue
0
0
0
0
Net County Cost
$ 2,084,027
$ 5,125,281
$ 2,620,757
$ 2,587,005
Budgeted Positions
7
7
7
7
SUMMARY OF CHANGES: Personnel Services increased $1,750 in anticipation of increased
overtime for snow removal. Supplies decreased a total of $2,422,859 based on the contract
mining/hauling at Koenig Pit being a one-time expense in 2016.
Purchased Services decreased $83,415 based on the following: Other Professional Services
decreased $2,000 due to the MSHA hearing tests now being done at Weld County Clinic at no
charge; Vehicle Expense decreased $81,615 due to a decrease in fuel historic costs; and Repair
and Maintenance increased $200 due to historical data.
Final budget adjustments include a decrease in salaries of $33,752.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
309
MINING
(CONTINUED)
2000-32600
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Efficiency Measures
FTE's per 10,000/capita
Per capita cost (county support)
.269
.236
$7.27 $17.26
.228
$8.41
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:
Compete
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
310
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
$ 1,139,028
$ 1,301,096
$ 1,301,096
$ 1,353,608
Supplies
3,148,117
3,114,750
3,123,750
3,123,750
Purchased Services
2,409,974
2,913,956
2,798,384
2,798,384
Fixed Charges
2,915
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 6,700,034
$ 7,329,802
$ 7,223,230
$ 7,275,742
Revenue
0
0
0
0
Net County Cost
$ 6,700,034
$ 7,329,802
$ 7,223,230
$ 7,275,742
Budgeted Positions
15
17
17
17
SUMMARY OF CHANGES: Supplies increased $9,000 due to anticipated increases in Other
Operating Supplies. Purchased Services decreased $115,572 due to a decrease in historical data
for fuel.
Final budget adjustments include an increase in salaries of $52,512.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
311
PAVEMENT MANAGEMENT
(CONTINUED)
2000-32700
PERFORMANCE MEASURES
Work Outputs
FTE's per 10,000/capita
Per capita cost (county support)
ACTUAL ESTIMATED PROJECTED
.524
.572
$23.39 $24.68
.553
$23.65
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
74%G
25.75%F
.25%P
74%G
26%F
.0%P
74%G
26%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%
312
BUDGET UNIT REQUEST S UMMA R Y
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
2,273,735
2,123,594
2,634,000
2,694,555
Fixed Charges
0
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 2,273,735
$ 2,123,594
$ 2,634,000
$ 2,694,555
Revenue
0
0
0
0
Net County Cost
$ 2,273,735
$ 2,123,594
$ 2,634,000
$ 2,694,555
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 2017 mill levy applied.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
313
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
$ 50,180,783
$ 58,652,360
$ 64,997,181
$ 64,900,232
Net County Cost
$ 16,486,312
$ 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 2017 total $100,452,590, which includes a fund
balance of $35,600,000, in addition to the revenue shown in the budget. Property tax is set at
$16,500,000 same as 2016. Specific ownership tax is estimated to be $9,600,000, up $600,000
from 2016, as vehicle sales recover. Total HUTF will be $10,500,000, up $600,000. Permit
revenues are budgeted at $500,000. Motor vehicle registration fees are $340,000, and grazing
fees are $1,120,000 due to energy development in the Pawnee Grasslands. Oil and gas revenues
are $9,500,000.
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 2017, 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 $13,752,590, which are down $5,334,770.
Transportation impact fees are budgeted at $2,750,000. There are Energy Impact Assistance
grants of $4,700,000 with $4,500,000 for the CR 49 project and $200,000 for one Tier1 projects.
There is one state grant to finish Bridge 44/33A for $460,000. There are two flood project grants
for Bridge 87/42.5A ($800,000), and Bridge 53/58A ($1,200,000). There is RAMP funding of
$1,842,590 for the intersection of WCR 47/392, and $2,000,000 for the intersection of WCR
74/392. 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: Approved as recommended.
314
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
$ 398,563
$ 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
$ 398,563
$ 0
Revenue
0
0
0
0
Net County Cost
$ 0
$ 0
$ 398,563
$ 0
Budgeted Positions
n/a
n/a
n/a
n/a
SUMMARY OF CHANGES: Budget reflects a zero percent increase in health insurance costs.
2017 salary increases are a policy issue for the Board, but there are funds for step increases due
employees in 2017 and a 2.5 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.
315
316
SOCIAL SERVICES
Revenue Changes
$30,000,000
$25,000,000
$20,000,000
$15,000,000
$10,000,000
$5,000,000 -
Property taxes
Federal/State
Fund Balance
EA
2017 Revenue
Total $41,480,234 (2016 $38,121,500)
Fund Balance
$2,800,000
7%
Federal/State
$27,147,257
65%
Property taxes
$11,532,977
28%
317
SOCIAL SERVICES
2017 Expenditures
Total $38,680,234 (2016 $34,521,500)
Core Services
$1,238,000 3%
Child Welfare
$16,242,000 42%
LEAP $160,000
1%
Administration
TANF $2,854,000 $12,372,534 32%
7%
AND $130,000 0%
Miscellaneous
$471,000 1%
Child Support
Admin $3,445,000
9%
$18,000,000 -
$16,000,000
$14,000,000
$12,000,000
$10,000,000
$8,000,000
$6,000,000
Adult Protection
$625,000 2%
Day Care
$1,142,700 3%
Expenditure Changes
318
SEVEN YEAR TREND
Social Services
$40
$35
$30
$25
co
z
0 $20
J_
E
$15
$10
5
$0
2011 2012 2013 2014 2015 2016 2017
319
SOCIAL SERVICES FUND SUMMARY
The Weld County Department of Human Services continues to adapt to the legislative and
programmatic changes imposed on it 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 the
department's decision -making. The funding for additional caseworkers, originally funded through
SB 15-242 continues into Fiscal Year 2016-17, providing Weld County with funding for three
additional positions. The department's participation in the IV -E Waiver has also expanded to
include five additional positions. 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. Senate
Bill 16-201 is viewed as a first step in the possibility of reassessing the process by which the Child
Welfare Services appropriation is funded and distributed. Senate Bill 16-190 authorizes a County
Administration Workload Study, which could provide the defendable evidence of a need for
increased funding for eligibility determination and benefit distribution of self-sufficiency programs
in Colorado.
The total Social Services Fund budget is $38,680,234. The programs are funded by property tax
of $11,532,977, state and federal funds of $27,147,257, 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 has grown by from 67,732
to 73,453, an 8.4% increase. Approximately 25% of Weld County residents are now enrolled in
Medicaid.
CBMS continues to impact the productivity of staff and create delays in the delivery of payments
and benefits for Food Assistance, Medicaid, Colorado Works, and State -Only Programs. Many
of the inefficiencies creating these delays are being resolved. However, the inefficiencies that
remain continue to impact the time required to process cases and the number of cases in pending
status. Weld County remains hopeful that modifications currently under development will rectify
some of the issues created by the system. In the meantime, we have identified changes to our
internal practices that have enabled us to deliver services in more timely and accurate ways, and
will continue to identify practice and policy changes that will further this effort.
Weld County will be starting Fiscal Year 2016-2017 with a small 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. The requirements of Senate Bill
08-177 have increased the percentage of our Colorado Works allocation that is expended on
Basic Cash Assistance, leaving fewer funds available for Supportive Services and Diversion
Payments.
320
SOCIAL SERVICES FUND
ESTIMATED REVENUE
2017
County Administration
Non -Program Revenue
Other Programs
Child Support Administration
TANF-Colorado Works
Aid to the Needy Disabled
Child Care
Old Age Pension
Child Welfare
Core Services
Adult Protective Services
LEAP
General Assistance
Sub -Total
Federal/State Reimbursement
Claims Collection Incentives
TANF Adjustment
Usage of Deferred Revenues
Sub -Total Revenue
Potential Use of Fund Balance
County Property Tax / Penalties
Total Revenue
FEDERAL
AND STATE
$ 6,900,000
0
500,000
2,600,000
1,368,917
0
550,000
107,000
13,000,000
850,000
500,000
160,000
0
$ 26,535,917
$ 26,535,917
200,000
411,340
0
$ 27,147,257
0
11,532,977
$ 38,680,234
COUNTY
$ 5,472,534
- 130,000
- 34,000
845,000
1,485,083
130,000
592,700
7,000
3,242,000
388,000
125,000
0
21, 000
$ 12,144,317
TOTAL
$ 12,372,534
-130,000
466,000
3,445,000
2,854,000
130,000
1,142, 700
114,000
16,242,000
1,238,000
625,000
160,000
21,000
$ 38,680,234
321
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.
322
SOCIAL SERVICES
SUMMARY OF REVENUES
2017
Fund Oro Acct Account Title
2016
Budget
2017 2017 2017
Request Recommend Final
TAXES
2100 42111 4112 CURRENT PROPERTY TAXES
INTERGOVERNMENTAL
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
9,636,565 11,532,977 11,532,977 11,532,977
6,425,076
808,842
530,000
2,306,000
1,302,917
370,000
96,300
11,700,000
718,000
472,800
155,000
24,884,935 27,147,257
34,521,500 38,680,234
6,900,000
611,340
500,000
2,600,000
1,368,917
550,000
107,000
13,000,000
850,000
500,000
160,000
6,900,000 6,900,000
611,340 611,340
500,000 500,000
2,600,000 2,600,000
1,368,917 1,368,917
550,000 550,000
107,000 107,000
13, 000, 000 13, 000, 000
850,000 850,000
500,000 500,000
160,000 160,000
27,147,257 27,147,257
38,680,234 38,680,234
323
SOCIAL SERVICES
SUMMARY OF EXPENDITURES
2017
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
2016 2017 2017
Budget Request Recommend
2017
Final
10, 370, 000 12, 372, 534 12, 372, 534 12, 372, 534
0 (130,000) (130,000) (130,000)
429,900 466,000 466,000 466,000
3,052,700 3,445,000 3,445,000 3,445,000
2,788,000 2,854,000 2,854,000 2,854,000
95,000 130,000 130,000 130,000
909,700 1,142,700 1,142,700 1,142,700
103,300 114,000 114,000 114,000
14, 950, 400 16, 242, 000 16, 242, 000 16, 242, 000
1,058,000 1,238,000 1,238,000 1,238,000
591,000 625,000 625,000 625,000
155,000 160,000 160,000 160,000
18,500 21,000 21,000 21,000
34,521,500
38,680,234 38,680,234 38,680,234
324
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
$23,845,089
$23,801,700
$25,917,000
$25,917,000
Supplies
1,259,880
1,133,000
1,272,000
1,272,000
Purchased Services
5,960,864
6,105,800
6,134,000
6,134,000
Fixed Charges
3,228,370
3,983,800
5,891,234
5,891,234
Capital
0
0
0
0
Contra Expense
- 524,965
- 502,800
- 534,000
- 534,000
Gross County Cost
$33,769,238
$34,521,500
$38,680,234
$38,680,234
Revenue/Fund Bal.
24,810,804
24,884,935
27,147,257
27,147,257
Net County Cost
$ 8,958,434
$ 9,636,565
$11,532,977
$11,532,977
Budget Positions
320.5
338.5
352.0
352.0
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.
325
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 2016.
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 2016 all employees will have
professional development plans incorporated and
addressed within their formal evaluation system.
326
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.
327
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.
328
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 2016 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.
329
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).
330
BUDGET UNIT REQUEST S UMMA R Y
AGENCY/DEPARTMENT NAME: SOCIAI SFRVICFS
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
$ 6,204,733
$ 6,400,000
$ 6,600,000
$ 6,600,000
Supplies
- 430,620
- 300,000
- 400,000
- 400,000
Purchased Services
1,251,475
1,200,000
1,240,000
1,240,000
Fixed Charges
2,279,374
3,100,000
4,952,534
4,952,534
Contra Expense
- 20,091
- 30,000
- 20,000
- 20,000
Capital
0
0
0
0
Gross County Cost
$ 9,284,871
$ 10,370,000
$12,372,534
$12,372,534
Revenue
6,357,502
6,425,076
6,900,000
6,900,000
Net County Cost
$ 2,927,369
$ 3,944,924
$ 5,472,534
$ 5,472,534
Budget Positions
156.0
169.0
169.0
169.0
SUMMARY OF CHANGES: Senate Bill 16-190 authorizes CDHS to conduct a Workload Study
to be performed during State Fiscal Year 2016-17. 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.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
331
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
71,500 80,000 80,000
5.445 5.690 5.494
$ 10.218
$ 13.283 $ 17.791
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Human Services
goals following the Social Services Fund Summary.
332
BUDGET UNIT REQUEST S UMMA R Y
AGENCY/DEPARTMENT NAME: SOCIAL SERVICES
BUDGET UNIT TITLE AND NUMBER: Non -Program Revenue - - 2100-42111
DEPARTMENT DESCRIPTION: Property Taxes, Claim -Collection Incentives, TANF Adjustment,
TANF MOE Reduction, and Miscellaneous Revenue Sources.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
FINAL
NEXT FY
Personnel Services
$ 0
$ 0
$ 0
$ 0
Supplies
0
0
0
0
Purchased Services
0
0
0
0
Fixed Charges
0
0
0
0
Contra
-120,831
0
- 130,000
- 130,000
Gross County Cost
$ -120,831
$ 0
$ - 130,000
$ - 130,000
Revenue
144,846
808,842
611,340
611,340
Net County Cost
$ 8,032,032
$ 9,636,565
$ 11,532,977
$ 11,532,977
Budget Positions
- -
- -
- -
- -
SUMMARY OF CHANGES: Property tax is budgeted at $11,532,977 for 2017. The difference is
a combination of special revenue from various department programs. The TANF Adjustment is
$411,340. Incentives earned as the result of claims collections for Food Assistance, Medicaid,
TANF, and State -Only programs are estimated to be $200,000. Counties will not receive the Work
Participation bonus funds during 2017.
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.
333
BUDGET UNIT REQUEST S UMMA R Y
AGENCY/DEPARTMENT NAME: SOCIAL SERVICES
BUDGET UNIT TITLE AND NUMBER: Other Programs - - 2100-42115
DEPARTMENT DESCRIPTION: This budget unit was established for minor or temporary
programs for the Department of Social Services. It includes Employment First, Medical Exams,
Food Stamps Refunds, AFDC Retained Collections, and Collaborative Management.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
FINAL
NEXT FY
Personnel Services
$ 335,170
$ 350,000
$ 360,000
$ 360,000
Supplies
36,127
26,200
45,000
45,000
Purchased Services
65,468
53,900
62,000
62,000
Fixed Charges
0
0
0
0
Contra
- 251
-200
- 1,000
- 1,000
Gross County Cost
$ 436,514
$ 429,900
$ 466,000
$ 466,000
Revenue
402,247
530,000
500,000
500,000
Net County Cost
$ - 34,267
$ - 100,100
$ - 34,000
$ - 34,000
Budget Positions
- -
- -
- -
- -
SUMMARY OF CHANGES: Counties are now required to sanction Able -Bodied Adults without
Dependents (ABAWDs) who do not meet work requirements for SNAP benefits. Colorado is
therefore expanding the Employment First program to serve these clients, State-wide, with no
corresponding increase in Federal funding for the program. Weld County has been successful in
leveraging its Workfare Incentive funds to meet the 50% County match for funding such excess
costs, historically. 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.
334
OTHER PROGRAMS
(CONTINUED)
2100-42115
PERFORMANCE MEASURES
Work Outputs
Case Load
Efficiency Measures
Per capita cost (county support)
ACTUAL ESTIMATED PROJECTED
4,000 4,100 4,400
$0.00 $0.00 $0.00
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Human Services
goals following the Social Services Fund Summary.
335
BUDGET UNIT REQUEST S UMMA R Y
AGENCY/DEPARTMENT NAME: SOCIAL SERVICES
BUDGET UNIT TITLE AND NUMBER: Child Support Administration - - 2100-42200
DEPARTMENT DESCRIPTION: This program is designed to obtain and enforce child support
and medical support for dependent children to offset part of the TANF and foster care costs. In
addition, child support and medical support are enforced for non-TANF clients based on court
orders.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
FINAL
NEXT FY
Personnel Services
$ 2,535,083
$ 2,600,000
$ 2,800,000
$ 2,800,000
Supplies
65,989
47,000
75,000
75,000
Purchased Services
477,678
330,000
480,000
480,000
Fixed Charges
87,953
75,700
90,000
90,000
Contra Expense
- 2,800
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 3,163,903
$ 3,052,700
$ 3,445,000
$ 3,445,000
Revenue
2,430,626
2,306,000
2,600,000
2,600,000
Net County Cost
$ 733,277
$ 746,700
$ 845,000
$ 845,000
Budget Positions
30
31
31
31
SUMMARY OF CHANGES: No significant changes are anticipated in this program for 2017.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
336
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
7,608 7,650 7,700
1.1 1.1 1.0
$ 2.559
$ 2.514 $ 2.747
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Human Services
goals following the Social Services Fund Summary.
337
BUDGET UNIT REQUEST S UMMA R Y
AGENCY/DEPARTMENT NAME: SOCIAL SERVICES
Temporary Assistance to Needy
BUDGET UNIT TITLE AND NUMBER: Families and Administration (TANF) - - 2100-42365
DEPARTMENT DESCRIPTION: Assistance payment grants for eligible recipients of the TANF
program. This budget unit also has administrative funding for TANF staff and operating costs.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
FINAL
NEXT FY
Personnel Services
$ 1,324,867
$ 1,431,700
$ 1,400,000
$ 1,400,000
Supplies
231,560
194,700
230,000
230,000
Purchased Services
1,232,494
1,147,300
1,200,000
1,200,000
Fixed Charges
33,199
33,900
34,000
34,000
Contra Expense
- 6,869
- 19,600
- 10,000
- 10,000
Capital
0
0
0
0
Gross County Cost
$ 2,815,251
$ 2,788,000
$ 2,854,000
$ 2,854,000
Revenue
1,952,780
1,302,917
1,368,917
1,368,917
Net County Cost
$ 862,471
$ 1,485,083
$ 1,485,083
$ 1,485,083
Budget Positions
0
0
0
0
SUMMARY OF CHANGES: SB 08-177 continues to have lingering effects in driving up Basic
Cash Assistance in many counties, including Weld, across the State. Our moderate TANF County
Reserve balance will continue to shield us, to some extent, from the fiscal pressures that were
created. However, sustained demands on the block grant may, eventually, lead to significant
measures in the future. 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.
338
TANF ADMINISTRATION
(CONTINUED)
2100-42365
PERFORMANCE MEASURES
Work Outputs
Case Loads (Average)
Efficiency Measures
Per capita cost (county support)
ACTUAL ESTIMATED PROJECTED
685 700 800
$ 3.010 $ 5.000 $ 4.828
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Human Services
goals following the Social Services Fund Summary.
339
BUDGET UNIT REQUEST S UMMA R Y
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
154,560
140,000
150,000
150,000
Contra Account
- 15,802
- 45,000
- 20,000
- 20,000
Capital
0
0
0
0
Gross County Cost
$ 138,758
$ 95,000
$ 130,000
$ 130,000
Revenue
0
0
0
0
Net County Cost
$ 138,758
$ 95,000
$ 130,000
$ 130,000
Budget Positions
- -
- -
- -
- -
SUMMARY OF CHANGES: No significant changes are anticipated in this program for 2017.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
340
AID TO NEEDY DISABLED
(CONTINUED)
2100-42370
PERFORMANCE MEASURES
Work Outputs
Case Load
Efficiency Measures
Per capita cost (county support)
ACTUAL ESTIMATED PROJECTED
240 240 285
$ 0.484 $ 0.320 $ 0.423
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Human Services
goals following the Social Services Fund Summary.
341
BUDGET UNIT REQUEST S UMMA R Y
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
$ 483,894
$ 400,000
$ 515,000
$ 515,000
Supplies
14,767
9,000
16,000
16,000
Purchased Services
442,852
492,000
600,000
600,000
Fixed Charges
12,294
12,200
12,700
12,700
Contra Expense
- 777
- 3,500
- 1,000
- 1,000
Capital
0
0
0
0
Gross County Cost
$ 953,030
$ 909,700
$ 1,142,700
$ 1,142,700
Revenue
409,830
370,000
550,000
550,000
Net County Cost
$ 543,200
$ 539,700
$ 592,700
$ 592,700
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. We have contracted
with United Way of Weld County to survey clients and providers in order to determine the volume
of need for these services and the appropriate reimbursement rates that should be paid to
providers of the services.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
342
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
700 750 820
.314 .303 .293
$ 1.896
$ 1.817 $ 1.927
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Human Services
goals following the Social Services Fund Summary.
343
BUDGET UNIT REQUEST S UMMA R Y
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
$ 70,713
$ 70,000
$ 72,000
$ 72,000
Supplies
22,786
18,700
23,000
23,000
Purchased Services
16,536
19,100
21,000
21,000
Fixed Charges
4,442
0
0
0
Contra Expense
1,089
- 4,500
- 2,000
- 2,000
Gross County Cost
$ 115,566
$ 103,300
$ 114,000
$ 114,000
Revenue
107,720
96,300
107,000
107,000
Net County Cost
$ 7,846
$ 7,000
$ 7,000
$ 7,000
Budget Positions
- -
- -
- -
- -
SUMMARY OF CHANGES: No significant changes are anticipated in this program for 2017.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
344
OLD AGE PENSION
(CONTINUED)
2100-42380
PERFORMANCE MEASURES
Work Outputs
Case Load
Efficiency Measures
Per capita cost (county support)
ACTUAL ESTIMATED PROJECTED
740 740 800
$ 0.027 $ 0.024 $ 0.023
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Human Services
goals following the Social Services Fund Summary.
345
BUDGET UNIT REQUEST S UMMA R Y
AGENCY/DEPARTMENT NAME: SOCIAL SERVICES
BUDGET UNIT TITLE AND NUMBER: Child Welfare and Administration - - 2100-42410
DEPARTMENT DESCRIPTION: Placement of children in kinship homes, substitute 24 -hour
care family foster homes, group homes, residential treatment centers, and residential child care
facilities.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
FINAL
NEXT FY
Personnel Services
$ 11,665,276
$ 11,300,000
$ 12,700,000
$ 12,700,000
Supplies
1,293,823
1,128,400
1,270,000
1,270,000
Purchased Services
2,271,757
2,600,000
2,300,000
2,300,000
Capital Outlay
0
0
0
0
Fixed Charges
329,574
322,000
322,000
322,000
Contra Expenses
- 348,058
- 400,000
- 350,000
- 350,000
Gross County Cost
$ 15,212,372
$ 14,950,400
$ 16,242,000
$ 16,242,000
Revenue
11,687,490
11,700,000
13,000,000
13,000,000
Net County Cost
$ 3,524,882
$ 3,250,400
$ 3,242,000
$ 3,242,000
Budget Positions
120.5
124.5
137
137
SUMMARY OF CHANGES: The Child Welfare Division is completing its third year of operations
under the IV -E Waiver Demonstration interventions. It is too early to accurately measure the
success of the project. However, placement durations and total costs continue to decrease. 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 twelve and one-half (12 %) additional positions prior to the
end of 2017. These positions would be funded through the Legislature's funding of additional
Child Welfare positions, state-wide, the IV -E Waiver, and the Child Welfare appropriation.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval with the following
Board direction.
At a work session of July 13, 2016, the department presented to the Board their position
requests for July 1, 2016. The outcomes of the meeting were that the Board wants Social
Services to focus on the essential activities and functions of child welfare and minimize or
eliminate the need of County resources.
The Board agreed to the following:
1. For the positions requested under the Statewide Workload Study (100 FTE), the
department is to move ahead and fill three positions if the salaries for the positions are
kept within the allocation award. These positions include the Foster Care Supervisor,
Child Welfare Intake Supervisor, Child Welfare Intake Caseworker — Journey Level.
346
CHILD WELFARE AND ADMINISTRATION
(CONTINUED)
2100-42410
FINANCE/ADMINISTRATION RECOMMENDATION (CONTINUED):
2. For those positions requested under the IV -E Waiver funds, the department is to move
forward with the positions only if:
a. There is a review of these positions to determine if they are needed and that their
need is tied to the ability of the Department to absorb these positions within the child
welfare block once the IV -E funding is concluded, which is on or about June 30,
2017,
b. If these positions are necessary to provide a phase -out plan of positions funded
through IV -E resources and which are to be paid for by the child welfare block and
core services funding and prioritize our needs. This phase -out plan would primarily
include phasing out positions through attrition and minimizing the need of lay-offs;
and
c. A list of strategies and actions steps for the Board's review were to be identified and
that these strategies and actions steps would be used primarily to build resources for
child welfare (i.e., Federal support to continue the IV -E dollars for current purposes
within the IV -E Waiver Plan rather than high -end foster care placements), to target
uses of our child welfare block in essential services (i.e., discussions with Judge
Hartman regarding inappropriate usage of our resources through court orders); and
to identify unfunded mandates that need to be dealt with at the Federal and State
levels.
BOARD ACTION: Board approved 12.5 positions: Foster Care Supervisor, Intake Supervisor,
Trainer, 2 -Kinship Coordinators, 4 -Family Engagement Practitioners, 2 -Family Finders, and Core
Service Coordinator. Family Facilitators (Grade 33) were reclassified to Family Engagement
Practitioners (Grade 36), 2 -Recovery Specialists upgraded from Grade 25 to 27, North and South
County Operations Managers upgraded from Grade 40 to 42, and Investigations Manager
upgraded from Grade 35 to 37. All other items approved as recommended.
PERFORMANCE MEASURES
Work Outputs
Average Case Load
Efficiency Measures
FTE's per 10,000/capita
Per capita cost (county support)
ACTUAL ESTIMATED PROJECTED
2,077 2,100 2,150
4.206 4.192 4.454
$ 12.303
$ 10.944 $ 10.540
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: 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
$ 694,250
$ 750,000
$ 900,000
$ 900,000
Supplies
8,082
8,000
8,000
8,000
Purchased Services
0
0
0
0
Fixed Charges
326,618
300,000
330,000
330,000
Contra Expense
- 6,533
0
0
0
Gross County Cost
$ 1,022,417
$ 1,058,000
$ 1,238,000
$ 1,238,000
Revenue
704,409
718,000
850,000
850,000
Net County Cost
$ 318,008
$ 340,000
$ 388,000
$ 388,000
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 more timely basis. The hiring and
re-classification of Parent Education Center positions will initially decrease vacancy savings and
increase personnel costs, but should also reduce direct program costs paid to external
contractors.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
348
CORE SERVICES
(CONTINUED)
2100-42415
PERFORMANCE MEASURES
Work Outputs
Case Load
Efficiency Measures
Per capita cost (county support)
ACTUAL ESTIMATED PROJECTED
250 250 280
$1.110 $1.145 $1.261
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Human Services
goals following the Social Services Fund Summary.
349
BUDGET UNIT REQUEST S UMMA R Y
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
$ 528,367
$ 500,000
$ 570,000
$ 570,000
Supplies
17,366
1,000
5,000
5,000
Purchased Services
58,693
90,000
50,000
50,000
Fixed Charges
356
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 604,782
$ 591,000
$ 625,000
$ 625,000
Revenue
463,356
472,800
500,000
500,000
Net County Cost
$ 141,426
$ 118,200
$ 125,000
$ 125,000
Budget Positions
5
5
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 two years,
it was tied very closely to that allocation. Beginning with SFY 15-16, the allocation stands, largely,
on its own for all but the close-out process.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
350
ADULT PROTECTIVE SERVICES
(CONTINUED)
2100-42450
PERFORMANCE MEASURES
Work Outputs
Referrals Reviewed
Efficiency Measures
Per capita cost (county support)
ACTUAL ESTIMATED PROJECTED
763 910 1,057
$ 0.494 $ 0.398 $ 0.406
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Human Services
goals following the Social Services Fund Summary.
351
BUDGET UNIT REQUEST S UMMA R Y
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
$ 2,737
$ 0
$ 0
$ 0
Supplies
0
0
0
0
Purchased Services
120,452
155,000
160,000
160,000
Fixed Charges
0
0
0
0
Contra Expenses
- 4,042
0
0
0
Gross County Cost
$ 119,147
$ 155,000
$ 160,000
$ 160,000
Revenue
149,999
155,000
160,000
160,000
Net County Cost
$ - 30,852
$ 0
$ 0
$ 0
Budget Positions
0
0
0
0
SUMMARY OF CHANGES: No significant changes to this program are anticipated for 2017. The
Eligibility Determination activities associated with this program are contracted to Discover
Goodwill.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
352
LEAP ADMINISTRATION
(CONTINUED)
2100-42610/42620
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Case Load
Efficiency Measures
FTE's per 10,000/capita
Per capita cost (county support)
2,522 2,500 2,500
0
0 0
$0 $0 $0
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Human Services
goals following the Social Services Fund Summary.
353
BUDGET UNIT REQUEST S UMMA R Y
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
23,459
18,500
21,000
21,000
Contra Expense
0
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 23,459
$ 18,500
$ 21,000
$ 21,000
Revenue
0
0
0
0
Net County Cost
$ 23,459
$ 18,500
$ 21,000
$ 21,000
Budget Positions
- -
- -
- -
- -
SUMMARY OF CHANGES: No significant changes are anticipated for this program during 2017.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
354
GENERAL ASSISTANCE
(CONTINUED)
2100-42700
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Case Load excluding shelter (Average) 11 10 10
Efficiency Measures
Per capita cost (county support) $ 0.082 $ 0.062 $ 0.068
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Human Services
goals following the Social Services Fund Summary.
355
356
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
2017 Revenue
Total $11,977,154 (2016 $15,489,955)
General Fd Trfs
$4,869,653
41%
Solid Waste Trfs
$643,428 Chg for Services
$748,200
6%
5%
Fund Balance
$1,127,000 Miscellaneous
10% $24,700
0%
Federal/State
$3,953,823
Licenses& 33%
Permits
$610,350
5%
357
HEALTH FUND
2017 Expenditures
Total $10,850,154 (2016 $10,189,955)
Administration
$195,000
2%
Envirnmental
Health Services
$3,257,970
30%
$6,000,000
$5,000,000
$4,000,000
$3,000,000
$2,000,000
$1,000,000
$0
Health
Communication
$1,877,884
17%
Health
Preparedness
$287,832
3%
Community Health
Services
$5,231,468
48%
Expenditure Changes
c 9
ar ate.
a\deP
e
4
ee"
358
SEVEN YEAR TREND
Health Subsidy
MILLIONS
2011 2012 2013 2014 2015 2016 2017
359
PUBLIC HEALTH & ENVIRONMENT FUND SUMMARY
Together, we are working to make Weld County
a healthy place to live, learn, work and play.
Public health is the science and art of preventing disease, prolonging life, promoting health and
protecting the environment through the organized efforts and informed choices of society,
organizations (public and private), communities and individuals.
The 2017 budget is reflective of the department -wide
2016-2019 strategic plan that focuses primarily on a
key priority of integrating select core public health
services in our community to better achieve
sustainability, enhance quality, and control costs.
Achievement of this priority will be accomplished
through three selected goals: formal integration of
health services into an established and enduring
community system of care; supporting the community
in addressing behavioral health issues, including
mental health and substance abuse; and increasing
communication channels, both internally and within
the community, through the use of technology and
other means.
In support of these strategic goals, budgetary planning
for 2017 includes an emphasis on funding technology
improvements and additions 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 both our urban and
rural citizens of Weld County while controlling costs and meeting budget targets.
The budget proposal also supports the Department's continuing commitment to performance
management, a cornerstone of public health accreditation. The Department's performance
management system embeds a continuous system focused on assessment, planning, essential
services, quality improvement, and workforce development to achieve its strategic priorities while
contributing to achieving the County's overarching service and efficiency goals.
The Health Department's 2017 budget was prepared to ensure adequate resources will be
available to achieve Weld County's and the Health Department's strategic goals and priorities,
allow for the efficient and effective provision of the ten essential public health services, enable
core public health functions to be fulfilled on behalf of the residents of Weld County, and maintain
a fundamental readiness and ability to respond to public health emergencies that may occur. The
department accomplishes this through continuous fiscal diligence and commitment to being
efficient financial stewards of taxpayers' trust and resources and in accordance with the Board's
directive to deliver efficient government to the residents of Weld County. The Department's net
county cost target budget for 2017 was established at $4,869,653 by the Weld County Director of
Finance and Administration and Board of County Commissioners. This target included a flat
budget over 2016's approved budget with a modest cost of living increase for 2017. Available
funding was allocated among the Department's five divisions (Administration, Environmental
Health Services, Health Communication, Education and Planning, Public Health Emergency
360
Preparedness and Response and Public Health Services) in order to achieve the goals of
preserving, promoting and protecting the health and environment of current residents and future
generations in Weld County.
The Department again achieved its goal of preparing its budget for FY2017 with level funding
except for increases related to projected cost of living adjustments, step increases and benefit
adjustments (PERA, Medicare and health insurance costs) in 2017. Highlights of changes in the
2017 budget include:
• Increased revenues. Overall, revenues are expected to increase by approximately 5.8%
in 2017. The Administration division is projecting increased revenues of approximately 8%
from its vital records sales in 2017. Both the Environmental Health and Public Health
Services divisions are projecting slight increases in Medicaid reimbursements in our
medical lab and clinical operations as a result of increased enrollment in Medicaid due to
the Affordable Care Act. The clinical operations continue to project very slight increases
in health insurance reimbursements primarily in the immunization program. Environmental
Health is projecting a sizeable increase in fee income for food establishment license fees
and a modest increase in the Solid Waste fund transfer to Waste and Household
Hazardous Waste.
• Increased grant activity and funding. In 2017, four of our five divisions are expected to
experience increases in grant revenue and corresponding grant deliverable activities
(expenditures). Grant funding in the Public Health Preparedness division will decline
slightly (2.99%) as a result of decreased Federal pass -through grant funding for these
activities.
• FTE increase of 2.775. With the approval of the Board, during 2016 increased grant activity
resulted in an overall net increase of 2.625 FTE in the Health Communication division.
Staffing adjustments in the Public Health Services division resulted in an increase of 0.65
FTE during 2016 as the department shifted from rehiring part-time nurses to hiring full-time
nurses as part of a strategy to reduce costs that are associated with staffing part-time
personnel. No new positions are being requested as part of the 2017 budgeting process.
• Reduced health insurance costs. The department is projecting a decrease in health
insurance costs in 2017. This is primarily due to enrollment changes related to reductions
in family coverage, with the assumption that mandated coverages are becoming available
elsewhere. To a lesser extent, a reduction in health insurance costs is attributable to Weld
County's benefits structure and a shift in the department's workforce from part-time
employees to full-time employees.
• Increased Information Technology Costs. Based on costs incurred in 2015, information
technology cost projections were significantly increased (by $236,729) in 2017.
• Increased Equipment (Small and Capitalized) Costs. All divisions are projecting higher
equipment costs as a result of the department's proposed technology refresh and
implementation projects in 2017.
361
PUBLIC HEALTH
SUMMARY OF REVENUES
2017
Fund Oro Acct
Account Title
2016
Budget
2017 2017 2017
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
253211 41300 4321 MEDICAID
255211 41300 4321 MEDICAID
2560 41400 4321 MEDICAID
255810 41300 4336 REIMBURSEMENTS
2500 41100 4340 GRANTS
2517 41210 4340 GRANTS
2521 41210 4340 GRANTS
2522 41210 4340 GRANTS
2523 41210 4340 GRANTS
2525 41210 4340 GRANTS
2528 41210 4340 GRANTS
251010 41210 4340 GRANTS
252710 41210 4340 GRANTS
2535 41300 4340 GRANTS
2537 41300 4340 GRANTS
253211 41300 4340 GRANTS
253310 41300 4340 GRANTS
253910 41300 4340 GRANTS
254311 41300 4340 GRANTS
254911 41300 4340 GRANTS
255211 41300 4340 GRANTS
2560 41400 4340 GRANTS
256410 41400 4340 GRANTS
2580 41500 4340 GRANTS
258110 41500 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
2560 41400 4410 CHARGE FOR SERVICES
TOTAL CHARGE FOR SERVICE
MISCELLANEOUS
2560 41400 4510 FINES
2530 41300 4690 DONATIONS
2535 41300 4690 DONATIONS
253211 41300 4690 DONATIONS
254311 41300 4690 DONATIONS
TOTAL MISCELLANEOUS
TRANSFER
2560 41400 712700 TRANSFER
TOTAL PUBLIC HEALTH
218,600 294,000 294,000 294,000
335,400 316,350 316,350 316,350
554,000 610,350
610,350 610,350
47,000 38,800 38,800 38,800
33,500 31,000 31,000 31,000
62,200 55,000 55,000 55,000
153,300 200,000 200,000 200,000
50,000 50,000 50,000 50,000
47,000 77,500 77,500 77,500
54,352 54,352 54,352 54,352
402,583 412,498 412,498 412,498
318,903 318,903 318,903 318,903
12,000 12,500 12,500 12,500
84,060 0 0 0
0 199,527 199,527 199,527
67,000 116,785 116,785 116,785
85,748 85,750 85,750 85,750
147,901 147,901 147,901 147,901
128,500 96,500 96,500 96,500
98,836 98,836 98,836 98,836
15,000 0 0 0
149,328 169,892 169,892 169,892
190,554 191,432 191,432 191,432
65,500 57,500 57,500 57,500
152,834 158,382 158,382 158,382
135,000 135,000 135,000 135,000
782,417 829,566 829,566 829,566
70,500 55,500 55,500 55,500
130,000 130,000 130,000 130,000
47,000 0 0 0
190,811 230,699 230,699 230,699
4,537,102 4,869,653 4,869,653 4,869,653
8,258,929 8,823,476 8,823,476 8,823,476
180,000
73,200
94,400
57,800
328,000
733,400 748,200
195,000
80,700
90,000
60,000
322,500
195,000
80,700
90,000
60,000
322,500
748,200 748,200
195,000
80,700
90,000
60,000
322,500
5,000
1,200
30
17,600
0
7,500
800
100
16,000
300
7,500
800
100
16,000
300
24,700 24,700
7,500
800
100
16,000
300
23,830 24,700
619,796 643,428
643,428 643,428
10,189, 955 10, 850,154
10, 850 ,154 10, 850 ,154
362
PUBLIC HEALTH
SUMMARY OF EXPENDITURES
2017
Fund Org Expenditure Function
2500 41100 ADMINISTRATION
251010 41210 GENERAL HEALTH EDUCATION
2517 41210 GENERAL HEALTH EDUCATION
2520 41210 GENERAL HEALTH EDUCATION
2521 41210 GENERAL HEALTH EDUCATION
2522 41210 GENERAL HEALTH EDUCATION
2523 41210 GENERAL HEALTH EDUCATION
2525 41210 GENERAL HEALTH EDUCATION
252710 41210 GENERAL HEALTH EDUCATION
2528 41210 GENERAL HEALTH EDUCATION
2530 41300 NURSING
253211 41300 NURSING
253310 41300 NURSING
2535 41300 NURSING
2537 41300 NURSING
253910 41300 NURSING
254311 41300 NURSING
254911 41300 NURSING
255211 41300 NURSING
255810 41300 NURSING
2560 41400 ENVIROMENTAL
256410 41400 ENVIROMENTAL
2580 41500 PUBLIC HEALTH PREPAREDNESS
258110 41500 PUBLIC HEALTH PREPAREDNESS
TOTAL PUBLIC HEALTH
2016 2017 2017 2017
Budget Request Recommend Final
180,000 195,000 195,000 195,000
156,961 153,343 153,343 153,343
324,269 327,534 327,534 327,534
772,947 813,475 813,475 813,475
16,351 25,261 25,261 25,261
89,271 0 0 0
0 215,763 215,763 215,763
73,929 144,307 144,307 144,307
164,208 101,796 101,796 101,796
95,255 96,405 96,405 96,405
735,207 938,800 938,800 938,800
1,292,612 1,313,775 1,313,775 1,313,775
433,921 521,466 521,466 521,466
644,475 638,431 638,431 638,431
19,291 0 0 0
281,520 299,317 299,317 299,317
206,843 201,232 201,232 201,232
261,715 247,918 247,918 247,918
923,151 998,956 998,956 998,956
71,427 71,573 71,573 71,573
3,009,024 3,116,798 3,116,798 3,116,798
133,352 141,172 141,172 141,172
58,192 47,133 47,133 47,133
246,034 240,699 240,699 240,699
10,189,955 10,850,154 10,850,154 10,850,154
363
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
$ 7,145,224
$ 7,895,512
$ 8,216,864
$ 8,216,864
Supplies
472,330
570,077
652,629
652,629
Purchased Services
1,268,676
1,887,491
2,144,181
2,144,181
Fixed Charges
632,500
883,602
841,732
841,732
Contra Expense
-826,330
-1,046,727
-1,047,952
-1,047,952
Capital
40,095
0
42,700
42,700
Gross County Cost
$ 8,732,495
$ 10,189,955
$ 10,850,154
$ 10,850,154
Revenue/Fund Bal.
1,912,199
5,652,853
5,980,501
5,980,501
Net County Cost
$ 6,820,296
$ 4,537,102
$ 4,869,653
$ 4,869,653
Budgeted Positions
91.700
93.350
96.125
96.125
SUMMARY OF CHANGES: See individual units.
FINANCE/ADMINISTRATION RECOMMENDATION: See individual units.
BOARD ACTION: See individual units.
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
See individual budget units
Efficiency Measures
FTE's per 10,000/capita
Per capita cost (county support)
3.20 3.14 3.125
$23.81 $15.28 $15.83
364
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
365
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
$ 751,447
$ 838,274
$ 827,674
$ 827,674
Supplies
5,635
33,650
57,650
57,650
Purchased Services
58,686
140,250
98,550
98,550
Fixed Charges
0
0
0
0
Contra Expense
-617,251
-832,174
-831,574
-831,574
Capital
0
0
42,700
42,700
Gross County Cost
$ 198,517
$ 180,000
$ 195,000
$ 195,000
Revenue
198,517
180,000
195,000
195,000
Net County Cost
$ 0
$ 0
$ 0
$ 0
Budgeted Positions
8.0
10.0
10.0
10.0
SUMMARY OF CHANGES: In Personnel Services there is a $10,600 (-1.26%) projected
decrease in Personnel Services costs for 2017. This net decrease is the result of decreased
health insurance costs (changes to enrolled family members) and increases in salaries and
benefits due to step increases and a possible cost of living adjustment in 2017.
The department is proposing an increase of $24,000 in the Supplies category primarily due to the
purchase of small items of equipment as we add and/or replace outdated technology in the
Boardroom and several conference rooms in the building. Purchased Services will decrease by
$41,700 since the department has completed a majority of the periodic three-year strategic
planning process activities and Public Health accreditation activities and payment of fees.
Furthermore, the department reduced the allocated costs of postage and phones by more direct
charges to Health department divisions in 2015 and 2016. These reductions, however, were offset
by a significant increase in the projected data processing charges.
In 2017, as part of the efforts to refresh technology in the Health Department, a few items of
equipment will fall into the capital expenditures category and have budgeted $42,700 accordingly.
There will be a decrease of 0.07%, or $600, in contra expenditures that will be reallocated to the
divisions of the Health Department. This negligible decrease is due to the projected increase in
revenues of approximately 8%, or $15,000, from the sale of birth and death certificates and the
overall cost savings in the Administration division.
366
HEALTH ADMINISTRATION
(CONTINUED)
2500-41100
SUMMARY OF CHANGES (CONTINUED): The department anticipates the birth and death
certificate issuance volume to maintain at historical levels and are, therefore adjusting the revenue
projections by $15,000, which is an 8.33% increase over prior years' budgeted revenue
expectations.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Birth / Death Certificates issued
Efficiency Measures
FTE's per 10,000/capita
Per capita cost
17,536
17,500 17,500
.279 .342
$2.14 $2.84
.325
$2.70
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Health goals
following Department of Public Health and Environment Budget Review Summary.
367
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
394,558
402,583
412,498
412,498
Net County Cost
$ -394,558
$ -402,583
$ -412,498
$ -412,498
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
$9,915, or 2.46%.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
368
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
$ 967,216
$ 1,101,788
$ 1,289,461
$ 1,289,461
Supplies
22,940
26,137
29,244
29,244
Purchased Services
157,176
420,463
402,886
402,886
Fixed Charges
98,404
144,803
156,293
156,293
Contra Expense
0
0
0
0
Gross County Cost
$ 1,245,736
$ 1,693,191
$ 1,877,884
$ 1,877,884
Revenue
688,764
844,112
977,866
977,866
Net County Cost
$ 556,972
$ 849,079
$ 900,018
$ 900,018
Budget Positions
11.75
13.75
16.375
16.375
SUMMARY OF CHANGES: Overall, Net County Cost is proposed to increase by $50,939. The
increase is primarily due to increased costs in Personnel (cost of living adjustments and staffing
increases), and Fixed Charges (overhead). Each Resource is explained in more detail below:
Personnel Services in the HCEP Division increased by 2.625 FTE during 2016. The HCEP
Division gained a new 1.0 FTE from a new youth drug use prevention grant; a 0.25 FTE increase
in hours of a current position (fully reimbursable from the Cooking Matters grant); and 1.375 FTE
in new adult part-time chaperones for the FDA tobacco program, which are part of new contract
provisions and fully reimbursable by the grant. All position increases were previously approved
by the Board. Personnel Services are proposed to increase by $187,673, which is attributable to
the above referenced FTE increases, COLA projections, and step increases.
369
HEALTH COMMUNICATION SECTION
(CONTINUED)
2520-41210
SUMMARY OF CHANGES (CONTINUED): Proposed increases in expenditures for Supplies
($3,107) and Fixed Charges ($11,490) are a result of increased activity for a new youth drug use
prevention grant and increased funding and staffing in a healthy cooking promotion program.
Decreased costs in Purchased Services ($20,877) are the result of the termination of two state
grants which completed their project cycle.
Overall Revenue will increase by $133,754 due to the increased grant activity in HCEP.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. Increase in staff is
required by new grants and supported by grant revenues.
BOARD ACTION: Approved as recommended.
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
# residents reached by the classes, programs 170,000 175,000 178,000
News release exposure 700,000 720,000 750,000
Efficiency Measures
FTE's per 10,000/capita .410 .402 .532
Per capita cost (county support) $2.85 $2.90 $2.92
Effectiveness results
Reduction in motor vehicle fatalities. 55 35 35
Reduction in teen birth rate for
15 - 17 yr. olds -- MCH data 19/1,000 18/1,000 18/1,000
Number of obese/overweight adults — CHA data 64% 64% 65%
Adult Smoking rates -- CHA data 14.0% 14.0% 13.4%
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Health goals
following Department of Public Health and Environment Budget Unit Request Summary.
370
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
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
FINAL
NEXT FY
Personnel Services
$ 2,931,554
$ 3,299,453
$ 3,437,257
$ 3,437,257
Supplies
248,686
312,288
350,795
350,795
Purchased Services
544,176
814,043
1,028,462
1,028,462
Fixed Charges
313,627
444,378
414,954
414,954
Contra Expense
0
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 4,038,043
$ 4,870,162
$ 5,231,468
$ 5,231,468
Revenue
2,395,236
2,234,051
2,317,660
2,317,660
Net County Cost
$ 1,642,807
$ 2,636,111
$ 2,913,808
$ 2,913,808
Budgeted Positions
43.700
41.35
42.00
42.00
SUMMARY OF CHANGES: Personnel Services expenditures are projected to increase by
4.18%. This is due, in part, to the approved increase in FTE during 2016, from 41.35 to 42.0 as
a result of transitioning from part-time nurses to full-time nurses as positions are vacated and
refilled. The increase of $137,804 is also attributable to planned step increases and a possible
cost of living increase in 2017.
Services and supplies have increased by $252,926. 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. The department is also projecting
increases in information technology charges as a result of higher costs associated with electronic
health record used for clinical charting and billing in the Public Health Services division.
Fixed Charges decreased by $29,424, or 6.62%, in this category, primarily due to a reduction in
projected administration overhead costs.
Overall revenue is expected to increase by $83,609 or approximately 3.74%. This is primarily
due to increases in both Medicaid and grant funding in many of our Public Health Services
programs.
371
PUBLIC HEALTH SERVICES
(CONTINUED)
2500-41300
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Immunizations/Communicable Disease (North) 5,378
Immunizations/Communicable Disease (South) 586
Travel Clinic 497
Combination Grant
RACK — Elementary school visits
HCW - Educational Outreach visits
HPV — Educational Outreach visits
Outreach Events
Telethon Contacts — Outreach calls
Tuberculosis
Healthy Communities
Mobil Unit — Outings
Family Planning
MD Clinic
Nurse Home Visits
MCH — HCP-CC
Clients Served
Direct referrals received
Sexually Transmitted Infection
Women's Wellness Connection (WWC)
Wise Woman
WWC — Targeted Outreach
Community Outreach Programs
Efficiency Measures
FTE's per 10,000/capita 1.53
Per capita cost (county support) $5.73
5,400 5,500
650 700
490 490
0 3 3
0 5 5
0 2.5 2.5
12 12 12
5,500 5,600 5,700
930 1,000 1,100
22,200 23,000 25,000
137 150 150
3,380 3,430 3,500
242 250 250
3,391 3,400 3,400
295 350 375
88 100 120
279 360 375
113 120 120
0 80 110
0 5,075 5,150
490 505 540
1.39 1.37
$8.88 $9.47
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Health goals
following Department of Public Health and Environment Budget Unit Request Summary.
372
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
$ 2,274,073
$ 2,421,191
$ 2,450,893
$ 2,450,893
Supplies
194,379
194,750
211,550
211,550
Purchased Services
496,932
472,622
556,587
556,587
Fixed Charges
200,917
268,366
255,318
255,318
Contra Expense
-209,079
-214,553
-216,378
-216,378
Capital
40,095
0
0
0
Gross County Cost
$ 2,997,316
$ 3,142,376
$ 3,257,970
$ 3,257,970
Revenue
1,862,885
1,754,296
1,846,778
1,846,778
Net County Cost
$ 1,134,431
$ 1,388,080
$ 1,411,192
$ 1,411,192
Budgeted Positions
25.75
25.75
25.75
25.75
SUMMARY OF CHANGES: Overall, Net County Cost is proposed to increase by $23,112. The
increase is due to increased costs in Personnel Services, Supplies, and Purchased Services, with
a corresponding offset by an almost equivalent increase in revenue. Personnel Services
expenses have increased by $29,702. The increase is due to planned step increases and
anticipated COLA.
The EHS Division's request for Supplies has increased by 9% or $16,800. This increase is due
primarily to increased consumable costs in the laboratory medical testing programs along with an
increase for equipment in the food and septic programs. The Division's request for Purchased
Services increased by $93,965 or 20%. This increase is due primarily to an increased cost
allocation for IT support ($35,065), additional training funds ($8,900), allocated costs for phones
($22,363), and increased expenses related to local travel and vehicle maintenance ($13,124).
The Fixed Charges request has decreased by $13,048 or 5%.
Revenue is expected to increase by $92,482. This increase is primarily due to the legislature
increasing retail food establishment license fees ($75,500) and an increased transfer of $23,632
from the Solid Waste fund for the Waste and HHW programs.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
373
ENVIRONMENTAL HEALTH SERVICES
(CONTINUED)
2560-41400
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs*
Food inspections, activities, complaints 3,730 3,900 3,900
Laboratory analyses 17,946 18,000 18,500
Household Hazardous Waste Disposed (#'s) 466,526 510,000 510,000
Environmental Planning Reviews 573 562 573
I.S.D.S. permits and inspections 1,493 1,200 1,493
Waste inspections, complaints, spill reports 264 300 264
Biosolids Inspections, activities, complaints 174 175 175
Efficiency Measures
FTE's per 10,000/capita .899 .867 .837
Per capita cost (county support) $3.96 $4.67 $4.59
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Health goals
following Department of Public Health and Environment Budget Unit Request Summary.
374
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
$ 220,934
$ 234,806
$ 211,579
$ 211,579
Supplies
690
3,252
3,390
3,390
Purchased Services
11,707
40,113
57,696
57,696
Fixed Charges
19,552
26,055
15,167
15,167
Capital
0
0
0
0
Gross County Cost
$ 252,883
$ 304,226
$ 287,832
$ 287,832
Revenue
231,583
237,811
230,699
230,699
Net County Cost
$ 21,300
$ 66,415
$ 57,133
$ 57,133
Budgeted Positions
2.5
2.5
2.0
2.0
SUMMARY OF CHANGES: There will be a reduction in budgeted positions by 0.5 FTE. This
decrease in staffing is due to lower funding from the State and a shift of some overall division
staffing allocation to the Health Communication (41210) budget.
An increase in Supplies of $138 and Purchased Services by $17,483 is due to proposed increased
expenditures for equipment and medical response equipment. Due to the reduction of FTE in this
division, there will be a reduction in Fixed Charges (overhead allocation) of $10,888. Revenue
(grant funding from the State of Colorado) has decreased by $7,112. Net county cost is lower by
$9,282 due to decreased staffing and resultant reduced activities and expenditures.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
375
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)
.087 .084 .070
$0.07 $0.22 $0.20
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Health goals
following Department of Public Health and Environment Budget Unit Request Summary.
376
SEVEN YEAR TREND
Human Services
$10
$9
$8
$7
$6
co
z
2 $5
J
J_
E
$4
$3
$2
$1
$0
2011
2012
2013
2014
2015
2016
2017
377
HUMAN SERVICES FUND SUMMARY
The Human Services Fund is funded at $8,166,338 for 2017, which is down $180,474 or 2.16
percent from the previous year. There are shifts in funding by program. The Community Services
Block Grant is down $165,051, and Senior Nutrition programs are up $1,977. Department of Labor
programs are down $136,475. Area Agency on Aging is up $131,426 or 3.78 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 2017 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
$2,526,600 for 2017. In addition, the Job Service contract will be $1,063,200 up $146,725.
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 2017 funding levels:
Area Agency on Aging
Senior Nutrition
CSBG
$ 3,608,450
$ 671,977
$ 296,111
In the above programs, Weld County must continue to be responsive and reactive to federal and
state administrative and budget changes in 2017.
378
HUMAN SERVICES
SUMMARY OF REVENUES
2017
Fund Oro Acct
Account Title
2016
Budget
2017 2017 2017
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 61410 4320 FEDERAL GRANTS
2625 61420 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
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 61725 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 61850 4340 GRANTS
2650 61855 4340 GRANTS
2650 61860 4340 GRANTS
2650 61865 4340 GRANTS
2650 61870 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 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 FUND
115,000 145,000 145,000 145,000
50,000 79,545 79,545 79,545
32,244 75,005 75,005 75,005
O 7,985 7,985 7,985
879,700 677,400 677,400 677,400
72,100 0 0 0
565,800 415,800 415,800 415,800
109,200 0 0 0
37,000 415,800 415,800 415,800
244,500 180,000 180,000 180,000
551,500 540,000 540,000 540,000
916,475 1,063,200 1,063,200 1,063,200
63,300 23,700 23,700 23,700
22,700 8,800 8,800 8,800
11,100 8,800 8,800 8,800
336,762 133,511 133,511 133,511
23,500 88,800 88,800 88,800
3,800 32,500 32,500 32,500
87,649 147,755 147,755 147,755
53,700 70,000 70,000 70,000
900 40,896 40,896 40,896
14,900 13,088 13,088 13,088
1,400 13,087 13,087 13,087
12,800 0 0 0
54,000 33,000 33,000 33,000
46,100 22,500 22,500 22,500
18,404 10,000 10,000 10,000
295,000 322,509 322,509 322,509
50,000 79,545 79,545 79,545
13,161 13,278 13,278 13,278
0 2,266 2,266 2,266
1,895,000 1,395,950 1,395,950 1,395,950
16,515 15,453 15,453 15,453
59,187 465,332 465,332 465,332
12,200 16,904 16,904 16,904
77,321 37,500 37,500 37,500
O 40,000 40,000 40,000
9,639 10,000 10,000 10,000
183,700 105,638 105,638 105,638
94,000 118,753 118,753 118,753
106,700 50,500 50,500 50,500
108,600 96,834 96,834 96,834
59,100 43,525 43,525 43,525
10,300 10,300 10,300 10,300
27,400 67,500 67,500 67,500
36,200 0 0 0
8,800 71,800 71,800 71,800
63,700 56,000 56,000 56,000
53,500 65,000 65,000 65,000
O 70,872 70,872 70,872
O 910 910 910
90,600 10,000 10,000 10,000
31,100 25,380 25,380 25,380
198,204 124,000 124,000 124,000
0 37,210 37,210 37,210
0 134,750 134,750 134,750
12,351 12,351 12,351 12,351
7,836,812 7,746,232
7,746,232 7,746,232
190,000 222,800 222,800 222,800
160,000 74,800 74,800 74,800
0 77,128 77,128 77,128
350,000 374,728
160,000 45,378
374,728 374,728
45,378 45,378
8,346,812 8,166,338
8,166,338 8,166,338
379
HUMAN SERVICES
SUMMARY OF EXPENDITURES
2017
Fund Org Expenditure Function
2625 61401 WIOA ADULT
2625 61410 WIOA H1 B
2625 61420 WIOA DILOCATED WORKER
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
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 61725 AAA PART B ADULT DAY 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 N S I P
2650 61755 AAA C 2
2650 61760 AAA PART D
2650 61765 AAA C H F
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 61850 AAA STATE OMBUDSMAN
2650 61855 AAA STATE HOMEMAKER
2650 61860 AAA STATE PERSONAL CARE
2650 61865 AAA STATE OUTREACH
2650 61870 AAA STATE ADULT DAY CARE
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 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
2016 2017 2017
Budget Request Recommend
879,700 677,400 677,400 677,400
72,100 0 0 0
565,800 415,800 415,800 415,800
109,200 0 0 0
37,000 415,800 415,800 415,800
244,500 180,000 180,000 180,000
551,500 540,000 540,000 540,000
916,475 1,063,200 1,063,200 1,063,200
190,000 222,800 222,800 222,800
160,000 74,800 74,800 74,800
100,000 160,106 160,106 160,106
53,700 70,000 70,000 70,000
900 40,896 40,896 40,896
14,900 13,088 13,088 13,088
1,400 13,087 13,087 13,087
12,800 0 0 0
54,000 33,000 33,000 33,000
46,100 22,500 22,500 22,500
18,404 10,000 10,000 10,000
570,000 512,887 512,887 512,887
50,000 79,545 79,545 79,545
50,000 79,545 79,545 79,545
13,161 13,278 13,278 13,278
32,244 75,005 75,005 75,005
0 2,266 2,266 2,266
0 7,985 7,985 7,985
16,515 15,453 15,453 15,453
9,639 10,000 10,000 10,000
183,700 105,638 105,638 105,638
94,000 118,753 118,753 118,753
106,700 50,500 50,500 50,500
108,600 96,834 96,834 96,834
59,100 43,525 43,525 43,525
10,300 10,300 10,300 10,300
27,400 67,500 67,500 67,500
36,200 0 0 0
8,800 71,800 71,800 71,800
63,700 56,000 56,000 56,000
53,500 65,000 65,000 65,000
0 148,000 148,000 148,000
0 910 910 910
90,600 10,000 10,000 10,000
31,100 25,380 25,380 25,380
198,204 124,000 124,000 124,000
0 37,210 37,210 37,210
0 134,750 134,750 134,750
12,200 16,904 16,904 16,904
77,321 37,500 37,500 37,500
0 40,000 40,000 40,000
1,895,000 1,395,950 1,395,950 1,395,950
59,187 465,332 465,332 465,332
63,300 23,700 23,700 23,700
22,700 8,800 8,800 8,800
11,100 8,800 8,800 8,800
336,762 133,511 133,511 133,511
23,500 88,800 88,800 88,800
3,800 32,500 32,500 32,500
8,346,812 8,166,338
2017
Final
8,166,338 8,166,338
380
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
$ 4,840,931
$ 4,743,744
$ 5,017,314
$ 5,017,314
Supplies
396,442
73,900
237,411
237,411
Purchased Services
2,513,557
3,529,168
2,911,613
2,911,613
Fixed Charges
9,347
0
0
0
Gross County Cost
$ 7,760,277
$ 8,346,812
$ 8,166,338
$ 8,166,338
Revenue
8,156,148
8,334,461
8,153,987
8,153,987
Net County Cost
$ - 395,871
$ 12,351
$ 12,351
$ 12,351
Budget Positions
80
82
84
84
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.
381
BUDGET UNIT REQUEST S UMMA R Y
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
$1,065,564
$ 800,000
$ 950,200
$ 950,200
Supplies
108,919
2,000
83,000
83,000
Purchased Services
35,639
114,475
30,000
30,000
Gross County Cost
$ 1,210,122
$ 916,475
$ 1,063,200
$ 1,063,200
Revenue
1,155,303
916,475
1,063,200
1,063,200
Net County Cost
$ 54,819
$ 0
$ 0
$ 0
Budget Positions
16
16
18
18
SUMMARY OF CHANGES: No significant changes are anticipated in this program for 2017. Staff
added mid -year.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended. Board approved the upgrade of Employment
Support Specialist from grade 28 to 31, and reclassification of Customer Navigator grade 16 to
Client Services Technician grade 19.
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
$ 4.224 $ 3.085 $ 3.456
48% 50% 50%
382
BUDGET UNIT REQUEST S UMMA R Y
AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND
BUDGET UNIT TITLE AND NUMBER: Summer Job Hunt - 2625-61461 [Formerly 60000-2627]
DEPARTMENT DESCRIPTION: Administer youth employment program for the summer months.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
FINAL
NEXT FY
Personnel Services
$ 37,885
$
0
$
0
$
0
Supplies
372
0
0
0
Purchased Services
1,743
0
0
0
Gross County Cost
$ 40,000
$
0
$
0
$
0
Revenue
40,000
0
0
0
Net County Cost
$ 0
$
0
$
0
$
0
Budget Positions
- -
- -
- -
- -
SUMMARY OF CHANGES: Weld County Employment Services has not received notification of
funding for the Summer Job Hunt program for 2017. 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
2,400 -
$ 0.140 -
1,200
PROJECTED
383
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: HUMAN SERVICES 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
$ 7,973
$
0
$
0
$
0
Supplies
0
0
0
0
Purchased Services
0
0
0
0
Gross County Cost
$ 7,973
$
0
$
0
$
0
Revenue
7,973
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
$ 0.028
384
BUDGET UNIT REQUEST S UMMA R Y
AGENCY/DEPARTMENT NAME: HUMAN SERVICES 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
$ 256,221
$ 256,900
$ 278,800
$ 278,800
Supplies
15,479
200
1,000
1,000
Purchased Services
552,641
694,700
397,600
397,600
Fixed Charges
0
0
0
0
Gross County Cost
$ 824,341
$ 951,800
$ 677,400
$ 677,400
Revenue
837,754
951,800
677,400
677,400
Net County Cost
$ - 13,413
$ 0
$ 0
$ 0
Budget Positions
6
6
6
6
SUMMARY OF CHANGES: No significant changes are anticipated in this program for 2017.
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
235 280 280
$ 2.877 $ 3.205 $ 2.202
65.0% 66.2% 66.2%
385
BUDGET UNIT REQUEST S UMMA R Y
AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND
WIOA (Youth) 2625-61450/61451
BUDGET UNIT TITLE AND NUMBER: [Formerly 60000-26371
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
$ 510,883
$ 437,600
$ 447,000
$ 447,000
Supplies
11,693
1,200
3,000
3,000
Purchased Services
241,340
357,200
270,000
270,000
Fixed Charges
0
0
0
0
Gross County Cost
$ 763,916
$ 796,000
$ 720,000
$ 720,000
Revenue
755,056
796,000
720,000
720,000
Net County Cost
$ 8,860
$ 0
$ 0
$ 0
Budget Positions
8
8
8
8
SUMMARY OF CHANGES: No significant changes are anticipated in this program for 2017.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Youth served 225 230 210
Efficiency Measures
Per capita cost $ 2.666 $ 2.680 $ 2.341
Effectiveness Measures (desired results)
Entered Employment rate (Older Youth) 65.0% 58.5% 58.5%
Skill Attainment rate (Younger Youth) 65.0% 62.0% 62.0%
386
BUDGET UNIT REQUEST S UMMA R Y
AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND
BUDGET UNIT TITLE AND NUMBER: 10% Incentive Grant (CIMS) 60000-2639
DEPARTMENT DESCRIPTION: To foster the development and continuous improvements of
the Weld County region workforce system.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
FINAL
NEXT FY
Personnel Services
$
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: This funding was not made available to local workforce centers for
the 2014-15 or 2015-16 State Fiscal Years and will likely continue to be unfunded during the 2016-
17 Year.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Efficiency Measures
Per capita cost
$0 $0 $0
387
BUDGET UNIT REQUEST S UMMA R Y
AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND
Workforce Investment Act
BUDGET UNIT TITLE AND NUMBER: (Statewide Activities Grant) 60000-2640
DEPARTMENT DESCRIPTION: These funds are incentive grants based on performance of the
WIOA programs and are used for staff training, administration, contracted services and other
programs.
RESOURCES
ACTUAL
LAST FY
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 2014-15 or 2015-16 State Fiscal Years and will likely continue to be unfunded during the 2016-
17 Year.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Efficiency Measures
Per capita cost
$0 $0 $0
388
BUDGET UNIT REQUEST S UMMA R Y
AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND
WIOA (Dislocated Worker Prog)
BUDGET UNIT TITLE AND NUMBER: 2625-61420/61430/61440 [Formerly 60000-2643]
DEPARTMENT DESCRIPTION: This program provides retraining for laid off clients.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
FINAL
NEXT FY
Personnel Services
$ 185,477
$ 280,000
$ 374,100
$ 374,100
Supplies
20,082
2,000
27,500
27,500
Purchased Services
239,079
430,000
430,000
430,000
Fixed Charges
518
0
0
0
Gross County Cost
$ 445,155
$ 712,000
$ 831,600
$ 831,600
Revenue
444,883
712,000
831,600
831,600
Net County Cost
$ 272
$ 0
$ 0
$ 0
Budget Positions
2
2
2
2
SUMMARY OF CHANGES: No significant changes are anticipated in this program for 2017.
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
165 140 140
$ 1.554 $ 2.397 $ 2.704
90.0% 66.8% 66.8%
389
BUDGET UNIT REQUEST S UMMA R Y
AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND
BUDGET UNIT TITLE AND NUMBER: Educational Lab - 2645-61200 [Formerly 60000-2645]
DEPARTMENT DESCRIPTION: This fund covers the cost of operating the Computer Education
Lab.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
FINAL
NEXT FY
Personnel Services
$ 146,649
$ 120,000
$ 133,500
$ 133,500
Supplies
87,628
40,000
71,800
71,800
Purchased Services
13,836
30,000
17,500
17,500
Gross County Cost
$ 248,113
$ 190,000
$ 222,800
$ 222,800
Revenue
291,312
190,000
222,800
222,800
Net County Cost
$ - 43,199
$ 0
$ 0
$ 0
Budget Positions
4
4
4
4
SUMMARY OF CHANGES: No significant changes are anticipated in this program for 2017.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
PERFORMANCE MEASURES
Work Outputs
Clients served
Efficiency Measures
Per capita cost
Effectiveness Measures (desired results)
GED's obtained
ACTUAL ESTIMATED PROJECTED
1,350 2,500 2,500
$ 0.866 $ 0.640 $ 0.724
120 120 120
390
BUDGET UNIT REQUEST S UMMA R Y
AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND
BUDGET UNIT TITLE AND NUMBER: AmeriCorps Prog - 2646-61300 [Formerly 60000-26461
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
$ 59,728
$ 150,000
$ 57,500
$ 57,500
Supplies
4,907
2,500
4,800
4,800
Purchased Services
6,773
7,500
12,500
12,500
Fixed Charges
4,162
0
0
0
Gross County Cost
$ 75,570
$ 160,000
$ 74,800
$ 74,800
Revenue
266,807
160,000
74,800
74,800
Net County Cost
$ - 191,237
$ 0
$ 0
$ 0
Budget Positions
1
1
1
1
SUMMARY OF CHANGES: No significant changes are anticipated in this program for 2017.
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. Board approved the upgrade of the WCYCC
Coordinator from grade 28 to grade 31.
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
$ 0.264 $ 0.539 $ 0.243
30 30 30
391
BUDGET UNIT REQUEST S UMMA R Y
AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND
Area Agency on Aging (Admin.) 2650-61700
BUDGET UNIT TITLE AND NUMBER: [Formerly 60000-2651]
DEPARTMENT DESCRIPTION: This Older American's Act Grant administers the Senior
programs of the Area Agency on Aging.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
FINAL
NEXT FY
Personnel Services
$ 77,653
$ 90,000
$ 153,300
$ 153,300
Supplies
403
0
0
0
Purchased Services
4,934
10,000
6,806
6,806
Gross County Cost
$ 82,990
$ 100,000
$ 160,106
$ 160,106
Revenue
86,498
87,649
147,755
147,755
Net County Cost
$ - 3,508
$ 12,351
$ 12,351
$ 12,351
Budget Positions
3
3
3
3
SUMMARY OF CHANGES: No significant changes are anticipated in this program for 2017.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended. Board approved the following upgrades in
positions also: Community Outreach Manager grade 35 to grade 40, 2-OLTC Supervisors grade
39 to grade 40, Program Supervisor -LTC Ombudsman grade 25 to grade 31, and Ombudsman
grade 20 to grade 23.
PERFORMANCE MEASURES
Work Outputs
Programs administered
Efficiency Measures
Per capita cost (other)
ACTUAL ESTIMATED PROJECTED
11 11 11
$ 0.290 $ 0.337 $ 0.521
392
BUDGET UNIT REQUEST S UMMA R Y
AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND
AAA (Support) 2650-61705/61710/61715/61720/61725/
BUDGET UNIT TITLE AND NUMBER: 61730/61735/61740/61745 [Formerly 60000-2652]
DEPARTMENT DESCRIPTION: This grant provides several contracted services to the elderly;
legal counseling, ombudsman services, homemaker services, personal care, peer counseling,
outreach, and transportation.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
FINAL
NEXT FY
Personnel Services
$ 54,745
$ 50,000
$ 37,571
$ 37,571
Supplies
0
0
0
0
Purchased Services
124,287
152,204
165,000
165,000
Gross County Cost
$ 179,032
$ 202,204
$ 202,571
$ 202,571
Revenue
179,032
202,204
202,571
202,571
Net County Cost
$ 0
$ 0
$ 0
$ 0
Budget Positions
4
4
4
4
SUMMARY OF CHANGES: No significant changes are anticipated in this program for 2017.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
393
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 1,700 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 600 650 797
Efficiency Measures
Per capita cost $ 0.625 $ 0.681 $ 0.659
Effectiveness Measures (desired results)
Work output goals are maintained Yes Yes Yes
394
BUDGET UNIT REQUEST S UMMA R Y
AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND
Area Agency on Aging (Congregate Meal Program)
BUDGET UNIT TITLE AND NUMBER: 2650-61750 [Formerly 60000-2653]
DEPARTMENT DESCRIPTION: This grant provides meals to the senior population at 23
nutrition sites around the county.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
FINAL
NEXT FY
Personnel Services
$ 137,961
$ 150,000
$ 130,687
$ 130,687
Supplies
21,692
20,000
12,200
12,200
Purchased Services
326,880
400,000
370,000
370,000
Fixed Charges
4,093
0
0
0
Gross County Cost
$ 490,626
$ 570,000
$ 512,887
$ 512,887
Revenue
490,746
570,000
512,887
512,887
Net County Cost
$ - 120
$ 0
$ 0
$ 0
Budget Positions
3
3
3
3
SUMMARY OF CHANGES: No significant changes are anticipated in this program for 2017.
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
$ 1.712 $ 1.919 $ 1.667
395
BUDGET UNIT REQUEST S UMMA R Y
AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND
Area Agency on Aging (Home Delivered Meals)/NSIP
BUDGET UNIT TITLE AND NUMBER: 2650-61751/61755 [Formerly 60000-2654]
DEPARTMENT DESCRIPTION: This grant provides home delivered meals through Meals on
Wheels.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
FINAL
NEXT FY
Personnel Services
$ 0
$ 0
$ 0
$ 0
Supplies
299
0
0
0
Purchased Services
134,494
100,000
159,090
159,090
Gross County Cost
$ 134,793
$ 100,000
$ 159,090
$ 159,090
Revenue
134,793
100,000
159,090
159,090
Net County Cost
$ 0
$ 0
$ 0
$ 0
Budget Positions
- -
- -
- -
- -
SUMMARY OF CHANGES: No significant changes are anticipated in this program for 2017.
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
396
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND
Area Agency on Aging (Health Services) 2650-61760
BUDGET UNIT TITLE AND NUMBER: [Formerly 60000-2655]
DEPARTMENT DESCRIPTION: This grant provides health services to the senior community.
This grant supports evidence -based health programs.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
FINAL
NEXT FY
Personnel Services
$ 9,639
$ 12,661
$ 13,000
$ 13,000
Supplies
0
0
0
0
Purchased Services
426
500
278
278
Gross County Cost
$ 10,065
$ 13,161
$ 13,278
$ 13,278
Revenue
10,237
13,161
13,278
13,278
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 2017.
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
397
BUDGET UNIT REQUEST S UMMA R Y
AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND
Area Agency on Aging (Co. Health Foundation)
BUDGET UNIT TITLE AND NUMBER: 2650-61765 [Formerly 60000-2656]
DEPARTMENT DESCRIPTION: This grant provides health services to the senior community,
providing long-term care information and assistance for individuals 18 years of age and older.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
FINAL
NEXT FY
Personnel Services
$ 21,306
$ 31,744
$ 74,005
$ 74,005
Supplies
0
0
0
0
Purchased Services
295
500
1,000
1,000
Gross County Cost
$ 21,601
$ 32,244
$ 75,005
$ 75,005
Revenue
96,605
32,244
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 2017.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
PERFORMANCE MEASURES
Efficiency Measures
Per capita cost
Effectiveness Measures (desired results)
Work output goals are maintained
ACTUAL ESTIMATED PROJECTED
$ 0.075 $ 0.109 $ 0.244
Yes Yes Yes
398
BUDGET UNIT REQUEST S UMMA R Y
AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND
Area Agency on Aging (Elder Abuse Grant)
BUDGET UNIT TITLE AND NUMBER: 2650-61770 [Formerly 60000-2657]
DEPARTMENT DESCRIPTION: This grant provides for educational training to the community
on elder abuse.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
FINAL
NEXT FY
Personnel Services
$ 2,228
$
0
$ 2,266
$ 2,266
Supplies
0
0
0
0
Purchased Services
0
0
0
0
Gross County Cost
$ 2,228
$
0
$ 2,266
$ 2,266
Revenue
2,228
0
2,266
2,266
Net County Cost
$ 0
$
0
$ 0
$ 0
Budget Positions
- -
- -
- -
- -
SUMMARY OF CHANGES: No significant changes are anticipated in this program for 2017.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
PERFORMANCE MEASURES
Work Outputs
Ombudsman Services
Efficiency Measures
Per capita cost
Effectiveness Measures (desired results)
Education of long term staff
ACTUAL ESTIMATED PROJECTED
20 0 20
$ 0.008 $0 $ 0.007
Yes
Yes Yes
399
BUDGET UNIT REQUEST S UMMA R Y
AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND
Area Agency on Aging (Special Ombudsman)
BUDGET UNIT TITLE AND NUMBER: 2650-61775 [Formerly 60000-2658]
DEPARTMENT DESCRIPTION: These funds supplement the ombudsman program.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
FINAL
NEXT FY
Personnel Services
$ 9,367
$
0
$ 7,985
$ 7,985
Supplies
0
0
0
0
Purchased Services
0
0
0
0
Gross County Cost
$ 9,367
$
0
$ 7,985
$ 7,985
Revenue
9,367
0
7,985
7,985
Net County Cost
$ 0
$
0
$ 0
$ 0
Budget Positions
- -
- -
- -
- -
SUMMARY OF CHANGES: No significant changes are anticipated in this program for 2017.
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 0 75
$ 0.033 $0 $ 0.026
Yes
Yes Yes
400
BUDGET UNIT REQUEST S UMMA R Y
AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND
Area Agency on Aging (Single Entry Point/HCA)
BUDGET UNIT TITLE AND NUMBER: 265995-61780/61790 [Formerly 60000-265995]
DEPARTMENT DESCRIPTION: This grant provides case management services to Medicaid
eligible clients.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
FINAL
NEXT FY
Personnel Services
$ 1,791,584
$ 1,785,000
1,819,000
1,819,000
Supplies
4,582
2,000
4,000
4,000
Purchased Services
38,920
167,187
38,282
38,282
Gross County Cost
$ 1,835,086
$ 1,954,187
$ 1,861,282
$ 1,861,282
Revenue
1,955,973
1,954,187
1,861,282
1,861,282
Net County Cost
$ - 120,887
$ 0
$ 0
$ 0
Budget Positions
30
32
32
32
SUMMARY OF CHANGES: No significant changes are anticipated in this program for 2017.
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
1,600 1,800 1,800
$ 6.405 $ 6.580 $ 6.051
1,350 1,350 1,350
401
BUDGET UNIT REQUEST S UMMA R Y
AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND
Area Agency on Aging (CCT) - - 2650-61785
BUDGET UNIT TITLE AND NUMBER: [Formerly 60000-2660]
DEPARTMENT DESCRIPTION: This area includes minor sources of funding that supplement
the aging programs, including Colorado Choice Transition (CCT).
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
FINAL
NEXT FY
Personnel Services
$ 5,567
$ 14,700
$ 14,000
$ 14,000
Supplies
0
0
0
0
Purchased Services
283
1,815
1,453
1,453
Gross County Cost
$ 5,850
$ 16,515
$ 15,453
$ 15,453
Revenue
13,492
16,515
15,453
15,453
Net County Cost
$ - 7,643
$ 0
$ 0
$ 0
Budget Positions
- -
- -
- -
- -
SUMMARY OF CHANGES: No significant changes are anticipated in this program for 2017.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
PERFORMANCE MEASURES
Efficiency Measures
Per capita cost
Effectiveness Measures (desired results)
Maintain work output goals
ACTUAL ESTIMATED PROJECTED
$ 0.020 $ 0.056 $ 0.050
Yes Yes Yes
402
BUDGET UNIT REQUEST S UMMA R Y
AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND
Area Agency on Aging (VALE) - - 2650-61805
BUDGET UNIT TITLE AND NUMBER: [Formerly 60000-2667]
DEPARTMENT DESCRIPTION: This area includes minor sources of funding that supplement
the aging programs. These funds supplement the ombudsman program.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
FINAL
NEXT FY
Personnel Services
$ 9,162
$ 9,639
$ 9,300
$ 9,300
Supplies
0
0
0
0
Purchased Services
627
0
700
700
Gross County Cost
$ 9,789
$ 9,639
$ 10,000
$ 10,000
Revenue
9,789
9,639
10,000
10,000
Net County Cost
$ 0
$ 0
$ 0
$ 0
Budget Positions
- -
- -
- -
- -
SUMMARY OF CHANGES: No significant changes are anticipated in this program for 2017.
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 $ 0.032 $ 0.033
Yes
Yes Yes
403
BUDGET UNIT REQUEST S UMMA R Y
AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND
Area Agcy on Aging (State Funds)- 2650-61835-61925
BUDGET UNIT TITLE AND NUMBER: [Formerly 60000-2671]
DEPARTMENT DESCRIPTION: State General Fund appropriation intended to mirror Federal
Funding of the Older Americans Act: Administration, Information and Assistance, Health
promotions, Education, Ombudsman, Homemaker, Personal Care, Outreach, Case
Management, Adult Day Care, Counseling, Chore, Transportation, Congregate Meals, Home -
Delivered Meals, Visually Impaired, Reassurance, Dental -Vision -Hearing, Senior Centers
Operations, Respite.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
FINAL
NEXT FY
Personnel Services
$ 314,676
$ 455,000
$ 370,300
$ 370,300
Supplies
107,380
4,000
23,000
23,000
Purchased Services
548,113
612,904
772,800
772,800
Gross County Cost
$ 970,169
$ 1,071,904
$ 1,166,100
$ 1,166,100
Revenue
1,018,017
1,071,904
1,166,100
1,166,100
Net County Cost
$ - 47,848
$ 0
$ 0
$ 0
Budget Positions
- -
1
1
1
SUMMARY OF CHANGES: No significant changes are anticipated in this program for 2017.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Dental/Vision/Hearing Clients Served 150 160 160
Meals served 22,612 23,000 23,000
Other clients served 12,075 13,000 13,000
Efficiency Measures
Per capita cost $ 3.386 $ 3.609 $ 3.791
404
BUDGET UNIT REQUEST S UMMA R Y
AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND
AAA — Part E-Grandparenting/Caregiver Support/Resp
BUDGET UNIT TITLE AND NUMBER: 2650-61935/61940/61945 [Formerly 60000-26731
DEPARTMENT DESCRIPTION: This program provides support to family who are caring for
relatives at home.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
FINAL
NEXT FY
Personnel Services
$ 38,128
$ 35,000
$ 44,300
$ 44,300
Supplies
2,445
0
0
0
Purchased Services
39,512
54,521
50,104
50,104
Gross County Cost
$ 80,085
$ 89,521
$ 94,404
$ 94,404
Revenue
76,252
89,521
94,404
94,404
Net County Cost
$ 3,833
$ 0
$ 0
$ 0
Budget Positions
1
1
1
1
SUMMARY OF CHANGES: No significant changes are anticipated in this program for 2017.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
PERFORMANCE MEASURES
Work Outputs
Care giver Support - units of services
Efficiency Measures
Per capita cost
Effectiveness Measures (desired results)
Maintain requirements of grant
ACTUAL ESTIMATED PROJECTED
200 200 200
$ 0.280 $ 0.301 $ 0.307
Yes
Yes Yes
405
BUDGET UNIT REQUEST S UMMA R Y
AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND
Comm. Services Block Grant - - 267895 - 61600-61650
BUDGET UNIT TITLE AND NUMBER: [Formerly 60000-2678951
DEPARTMENT DESCRIPTION: This grant provides a range of community services to the low
income and elderly of the community.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
FINAL
NEXT FY
Personnel Services
$ 144,394
$ 65,500
$ 100,500
$ 100,500
Purchased Services
205,479
395,662
188,500
188,500
Supplies
11,496
0
7,111
7,111
Gross County Cost
$ 361,369
$ 461,162
$ 296,111
$ 296,111
Revenue
321,992
461,162
296,111
296,111
Net County Cost
$ 39,377
$ 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
$ 1.261 $ 1.553 $ 0.963
Yes
Yes Yes
406
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 $8,000,000 from property tax,
and $2,000,000 from fund balance. A beginning fund balance of $29,500,000 is anticipated. An
ending fund balance of $37,500,000 is projected, assuming no contingency funds are needed in
2017. 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 $1,200,000. There is
an anticipated beginning fund balance of $1,000,000. The Department of Public Health and
Environment costs for the Household Hazardous Waste program will be $450,516. $40,000 is
budgeted for community clean-ups, and $90,000 to fund the roadside trash pick-up program with
Useful Public Service clients. $192,912 is funded for solid waste inspections and monitoring by
the Health Department. $85,000 is budgeted for code enforcement. $144,680 is budget for indirect
costs. Since the landfill sites no longer impact county roads due to being located off of state
highways, no funds are provided for road projects to mitigate landfill impacts. There is $196,892
included in the budget that is undesignated.
CONSERVATION TRUST FUND:
The Conservation Trust Fund is budgeted at $396,933 based upon the anticipated operating costs
for 2017. 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.
407
CONSERVATION TRUST
SUMMARY OF REVENUES
2017
Fund Oro Acct Account Title
2016
Budget
2017 2017
Request Recommend
2017
Final
LOTTERY
2200 73700 4332 LOTTERY
MISCELLANEOUX
2200 73700 4610 EARNINGS ON INVESTMENTS
TOTAL CONSERVATION TRUST
425,000 410,000
2,500 2,000
427,500 412,000
410,000 410,000
2,000 2,000
412,000 412,000
408
CONSERVATION TRUST
SUMMARY OF EXPENDITURES
2017
Fund Org Expenditure Function
2200 73700 CONSERVATION TRUST
TOTAL CONSERVATION TRUST
2016 2017 2017 2017
Budget Request Recommend Final
419,760 396,933 396,933 396,933
419,760 396,933 396,933 396,933
409
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
358,431
398,760
396,933
396,933
Fixed Charges
0
0
0
0
Capital
0
21,000
0
0
Gross County Cost
$ 358,431
$ 419,760
$ 396,933
$ 396,933
Revenue
413,685
427,500
412,000
412,000
Net County Cost
$ - 55,254
$-7,740
$-15,067
$-15,067
SUMMARY OF CHANGES: Revenue from the Colorado Lottery is being projected at $410,000
and $2,000 from interest earnings. For 2017, the budget for the county buildings at Island Grove
Park is proposed at $516,433. Revenue from rents and facility use fees for 2017 is estimated at
$119,500. The county payment for 2017 maintenance is proposed at $396,933, which is a
decrease of $22,827 from the 2016 payment. The decrease is primarily in salaries and benefits.
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, and staff has been shifted from other Island Grove County
buildings to the Event Center.
It should be noted although staffing and cost have been shifted to the Events Center from other
Island Grove County buildings the total 2017 county costs for both the Event Center and other
Island Grove County buildings is only up $3,479 or less than one percent from $537,250 to
$540,729.
Since 2002, the Missile Site Park has been funded in the General Fund.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
410
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
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.
411
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
419,200 420,000 420,000
$1.25 $1.41 $1.29
$0.85 $1.00 $0.95
BOARD ACTION: Approved as recommended.
412
CONTINGENCY
SUMMARY OF REVENUES
2017
Fund Oro Acct
Account Title
2016
Budget
2017 2017 2017
Request Recommend Final
TAXES
2300 90300 4112 CURRENT PROPERTY TAXES
TOTAL CONTINGENCY
23,000,000
23,000,000
8,000,000 8,000,000 8,000,000
8,000,000 8,000,000 8,000,000
413
CONTINGENCY
SUMMARY OF EXPENDITURES
2017
Fund Org Expenditure Function
2300 90300 CONTINGENT
TOTAL CONTINGENCY
2016 2017 2017 2017
Budget Request Recommend Final
10, 000, 000 10, 000, 000 10, 000, 000 10, 000, 000
107000,000 107000,000 107000,000 107000,000
414
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
28,150,000
10,000,000
10,000,000
10,000,000
Capital
0
0
0
0
Gross County Cost
$ 28,150,000
$ 10,000,000
$ 10,000,000
$ 10,000,000
Revenue/Fund Bal.
-248,998
13,000,000
2,000,000
2,000,000
Net County Cost
$ 28,398,998
$ 23,000,000
$ 8,000,000
$ 8,000,000
SUMMARY OF CHANGES: The Contingency Fund is funded at the level of $10,000,000 with
$8,000,000 from property tax, and $2,000,000 from fund balance. A beginning fund balance of
$29,500,000 is anticipated. An ending fund balance of $37,500,000 is projected, assuming no
contingency funds are needed in 2017. 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.
415
EMERGENCY RESERVE
SUMMARY OF REVENUES
2017
Fund Oro Acct
Account Title
2016
Budget
2017 2017
Request Recommend
2017
Final
TAXES
2400 53100 4112 CURRENT PROPERTY TAXES
TOTAL EMERGENCY RESERVE
0
0 0
0 0
416
EMERGENCY RESERVE
SUMMARY OF EXPENDITURES
2017
Fund Org Expenditure Function
2400 53100 EMERGENCY RESERVE
TOTAL EMERGENCY RESERVE
2016 2017 2017 2017
Budget Request Recommend Final
0 0 0 0
0 0
0 0
417
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.
418
SOLID WASTE
SUMMARY OF REVENUES
2017
Fund Oro Acct
Account Title
2016
Budget
2017 2017 2017
Request Recommend Final
CHARGE FOR SERVICES
2700 90200 4410 CHARGE FOR SERVICES
TOTAL SOLID WASTE
1,200, 000 1,200, 000 1,200, 000 1,200, 000
1,200,000 1,200,000 1,200,000 1,200,000
419
SOLID WASTE
SUMMARY OF EXPENDITURES
2017
Fund Ora Expenditure Function
2700 21240 TRANSFER
2700 90200 SOLID WASTE
2700 90200 TRANSFER
TOTAL SOLID WASTE
2016 2017 2017 2017
Budget Request Recommend Final
85,000 85,000 85,000 85,000
495,204 471,572 471,572 471,572
619,796 643,428 643,428 643,428
1,200,000 1,200,000 1,200,000 1,200,000
420
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
787 800 800
$0.297 $0.286 $0.276
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Sheriff Public
Safety Bureau (Budget Unit 1000-21200) goals.
421
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
151,544
495,204
471,572
471,572
Fixed Charges
1,457,763
619,796
643,428
643,428
Capital
0
0
0
0
Gross County Cost
$ 1,609,307
$ 1,115,000
$ 1,115,000
$ 1,115,000
Revenue
1,658,903
1,200,000
1,200,000
1,200,000
Net County Cost
$ - 49,596
$ - 85,000
$ - 85,000
$ - 85,000
SUMMARY OF CHANGES: The revenue estimate is $1,200,000 is the same as the current year.
The Department of Public Health and Environment costs for the Household Hazardous Waste
program will be $450,516. $40,000 is budgeted for community clean-ups, and $90,000 to fund
the roadside trash pick-up program with Useful Public Service clients. $192,912 is funded for solid
waste inspections and monitoring by the Health Department. $144,680 is budget for indirect costs.
Since the landfill sites no longer impact county roads due to being located off of state highways,
no funds are provided for road projects to mitigate landfill impacts. There is $196,892 included in
the budget that is undesignated.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. There are
$196,892 in undesignated funds in the 2017 budget to mitigate impacts of landfills, such as road
access, cleanups, and transfer stations. A $1,000,000 fund balance also exists for the same
needs, if required.
BOARD ACTION: Approved as recommended.
422
SOLID WASTE FUND
(CONTINUED)
2700-90200
PERFORMANCE MEASURES
Work Outputs
Landfill Inspections
Household Hazardous Material (HHM)
Surcharge Collected
Efficiency Measures
Per capita cost (collected)
Per capita HHM cost
ACTUAL
45
$446,405
$1,658,903
$5.79
$1.56
ESTIMATED PROJECTED
45
$445,559
$1,200,000
$4.04
45
$450,516
$1,200,000
$3.90
$1.50 $1.46
423
424
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
O
O
O
0
O
co
co
O
O
O
0
O
CD
N.
O
O
O
0
O
CD
O
O
O
O
0
CD
CO
O
O
O
v
T
T
O
O
O
It
N
O1
CD
T
O
O
M
O
O
CO
.a-
.a -
2011 2012 2013
2014 2015
2016 2017
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 2017-2021 is presented in this section and relates to the specifics of the 2017 capital project
budget.
The Capital Expenditures Fund accounts for various capital improvement projects for county
buildings. The 2017 program is funded at $11,801,500, with $11,376,500 in property tax,
$200,000 from capital expansion fees, and $225,000 from interest. Anticipated projects include
$300,000 for a grader shed for Public Works, $750,000 for Chase Building improvements,
$2,200,000 for jail controls, and $2,076,500 for special projects. There will be $5,525,000 going
into the jail reserve and $950,000 into the Communications System reserve. A carry-over
beginning fund balance of $28,700,000 is anticipated, and $34,225,000 ending reserve fund
balance for the future jail expansion ($31,525,000), Communications System reserve
($2,200,000), and Downtown Greeley land reserve ($500,000) is anticipated at the end of 2017.
Capital projects impacting the 2017 and future years' operational costs include the additional jail
space planned for construction in 2020-2021 will impact the operational budget by $1,210,000 in
2021, $770,000 in 2022, and $1,100,000 in 2023. In 2019 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.
426
CAPITAL EXPENDITURES
SUMMARY OF REVENUES
2017
Fund Oro Acct Account Title
2016
Budget
2017 2017
Request Recommend
2017
Final
TAXES
4000 17500 4112 CURRENT PROPERTY TAXES
INTERGORNMENTAL
4000 17500 4610 EARNINGS ON INVESTMENTS
MISCELLANEOUS
4000 17500 4730 OTHER FEES
TOTAL CAPITAL EXPENDITURE
16, 500,000 11,250,000 11,250,000 11, 376,500
300,000 225,000 225,000 225,000
125,000 200,000 200,000 200,000
16,925,000 11,675,000
11,675,000 11,801,500
427
CAPITAL EXPENDITURES
SUMMARY OF EXPENDITURES
2017
2016 2017 2017 2017
Fund Ora Expenditure Function Budget Request Recommend Final
4000 17500 CAPITAL IMPROVEMENT AND ACQUISITION 16,925,000 11,675,000 11,675,000 11,801,500
TOTAL CAPITAL EXPENDITURES 16,925,000 11,675,000 11,675,000 11,801,500
428
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
3,716,484
16,925,000
11,675,000
11,801,500
Gross County Cost
$ 3,716,484
$ 16,925,000
$ 11,675,000
$ 11,801,500
Revenue/Fund Bal.
-179,490
425,000
425,000
425,000
Net County Cost
$ 3,895,974
$ 16,500,000
$ 11,250,000
$ 11,376,500
SUMMARY OF CHANGES: The Capital Expenditures Fund accounts for various capital
improvement projects for county buildings. The 2017 program is funded at $11,801,500, with
$11,376,500 in property tax, $200,000 from capital expansion fees, and $225,000 from interest.
Anticipated projects include $300,000 for a grader shed for Public Works, $750,000 for Chase
Building improvements, $2,200,000 for jail controls, and $2,076,500 for special projects. There
will be $5,525,000 going into the jail reserve and $950,000 into the Communications System
reserve. A carry-over beginning fund balance of $28,700,000 is anticipated, and $34,225,000
ending reserve fund balance for the future jail expansion ($31,525,000), Communications System
reserve ($2,200,000), and Downtown Greeley land reserve ($500,000) is anticipated at the end
of 2017.
FINANCE/ADMINISTRATION RECOMMENDATION: Budget reflects the 2017 funding level of
the Proposed Long Range Capital Plan for 2017 - 2021. The actual plan is on the pages
immediately following.
BOARD ACTION: $126,500 was added to the Special Projects budget to consolidate all the
funding for the Sheriff Investigation Unit's recording equipment for the new interview rooms along
with the transfer of $126,500 in property tax from the General Fund. All other items approved as
recommended.
429
WELD COUNTY
LONG RANGE CAPITAL PROJECTS
FIVE-YEAR PLAN
2017 - 2021
Presented By: Donald D. Warden
Director of Finance and Administration
September, 2016
LONG RANGE CAPITAL PROJECTS
FIVE YEAR PLAN
2017 - 2021
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 2017 - 2021.
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. 2017 - 2021 Five-year Plan
4. 2017 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
2017 - 2021 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 2017 budget for the capital construction
program. It provides specific detail regarding each recommended project and the impact on the
2017 county budget.
431
FINANCING ALTERNATIVES
432
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.
433
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.
434
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.
435
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 $240 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.
436
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.
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
437
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.
438
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.
439
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.
440
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.
441
COMPLETED CAPITAL PROJECTS
2011- 2015
Total
Actual
2011
Actual
2012
Actual
2013
Actual
2014
Actual
2015
Centennial Complex
$ 1,130,526
$ 102,165
$ 148,554
$ 19,999
$ 299,498
$ 560,310
Courthouse
275,504
8,104
267,400
Land Reserve
2,234,933
19,594
1,547,268
668,071
Chase Building
5,859,944
5,775,000
84,944
Grader Sheds
1,227,151
518,979
375,508
138,980
193,684
Motor Pool
230,868
230,868
Health Department
299,822
15,118
69,442
215,262
Island Grove
102,083
53,800
48,283
North Jail
1,099,038
252,363
275,755
122,187
103,329
345,404
Back-up Dispatch
Center
808,401
808,401
Crime Lab
4,332,536
211,966
4,120,570
Public Works
910,635
62,810
698,565
149,260
Human Services
323,085
80,139
82,800
160,146
Gravel Pits
7,200,698
1,659,509
1,390,684
4,150,505
Southwest Weld
Building
190,860
54,026
18,736
16,754
101,344
North 1401-1402
488,659
202,578
211,007
75,074
County Clinic
38,600
38,600
Admin. Bldg (Sykes)
2,739,703
2,639,337
60,591
39,775
Alternative Use Bldg
15,118
15,118
Community
Correction Building
15,118
15,118
Miscellaneous
67,974
45,354
22,620
CNG Station
449,370
90,117
359,253
Towers
12,799,868
1,665,000
2,256,827
7,305,629
1,572,412
918 10th Street
675,168
675,168
Law Administration
153,937
15,118
138,819
TOTAL
$ 43,669,59
9
$
6,711,292
$
6,634,132
$ 5,112,816
$
20,332,221
$ 4,879,138
NOTE: Expenditures listed in year incurred.
442
FIVE YEAR
CAPITAL PROJECTS PROGRAMS
2017-2021
Requirements
Total
2017
2018
2019
2020
2021
Jail Capital
Reserve
-$22,133,000
$5,525,000
$806,000
$5,579,000
-
$14,281,000
-$19,762,000
Comm. System
Reserve
4,750,000
950,000
950,000
950,000
950,000
950,000
Jail Expansion
45,500,000
0
0
0
20,000,000
25,500,000
Weld Plaza
Building
3,750,000
750,000
750,000
750,000
750,000
750,000
Misc Projects
6,034,500
2,076,500
944,000
1,171,000
931,000
912,000
PW Projects
1,500,000
300,000
300,000
300,000
300,000
300,000
Jail Controls
2,200,000
2,200,000
0
0
0
0
Office Building
Business Park
$5,000,000
0
$5,000,000
0
0
0
TOTAL
$46,601,500
$11,801,500
$8,750,000
$8,750,000
$8,650,000
$8,650,000
443
RESOURCE CAPACITY
*****************
FUNDING SOURCES
*****************
CASH FLOW ANALYSIS
444
CAPITAL EXPENDITURES FUND
RESOURCE CAPACITY
2017 - 2021
YEAR
PROPERTY
TAX
INTEREST
FEES
TOTAL
2017
$11,376,500
$225,000
$200,000
$11,801,500
2018
8,250,000
300,000
200,000
8,750,000
2019
8,250,000
300,000
200,000
8,750,000
2020
8,250,000
200,000
200,000
8,650,000
2021
8,250,000
200,000
200,000
8,650,000
445
CASH FLOW ANALYSIS
YEAR
BEGINNING
FUND
BALANCE
REVENUE
EXPENDITURES
ENDING
FUND
BALANCE
2017
$ 28,700,000
$ 11,801,500
$ 6,276,500
$ 34,225,000
2018
$ 34,225,000
$ 8,750,000
$ 7,944,000
$ 35,031,000
2019
$ 35,031,000
$ 8,750,000
$ 3,171,000
$ 40,610,000
2020
$ 40,610,000
$ 8,650,000
$ 22,931,000
$ 26,329,000
2021
$ 26,329,000
$ 8,650,000
$ 28,412,000
$ 6,567,000
446
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 $45,500,000 in the 2017 - 2021 capital plan budget to
construct an additional 113,575 square feet of building for 350 additional beds. Nothing will be in
the capital budget in 2017 for 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 2021.
Impact on Operational Costs:
At the end of 2021, it is anticipated that the new jail capacity will be opened. The use of the
capacity will be phased in over a two to three year period, depending on inmate population growth.
Based upon past phased openings of the jail, the estimated additional annual costs are:
Item
2021
2022
2023
Staffing
$ 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
447
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 ($45,500,000), and an additional 20,000 square foot
office building ($5,000,000).
Impact on Operational Costs:
See individual projects for cost impacts.
448
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.
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. $2,200,000 was placed in the capital reserve for the mobile and portable radio
replacement. Purchase of the radios is being delayed pending the FCC waiver regarding going to
a different bandwidth. Without the waiver the change must take place by 2017.
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 2020 . It is not anticipated that the upgraded systems will be any more expensive, operationally,
to maintain than the current system.
449
GRADER SHEDS / STORAGE BUILDING
Existing Situation:
The County currently has 18 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. Seventeen have recently been replaced --
Nunn (1981), Gwonda (1982), Vim (1983), New Raymer (1984), Mead (1985), Rockport (1986),
Kiowa (1987), Severance (1987), Gilcrest (1989), 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), Kiowa (2015), Severance (2016). 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 (2017), Mead (2017),
Nunn (2018), and Vim (2020).
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.
450
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.
451
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
2022+
Third Floor Centennial
2 Courtrooms
$ 1,200,000
2022+
First Floor Centennial
1 Courtroom
$ 300,000
2022+
Vacant
Justice Center Annex Building
$ 5,000,000
2022+
Third Floor Centennial (DA)
2 Courtrooms
$ 750,000
2022+
Second Floor Centennial
2 Courtrooms
$ 750,000
2022+
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
2022+
0
0
$ 176,000
452
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.
453
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 was 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.
454
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 $240,000. However, five participating agencies pay approximately
80% of this cost, or $192,000 for a net county cost of $48,000. 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.
455
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).
456
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.
457
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 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 will be relocating child protection services into the two story plaza that
contains approximately 17,000 square feet and the first floor of the main building. The remodel
costs in 2016 will be approximately $2,800,000. In the 2017-2021 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.
458
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 within the next year. 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 2018 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. $5,000,000 is budgeted in 2018 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 2019 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.
459
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 will be 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.
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.
460
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 2022 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.
461
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 2022 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.
462
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 $6,034,500 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 $6,034,500 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.
463
B&G Capital Maintenance Projects 2017 - 2021
Building Name
Address
FY 2017
Type of Improvement
Budget Estimate
Extension Building
Jail
Southwest
918
County -wide
Law Adminstration
Law Adminstration
Law Adminstration
Jail
Human Services C
Human Services A
Human Services B
1150 Administration
Law Adminstration
Public Works
Alternative Programs
Training Center
Contingency
Island Grove
2110 O -Street, Greeley
4209 CR 24 1/2, Firestone
918 10th Street, Greeley
County -wide
1950 O -Street, Greeley
1950 O -Street, Greeley
1950 O -Street, Greeley
2110 O -Street, Greeley
315 C North 11th Avenue
315 A North 11th Avenue
315 B North 11th Avenue
1150 O -Street, Greeley
1950 O -Street, Greeley
1111 H -Street
1390 North 17th Avenue
1101 H -Street, Greeley
Elevator Modernization
Jail Lighting Controls
Southwest Roof Top Units
918 Roof Replacement
County -wide Proxy Door System
Remodel former Dispatch area
Interview recording equipment
TVs, whiteboards, projectors, etc
Install cuff ports (10 jail cells)
Builidng C changes
Building A changes
Building B changes
Events Room kitchen wall changes
Generator (from former Data Center)
Soil Sample Room remodel
Alternative Programs Camera Upgrade
Training Center classroom remodel
Total
$80,000
$30,000
$165,000
$55,000
413,000
300,000
164,000
30,000
30,000
256,500
300,000
9,000
18,000
75,000
20,000
41,000
40,000
50,000
2,076,500
Building Name
Address
FY 2018
Type of Improvement
Budget Estimate
Planning & Health
Ambulance
Jail
Jail
Extension
Extension
Jail
Extension
Hazardous Waste (North)
Public Health
Sand Salt Sheds
1555 N. 17th Ave., Greeley
1121 M Street, Greeley
2110 O -Street Greeley
2110 O -Street Greeley
Island Grove
Island Grove
2110 O -Street Greeley
Island Grove
1311 N.17th Ave, Greeley
1555 N. 17th Ave, Greeley
5 Locations
Chiller
Carpet
Clothes Washers (3 each)
Clothes Dryers (3)
Carpet
Furniture Teardown/rebuild for Carpet
Two Food Warmers
Roof Top Unit
Roof
Fire Alarm Controls
Replace siding that has rusted through
Total
$526,000
$23,000
$50,000
$28,000
$20,000
$10,000
$17,000
$65,000
$46,000
$34,000
$125,000
$944,000
464
FY 2019
Building Name Address
Type of Improvement Budget Estimate
Centennial
Jail
Centennial
915 10th Street, Greeley
2110 O -Street Greeley
915 10th Street, Greeley
Plaza West Roof
Roof (1 -East Roof)
Centennial/Plaza East Roof
Total
$360,000
$336,000
$475,000
$1,171,000
Building Name
Address
FY 2020
Type of Improvement
Budget Estimate
Centennial
Planning & Public Health
Centennial
Centennial
Centennial
Courthouse Annex
Print Shop
Centennial
1551
Human Services A
Grover Tower
New Raymer Tower
LaSalle Tower
915 10th Street, Greeley
1555 N. 17th Ave. Greeley
915 10th Street, Greeley
915 10th Street, Greeley
915 10th Street, Greeley
934 9th Ave, Greeley
1500 2nd Street, Greeley
915 10th Street, Greeley
1551 N. 17th Ave, Greeley
315 A N. 11th Ave, Greeley
Grover
New Raymer
LaSalle
Hot Water Generator
Boilers
Lighting Upgrade
Chiller Pumps
Isolation Valves
Roof
Roof (sloped portion)
Ceiling Grid 2nd Floor
Sprinkler system control wires & clocks
Roof
Generator Replacement
Generator Replacement
Generator Replacement
Total
$140,000
$120,000
$120,000
$30,000
$30,000
$120,000
$66,000
$50,000
$15,000
$150,000
$30,000
$30,000
$30,000
$931,000
Building Name
Address
FY 2021
Type of Improvement
Budget Estimate
Centennial
Fuel Island
Jail
4H Building
Human Service A
Centennial
8th Ave Storage
Plaza West
Law Administration
Law Administration
Public Health
Courthouse
915 10th Street, Greeley
1115 H Street
2110 O -Street Greeley
Island Grove
315A N 11th Ave, Greeley
915 10th Street, Greeley
300 8th Avenue
910 10th Ave, Greeley
1950 O -Street, Greeley
1950 O -Street, Greeley
1555 N. 17th Ave, Greeley
901 9th Ave, Greeley
Cooling Tower Replacement
Fuel Tanks Replacement
Shower Boxes M,N,O,R,TM,TF&S
Roof
Roof
Heat Pumps
Roof - South half
Clapper Valve in Parking Garage
Boiler
Roof Top Unit
Booster Pump
Hot Water Generator
$120,000
$100,000
$30,000
$65,000
$150,000
$68,000
$25,000
$17,000
$22,000
$200,000
$35,000
$80,000
$912,000
465
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 2022.
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.
466
MISCELLANEOUS FUNDS
467
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.
468
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.
469
470
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.
MOTOR VEHICLE FUND: The Motor Vehicle Fund accounts for the revenue and costs
generated by equipment and vehicles rented to other county departments. The gross operating
budget amounts to $10,852,922 in 2017, with $3,937,000 budgeted for new capital equipment.
The budget reflects the continuation of the contract fleet management approach adopted by the
Board in August, 1984. Depreciation is $4,300,000 for new equipment purchases, plus sale of
surplus items of $373,000. Grants in the amount of $449,000 for CNG vehicles and conversions
are included in the 2017 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 2017, 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 $2,205,000 in 2017, with a property tax levy of $2,000,000. Details of the program are
provided under the specifics of the fund summary.
PHONE SERVICE FUND: Budget reflects total consolidation of phone service costs of
$1,447,188 in Weld County. Funding is at current level and reflects capital upgrades of $85,000.
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.
471
REGIONAL CRIME LAB
SUMMARY OF REVENUES
2017
Fund Oro Acct
Account Title
2016
Budget
2017 2017 2017
Request Recommend Final
CHARGE FOR SERVICES
5200 27100 4410 CHARGE FOR SERVICES
TOTAL REGIONAL CRIME LAB
0
0 155,000
155,000 155,000 155,000
155,000 155,000
472
REGIONAL CRIME LAB
SUMMARY OF EXPENDITURES
2017
Fund Ora Expenditure Function
5200 27100 CRIME LAB - JOINT OPS
TOTAL REGIONAL CRIME LAB
2016 2017 2017
Budget Request Recommend
2017
Final
0 155,000 155,000 155,000
0 155,000 155,000 155,000
473
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
FINAL
NEXT FY
Personnel Services
$ 0
$ 0
$ 0
$ 0
Supplies
2,813
5,250
5,250
5,250
Purchased Services
135,256
144,750
144,750
144,750
Fixed Charges
2,808
5,000
5,000
5,000
Capital
0
0
0
0
Gross County Cost
$ 140,877
$ 155,000
$ 155,000
$ 155,000
Revenue
140,877
155,000
155,000
155,000
Net County Cost
$ 0
$ 0
$ 0
$ 0
Budgeted Positions
n/a
n/a
n/a
n/a
SUMMARY OF CHANGES: Supplies are budgeted at $5,250 for small items of equipment.
Purchased Services total $144,750 which includes electricity ($55,000), water ($6,000), gas
($15,000), phones ($36,000), trash ($1,500), janitorial ($10,250) and repair and maintenance
($21,000). Fixed cost are $5,000 for insurance. The total expenditure budget is $155,000 with
$155,000 in revenue from rent paid by the five member jurisdictions per an MOU.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. This is first budget
year that the Northern. Colorado Regional Forensic Laboratory (5200-27100) has appeared in
the Weld County budget.
BOARD ACTION: Approved as recommended.
474
MOTOR POOL
SUMMARY OF REVENUES
2017
Fund Oro Acct Account Title
2016
Budget
2017 2017 2017
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 MOTOR POOL
206,100 449,000 449,000 449,000
5,721,000 6,552,922 6,552,922 6,552,922
3,500,000 4,300,000 4,300,000 4,300,000
511,700 373,000 373,000 373,000
4,011,700 4,673,000 4,673,000 4,673,000
9,938,800 11,674,922
11,674,922 11,674,922
475
MOTOR POOL
SUMMARY OF EXPENDITURES
2017
Fund Ora Expenditure Function
6000 17550 VEHICLE REPLACEMENT
6000 96300 COUNTY SHOP
TOTAL MOTOR POOL
2016 2017 2017 2017
Budget Request Recommend Final
3,401,450 3,882,000 3,831,000 3,937,000
9,221,000 10, 852, 922 10, 852, 922 10, 852, 922
12, 622, 450 14, 734, 922 14,683,922 14,789,922
476
BUDGET UNIT REQUEST S UMMA R Y
AGENCY/DEPARTMENT NAME: IS - MOTOR POOL
BUDGET UNIT TITLE AND NUMBER: Motor Pool Administration - - 6000-96300
DEPARTMENT DESCRIPTION: Centralized motor pool support for Weld County. Contract for
fleet maintenance is included in this budget unit.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
FINAL
NEXT FY
Personnel Services
$ 0
$ 0
$ 0
$ 0
Supplies
1,326,934
2,521,000
1,621,000
1,621,000
Purchased Services
5,591,781
3,046,000
4,806,000
4,806,000
Fixed Charges
4,141,555
3,629,000
4,400,922
4,400,922
Capital
63,045
25,000
25,000
25,000
Gross County Cost
$ 11,123,315
$ 9,221,000
$ 10,852,922
$ 10,852,922
Revenue
9,890,249
9,221,000
10,852,922
10,852,922
Net County Cost
$ 1,233,066
$ 0
$ 0
$ 0
Budgeted Positions
n/a
n/a
n/a
n/a
SUMMARY OF CHANGES: Supplies are budgeted at $1,621,000 with the big change in the cost
of goods for fuel being at $1,600,000 due to the drop in fuel costs. Purchased Services are up
primarily in contract service to reflect the expenditure experience with non -contract costs. The
total for contact and non -contract costs is $4,400,000 for 2017. Depreciation is funded at
$4,300,000 based upon the fleet costs from the additions to the Public Works fleet the last few
years.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. During 2017 staff
will be doing an analysis as to the cost effectiveness of continuing to contract out motor pool
services or to bring the function in-house. Also, staff will look at the cost analysis of the mix of
leased versus purchase of graders. The current contract expires September 30, 2017.
BOARD ACTION: Approved as recommended.
477
MOTOR POOL ADMINISTRATION
(CONTINUED)
6000-96300
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Number of work orders issued 8,254 8,416 8,500
Number of service/maintenance orders
per technician
Efficiency Measures
FTE's per 10,000/capita
Work orders issued per FTE
917 935 944
.454
635
.438
647
.423
654
Goal ES19: 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%
478
BUDGET UNIT REQUEST S UMMA R Y
AGENCY/DEPARTMENT NAME: IS - MOTOR POOL
BUDGET UNIT TITLE AND NUMBER: Motor Pool Equipment - - 6000-17550
DEPARTMENT DESCRIPTION: Use of funded depreciation to acquire vehicles for county use.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
FINAL
NEXT FY
Personnel Services
$ 0
$ 0
$ 0
$ 0
Capital
2,508,620
3,401,450
3,882,000
3,937,000
Gross County Cost
$ 2,508,620
$ 3,401,450
$ 3,882,000
$ 3,937,000
Revenue
430,532
717,800
822,000
822,000
Net County Cost
$ 2,078,088
$ 2,683,650
$ 3,060,000
$ 3,115,000
Budgeted Positions
n/a
n/a
n/a
n/a
SUMMARY OF CHANGES: See listed equipment on next page. The budget includes revenue
of $449,000 from a CMAQ grant for the vehicles highlighted on the equipment list. The other
revenue is $373,000 from anticipated sale of vehicles in 2017.
FINANCE/ADMINISTRATION RECOMMENDATION: All the requested vehicles are
recommended, except the additional Sheriff Victim Advocates sedan ($16,000), Coroner pick-up
with shell ($30,000), and the Public Works enclosed utility trailer ($5,000).
The additional Sheriff Victim Advocates sedan ($16,000) is contingent on a VOCA grant award
that would increase the Sheriff Victim Advocates program by one FTE and fleet by one sedan.
However, the car itself was not requested in the grant application (just depreciation and fuel). At
this time it is not recommended pending approval of the VOCA grant. If the VOCA grant is
received the additional vehicle is a policy issue for the Board.
Coroner is requesting an additional pick-up with shell ($30,000), so all staff can have a vehicle
at home when they are on call. This would be a total of four vehicle for the Coroner, which
seems excessive. Not recommended and policy issue for the Board.
The Public Works enclosed utility trailer ($5,000) is not recommended. It is requested to serve
as a vehicle to transport fuel to emergency generator sites. The additional trailer is not justified
and not viewed as a good solution. For years Public Works has handled the delivery with the
property clerk's pick-up already equipped with an auxiliary tank fully set up for this function, and
it is recommended to continue the past practice with the same vehicle.
BOARD ACTION: Board approved the budget as recommended, except for adding two new
vehicles for the Coroner in addition to the one replacement vehicle for a net addition of
$106,000.
479
IGA EQUIPMENT
Request Recommend Approved
Sheriff:
Victim Services ( 1 addition) 2 32,000 16,000 16,000
Patrol SUV 8 240,000 240,000 240,000
Patrol - sedans 6 180,000 180,000 180,000
Investigations- SUV 2 56,000 56,000 56,000
Investigations - sedan 1 23,000 23,000 23,000
Code Enforcement pickup w slide in box 1 28,000 28,000 28,000
Detention - 1 ton 13 passanger van 1 28,000 28,000 28,000
Buildings 8, Grounds
Mower with baggers 2 20,000 20,000 20,000
SUV 1 24,000 24,000 24,000
Pickup with utility box (addition) 1 Hold unit from auction
Building Inspection
1/2 Ton ext cab long bed pickup 1 28,000 28,000 28,000
Coroner
1/2 ton ext cab with shell (1 addition) 3 60,000 30,000 136,000
Motor Pool
Lube Truck 1 200,000 200,000 200,000
Engineering
1/2 Ton Extended Cab Pickup * 3 114,000 114,000 114,000
Weed
1/2 Ton Extended Cab Pickup * 1 38,000 38,000 38,000
Farm Tractor 1 65,000 65,000 65,000
Public Works
See Basic List 2,746,000 2,741,000 2,741,000
Total
* Identifed as CNG
$3,882,000 $3,831,000 $3,937,000
480
2017 FINAL EQUIPMENT REPLACEMENT FOR PUBLIC WORKS DEPT - FINAL
Division Description
(Shaded items reflect outgoing equip)
Trucking
Qty
5 5th Wheel Truck (CNG)
15410062/2007 5th Wheel Truck
15410065/2007 5th Wheel Truck
15410066/2007 5th Wheel Truck
15410071/2007 5th Wheel Truck
15410080/2007 5th Wheel Truck
1 3/4 Ton Extended Cab Pickup, 4X4 (CNG)
15230059/2008 3/4 Ton Pickup, 4X4
Grader
16'/220 Horse Power Motor Grader
15820119/2006 Motor Grader
15820123/2006 Motor Grader
15820127/2008 Motor Grader
2 3/4 -Ton Extend Cab Pickup, 4X4 (CNG)
15220142/2006 1/2 Ton Pickup
15230055/2008 3/4 Ton Pickup, 4X4
Bridge
Maint-Supt
Mining
1
Plate Compactor
16010018/Plate Compactor
Tandem Axle Trailer, Dove Tail, 12 Ton
15680005/1995 Trailer
4" Trash Pump on Trailer
17010015/4" Pump on Trailer
Tandem Axle Trailer, 40 Ton
15640009/1993 Tilt Deck Trailer
1 Ton Extended Cab Pickup w/Utility, 4X4
15420066/2001 Utilitity Pickup
160 Horse Power Excavator
1 585001 6/2 004 Excavator
1 One Ton Pickup with Special Utility Box
15420092/2011 F450
1 One Ton Pickup with Stake Bed
15420084/2008 F555
1 3/4 Ton Extended Cab Pickup, 4X4 (CNG)
15230052/2007 3/4 Ton Pickup, 4X4
1 6" Trash Pump on Trailer
1 701001 7/2003 10" Pump On Trailer
Pvmt Mgmt 1
Admin
Tandem Axle Trailer Dove Tail 15 Ton
1 564001 3/2 000 Tandem Axle Trailer
Single Axle Water Truck
15450021/2002 Water Truck
4 yard/ 230 Horse Power Loader
15830022/2001 Loader
Estimated
Price Per
Unit
875,000
45,000
750,000
90,000
23,000
25,000
40,000
50,000
55,000
215,000
Est.
Auction Addition
Value To Fleet
14,000
14,000
14,000
14,000
14,000
8,000
35,000
35,000
35,000
5,000
8,000
5,000
5,000
4,000
8,000
8,000
42,000
65,000
48,000
45,000
45,000
7,000
7,000
8,000
5,000
30,000
120, 000
220,000
10' Enclosed Utility Trailer 5,000
Sub -Total
5,000
15,000
28,000
2,746,000 343,000
GRAND TOTAL PRICE LESS ESTIMATED TRADE 2000 FUND 2,403,000
481
HEALTH INSURANCE
SUMMARY OF REVENUES
2017
Fund Oro Acct
Account Title
2016
Budget
2017 2017
Request Recommend
2017
Final
MISCELLANEOUS
6200 93400 4690 DONATIONS
6200 93100 46902 EMPLOYEE CONTRIBUTIONS
TOTAL HEALTH INSURANCE
0
17,914,044
17,914,044
245,000 245,000
18,478,584 18,478,584
18,723,584 18,723,584
245,000
18,478,584
18,723,584
482
HEALTH INSURANCE
SUMMARY OF EXPENDITURES
2017
Fund Ora Expenditure Function
6200 93100 HEALTH INSURANCE
6200 93400 DENTAL/VISION
TOTAL HEALTH INSURANCE
2016 2017 2017 2017
Budget Request Recommend Final
16, 746, 044 17, 029, 668 17, 029, 668 17, 029, 668
1,168,000 1,693,916 1,693,916 1,693,916
17, 914, 044 18,723,584 18,723,584 18,723,584
483
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
FINAL
NEXT FY
Personnel Services
$ 0
$ 0
$ 0
$ 0
Purchased Services
1,545,668
923,000
923,000
1,348,916
Fixed Charges
13,970,988
16,991,044
16,991,044
17,374,668
Gross County Cost
$ 15,516,656
$ 17,914,044
$ 17,914,044
$ 18,723,584
Revenue
18,191,109
17,914,044
17,914,044
18,723,584
Net County Cost
$ - 2,674,453
$ 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 ($224,300), and the
on -site county clinic ($1,224,616). 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 $17,029,668 in 2017.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. For three years in
a row the 2017 budget anticipates NO increase in insurance rates, which takes into account the
cost increase of medical care and the anticipated impact on insurance costs from the health
reform legislation. Weld County will utilize CIGNA, with a hybrid universal health PPO/HMO plan
as the health insurance provider in 2017, 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 $1,224,616 in 2017 with primary care being added for employees. It is anticipated that there
will be a savings to the insurance plan of over $2,500,000, 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 NO health
insurance rate increases for 2017 for the county or its employees for the third year in a row.
484
IS - HEALTH INSURANCE
(CONTINUED)
6200-93100/93400
FINANCE/ADMINISTRATION RECOMMENDATION (CONTINUED):
In 2017, 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 2017 program is calculated with current participation as follows:
Single Coverage:
Dependent Coverage:
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.
$ 1,531,435
1,224,616
224,300
$ 2,980,351
$15,498,233
135,000
110,000
$15,743,233
$18,723,584
PERFORMANCE MEASURES
558
640
$18,478,584
245,000
$18,723,584
Work Outputs
Single coverage
Family coverage
ACTUAL
ESTIMATED PROJECTED
509 552 558
584 614 640
485
INSURANCE
SUMMARY OF REVENUES
2017
Fund Oro Acct Account Title
2016
Budget
2017 2017
Request Recommend
2017
Final
6300 93300 4112 CURRENT PROPERTY TAXES
6300 93200 4410 CHARGE FOR SERVICES
6300 93300 4610 EARNINGS ON INVESTMENTS
6300 93300 4820 COMPENSATION FOR LOSSES
2,000,000 2,000,000
80,000 75,000
30,000 30,000
100,000 100,000
130,000 130,000
2,000,000 2,000,000
75,000 75,000
30,000 30,000
100,000 100,000
130,000 130,000
2,210,000 2,205,000
2,205,000 2,205,000
486
INSURANCE
SUMMARY OF EXPENDITURES
2017
Fund Ora Expenditure Function
6300 93200 WORKERS COMPENSATION
6300 93300 LIABILITY
TOTAL INSURANCE
2016 2017 2017 2017
Budget Request Recommend Final
1,391,500 1,276,500 1,276,500 1,276,500
818,500 928,500 928,500 928,500
2,210,000 2,205,000 2,205,000 2,205,000
487
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
FINAL
NEXT FY
Personnel Services
$ 0
$ 0
$ 0
$ 0
Supplies
23,935
3,500
3,500
3,500
Purchased Services
39,247
40,500
41,750
41,750
Fixed Charges
2,667,922
2,166,000
2,159,750
2,159,750
Gross County Cost
$ 2,731,104
$ 2,210,000
$ 2,205,000
$ 2,205,000
Revenue /Fund Bal.
731,949
210,000
205,000
205,000
Net County Cost
$ 1,999,155
$ 2,000,000
$ 2,000,000
$ 2,000,000
SUMMARY OF CHANGES: SUMMARY OF CHANGES: The budget is structured with Weld
County remaining a member of CAPP, but using the self -insured option under the insurance pool
for a fixed cost of $603,500. Effective January 1, 1992, Weld County became self -insured for
workers compensation. Workers Compensation includes excess insurance and bonds costing
$173,000, claims administration costs of $41,750, and a loss fund of $1,061,000. A loss fund for
all other insurance coverage is budgeted at $325,000. Unemployment insurance is being charged
directly to departments. The program is supported by property tax ($2,000,000), charges for
service ($75,000), interest ($30,000), and compensation for losses ($100,000). No fund balance
reserves are anticipated to be needed to support the loss fund in 2017.
Property tax remains at $2,000,000 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.
488
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 $1,151,198 $1,221,000 $1,061,750
Dollar amount of prop/casualty claims paid $412,868 $325,000 $325,000
Efficiency Measures
FTE'S per 10,000/capita 0.035 0.034 0.033
Per capita cost (county support) $6.97 $6.73 $6.50
489
PHONE SERVICES
SUMMARY OF REVENUES
2017
Fund Oro Acct
Account Title
2016
Budget
2017 2017 2017
Request Recommend Final
CHARGE FOR SERVICES
6400 17400 4410 CHARGE FOR SERVICES
TOTAL PHONE SERVICES
1,419,203 1,447,188 1,447,188 1,447,188
1,419,203 1,447,188 1,447,188 1,447,188
490
PHONE SERVICES
SUMMARY OF EXPENDITURES
2017
Fund Ora Expenditure Function
6400 17400 PHONE SERVICES
TOTAL PHONE SERVICES
2016 2017 2017 2017
Budget Request Recommend Final
1,419,203 1,447,188 1,447,188 1,447,188
1,419,203 1,447,188 1,447,188 1,447,188
491
BUDGET UNIT REQUEST S UMMA R Y
AGENCY/DEPARTMENT NAME: INFORMATION TECHNOLOGY
BUDGET UNIT TITLE AND NUMBER: Phone Services - - 6400-17400
DEPARTMENT DESCRIPTION: Provide phone services to Weld County offices and
departments.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
FINAL
NEXT FY
Personnel Services
$ 310,864
$ 319,173
$ 336,191
$ 336,191
Supplies
18,858
22,400
24,100
24,100
Purchased Services
1,309,242
665,050
689,511
689,511
Fixed Charges
196,949
312,580
312,386
312,386
Capital
874,643
100,000
85,000
85,000
Gross County Cost
$ 2,710,556
$ 1,419,203
$ 1,447,188
$ 1,447,188
Revenue
1,397,936
1,419,203
1,447,188
1,447,188
Net County Cost
$ 1,312,620
$ 0
$ 0
$ 0
Budgeted Positions
3
3
3
3
SUMMARY OF CHANGES: Personnel Services are up $17,018 with the staffing of three FTE's
and the cost -of -living adjustment. Supplies are up $1,700 due to software maintenance. Phone
costs are up $35,800 due to internet and mobile costs. Depreciation is $100,000, which is down
$130,000 with the new VoIP system. Other line items are only slightly changed to adjust for
expenditure patters. Indirect costs are budgeted at $212,386, up from $82,580 due to more IT
support. Capital is funded at $85,000 down $15,000. Overall the budget is up $27,985.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
492
PHONE 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
0.105 0.101
$6.41 $4.77
$0.309 $0.237
0.098
$4.70
$0.241
Goal ES20: Capitalize on phone technology to improve service, increase efficiency and provide greater
phone 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 phone
access to services and information
99%
99%
99%
493
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
FINAL
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.
494
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.
495
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.
496
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.
497
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.
498
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.
499
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.
500
INDETERMINATE
APPROPRIATION
INDIRECT COSTS
INTERFUND TRANSFER
INTERGOVERNMENTAL
REVENUE
INTERNAL SERVICE FUND
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.
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.
501
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.
502
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
503
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.
504
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.
505
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.
506
ACRONYMS
AAA
ACS
ARRA
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
FTE
Area Agency on Aging
Affiliated Computer Services
American Recovery and Reinvestment Act.
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
Full Time Equivalent
507
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
TABOR
Generally Accepted Accounting Principles
Government Accounting Standards Board
Government Finance Officers Association
Geographical Information System
Haul Route Program
Hazard Elimination Program for transportation projects.
Highway Users Tax Fund.
Health Reimbursement Account
Heating, ventilation, and air conditioning
Information Technology
Intergovernmental Service Fund
Intergovernmental Agreement
Low-income Energy Assistance Program
Memorandum of Understanding
Maintenance of Effort
Municipal Separate Storm Sewer for storm management
North Colorado Medical Center
North Front Range Metropolitan Planning Organization
North Range Behavioral Health
Operations and maintenance
Office of Emergency Management
Other Post Employment Benefits
Colorado Public Employees' Retirement Association
Patient Protection and Affordable Care Act (Obamacare)
Preferred Provider Organization
Right -of way
Abbreviation for State Highway
Taxpayers Bill of Rights
508
TANF
UNC
URA
VALE
VW
WCR
WCRCC
Temporary Assistance to Needy Families.
University of Northern Colorado
Urban Renewal Authority
Victim Assistance Law Enforcement
Victim Witness
Weld County Road
Weld County Regional Communications Center
510
The Weld County Population &
Development Report
Demographic Statistics and Trends for Weld County, Colorado
Maintained in compliance with Section 22-1-20.C of the Weld County Code
Updated
September 26, 2016
511
Table of Contents
A. County
B. Population
C. Economics
D. Transportation
E. Real Estate & Housing
F. Development Trends
G. Oil and Gas
H. WC Small Business Development Plan
County Overview
Physical Characteristics
Weld County is located in the northeastern portion of Colorado, a key component of the Colorado Northern Front Range. Its unique
location places it between the Rocky Mountain Foothills and the Great Plains, approximately 40 miles east of the Continental Divide.
The County ranges in elevation from 4,400 feet above sea level, at the egress of the Pawnee Creek grasslands in the far northwest,
to approximately 6,200 feet above sea level near the Pawnee Buttes situated in far northeast part of the County. The County has a
number of valuable streams and rivers -- the Big Thompson, the Cache la Poudre, St. Vrain and the South Platte, with its tributaries
that flow into Weld County from the south and west, and continue to the east. These rivers facilitate a water system that delivers
water to farmland throughout the county, through some of the largest and most complex reservoir and irrigation systems in the
world.
The Country consists of approximately 3,992 square miles and is the third largest in the State, making it also twice the size of the
State of Delaware. The County is bounded on the west by Larimer and Boulder Counties, on the east by Morgan and Logan
Counties, on the south by Adams and Broomfield Counties, and on the north by Laramie County, Wyoming, and Kimball County,
Nebraska.
Located in the interior of the North American continent, Weld County experiences mild temperature changes from season to season,
with sometimes rapid weather changes occurring due to storms traveling generally from west to east throughout the region. Weld
County's population in 2015 was 284,876 according to the Colorado Department of Local Affairs.
The County seat and principal city in Weld County is the City of Greeley, located within an hour's drive of the majestic Rocky
Mountains and six major municipalities, including Denver. The population for the City of Greeley in 2015 was 101,302. In
comparison, the population in the State of Colorado was 5,456,584, which resulted in an increase of 26% from 2000 to 2015.
513
Physical Characteristics
Size of Municipalities in Weld County
Town Acreage Acreage
(2008) (2016)*
Weld County
Ault
Berthoud (MCP)
Brighton (MCP)
Dacono
Eaton
Erie (MCP)
Evans
Firestone
Fort Lupton
Frederick
Garden City
Gilcrest
Greeley
Grover
Hudson
Johnstown
Keenesberg
Kersey
LaSalle
Lochbuie
Longmont (MCP)
Mead
Milliken
New Raymer
Northglenn(MCP)
Nunn
Pierce
Platteville
Severance
Thornton(MCP)
Windsor(MCP)
Timnath (MCP)
Change
2,554,880 2,428,920 - 5.0%
504 706 + 40%
3,514 3,791 + 8%
938 1,569 + 64%
5,073 5,203 + 3%
1,502 1,800 + 20%
7,715 9,060 + 17%
6,709 6,740 + .5%
6,348 9,062 + 43%
3,982 6,757 + 70%
8,441 9,170 + 9%
71 73 + 3%
518 518 N/C
29,692 30,655 + 4%
382 382 N/C
2,194 3,725 + 70%
4,806 5,353 + 11%
1,215 1,550 + 28%
773 852 +10%
573 616 +8%
2,078 2,234 + 8%
2,270 3,589 + 58%
4,558 7,917 + 74%
7,523 8,053 + 7%
458 502 +10%
624 624 N/C
1,990 2,377 + 19%
531 537 + 1.0%
1,017 1,842 +81%
3,878 4,114 + 6%
15 8 - 47%
11,133 12,398 + 11%
N/A 13.40 + 100%
MCP: Multi -County Places (Acres within Weld County only)
(Source: Weld County Planning Department: 2016)
*as of 08.22.16
Average
Temperatures
46°
July: 94°
Average
Rainfall &
Snow Fall
Rain: 14.4
Inches
Snow: 36.10
Inches
Regional Averages
Average Frost Average
(First & Last) Growing
Season
Spring: May 11 143 Days
Fall: September
30
Average
Wind
Speed
19.89mph
514
County Population Overview
Weld County's population growth rate has been approximately 28% per decade since the mid -1900, which is more than triple the
national average. Between 2000 and 2010, the population increased 39.7%. The County was the fastest growing county in the
nation from 2000 to 2004 according to U.S. Census Bureau.
Over 285,000 people lived in the County in 2016, which represented approximately 5% of the total state population. The median
age of the County residents in 2016 was 34, compared with the state median age of 37. The gender distribution ratio was similar
for both County and the State for this time frame.
The County population in 2010 showed increasing diversity in the percentage of race categories, with 67% of the County
population classified as white, not of Hispanic or Latino origin, and 31% of the county population classified as persons of
Hispanic or Latino origin. According to us Census Bureau, total white population dropped from 82% in 2000 to 67% in 2010.
The 2000 Census was the first year in which respondents could select multiple race categories.
A review of the historical and future projections of population growth in the County reveals a steady increase in the total
population every decade from 2000 to 2010, except 1930 to 1940, when it declined. The population density increased from four
people per square mile in 1900, to 63.2 people per square mile in 2010. It is projected by the Colorado Division of Local
Government to increase to over 122 people per square mile by 2030.
Approximately half of the population is located in an 800 -square -mile area in the southwestern part of the County. The 2010
population density for this area is was approximately 68 people per square mile.
Among the 64 counties in Colorado, Weld County ranks ninth in total population. Between 2000 and 2015, the State grew at a
rate of 26%. For this same period of time, the County grew by 40% and the nation by 10%.
Since 2000, Weld's population has outgrown the State's average every year, peaking at 45% in 2004, which placed Weld County
into the top ten counties in total population in the State.
Population growth in the County is projected to average a compounded growth rate of 3.75% a year from 2015 through 2035.
This growth rate is more than double the annual compounded growth rate of 1.575% projected for the State. This trend would
increase Weld County's total population to over half a million by the year 2035.
515
County Residential -Population
1970 1980 1990 2000 2006 2015
89,797 123,438 131,821 180,936 236,857
(Source: U.S. Census Bureau)
Population by Race and Hispanic Origin
Colorado Counties - Total Population
284,876
Race
1990
2000
2006
2010
% Change
1990-2010
Weld % of
Colorado
White
117,247
147,834
208,883
170,827
+46%
4.9%
Black or African
American
567
1,022
958
2,054
+262%
1.0%
American Indian and
Alaska Native
785
1,581
2,646
1,419
+81&
4.5%
Asian
1,133
1,508
5,572
3,031
+168%
2.1%
Native Hawaiian &
Other Pacific Islander
90
150
N/A
N/A
+67%
N/A
Some Other Race
12,089
24,044
21,585
359
- 97%
4.7%
Two or More Races
N/A
4,797
5,827
3,455
-28%
3.4%
Hispanic
N/A
N/A
N/A
71,680
N/A
7.0%
Population Characteristics
Weld County and the State of Colorado
2015
Weld County
Male
Female
Under 5
18 and over
65+
TOTAL
Median Age
Total Households
Persons per
Household
Colorado
# % of #
Total
142,424 50 2,729,673
142,452 50 2,726,911
20,398 7.2 338,192
108,654 38.1 4,173,959
32,597 11.4 712,208
284,876 5,456,584
33.8 36.9
101,095 2,134,380
2.77 2.5
(Source: State Demography Office)
(Source: U.S. Census Bureau)
% of
Total
50
50
6.2
76.5
13.1
Races 1n Weld County, CO
White atone
leOther
Two races
Hispanic
Li
WELD County Projection in Population
2010 2020 2025
2030 2035
254,230 340,265 401,866 486,717 535,889
(Source: State Demography Office: 2016)
Weld County Population by Municipalities
Weld County
Ault
Berthoud (MCP)
Brighton (MCP)
Dacono
Eaton
Erie
Evans
Firestone
Fort Lupton
Frederick
Garden City
Gilcrest
Greeley
Grover
Hudson
Johnstown
Keen es berg
Kersey
LaSalle
Lochbuie
Longmont (MCP)
Mead
Milliken
New Raymer
Northglenn (MCP)
Nunn
Pierce
Platteville
Severance
Thornton
Windsor
Unincorporated
1980
123,438
1,056
2,321
1,932
1,231
5,063
1,204
4,251
855
123
1,025
53,006
158
698
1,535
541
913
1,929
895
356
1,506
80
295
878
1,662
102
4,277
35,542
1990
131,821
1,107
17
2,228
1,959
1,244
5,877
1,358
5,159
988
199
1,084
60,454
135
918
1,579
570
908
1,803
1,168
456
1,605
98
324
823
1,515
106
5,062
33,001
2000 2006 2015
180,936 236,857 284,876
1,432 1,450 1,631
16 36 73
154 229 380
3,015 3,759 4,486
2,690 4,122 4,925
2,009 6,496 11,967
9,514 17,531 19,933
1,908 7,132 11,961
6,787 7,206 7,847
2,467 7,370 11,387
357 349 244
1,162 1,163 1,083
76,930 90,285 101,302
153 156 144
1,565 1,606 1,584
3,827 8,000 14,064
855 1,187 1,197
1,389 1,481 1,558
1,849 1,943 2,068
2,049 3,703 5,459
24 31 126
2,017 2,881 4,386
2,888 5,887 6,351
91 101 101
12 12 13
471 534 442
884 878 878
2,370 2,651 2,656
597 2,618 3,744
9,612 11,884 16,958
41,832 44,228 45,928
MCP: Multi -County Places (Population within Weld County only)
Source: Colorado Division of Local Government - Demographic
Sections
Source: U.S. Bureau. Date Set: Census 2010 Redistricting Data
Community Survey Summary File
516
Economic Overview
Weld County had a per capita personal income (PCPI) of $38,664 in 2014, compared to $50,410 State-wide. The PCPI in Weld
was 76% of the national average in 2006. The County's average wage is estimated at $34,320 in all industries, according to the
State Demographer's Office.
According to a 1997 study conducted by Colorado State University, Weld County continues to be an "Agribusiness Important"
county, although the degree of agribusiness' importance is declining. "Agribusiness Dependent" counties are those counties
which receive more than 20% of total county income from agribusiness industries, whereas "Agribusiness Important" Counties
receive between 10% and 20% of total county income from agribusiness industries.
However, Weld is the most agriculturally productive county in the State, according to U.S. Department of Agriculture (USDA). In
2012, Weld County's agricultural lands accounted for 5.8% of the State's 31,886,676 acres of land committed to farming. In
2012, the number of full time farms in Weld County was 3,525, with a market value of products sold at $1.8 billion a year. In
2012, there was 856,240 irrigated acres, which is down from 906,619 irrigated acres in 2007. This equates to a 5.6% drop.
The overall age dispersion of the County's population resembles the state population, with the exception that the County has a
proportionally a younger work force.
Economic Development
Weld County has four internal driving sources that have been identified for future economic growth:
I. Natural & Reusable Energy Resources
A. Wind Powered Energy
B. Solar Power
C. Greenhouse Emission Innovations
D. Mining
E. Biogas
F. Water Recycling (oil and gas)
II. Open Entrepreneurship Market Place
A. Hispanic Businesses/Latino Dollar
B. Telecommunications/Fiber Optics
C. Professional and Business Services
D. The Self -Employed (10% of total U.S.)
E. Unmet Market Opportunities
F. Incubators (Firms, Universities, and Linking Networks)
G. Home Based Businesses
III. Growth Rate
A. Half a million people by 2035, 3% growth rate
B. Greeley 2nd fastest growing metro area in State (2006)
C. Attractiveness for retirees
D. Healthy, growing young labor force
IV. Location
A. 1 of 12 Counties along the "Front Range "Megapolitan,"
the confluence of two or more major metro areas.
B. Proximity to Denver International Airport, Rocky
Mountain, and Denver Metropolis
C. 2 Major Interstates (1-25 and 1-76); major highways (US
85, US 34) and the new WC Parkway along CR 49 to
facilitate growth and transportation
D. Northern Front Range cities, major universities and
community colleges
517
County Median Household Size, Family and Household
Income
Median Household Median Family Income
Size
Year County State County State
1970 3.0 3.0 N/A N/A
1980 2.8 2.8 N/A N/A
1990 2.7 2.7 $30,800.00 $35,930.00
2000 2.8 2.5 $35,351.00 $40,853.00
2006 2.8 2.6 $62,284.00 $64,614.00
2015 2.8 2.5 $78,222.00 $78,384.00
(Source: State Demography Office: 2016)
Weld County Employment and
Unemployment Statistics
2013
Area
Civilian Labor
Force
Number
Employed
Number
Unemployed
Unemployment
Rate
Weld County
127,731
118,609
9,122
7.1%
Colorado
2,754,870
2,568,150
186,720
6.8%
2016
Area
Civilian Labor
Force
Number
Employed
Number
Unemployed
Unemployment
Rate
Weld County
152,770
145,865
6,404
4.2%
Colorado
2,898,000
2,792,000
106,100
3.7%
Weld Base Industries, 2014
Trarsfer '3'.x en:
r.,
Industry Employment & Wages
Weld 2006
2015 Change
All Industries 80,555 $33,748 101,496 $46,614 +26%
Private 67,642 $34,216
Agriculture 3,741 $26,988 3,868 $39,176 +4%
Mining 2,187 $52,832 7,616 $79,692 +248%
Utilities 237 $63,700 326 $85,978 +38%
Construction 8,002 $38,012 9,553 $54,856 +19%
Manufacturing 10,018 $44,720 12,656 $49,059 +26%
Retail Trade 8,138 $49,608 9,718 $29,612 +19%
Wholesale Trade 3,597 $24,388 4,123 $70,199 +15%
Transportation 1,681 $37,076 4,084 $56,169 +143%
and Warehousing
Information 1,131 $40,768 658 $50,028 -42%
Finance and 3,809 $40,040 3,071 $58,887 -19%
Insurance
Real Estate, 1,043 $29,952 1,268 $46,029 +22%
Rental and
Leasing
Professional and 2,118 $45,916 2,555 $60,982 +21%
Technical
Management 992 $72,384 1,470 $119,775 +48%
Administrative 4,486 $22,464 5,951 $29,806 +33%
and Waste
Services
Educational 2710 $21,112 7,043 $34,806 +160%
Health Care and 7,218 $35,828 8,734 $46,173 +221%
Social Assistance
Arts, 839 $12,948 986 $19,173 +18%
Entertainment
and Recreation
Accommodation 6,162 $11,024 7,520 $15,060 +22%
and Food
Services
Other Services 1,787 $23,504 2,288 $33,069 +28%
Government 13,489 $31,460
518
Transportation Overview
Transportation in the County is provided by Interstate 1-25 and Highway 85 for north and south transit up and down the Front Range
corridor. Highways 14, 52, and 34 facilitate east and western transit, and Interstate 76 provides for broader easterly and western
travel. The highway and road system in the County is managed, by the Colorado Department of Transportation, the County, and the
32 municipalities, with the County maintaining 2,954 miles of publicly maintained county roads. The County's road system presently
consists of 737 miles of paved roads and 2,217 miles of gravel roads. In addition, there are currently 471 miles of state highway
system roads which are described below.
64.6 Interstate Miles
57.1 Arterial Freeway and Expressway Miles
224.3 Principal Arterial Miles
57.3 Minor Arterial Miles
64.7 Major Collector Miles
2.7 Minor Collector Miles
(Source: Weld County Department of
Public Works)
519
Real Estate & Housing
Weld County Home Sales
2014-2016
East/North: Nunn, Grover, New Raymer
Jan -Mar
Apr -Jun
Jul -Sep
Oct -Dec
#Sold/Annual
Median
%Increase in
Price
2014
4/$207,000
1/$130,000
6/$88,500
6/$167,000
17/$140,000
n/a
2015
3/$184,150
9/$180,000
11/$200,000
3/$350,000
26/$191,250
0.366071429
2016
10/$300,000
8/$257,219
2/$246,670
20/$260,187
0.360454902
Central/West: Pierce, Ault, Eaton, Severance, Windsor, Kersey, Evans, LaSalle, Gilcrest, Greeley,
Milliken, Johnstown
Jan -Mar
Apr -Jun
Jul -Sep
Oct -Dec
#Sold/Annual
Median
%Increase in
Price
2014
672/$216,600
1050/$225,000
1153/$230,000
936/$236,837
3811/$227,000
n/a
2015
716/$238,750
1143/$250,000
1121/$254,850
956/$260,000
3936/$252,000
0.110132159
2016
795/$268,370
1168/$280,262
613/$290,000
2576/$279,957
0.110940476
South: Platteville, Firestone, Frederick, Dacono, Erie, Fort Lupton, Hudson, Keenesburg
Jan -Mar
Apr -Jun
Jul -Sep
Oct -Dec
#Sold/Annual
Median
%Increase in
Price
2014
220/$297,000
320/$317,500
304/$315,500
247/$310,000
1091/$311,000
n/a
2015
254/$338,500
428/$329,472
370/$350,000
281/$359,956
1333/$342,000
0.099678457
2016
290/#336,747
579/$359,000
300/$377,350
1169/$359,000
0.049707602
through
8/22/2016
through
8/22/2016
through
8/22/2016
520
Home Sales by Region
Year
Region
Greeley/Central
Northwest
East/Rural
South Central
Southwest
2006
# Sold Median Sales
Price
2,444 $170,000
1,081 $212,000
35 $193,000
192 $168,000
728 $247,000
2007
#Sold Median Sales
Price
1,734 $151,050
924 $234,000
32 $194,900
187 $199,812
2015
#Sold Median Sales
Price
3,936 $252,000
26 $191,250
848 $247,000 1,333 $342,000
Housing & Households
Weld County Housing Units
2000
2010
2010 %
Total Occupied Housing Units
66,194
96,281
Occupied Housing Units
63,247
89,349
92.8%
Owner —Occupied Units
43,413
62,130
69.5%
Renter — Occupied Units
19,834
27,219
30.5%
Vacant Housing Units
2,947
6,932
7.2%
Seasonal
191
471
6.8%
All Other Vacant
2,756
6,461
93.2%
Foreclosures in Weld County
2001 2002 2003 2004 2005 2006 2007 2008
Foreclosures 476 628 822 1,155 1,500 2,073 2,869 2,824
4000
3500
3000
2500
2000
1500
1000
500
0
(Source: Weld County Public Trusjke)
• The overall vacancy rate
was 7.2% in 2010
• Vacancy rates were slightly
lower than the state average
• Most of the units are owner
occupied (69.5%), but there
is an active rental market
2010 2011 2012 2013 2014 2015
2,757 1,919 1,579 820 602 427
2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015
Foreclosures
521
Development Trends
Following the great recession (2006-2009) development activity in Weld County increased substantially. In 2009, EOG drilled a well
outside the Town of Grover known as the "Jake". It produced over two thousand (2,000) barrels of oil per day during initial phases and
gradually subsided. The "Jake" made headlines across the State because it was one of the first wells to be fracked using horizontal
drilling technology. Shortly after EOG made headlines a flurry of oil and gas activity hit Weld County. In particular, the new activity was
focused on the Niobrara play, whereby historically, the oil and gas activity in Weld County was primarily located in the DJ / Wattenberg
basin. Needless to say, once oil and gas operators began to harness the horizontal fracking technology Weld County was at the
forefront of an epic energy boom.
The energy boom ramped up in 2010 and continued strong through early 2015, with the peak hitting in 2014. Oil prices in 2014
averaged $80 / barrel. During this peak there were over 85 operators and 65 rigs working 24/7 throughout the County. Beginning in
early 2015 the energy sector was hit hard with oil falling to an average of $35 / barrel. Exploration and production was halved and many
companies left the County or began to consolidate and sell off acreage positions.
During the energy boom, the Planning Services Department hit record numbers in terms of work output. The Building Services Division,
for example, saw a 9% increase in total permits from 2010 through 2015. Plan review and inspections also increased by 40% and 54%
respectively during the same period. The Planning and Zoning Division was in a similar situation. For example, the total land use cases
increased 137% between 2010 and 2015. The oil and gas boom created a domino effect that propelled other sectors of economy
forward. For example, the unemployment rate dropped from 7.1% in 2006 to 3.7% as of June 2016. In addition, the overall labor market
improved with employers across all sectors hiring to keep up with demand. Wages increased while the cost of living remained relatively
flat. The County's overall fiscal health and stability led the County Commissioners to decrease the property tax on two occasions over
the last ten years and County citizens continue to enjoy some of the lowest taxes in the State of Colorado.
Recorded Exemptions
2010
2011
2012
2013
2014
2015
Lots created
Lots created
Lots created
Lots created
Lots created
Lots created
112
123
185
207
228
288
Subdivisions
2010
2011
2012
2013
2014
2015
Lots created
Lots created
Lots created
Lots created
Lots created
Lots created
3
0
9
6
28
30
522
Single Family Residential
(New Construction)
2010
2011
2012
2013
2014
2015
New Homes
New Homes
New Homes
New Homes
New Homes
New Homes
50
50
68
98
159
136
Building Permits
2010
2011
2012
2013
2014
2015
Oil & Gas
840
950
843
828
898
494
Electrical
243
345
298
313
351
352
Mobile Homes
87
52
81
102
130
198
COC (Ag Exempt)
103
130
142
142
186
174
Building (All Other)
853
787
911
961
1,090
1,097
Total
2,126
2,264
2,275
2,400
2,655
2,315
Total Valuation
$382M
$117M
$304M
$363M
$781M
$461M
Planning & Zoning Permits
2010
2011
2012
2013
2014
2015
Planning Cases
242
293
328
344
562
573
Planning
60
67
88
70
98
94
Commission
Hearings
Pre Applications
115
182
244
223
308
267
523
USR's
41
66
92
89
114
97
Total Cases
242
293
328
344
562
573
600
500
400
300
200
100
0
2010 2011 2012 2013 2014 2015
❑ Planning Cases
• PC Hearings
❑ Pre Applications
❑ USR's
• Total Cases
3000
2500
2000
1500
1000
500
0
1i
2010
ld
11
2012
11
11
2014
Ti
T
❑ Oil & Gas
• Electrical
❑ Mobile Homes
❑ COC
• Building (All
Other)
O Total
524
Oil and Gas
Weld County Oil and Gas Employees
Source: (Department of Local Government Community Employee Residency Report)
Municipality
2009
2010
2011
2012
2013
2014
2015
2016
Change
(2015 - 2016)
Change
(2009 - 2016)
Ault
10
5
15
21
26
32
47
27
-43%
+170%
Dacono
13
10
21
42
42
49
59
52
-12%
+300%
Eaton
34
22
35
59
87
100
141
118
-16%
+247%
Evans
266
174
286
446
577
686
890
614
-31%
+131%
Firestone
15
9
17
32
57
92
118
88
-25%
+487%
Fort Lupton
158
101
123
256
261
303
315
229
-27%
+45%
Frederick
32
11
23
39
62
89
109
88
-19%
+175%
Garden City
5
2
5
5
4
2
2
5
+150%
0%
Gilcrest
16
16
22
34
46
56
63
43
-32%
+169%
Greeley
662
435
733
1,258
1,569
2,013
2,797
2,105
-25%
+218%
Grover
0
1
1
2
13
9
2
3
+50%
+50%
Hudson
22
13
15
24
29
33
48
33
-31%
+50%
Keenesburg
20
15
14
17
23
29
33
27
-18%
+35%
Kersey
26
15
32
53
65
82
85
77
_9%
+196%
LaSalle
39
20
38
74
92
108
125
109
-13%
+179%
Lochbuie
20
18
25
68
75
111
97
83
-14%
+315%
Mead
8
5
9
14
27
28
45
41
-9%
+413%
Milliken
40
27
43
93
101
112
154
131
-15%
+228%
Nunn
0
1
5
5
6
12
12
12
N/C
+1100%
Pierce
5
3
7
16
17
18
20
24
+20%
+380%
Platteville
49
33
46
92
89
102
137
85
-38%
+73%
Raymer
0
0
0
0
0
0
0
0
N/C
0%
Severance
7
4
10
17
36
44
54
56
+4%
+700%
Weld County - Unincorporated
423
299
401
679
740
893
1,106
820
-26%
+94%
Brighton (Adams)
2 (195)
0 (127)
0 (140)
0 (299)
0 (355)
0 (526)
0 (662)
1 (487)
-26%
+150%
Erie (Boulder)
5
6
10
11 (1)
16
30
40
32
-20%
+540%
Northglenn (Adams)
0 (23)
0 (10)
0 (17)
0 (45)
0 (62)
0 (82)
0 (138)
1(87)
-37%
+278%
525
Longmont (Boulder)
2 (73)
0 (38)
0 (75)
0 (138)
0 (191)
0 (297)
0 (414)
1(265)
-36%
+263%
Windsor (Larimer)
34
24
49
80
131 (1)
170
207 (1)
185
-11%
+444%
Berthoud (Larimer)
0 (16)
0 (11)
0 (15)
0 (29)
0 (22)
0 (37)
0 (45)
0 (34)
-24%
+113%
Thornton (Adams)
0 (92)
0 (51)
0 (59)
0 (208)
0 (275)
0 (396)
0 (533)
1 (379)
-29%
+312%
Johnstown (Larimer)
49
31
57
109 (2)
159
192 (24)
269 (0)
247
-8%
+404%
County Totals
1,962
1,300
2,042
3,546
4,350
5,395
6,975
5,338
-23%
+172%
Source: Colorado Department of Local Affairs
526
Weld County Small Business
Incentive Plan (SBIP)
WP -1.0
JELISIMAII
IITGT7
i
Wald C.. my
FUND -IMO OVERVIEW
GARMTP-1-
PLANNT.T.IDEPANINMUTV
Weld County has established a Small Business Incentive
Program (BIP) which will provide eligible businesses financial
assistance to offset land use, building permit, and several
impact fees. The program is designed to reduce upfront capital
outlay for small businesses located in unincorporated Weld
County.
WHO CAN APPLY?
Any business owner or tenant located in unincorporated Weld
County that meets the eligibility requirements.
WHAT ARE THE ELIGIBILITY REQUIREMENTS?
• The subject real property must be located within the
County (the "Property").
• The business shall hire at least fifty (50) percent of
their new workforce from Weld County. For the
purpose of this application a full-time employee works
a minimum of 32 hours per week. The business may
have a combination of part-time employees that is the
equivalent of at least one (1) full-time employee.
• The applicant must be the record owner(s) of the
Property or a tenant.
• The business must have been undertaken after the
date of the adoption of this policy.
• This program shall only apply to businesses with 25 or
fewer employees at the time of submitting an
application.
WHAT CAN BE DONE WITH THESE FUNDS?
The intent of these funds is to offer financial assistance to
small businesses that want to operate in Weld County. The
financial assistance helps reduce the business's land use
application fees, building permit fees, and impact fees. Fees
incurred by the business that are not eligible for funds include
consultant and attorney fees, on -site and off -site bonding,
collateral requirements, etc.
527
Resources:
U.S. Census Bureau
Bureau of Labor Statistics
Colorado Demography Office
FEDSTATS.com
Upstate Colorado Economic Development
Department of Local Affairs
Weld County Planning Department
Weld County GIS
Weld County Public Works
Colorado Department of Labor and Employment
U.S. Department of Agriculture
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 eighth lowest mill levy at 15.800 mills
• Weld County ranks fourth lowest in budget amount per capital at $962.12
• In per capital for local tax costs Weld County per ranks sixth lowest at $438.38
• Weld County ranks sixth lowest in total FTE at 1,465
529
10 -County Budget Survey - 2016
Population Distribution
700000
?00000 —1
.500000 —
400000—
o
300000 —
:200o00 —
100000 —
0
=darns
Gould?r
7 _
i
T
El Paso LaHrn?r Iri?sa Pueblo l' e1d
County
® Total Population
O Unincorporated Population
Adams Arapahoe Boulder Douglas El Paso Jefferson Larimer Mesa Pueblo Weld
Total Population 491.337 628.323 321.872 332,647 685,521 558.532 333,577 152,357 163,591 297.032
Unincorporated 95,117 92.482 44.988 191.250 182.653 194,462 74.667 70.021 53,106 45,175
Population
530
10 -County Budget Survey - 2016
Taxable Assessed Value by Type
Percent of Taxable Assessed Value
100% —
1.
20% —
0'a
Residential
Commercial
Vacant Land
Agriculture
=clams
r T
Pueblo
geld
Pesidential
El Commercial
Cl Vacant Land
❑ Agriculture
rr,apahoe Boulder Doirpi,as El Paso Jefferson LJrrmer Mesa
County
$ Millions
Adams Arapahoe Boulder Douglas El Paso Jefferson Larimer Mesa Pueblo Weld
2,334 4,840 3,835 3,342 3,902 4,155 2,717 838 600 1448
2,296 3,027 2,593 1,759 2,326 2,745 1,852 605 533 1,418
126 194 221 234 284 198 201 88 51 76
31 16 17 18 14 37 24 33 18 180
531
10 -County Budget Survey - 2016
REVENUE SOURCES
Percent of Total Revenues
100%
80%
30%
43%
0%
dams
Boulder EI Pasa Latimer !vies.) Pueblo Vueid
County
® Current Property Taxes
❑ Specific Ownership Tax
❑ Sales and Use Tax
El Highway Users Tax
❑ All Federal State Municipal Grants
® Charges for Services
❑ Interest Investment Earnings
Adams Arapahoe Boulder Douglas El Paso Jefferson Larimer Mesa Pueblo Weld
Current Property Taxes 36.3% 50.7% 54.6% 46.9% 18.6% 53.2% 38.0% 16.7% 40.0% 60.8%
Specific Ownership 3.0% 3.5% 3.0% 3.4% 2.1% 4.0% 3.0% 2.2% 3.2% 3.6%
Tax
Sales and Use Tax 11.7% 7.2% 18.3% 21.8% 42.9% 12.0% 13.3% 23.8% 15.3% 0.0%
Highway Users Tax 2.2% 2.9% 2.2% 2.6% 4.5% 3.7% 2.9% 5.4% 3.8% 3.9%
All Federal/State/ 32.2% 26.4% 16.9% 10.9% 24.3% 18.3% 29.0% 45.8% 35.2% 23.4%
Municipal Grants
Charges for Services 14.3% 8.9% 4.9% 13.7% 7.5% 7.2% 13.6% 5.9% 2.3% 7.7%
Interest/Investment 0.4% 0.5% 0.2% 0.7% 0.1% 1.6% 0.2% 0.1% 0.2% 0.7%
Earnings
532
10 -County Budget Survey - 2016
PRIMARY SOURCES OF REVENUES
400000x00
x.}000nr_,00
N
:3 :cc000:oo
t O'J000 00
Adams Eoulder Er Pasa Larimer Mess Pueblo Weld
1
▪ Current Property Taxes
E Sales and Use lac
▪ All Federal State Municipal Grants
E Charges for Services
Adams Arapahoe Boulder Douglas El Paso Jefferson Larimer Mesa Pueblo
Weld
Current $142,113,000 S146,130,000 $153,626,000 $124,636,000 S48,655,000 S204,002,000 S103,400,000 S23,102,000 S48,974,000 S153,213,000
Property
Sales and Use $45,803,000 S20,776,000 $51,439,000 $57,785,000 S112,314,000 S46,117,000 S36,141,000 532,822,000 S18,712,000 SO
All Federal/ $126,261,000 S76,125,000 $47,481,000 $28,910,000 $63,630,000 S70,387,000 S78,965,000 $63,229,000 S43,072,000 S58,868,000
State/
Municipal
Grants
Charges for $55,862,000 525,541,000 $13,790,000 $36,381,000 S19,548,000 S27,725,000 S37,181,000 $8,162,000 $2,774,000 S19,288,000
533
10 -County Budget Survey - 2016
Primary Revenue Sources (Normalized to Population)
Revenue per Capita
crow
800 -
700 -
340 -
500
4O0
300-°
200 -
100 -
0 r r
dams
Boulder
El Paso
County
Larimer Mesa Pueblo 'meld
® 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 $289.24 $232.57 $477.29 $374.68 $ 70.98 $365.25 $309.97 $151.63 $299.37 $515.81
per Capita
SOT per Capita $ 23.85 $ 15.84 $ 26.34 $ 27.06 $ 8.02 $ 27.57 $ 24.49 $ 20.29 $ 24.06 $ 30.30
All Grants per $256.97 $121.16 $147.52 $ 86.91 $ 92.82 $126.02 $236.72 $415.01 $263.29 $198.19
Capita
Charges for $113.69 $ 40.65 $ 42.84 $109.37 $ 28.52 $ 49.64 $111.46 $ 53.57 $ 16.96 $ 64.94
Services per
Capita
534
10 -County Budget Survey - 2016
PARCEL COUNTS
+00000
® Land Parcels
❑ Pesidential Improved Land Parcels
O Commercial Industrial Land Parcel:
200000
100000
r•-
IC7
F �
Adams Boulder El Paso Larimer I,lsa Puebla :';eld
County
Adams Arapahoe Boulder Douglas El Paso Jefferson Larimer Mesa Pueblo Weld
Land Parcels 181,523 219,076 125,869 138,711 268,927 239,824 153,706 81,292 108,138 170,521
Residential 124,577 186,227 103,812 101,889 204,060 190,768 111,090 53,993 62,154 88,812
Improved
Land Parcels
Commercial/ 5,136 6,455 5,176 2,384 7,777 5,394 5,857 3,470 2,324 4,796
Industrial
Land Parcels
535
10 -County Budget Survey - 2016
Property Tax per Parcel
Property Taxes per Land Parcel
143 _
1300 —
100 —
1100 —
1000 —
OG—
600 —
;00—
'300 —
`•00 -
-k00-
300 —
200 —
100 —
Adams
EoulthEq
EI Paso Larriner
County
',NE. Id
T T 1 l T T f T- 1
Property Tax Revenue per Land Parcel
O Property Tax Revenue per Residential Land Parcel
Adams Arapahoe Boulder Douglas El Paso Jefferson Larimer Mesa Pueblo Weld
Property Tax $ 0.00 $ 610.24 $ 1,241.57 $ 788.05 $ 200.89 $ 0.00 $ 675.57 $ 292.65 $ 478.39 $ 1,058.79
Revenue per
Property Tax $ 503.14 $ 389.87 $ 841.68 $ 648.60 $ 151.96 $ 527.35 $ 537.38 $ 196.51 $ 296.73 $ 257.60
Revenue per
Residential
536
10 -County Budget Survey - 2016
Citizens Served per County Employee
Citizens per Employee
400
.1;00-
200 —
700 —
0
f T
Pueblo.•;eld
=.dams
f T T T
Arapahoe Boulder Douglas E! Paso Jefferson
Coiirriy
T
Lamler Mesa
Adams Arapahoe Boulder Douglas El Paso Jefferson Larimer Mesa Pueblo Weld
Citizens Served 240 309 196 290 263 186 204 153 149 203
537
10 -County Budget Survey - 2016
Support Functions per 1,000 Employees
e.0
FTE's per 1000
50-
3Q-
20-
10 —
Adams .L.ripaho,
Douglas El Paso Jefferson Lanni r I.lesa Pu.•b o ti"veld
County
® HP FTE's per 1,000
❑ Fisk Mgmt FTE's per 1,000
O 1T FTE's per L000
Adams Arapahoe Boulder Douglas El Paso Jefferson Larimer Mesa Pueblo Weld
HR FTE's per 6.9 6.9 7.3 7.8 8.8 6.7 9.2 4.0 6.4 7.5
1,000
Risk Mgmt 1.0 2.0 2.4 0.9 0.0 1.3 1.7 1.0 0.9 0.0
IT FTE's per 22.5 32.4 30.5 51.9 25.3 23.0 39.0 26.1 27.4 30.0
1,000
538
10 -County Budget Survey - 2016
Finance Support Functions per 1,000 Employees
FTE's per 1000
-4-
3 -
r _
Adams Boulder
El Paso Lao•rietIYlesa Pueblo \.Vefld
C ou my
® Accounting & Deporting FTE's per 1,00r
❑ Payroll FTE's per 1,000
El Budget FTE's per 1,000
O Purchasing FTE's per 1,000
Adams Arapahoe Boulder Douglas El Paso Jefferson Larimer Mesa Pueblo Weld
Accounting & 2.0 9.1 11.0 6.1 16.9 5.3 7.9 3.0 4.6 3.4
Reporting
Payroll FTE's 2.0 1.0 1.8 1.7 1.1 1.3 2.4 1.0 0.9 0.7
per 1,000
Budget FTE's 2.0 2.5 2.7 3.5 9.6 2.3 1.2 1.0 0.9 0.7
per 1,000
Purchasing 3.9 2.0 1.5 1.7 3.4 2.7 1.8 1.0 2.7 1.4
539
10 -County Budget Survey - 2016
Planning & Zoning and Building Inspection FTE per 10,000
Unincorporated Population
FTE's per 10.000 Unincorporated Population
4-
3—
Ad nn
Bpulde+
El Paso
Larimer r.lesa Pueblo • field
CouTIty
® Planning & Zoning FTE's per 10,00C
❑ Cuilding Inspection FTE's per 14,000
Adams Arapahoe Boulder Douglas El Paso Jefferson Larimer Mesa Pueblo Weld
Planning & Zoning 1.1 1.8 4.6 1.8 1.4 2.1 2.8 1.9 1.9 3.5
FTE's per 10,000
Building Inspection 0.8 1.9 3.1 1.7 0.0 1.4 1.7 1.3 0.0 2.7
540
10 -County Budget Survey - 2016
Treasurer FTE per 100,000 Population/100,000 Tax Notices
15-
14
13
12
e I
0
0 1t7--
d1
Y1
W
ti
�L
N
N
H
-4—
:oil I Ill I
r 1 I T T T
darns
Boulder
El Paso Larimer Mesa Puebla Wield
County
® Treasur el' FTE's per 100,000 Population
❑ Treasurer FTE's per 100,000 Tax Notices
Adams Arapahoe Boulder Douglas El Paso Jefferson Larimer Mesa Pueblo Weld
Treasurer FTE's 2.0 3.3 3.4 3.0 2.8 2.3 3.6 4.6 9.2 3.4
per 100,000
Treasurer FTE's 5.5 8.9 8.9 8.1 7.7 5.9 7.9 8.6 14.5 5.2
per 100,000 Tax
Notices
541
10 -County Budget Survey - 2016
Assessor FTE per 100,000 Population/10,000 Parcels
Assessor FTE's
IS
17 —.
I: -
-
12 —
II —
10 —
4
3
° ( T T T
A'darns Soulder
T T T l T 1
El Paso Larirner Mesa Pueblo 'r`ieid
County
® Assessor FTE's per 100,040 Population
0 Assessor FTE's per 10,000 Parcels
Adams Arapahoe Boulder Douglas El Paso Jefferson Larimer Mesa Pueblo Weld
Assessor FTE's 9.0 10.0 14.1 13.5 7.7 10.0 12.9 16.7 17.7 11.8
per 100,000
Assessor FTE's 2.4 2.9 3.6 3.2 2.0 2.3 2.8 3.1 2.7 2.1
per 10,000
Parcels
542
10 -County Budget Survey - 2016
Clerk & Recorder FTE per 100,000 Population
30
IN Elections FTE's per 100,000 Population
0 Admin & Clerk FTE's per 1 00,4Ci0 Populatic
recording FTE's per 100,000 Population
❑ Motor Vehicle FTE's per 100,000 Population
20-
Clerk FTE's
10-
r
NTETITIT-TETIPTITE
madams Boulder El Paso Chimer Publo"eield
County
Adams Arapahoe Boulder Douglas El Paso Jefferson Larimer Mesa Pueblo Weld
Elections FTE's per 3.1 2.4 4.0 3.8 1.5 2.7 3.6 3.3 5.5 1.7
Admin & Clerk 0.4 1.4 1.7 1.7 4.7 2.1 3.6 2.0 1.2 1.0
FTE's per 100,000
Population
Recording FTE's 1.7 2.2 3.7 3.0 1.9 2.9 3.3 3.9 3.1 2.4
per 100,000 Popu-
lation
Motor Vehicle 14.2 16.2 13.5 12.6 12.0 12.4 14.4 13.1 13.4 13.1
FTE's per 100,000
Population
543
10 -County Budget Survey - 2016
Clerk Motor Vehicle FTE per 100,000 Vehicle Registrations
Clerk Motor Vehicle FTE's
18—
r —
16-
14-
13-
12-
11-
10 —
4—
:2
1 —
Adams
T
•;,rap.lhor Gouldre
Douglas
El Paso JefIrrson
County
L. rreorr
1.1rsa
Purbl
0.,.r Id
Adams Arapahoe Boulder Douglas El Paso Jefferson Larimer Mesa Pueblo Weld
Clerk Motor Vehicle 15.7 17.7 17.5 13.6 15.0 13.9 11.7 10.7 15.9 6.1
FTE per 100,000
544
10 -County Budget Survey - 2016
District Attorney FTE per 100,000 Population
District Attorney FiE's
3D-
20-
10-
0 T f T I T f 1 T I
Adzms •;-•.rapahoe Goulder Douglas El Paso Jefferson
County
Canner
Pueblo
Adams Arapahoe Boulder Douglas El Paso Jefferson Larimer Mesa Pueblo Weld
District Attorney 35.1 33.3 21.4 0.0 30.2 31.8 23.5 30.5 37.3 18.5
FTE's per 100,000
545
10 -County Budget Survey - 2016
Sheriff Office FTE per 100,000 Population
® Sheriff FTE's per 100,000 Population
O Detention FTE's per 100,000 Population
▪ Administration FTE's per 106,006 Populatic
ZOO -
Sheriff FTE's
100
[l
dams
Boulder
El Pas) Larimer Mesa Pueblo reld
County
Adams Arapahoe Boulder Douglas El Paso Jefferson Larimer Mesa Pueblo Weld
Sheriff FTE's per 110.4 110.6 115.9 144.4 117.0 147.5 115.9 147.7 214.9 119.3
100,000 Population
Detention FTE's per 55.6 63.1 51.3 47.5 54.6 60.3 55.3 62.4 113.7 67.7
Administration 14.3 7.6 5.5 16.6 11.8 20.6 16.2 9.2 17.1 21.5
FTE's per 100,000
Population
546
10 -County Budget Survey - 2016
Sheriff Patrol FTE per 100,000 Unincorporated Population
Sheriff Patrol FTF's
160
150 —
1-40 —
130--
110 —
100--
•;i0 —
70
60—
-l0 —
30 -
-
10 —
0 i T
dams �.rapahoe Boulder
Dauglas
T T T T T
El Paso Jefferson Larimer I.lesa Pueblo "'field
County
Adams Arapahoe Boulder Douglas El Paso Jefferson Larimer Mesa Pueblo Weld
Sheriff Patrol 131.4 58.4 142.3 68.0 77.7 88.4 95.1 114.3 109.2 115.1
FTE's per 100,000
Unincorporated
547
548
Hello