attachment 1 - py16-19 four year regional …...attachment 1 - py16-19 four year regional plan...

Attachment 1 - PY16-19 FOUR YEAR REGIONAL PLAN MODIFICATION Signature Page

The undersigned below certify that all Plan modifications are accurately presented here to the best of their knowledge. This signature page shall become an Exhibit to the Master Agreement for Workforce Development Programs, indicating submission and approval.

Planning Region: Weld County

of 1

Elected Official Signature:_______________________________

Date:___/____/______

Printed Name: Julie Cozad Elected Official for: Board of County Commissioners of Weld County

Local Workforce Development Board Chair Signature:_______________________________

Date:___/____/______

Printed Name: David Thompson Local Area Director

Signature:_______________________________

Date:___/____/______

Printed Name: Tami Grant

1

Upstate Regional Plan

Workforce Innovation and Opportunity Act (WIOA)

2016-2020

Regional/Local Plan

Planning Region: Upstate

Local Areas Included in this Planning Region: Weld

Region Summary

The Board of Weld County Commissioners, the Weld County Workforce Development Board, and Employment Services of Weld County provide the following information as an overview of the Upstate Planning Region.

Located in the north central part of the state, Weld County is bordered on the north by Wyoming and Nebraska and on the south by the Denver metropolitan area. Covering 3,987 square miles, it is the third most extensive County in the state and its estimated 2015 population of 285,174 makes it the ninth most populous of the 64 counties in Colorado. Not only is the County unique in its size, the diversity in its population makeup and the mix of its industry sectors (some of which are high in rankings on the state or national level) make it distinct from other Colorado counties and regions. Weld County continues to rank in the top ten counties in the nation for agricultural sales (the only County outside of California in that top ten), and is the leading producer of oil and gas in the state accounting for approximately 86% of the state’s total production.

Weld County is also, and historically has been, a leader and innovator in its governance structure and the development and operation of employment and training programs. Weld County was the first (September 9, 1975) and currently one of only two Colorado counties to adopt a Home Rule Charter. In 1979, employment and training programs were merged administratively and this resulted in the Job Service and Work Incentive Programs being contracted by the Colorado Department of Labor and Employment to the Weld County Commissioners providing local control of the programs and allowing County personnel to operate the Job Service. Also during this time, Weld County was one of only 15 sites nationally selected under the Employment Opportunities Pilot Project (EOPP) which was to test a specific model that had a goal to move welfare recipients into unsubsidized employment.

Although not emphasized until the enactment of the Job Training Partnership Act (JTPA) in 1982, the Weld County Private Industry Council initiated relationships in 1979 with the chief local elected officials (The Board of Weld County Commissioners) for the coordination of all federal, state, and local resources and joint policy making decisions regarding employment and training initiatives and programs. This involvement and coordination has continued up to the present day’s Workforce Development Board. The Workforce Board has continued to provide oversight and guidance to many of the WIOA partner programs, including the Temporary

2

Assistance for Needy Families (TANF), Community Service Block Grant (CSBG) funds targeted to employment and training, Employment First Programs, AmeriCorps, and the Training Innovation Growth Hope and Training (TIGHT) youth corps.

Weld County, through Employment Services of Weld County, has been on the cutting edge for innovative employment and training programs designed to best meet local needs while serving a broad spectrum of customers. In 1982, Weld was the only County in Colorado that opted to implement the state’s Welfare Diversion Program. Through the course of this program; along with the Job Alternative Program, the Work Incentive Program (WIN), Community Work Experience Program, and the Colorado Jobs Demonstration Project, a variety of modifications and waivers were requested and implemented. Interestingly enough, there is a strong similarity of what was developed in those programs to the requirements that were established under the Personal Responsibility and Work Opportunity Reconciliation Act of 1996 and the Temporary Assistance for Needy Families (TANF) program that is operated today.

In the mid 1990’s Employment Services of Weld County responded to the states initiative to determine how best to structure and create a One-Stop Workforce system. To determine how the state could best develop a One-Stop environment, representatives from the Governor Romer administration visited numerous areas across the state to view and assess how programs and services were structured and provided. After visiting Weld County and viewing the numerous programs operated by Employment Services, as well as our organizational structure, the Governor determined that all workforce areas across the state should have the flexibility to structure employment programs in a way that best met local needs, while providing local structure and control similar to the Weld County model.

The Weld County Commissioners, in collaboration with the Weld County Workforce Development Board, have been an innovative engine in the development and implementation of employment and training programs since the late 1970’s. A few examples of those various program development and collaborative partnerships include:

3

Year Name Purpose Partners Funding 1979 Employment

Services of Weld County

Created an employment and training system responsive to the citizens of the county, building partnerships and utilizing a one-stop location for major employment and training program, job seekers and employers through a single delivery system operated under local control of the Board of Weld County Commissioners and the Weld County Private Industry Council.

Board of Weld County Commissioners, Weld County Private Industry Council, Weld County Department of Social Services, Colorado Department of Labor

Comprehensive Employment and Training Act; Wagner-Peyser/ Job Service; Employment Opportunities Pilot Project

1981 Private Industry Council (PIC)

Weld County established two years before it was included in the law.

Local Elected Officials, Local Employers, Adult Education, additional Community Partners

Comprehensive Employment and Training Act (CETA)

1997 One Stop Center Design

Provided significant input and structure to House Bill 97-1281 “Concerning the Establishment of a Statewide Network

of One-Stop Career Centers to Consolidate Workforce Development

Programs”

Board of Weld County Commissioners, Weld

County Private Industry Council, Colorado

Workforce Coordinating Council, Governor’s Job

Training Office, Office of Rural Job Training,

Colorado Department of Labor

One Stop Career Planning Funding

1999 Youth Crime Prevention Initiative (YCPI)/Tony Grampsas Youth Services (TGYS)

Target services to disenfranchised youth, specifically adjudicated youth (led to the development of TIGHT)

Local communities, State historical entities, TANF, JTPA, WIA, Human Services Child Protection

YCPI/ TGYS, JTPA/WIA, TANF

2001 After School Learning Project/Latch Key Pilot Program

Positively engage young adolescents in meaningful learning and service activities while their parents are at work to support the family

Local school districts, SER, Aims

In Kind JTPA/WIA and School to Career

2003 Gee Whiz Health Camp *(PPA 2006) National recognition

Provide youth exposure to health careers and the types and variety of occupations involved

Employment Services of Weld County, Aims, North Colorado Medical Center, the University of Northern Colorado, Bonell Good Samaritan Center, Medline, Greeley Fire

WIA, TANF

2003 Nuclear Radiological Technician Certification

Develop a new program to meet identified community’s health care worker needs

Aims Community, North Colorado Medical Center, Poudre Valley Hospital, Weld County Workforce Development Board

WIA Competitive grant from CWDC

4

2004 Expansion of CNA Programs

Increase the capacity to train entry level workers to meet identified needs/shortages and provide for opportunities for career advancement (resulted in the expansion of available courses and eventually in the development and construction of the Allied Health Sciences building at Aims)

Aims Community College & TANF

TANF

2004 TIGHT Youth Corps *(PPA 2007)

Program engages adjudicated at risk youth in valuable service projects that benefit the community; educational components designed to improve the members’ functioning levels in reading and math and prepare them to re-enter school or obtain their GED; and life skill development activities to prepare them for life after their Corps experience

ESWC; Weld County Social Services; Island Grove Regional Treatment Center; North Range Behavioral Health; Weld County Health Department; 19th Judicial District- Probation Department

Weld County CORE Services, TANF, and WIA in-kind

2006 Multi-disciplinary Youth Assessment Team *(PPA 2006)

Designed to provide a continuum of collaborative services for Weld County at-risk youth through a pro-active approach

ESWC; Weld Social Services; Island Grove Regional Treatment Center; North Range Behavioral Health; Weld County Health Department; School District 6; St. Vrain School District; Centennial BOCES; 19th Judicial District- Probation Department; and Life Bridge

TANF and CORE Service funds. In-kind by WIA Youth

2006 Pillars for Successful Independence (PSI) *(PPA 2009)

Engage 14-15 year-olds in foster care in 4 skill building areas: Life Skills, Social Skills, Education, and Employment to prepare them for independence or emancipation and prepare youth for Chafee

Weld County Department of Human Services Child Protection

CORE Service funds, WIA in-kind

2007 TANF Summer Youth Employment *(PPA 2007)

Designed to benefit TANF low-income families by having their children in a positive summer program while the parent(s) are in a TANF work activity or beginning unsubsidized employment

Weld Social Services, multiple local area community work sites

TANF

2007 Workforce Innovation in Regional Economic Development

Focus services and develop training specific to the needs of employers in the energy and sustainable energy sectors. Eventually led to the development of a prep academy and 4 distinct credentials and an associate’s degree in industrial manufacturing

Aims Community College, Greeley School District 6, Weld School District RE 8, Boulder & Adams County Workforce Regions, Brighton United Power, Energy Logic, Xcel Energy, Workforce Board of Metro Denver

WIRED Collaborative National Grant with other Colorado Workforce Regions

5

2009 HIRE Colorado Provide paid work experiences for economically disadvantaged job seekers (TANF and UI) and support the creation of new jobs

Colorado Department of Labor, Colorado Department of Human Services, multiple local agencies and community employers

TANF, WIA

2011 Sustainable Manufacturing Sector Initiative

Focus services and training towards manufacturing/advanced manufacturing industry sector’s needs. Upstate Colorado and Brighton Economic Development were co-conveners for this initiative

Upstate Colorado, Brighton Economic Development, manufacturing sector employers, Aims, Front Range Community College, CAMT, Adams County Region

State Funding for Sector Initiatives

2011 H1B Focus services and training towards incumbent workers in the manufacturing/advanced manufacturing industry sectors

Upstate Colorado, multiple employers, Brighton Economic Development

H1B

2014 Northeastern Colorado Collaborative of Counties

Provide job skills training, case management services, ESL, and other hard and soft skills training to the residents of counties in Northeastern Colorado region

County Departments of Human Services in Cheyenne, Kit Carson, Logan, Morgan, Phillips, Sedgwick, Washington, Weld, and Yuma

TANF, CSBG,

2015 Achieving Community Excellence (ACE)

Provide paid summer internships for youth. ESWC services include resume preparation, interview skills, access to the Work Readiness Credential (WRC) and additional employment related services.

City of Greeley, Greeley/Evans School District

State Farm, host businesses

2015 Sector Partnership National Emergency Grant (SP NEG)

Supports two of our identified in-demand industries, Manufacturing and Transportation. Employers are served by developing a strong qualified workforce in these industries. Employers also have an opportunity to voice their needs and concerns by participating on a SP NEG Leadership Team. The team works towards facilitating Regional Discussions with employers, workforce, and public partners.

Evans, Millikin, Greeley, Johnstown (ask Holly), United Way

WIA Programs

2016 Regional Advisory Discussion (RAD)

Initiated by and now co-hosted by ESWC and brings together employers, workforce, educators, and public partners in one moderated discussion about the skills gaps which employers face. The RAD is a ‘highest and best use’ approach to the time of employers and all participates by addressing common issues in one collaborative meeting.

Multiple manufacturing employers, NOCO Manufacturing SP, Aims Community College, Front Range Community College, Larimer, Boulder, and Weld County Schools, ESWC, Larimer County WFC

NoCo Manufacturing Partnership, Sector Partnership National Emergency Grant

2017 Weld Works 4 Youth Employment Program (WW4Y)

Provides paid work experience to qualified youth during the summer to develop employment skills and help families financially though a work program

Department of Human Services

TANF

6

2017 Sterile Processing Technician certification program

Providing the skills and certification required for Sterile Processing Technicians to clean, process and sterilize surgical instrumentation and obtain a working knowledge of surgical instrumentation, infectious processes, and sterilization techniques.

Aims Community College, Surgical Advisory Committee; Banner Health; Weld County

Students are responsible for associated costs; WIOA has provided support to those who were accepted and eligible

2018 Subsidized Training and Employment Program (STEP)

Provide work-based learning opportunities for TANF recipients in Weld County. Employers are targeted to provide WBL opportunities to build experience, expand employment skills and create opportunities for participants to gain permanent employment. Additionally,

Colorado Works, Colorado Department of Human Services, Colorado Department of Labor and Employment

TANF

2018 Pillars for Successful Independence (PSI) Reintegration

Engage Foster Youth between the ages of 13.5 and 15-year-olds to enhance four skill building areas: Life Skills, Social Skills, Education, and Employment to prepare them for independence or emancipation. This approach allows Chafee to build upon a solid foundation of skills to better prepare Foster Youth for adulthood.

Weld County Department of Human Services, Division of Child Welfare

TANF

* Colorado Department of Labor - Promising Practice Award (PPA)

The information included in this Region Summary is provided to demonstrate the Upstate Region’s uniqueness in size, demographics, employment and training program leadership, and governance. The summary establishes the Weld Region’s experience in the delivery of a variety of programs utilizing a broad spectrum of funding sources, as well as the breadth of the collaborative and regionally focused efforts undertaken to meet the needs of employers, job seekers, and other workforce system partners.

A. As a Planning Region, complete the following questions: 1. Provide an analysis of the regional economic conditions, including:

a. Existing and emerging in-demand industry sectors and occupations; and

Agriculture in Weld County continues to be a driver of the economy. An updated graph displays Gross Farm Revenue, Production Expenses and Net Farm Income. As seen below, NFI is forecasted to increase in 2018. Weld County is almost 2.5 million acres of which approximately 75% of the expanse remains devoted to farming and livestock production. Weld County continues to lead the state in value of agricultural products sold. Moreover, according to the City of Greeley, Weld County continues to take a leading role in agriculture production exports in the state for beef, sugar beets, grain, cattle, and dairy. Commodity prices remain low but expansion continues through food processing companies, such as Leprino and JBS Swift, which have spurred additional investment into the agriculture supply chain.

7

The value related to Colorado Natural Resources and Mining continues to be of importance to Weld County. As a top producer of Crude Oil in the state, the recovery shown below indicates the increasing prices of resources from the low in 2016 to continued growth forecast for 2018. The type of recovery has a significant impact on the economy of Weld County.

When last analyzed and reported in the 2016-2020 Regional/Local Plan, the top 10 industries in Weld County included Manufacturing; Construction: Retail Trade; Education Services; Mining; Accommodation and Food Services: Admin, Support, Waste Management, Remediation; Public Administration; and Transportation and Warehousing. An updated chart follows and indicates that the top ten industries in Weld County remain the same; although the placement within the top ten has changed slightly. For instance, the Public Administration industry has moved to the top five industries; while Education Services is now in the bottom five.

8

Group Establishments Employees Public Administration – Local, State & Federal Government 153 16,582 Manufacturing 316 13,112 Construction 936 11,495 Retail Trade 661 10,220 Health Care and Social Assistance 456 9,234 Accommodation and Food Service 444 7,900 Administrative & Support & Waste Mgmt. & Remediation Srvc. 419 5,744 Mining, Quarrying, and Oil and Gas Extraction 238 5,479 Transportation and Warehousing 370 3,623 Educational Services 74 775

Source: EMSI, economicmodeling.com

Within each of the top ten industries identified previously and listed above, growth rates were re-analyzed. Each of the top ten industries still anticipate a positive growth rate; however, the growth rate expected is a bit less robust than previously indicated. The revised growth rates are expected to be much more realistic and attainable with a range of between 3 and 6 percent growth forecast through 2019. The revised chart is provided below.

Group 2017-2018 % Change

2018– 2019 % Change

Public Administration – Local, State & Federal Government 3 3 Manufacturing 5 4 Construction 3 3 Retail Trade 4 3 Health Care and Social Assistance 4 3 Accommodation and Food Service 4 3 Administrative & Support & Waste Mgmt. & Remediation Srvc. 4 3 Mining, Quarrying, and Oil and Gas Extraction 7 6 Transportation and Warehousing 4 4 Educational Services 3 3


To provide a complete analysis, the fastest growing industries was also reviewed. It provides a glimpse into the 2017 earnings in each of the top industries, as well. It indicates the 2017 Earnings per Worker range from $47,677 to $96,863 within the top five industries as evidenced in the updated chart below.

Fastest Growing Industries 2017 Jobs

2018 Jobs

Change in Jobs

(2017-2018)

% Change

2017 Earnings

Per Worker

Manufacturing 13,698 14,381 683 5% $61,184 Government 17,583 18,169 586 3% $47,677 Retail Trade 11,377 11,808 431 4% $34,391 Mining, Quarrying, and Oil and Gas Extraction

5,657 6,051 394 7% $96,863

Construction 11,413 11,801 388 3% $60,680

9

Health Care and Social Assistance

9,734 10,100 366 4% $54,173

Accommodation and Food Services

7,976 8,301 325 4% $18,046

Administrative and Support and Waste Management and Remediation Services

6,413 6,652 239 4% $36,170

Other Services (except Public Administration)

5,114 5,337 223 4% $30,232

Transportation and Warehousing

3,823 3,989 166 4% $66,461


b. The employment needs of employers in those industry sectors and occupations; Weld County is ranked Third for job growth among 346 large U.S. Counties with a 5% annual gain in the third quarter of 2017, according to the U.S. BLS. Only Midland, Texas, an oil and gas boom town, and Elkhart, Ind. a hub for recreational vehicle manufacturing did better. Source: The Denver Post (twitter) and the Greeley Tribune March 20, 2018. To determine the employment needs of employers in the region, data was pulled regarding the most frequently posted position. The positions posted support the information gathered in the analysis of the top ten industries. The current posting chart follows:

Top Posted Occupations (SOC)

Total/Unique (Jan 2017 - Aug 2017)

Heavy and Tractor-Trailer Truck Drivers

205,475 / 19,007

Taxi Drivers and Chauffeurs 42,546 / 7,461 Registered Nurses 39,443 / 3,737 First-Line Supervisors of Retail Sales Workers

8,021 / 1,406

Retail Salespersons 11,227 / 1,381 First-Line Supervisors of Food Preparation and Serving Workers

7,824 / 1,362

Customer Service Representatives

7,222 / 1,065

Stock Clerks and Order Fillers 4,578 / 931 Bus and Truck Mechanics and Diesel Engine Specialists

6,606 / 868

Insurance Sales Agents 13,979 / 801 Source: EMSI, economicmodeling.com

2. Provide an analysis of the knowledge and skills needed to meet the employment needs of the employers in the region, including employment needs in in-demand industry sectors and occupations.

10

To determine knowledge and skills needed, data was pulled regarding the most frequently posted position. The positions posted support the information gathered in the analysis of the top ten industries. The current skills and knowledge necessary for each of the listed occupations follows on the next page: Top Posted Occupations Required Knowledge Required Skills

Heavy and Tractor-Trailer Truck Drivers

Transportation, Customer and Personal Services, Public Safety and Security, Mechanical, English Language

Operation and Control, Operation Monitoring, Active Listening, Speaking, Reading Comprehension

Taxi Drivers and Chauffeurs

Transportation, Customer and Personal Service, Administration and Management, Psychology, English Language

Active Listening, Operation and Control, Social Perceptiveness, Service Orientation, Speaking

Registered Nurses Psychology, Customer and Personal Service, Therapy and Counseling, Education and Training, Medicine and Dentistry

Social Perceptiveness, Reading Comprehension, Coordination, Service Orientation, Active Listening

First-Line Supervisors of Retail Sales Workers

Customer and Personal Service, Education and Training, Administration and Management, Sales and Marketing, English Language

Monitoring, Social Perceptiveness, Reading Comprehension, Speaking, Persuasion

Retail Salespersons Customer and Personal Service, Sales and Marketing, English Language, Mathematics, Computers and Electronics

Service Orientation, Persuasion, Active Listening, Negotiation, Critical Thinking

First-Line Supervisors of Food Preparation and Serving Workers

Customer and Personal Service, Education and Training, Clerical, Administration and Management, Food Production

Critical Thinking, Monitoring, Coordination, Speaking, Time Management

Customer Service Representatives

Customer and Personal Service, Clerical, Computers and Electronics, English Language, Mathematics

Speaking, Active Listening, Service Orientation, Reading Comprehension, Critical Thinking

Stock Clerks and Order Fillers

English Language, Production and Processing, Customer and Personal Service, Computers and Electronics, Mathematics

Critical Thinking, Service Orientation, Coordination, Active Listening, Time Management

Bus and Truck Mechanics and Diesel Engine Specialists

Mechanical, Engineering and Technology, Transportation, Customer and Personal Service, Education and Training

Repairing, Troubleshooting, Critical Thinking, Equipment Maintenance, Quality Control Analysis

Insurance Sales Agents

Customer and Personal Service, Sales and Marketing, Clerical, English Language, Computers and Electronics

Active Listening, Speaking, Reading Comprehension, Service Orientation, Persuasion

Source: EMSI, e.economicmodeling.com

11

3. Provide an analysis of the workforce in the region, including current labor force employment and unemployment data, and information on labor market trends, and the educational and skill levels of the workforce in the region, including individuals with barriers to employment; Population: According to the EMSI, the population of Weld County is now reported at 301,060. Weld County ranks in the top ten Colorado Counties with the highest populations. Weld County continues a growth trajectory having seen one of the largest increases in population in recent years. Weld is identified in the chart below as a county with population growth exceeding 10,000 over a five-year period. Colorado Population Change, 2011 – 2016

Source: Colorado State Demography Office According to the Bureau of Economic Analysis, per capita income and household income experienced gains from $31,657 to $42,787 and from $55,332 to $69,434, respectively. The median age in Weld County is 34 which statistically unchanged from the prior report. The concentration of millennials in the Weld County workforce is important as it creates a low risk environment for employers facing employees nearing retirement. Weld County has 63,222 millennials (ages 20-34) compared to the national average for a county of this size is 61, 209. Source: EMSI

12

Another way to look at the economic health of Weld County is through the job trends statistics. The chart below shows that from 2012 to 2017, jobs increased by 18.0% in Weld County from 99,852 jobs to 117,808. This rate of change outpaced the national growth rate of 7.6% by over 10%! Job Trends 2012 to 2017 in Weld County

Source: EMSI Place of Work vs. Place of Residence The commuting patterns of Workers in Weld County as compared to where the workers live is reflected in the map and chart below. The top five zip codes for employment concentration in Weld County aligns with 4 of the 5 zip codes were workers live.

High Inbound Commuters High Outbound Commuters

Where Talent Works (in Weld County) Where Talent Lives (in Weld County) ZIP Name 2017 Employment ZIP Name 2017 Workers

80631 Greeley, CO 30,664 80634 Greeley, CO 33,426 80634 Greeley, CO 18,319 80504 Longmont, CO 30,646 80504 Longmont, CO 12,824 80631 Greeley, CO 27,316 80550 Windsor, CO 10,993 80550 Windsor, CO 16,282

80621 Fort Lupton, CO 5,718 80620 Evans, CO 10,610 Source: EMSI

13

Diversity: Weld County’s rich cultural diversity remains consistent with previous indicators. As seen in the updated chart below approximately 30% of the population identifies as Hispanic or Latino.


Education: There have been no significant changes in the percent of the population with High School Diplomas as seen in the updated chart below.


14

Unemployment: As of December 2017 the Unemployment Rate in Weld County was at 2.7%. This was a decrease of .6% over the last reported unemployment rate of 3.3%. The total civilian preliminary labor force (not seasonally adjusted) grew from 147,119 to 159,463 of which 155,084 were employed and 4,379 were unemployment. The chart below reflects the new data.

Area Civilian Labor Force

Number Employed

Number Unemployed

Unemployment Rate

Weld County

159,463 155,084 4,379 2.7%

Greeley MSA

159,463 155,084 4,379 2.7%

Colorado 3,038,542 2,946,131 92,411 3.0% Source: LAUS Unit, LAUS system output file, www.colmigateway.com Downloaded: 03/02/2018 10:46 AM The chart below is provided to show a comparison of Weld County to other Colorado Counties experiencing a high rate of unemployment.

Source: LAUS Unit, LAUS system output file, www.colmigateway.com

4. Describe the development and implementation of sector initiatives for in-demand industry sectors or occupations for the planning region, and explain how sector partnerships will be utilized to facilitate the engagement of employers, including small employers and employers in in-demand industry sectors and occupations, in workforce development programs.

Upstate Colorado provided the following analysis of the key industry sectors in Weld County in their 2014-2015 Economic & Demographic Profile (Source: BEA, EMSI; GRP measures final market value of all goods and services produced in a region or sector and is the sum of earnings, property income and taxes on production. It does not include actual production value): There have been numerous discussions within various regional groups about determining the interest level in the creating sector partnerships in Information Technology and Construction. To date, there has not been movement beyond the discussion/exploratory phase.

http://www.colmigateway.com/

15

Manufacturing Sector: The manufacturing sector is a large sector in Weld and includes a wealth of companies producing a wide variety of products focused primarily in food manufacturing, wood products, chemical manufacturing, plastics/rubber products, fabricated metal products, machinery manufacturing, electrical equipment/ components, transportation equipment and miscellaneous manufacturing. Key manufacturers include: JBS, Vestas Blades & Nacelles (note: of the 4 production facilities located in North America, three are located in Weld County), Carestream Health, Leprino Foods, Sparton Medical Systems, PTI Group, Advanced Forming Technologies, etc. In 2013, this sector employed 11,471 – 12.7% of total Weld employment and had an average earnings/job of $42,982. Total 2012 employee earnings was $660.2 million – 16.8% of total Weld employee earnings. Total 2012 Gross Regional Product (GRP) for the sector was $1.094 billion – 14% of total Weld GRP. Within Weld County the NOCO Manufacturing Sector Partnership remains vibrant and serves employers well. As a support to the NOCO Manufacturing Partnership, Employment Services suggested that a Regional Advisory Discussion (RAD) be instituted. The RAD is hosted by ESWC and brings together employers, workforce, educators, and public partners in one moderated discussion about the skills gaps which employers face. The RAD is a ‘highest and best use’ approach to the time of employers and all participates by addressing common issues in one collaborative meeting. The RAD began in 2016 and at the request of the NOCO Manufacturing SP was held in 2017 and 2018. The national moderator for 2018 identified this local event as the most progressive in the United States to date. This extremely successful model will continue into PY18 and PY19. Energy Sector (Fossil & Renewable): Shale oil mining production in 2013 had an estimated valued at $3.9 million from the 20,000+ oil/gas wells throughout Weld – the highest producing County in the state. Located in the Denver-Julesburg (DJ) Basin, the Niobrara formation is part of the Wattenburg field and has a 40+ year proven track record. The Niobrara – 7,000 feet down, is the most productive so far due to new horizontal drilling technology coupled with multi-stage hydraulic fracturing – fracking. In addition, Weld is home to two 300+ mega-watt wind farms operating with 125+ turbines each on over 60,000 acres of land in Northern Weld. In 2013, the sector employed 6,048 – 6.7% of all Weld employment and had an average earnings/job of $77,438. Total 2012 employee earnings was $527.1 million – 13.4% of total Weld employee earnings. Total 2012 sector GRP was $843.2 million – 10% of total Weld GRP. There have been numerous discussions within various regional groups about determining the interest level in the creating sector partnerships in Energy. To date, there has not been movement beyond the discussion/exploratory phase.

Health and Wellness Sector: The cornerstone of Weld’s growing health sector is the regional 378 bed North Colorado Medical Center (NCMC) located in Greeley. Part of the Banner System: NCMC was named “A top 100 Hospital” in the 2013 & 2014 National Truven Health Analytics report. Key NCMC services include: Heart and Cancer Care, Trauma and Emergency Care, Surgical Care and Women’s Health plus a full range of specialty services including a regional burn unit and hyperbaric medicine facility. Air Life of Greeley provides immediate emergency transport with a

16

300 mile radius. The University of Colorado Heath offers additional health options. In 2013, the sector employed 7,931– 8.8% of total Weld employment and had an average earnings/job of $44,271. Total 2012 employee earnings was $475.8 million – 12.1% of total Weld employee earnings. Total 2012 sector GRP was $511.7 million – 6% of total Weld GRP. Within Weld County the Health Partnership of Northern Colorado remains vibrant and serves employers well.

Business Services Sector (Company Management, Administrative/Back Office Support): Offering a central US location with easy access to Denver International Airport, a skilled labor force and exceptional quality of life, Weld is home to several large corporate/regional headquarters, business service centers and customer/administrative support operations. While the JBS North American Corporate HQ is the largest single employer in this sector other important players include State Farm Insurance Regional Operations Center, Animal Health International, Banner Health Corporate Center, Hensel Phelps Corporate HQ, Xerox, TeleTech, StarTek, Afni, etc. In 2013, these two sectors together employed 6,843 – 7.5% of total Weld employment. The Company Management Sector had an average earnings/job of $111,587 and Administrative/ Business Services was $30,649. Together, total 2012 employee earnings was $385.6 million – 9.8% of total Weld employee earnings. Combined sectors total 2012 GRP was $461.2 million - 6 % of total Weld GRP. Agriculture Sector: Weld County’s agriculture base includes 1.9 million acres devoted to farming and raising livestock. With total market value of agricultural products sold at $1.86 billion; Weld ranked 1st in Colorado and 9th in the nation in the most recent 2012 US Census of Agriculture. Weld continues to be the only County outside of California to consistently rank in the top ten. The bulk - $1.4 billion of market value came from livestock sales. Weld is home to two of the largest cattle feeding operations in the nation and ranks 1st in sheep/lamb production. About half of the dairy cows in the state are also located in Weld. Cattle ranching, goat, hog, poultry and equine operations abound and key crops include: hay, wheat, corn, nursery stock, sunflowers, dry beans, onions and carrots. The impact of agriculture extends from the traditional farm production of commodities to large agribusiness/food manufacturing operations processing value-added consumer goods exported all over the world. In 2013, the sector employed 3,521 – 3.9% of total Weld employment and had an average earnings/job of $34,528. Total 2012 employee earnings was $37.3 million – .09% of total Weld employee earnings. Total sector 2012 GRP was $366.9 million – 5% of total Weld GRP. Transportation Sector: Transportation is a key industry within Weld County. It reaches across virtually every other sector and growth within this sector has a direct impact on the health in other sectors. The importance of this industry can be seen when looking at the transportation jobs within other sectors such as agriculture, energy, and manufacturing. The need for heavy and tractor-trailer truck drivers, as well as light truck & delivery drivers continue to be in demand and the expectation is to see continued growth within the industry. These two occupations represent nearly 65% of the employment within the industry. The growth rate for transportation is expected to be over 20% in the next few years compared to an anticipated national growth rate of 4.3% for the same time frame. In 2015, Weld County employed 4,093 within the sector ~ 17%

17

higher than the national average. The average earnings in this industry were $73,167 compared to the national average of $61,789. The Workforce Development Board has responded to the workforce needs within the manufacturing, energy, health, agriculture, transportation sectors by devoting staff resources to work on sector initiatives within each of these industries. Within the manufacturing and health industries, sector partnerships are clearly defined within the Region. There are active sector partnerships with which ESWC are fully engaged. Within the energy sector, ESWC will continue to monitor the changes within this sector. The Sector Partnership National Emergency Grant, which the WDB supports, not only trains workers in the Manufacturing Industry but the Grant works to support employers in all of the industries mentioned as it supports the training needs of the transportation workforce. The WDB continues to improve the workforce for Weld County employers as it engages and responds to employer needs.

In addition, regional partnerships have been formed in the region area and Weld County has been involved since their inception. There are monthly meetings of the Convener Team (combination of public and private partners), monthly meetings of work teams and Semi-Annual meetings of the entire partnerships.

The NoCo Manufacturing Partnership services the Weld Region and a portion of Larimer County. There are three task committees including the Manufacturing Network to better connect the manufacturing community, Manufacturing Rocks! to engage a future workforce towards manufacturing careers, and Manufacturing Talent which works with educators to prepare the next generation of manufacturers. Through this initiative, youth participate in manufacture related tours, including Owen Illinois, Burris and Big-R Bridge with each tour providing hands on learning experiences.

The Northern Colorado Healthcare Sector Partnership serves the same regional area. The partnership has been strategizing ways to connect youth with hands on experiences as related to healthcare and with overwhelmingly positive support. The intention is to continue facilitating Healthcare Boot Camps and expanding the number of youth provided with this opportunity.

In the Upstate Region, it is an expectation that employers are best served through providing, quality, timely outreach. ESWC provides industry specific information to employers on a quarterly basis through an email blast titled “Did You Know…”. For instance, in the Manufacturing and Healthcare Did You Know… emails, information is relayed to employers about Sector Partnership meetings and calls. Employers are encouraged to participate in their respective sectors. This sector and cross sector informative email firmly identifies ESWC as the employers resource of choice. ESWC also hosts a Sector Partnership Employer Workshop, which is a facilitated panel discussion for local employers to learn the benefits of being involved in Sector Partnerships. The most recent panel consisted of a three member panel with which staff had developed good working relationships. The CWDC Sector Partnership Expert contributed technical information and business leaders from Banner Health and Aqua Hot Systems brought forth their expertise as chairs from their respective sectors. The planned objective is to hold facilitated opportunities on a regional basis for the sectors the panel members represent; in the referenced workshop it was healthcare and manufacturing sectors. Partnering with Chambers throughout Weld County strengthens our connections with key business individuals in the local communities. These events include the Southeast Chamber, the

18

Carbon Valley Chamber, the Ft. Lupton Chamber, the Greeley Chamber, the Johnstown-Milliken Chamber, Erie Chamber and the Evans Chamber. Serving on the Erie Economic Development Committee and several Aims Community College Advisory Boards supports this function as well.

Weld County currently is engaged in the Sector Partnership National Emergency Grant (SP NEG), which is designed to support two of our identified in-demand industries, Manufacturing and Transportation. Employers will be served by developing a strong qualified workforce in these industries. Employers also have an opportunity to voice their needs and concerns by participating on a SP NEG Leadership Team. When forming the SP NEG Leadership Team, ESWC envisioned which employers might be most impactful on the team and who would be likely to participate. Ultimately, ESWC invited industry representatives who were both leaders in the industry and who had been engaged with the services of ESWC in the past. The team works towards facilitating Regional Discussions with employers, workforce, and public partners. This forum is not designed to compete with already established Sector Partnerships, rather it is to expand upon those meetings and allow for further discussion. There have not been any new sector partnerships which have launched since 2016.

5. Describe how career pathways will be used to meet the needs of employers and support work-based learning opportunities. Career pathways may be used to help employers better understand the path an employee is able to take in his/her career. A pathway may also help a potential employee understand what is required to begin on a path within a certain industry. A career pathway is an option to identify what additional training needs to be accomplished in order for a candidate to be successfully employed. A clearly defined career path will support employers by creating a more employable workforce. Often, the path may include work-based learning opportunities such as work experience, job shadowing, on-the-job training or apprenticeships. The Business Services Unit hosts an Employer Workshop on Apprenticeships, having the State Apprenticeship Expert lead a discussion on how an employer can engage in registering an apprenticeship at his/her place of business. This has opened many doors for discussions with various employers throughout the County. Upholding the importance of apprenticeships, the WCWDB has supported these discussions as is evident with the Salud Family Health Centers. The WCWDB has been in a collaborative partnership with Salud Family Health Centers for a number of years, and over the last three years has specifically supported the apprenticeship initiative providing official support to secure grant funding to begin the new initiative. Although the grant application was unfunded, Plan de Salud was approved by USDOL to facilitate health related apprenticeship training programs, to include Medical Assisting. ESWC remains committed to supporting apprenticeships and work-based learning opportunities and will remain connected with Salud Family Health Centers as well as initiate additional related initiatives with additional partners. Career pathways is an active workforce development strategy in Weld County. Through the WCWDB, the standing Youth Committee has been committed to Career Pathway initiatives and

19

strives to align existing programs and services while expanding services with careful oversight to prevent duplication of services. The Greeley Mayor has identified youth employment as a priority and is also committed to expanding employment related opportunities to youth to include work-based learning. In 2015, with the leadership of the ACE program (Achieving Community Excellence) and in collaboration with Greeley/Evans School District 6, and multiple community and business partners, over 50 youth were provided with a paid summer internship. Interns were paid $10.00/per hour and were hosted by a variety of area businesses to include corporate, public and private host sites. All interns were paid by the hosting business with a limited scholarship made possible by State Farm for non-profit agencies to host interns. This program expanded in 2016 and 2017 to 100 students and 38 business partners. ESWC continues to provide additional support to include resume preparation, interview skills, access to the Work Readiness Credential (WRC) and additional employment related services. Additionally, through the existing partnerships already in place, work-based learning opportunities are provided to youth in Weld County comprised of in-school and out-of-school youth. Most of in-school youth receiving paid internship opportunities are funded outside of WIOA allowing ESWC to provide services and program funding to youth participants experiencing barriers to employment and representing hard-to-serve populations. In alignment with work-based learning opportunities, ACE has had three annual Youth Leadership Summits and is currently coordinating the 4th Annual Youth Leadership Summit to take place in June of 2018. The summit is currently funded through a grant awarded by State Farm. Several community members and business leaders visited Kalamazoo to experience a Youth Leadership Summit and have since facilitated the first like event in Colorado. The Leadership Summit is a Regional initiative and has welcomed youth participants from across the State to participate. ESWC has been involved with this initiative from its inception in both planning and practice and has promoted the participation of out-of-school youth as well as participants of WIOA and the Weld County Youth Conservation Corps (WCYCC) comprised of TIGHT and AmeriCorps members. In the healthcare industry, ESWC in partnership with Aims Community College continue to organize a three-day hands on Health Care Career Pathways exploration referred to as a Healthcare Boot Camp. This invaluable opportunity, targeting young adults, includes a tour of Aims and the ability to participate in four (4) classes designed especially for ESWC participants. These include, Surgical Technician, Nursing (CNA, LPN, RN), Radiology Technician and Fire Science classes. ESWC believes it is also important to engage the young adults with mental health professions therefore a tour of Weld County's Crisis Center is included and the opportunity to complete a course to receive the Question, Persuade, Refer (QPR) certificate is incorporated to empower young adults to recognize and respond to peers exhibiting suicidal signs. In 2015, the 16 participating young adults learned how to suture a chicken breast using two different techniques, operate an x-ray machine by practicing on personal belongings, hold a fire hose and fully suit up as a fire fighter. Participants also experienced possible scenarios health care professionals may encounter with the help of “Sim Man”. Sim Man provided opportunities for participants to assess situations, take blood pressures at various intervals, respond to particular medications given, and even witnessed physical signs of distress. In addition, they experienced an actual college class environment with current instructors and most importantly they were connected to a post-secondary institution that partners closely with ESWC so their transition from High School Education/GED obtainment into community college may not be as

20

overwhelming. Many of the young adults walked away from the experience motivated and encouraged to further their education and start a career in the Health Care sector. To complement existing Career Pathway initiatives, such as the Healthcare Boot Camp, Aims provides opportunities for concurrent enrollment, also referred as duel credit opportunities for in-school youth. Concurrent enrollment opportunities are extensive and include, but are not limited to, health care, criminal justice, oil & gas, welding, automotive services, graphic design and communication media. Youth electing to participate in concurrent enrollment courses are able to obtain an associate’s degree in harmony with their high school diploma. Additionally, ESWC strives to extend similar opportunities to youth outside of a traditional secondary educational environment. As such, stackable certificates are an emphasis for ESWC to ensure access and availability for individuals who have significant barriers to employment. ESWC has been actively engaged with Aims advisory committees to stress this importance. ESWC representatives have been a member of the Surgical Technology Advisory Committee since its inception, initiated the Multi Industry Systems Technology (MIST) certificate over ten years ago (has since been renamed to Industrial Technology), and engaged Aims with local business leaders to create Oil & Gas stackable certificates leading to a two year degree amongst numerous additional initiatives. Aims Community College is in partnership with various school districts and youth are able to receive college credit while in secondary education. This provides the opportunity to explore careers and complete one or two years of college credit while also working on the high school diploma. With this availability, more of the youth are able to be involved in a variety of career pathway options. 6. Describe other strategies and services that will be used in the planning region to support a local workforce development system that meets the needs of businesses in the planning region. One of the more current and innovative workforce development initiatives in Weld County is the Bright Futures program. The Board of County Commissioners made a financial commitment to invest in the Education of its residents setting an example nationwide with their Bright Futures program which will single-handedly have an impact on educating the workforce of tomorrow. This innovative program allows Weld residents the opportunity to attend post-secondary schools by providing tuition assistance of up to $3,000 a year for a total of four years. This became available to any high school graduate or GED recipient beginning in 2016 and forward. The program is also open to returning Veterans. More details on the Bright Futures Program can be viewed at: http://www.weldCountybrightfutures.com/assets/cc2b016412dC4Bc4AD4A.pdf An additional outreach method to highlight is the Open Jobs List that ESWC sends out weekly. This tool provides up-to-date information about new and current job postings within Weld County. There are two main distribution lists which are utilized. First, the report is sent to all agency Case Managers and Managers which allows Case Managers to in-turn provide relevant job information to ESWC clients. Secondly, the report is distributed to over sixty public partners, some of which include: Weld County School Districts; Aims Community College; Division of Vocational Rehabilitation; SER-National; Department of Corrections, Adult Parole; and CDLE

http://www.weldcountybrightfutures.com/assets/cc2b016412dC4Bc4AD4A.pdf

21

Veterans. It is so widely utilized among the community that some of the individuals receiving the report repost or resend the information to their respective networks. For example, one ESWC Manager who also participates in the Carbon Valley Network shares the report with those non-profit agencies that comprise the network. Another example is the report is used at the Department of Human Service entry points. Clients seeking services at the Department of Human Services in areas such as TANF, Food Stamps, Child Support, etc., can access the reports and are encouraged to sign up for Connecting Colorado to discover more about the jobs which are available. Committees of the Weld County Workforce Development Board also utilize strategic planning as a means to support the local workforce development system. The standing Youth Committee is committed to analyzing business needs within the Weld County planning region as well as surrounding area. The Youth Committee has been connected with the Aims Surgical Technology program advisors and as a result have been informed of the current nationwide labor shortage in Sterile Processing Departments with limited talent pipelines of individuals to meet future needs in this high demand occupation. In collaboration with Aims Community College, the Youth Committee and ESWC staff members have coordinated and supported the creation of a Sterile Processing Technician certification program which is not currently available in Colorado; Aims received State approval to launch this program and the first cohort to begin in January 2017. Many of the students who obtained certification in the first cohort obtained employment offers before completing clinicals. Based on the success of the inaugural cohort, the program was approved to continue and the second cohort of students began in January of 2018. Sterile Processing Technicians clean, process and sterilize surgical instrumentation. Each operating room has a Sterile Processing Department that is closely aligned with Surgery Departments and oftentimes falls under the direction and supervision of Surgical Services. Sterile Processing Technicians must obtain a working knowledge of surgical instrumentation, infectious processes, and sterilization techniques. Sterile Processing Departments are experts on surgical supplies and equipment as they gather and process these items for surgical procedures for both inpatient and outpatient facilities. Creating the first Sterile Processing Certification program in Colorado is one example of the WCWDB and standing committees supporting local workforce development and being on the cutting edge of program development to meet identified industry sector needs. In the implementation of the Sector Partnership National Emergency Grant, which addresses workforce needs in the Manufacturing and Transportation Industries, a Leadership Team was formed to ensure that the efforts and direction of ESWC staff stay in-tune with employers within these sectors. The team includes key Weld County employers within manufacturing and transportation; education partners; and ESWC managers. This task force convenes on a quarterly basis to analyze current workforce development efforts and share insights to any changes required to address these sector employers’ needs. The idea of ESWC hosting on-site job fairs was mentioned to this task force and received resounding support.

Employers from the SP NEG Leadership Team fully utilize the recruiting events hosted by ESWC including customized hiring events and onsite job fairs which are open to all Weld County employers. Initiated in 2015, the use of on-site job fairs has met with strong employer support. The venue allows for 6–8 employers at a time and one of the two events per month is industry specific. For example, recent events have included a transportation and education

22

focused job fair. Employers appreciate having the one on one interaction with job seekers. Employing this strategy of workforce development will continue to be a part of the regional plan.

Additionally, other events which ESWC either hosts or participates in are shared with the membership of the Workforce Development Board and the SP NEG Leadership Team. Notifications of events are sent through email and members of each respective group are encouraged to attend. As an example, ESWC is a part of a Regional Workforce Development Group known as WYCO (Wyoming Colorado.) This group is made up of workforce staff from Boulder, Larimer, and Weld Counties as well as Wyoming. In recognition of the labor shed drawing from all of these areas, the partnership hosts two Regional Job Fairs annually and employers from the Weld County Workforce Development Board, the Leadership Team, and throughout Weld are asked to participate. Held in the spring and fall, the Job Fairs support the workforce on a regional level and these events have garnered huge support from employers in Weld County. More than 30% of the employer representation at these events has been from Weld County and this successful strategy will be continued. Another strategy Weld County utilizes in developing effective workforce practices is being seen as an instrument of change. Weld County continues to be a leader throughout the state by participating in pilot projects and being involved on various task forces. During the upcoming year, ESWC will participate in a state task force in the development of a Business Services Policy Guidance Letter. Under WIOA, businesses are emphasized as a primary customer accessing services through one-stop centers and this task force will identify how to provide a unified voice and consistent Business Services message statewide. Weld County Staff will provide valuable input into this undertaking and will ensure that Weld County’s existing practices are understood and well represented. Weld County's participation in Unemployment Initiatives and the diligence in serving the UI population serve as another example of how strategies and services are currently being used to support the local workforce development system that also meets the needs of businesses in the Weld County planning region. Most recently, Weld has administered the LINKS program. During orientation, the facilitator explains WIOA, workshops, the work readiness credentials test (WRC) and during their one on one meeting are offered referrals to open positions. Clients are made aware that by signing up for any of the services, it becomes a requirement by Unemployment Insurance (UI), and if they agree, sign a client agreement at their appointment and are provided a copy. As a continuation of services targeted towards the unemployed, Weld will be implementing the RESEA project in the near future.

23

7. Describe efforts that have taken place or anticipated efforts to assess the need for and establish regional service strategies, including the use of cooperative service delivery agreements. Weld County has a strong history of working with many community partners. In recent months, Aims Community College (Carl Perkins), Division of Vocational Rehabilitation, Right to Read, Community Education Outreach, Intervention Community Corrections Services, Global Refugee Center, Service Employment Redevelopment (SER) – Jobs for Progress National, Inc., Rocky Mountain Service Employment & Redevelopment, and the Community Resources and Housing Development Corporation, have met and reviewed a draft Memorandum of Understanding regarding the coordination of services under WIOA. Each partner is committed to the development and collaboration of services not only with the workforce center but with one another.

a. Describe the strategies and services that will be used in the planning region to better

coordinate workforce development programs and services with regional economic development services and providers;

Upstate Colorado, the lead regional economic development agent in the Upstate Region, has a long standing and collaborative partnership with ESWC. In the past ten years, this partnership was strengthened when Weld County received the Sectors and H-1B Technical Skills Training Grant. Working with Upstate as the convener through the Sustainable Manufacturing Sector Initiative, ESWC was able to provide training and related activities to workers to assist them in gaining the skills and competencies needed to obtain, or upgrade, employment in high-growth industries or economic sectors. Additionally, there has been, and continues to be, representation on the Weld County Workforce Development Board (WCWDB) by the Upstate Colorado President and CEO. This longstanding relationship facilitates regional discussions with Upstate, employers, and other workforce partners regarding current workforce programs and conversely provides Upstate the ability to inform ESWC, the Workforce Board, and partners regarding economic development activities within the region. Employment Services provides Upstate customized analysis and labor profile statistics specific to potential companies exploring Weld County for business location or expansion. This analysis researches labor markets, talent pool availability, hiring trends, local and regional job seekers registered in Connecting Colorado, education attainment statistics in the labor market, etc. If the potential employers want more detailed information (e.g. wage rates in similar companies, shift differentials, commute times, etc.) concerning comparable companies, additional research is completed for the employer. This collaborative effort and the willingness to respond to potential companies requests has resulted in numerous positive results in attracting large industries to the local area such as Owens Illinois, Vestas, and Leprino Foods. Conversely, where companies are in a position where they need to downsize or close, Employment Services and Upstate representatives visit with the companies to determine if there is a way to respond to the companies needs and when necessary, provide rapid response activities to the affected employees.

https://www.doleta.gov/leave-doleta.cfm?target=http://crhdc.org/

https://www.doleta.gov/leave-doleta.cfm?target=http://crhdc.org/

24

The collaboration with Upstate as a key partner facilitates regional discussion through its involvement with partner economic development entities including the Colorado Office of Economic Development and International Trade and the Southwest Weld Economic Development group that borders Adams and Boulder counties. Two new developments have occurred since the 2016 Planning Period which will continue into PY18 and PY19. A coordinated service delivery between Aims Community College, Upstate Colorado, and ESWC has formed through a team known as Weld WORKS to better serve employers. This collaborative effort meets monthly to help employers quickly recruit, train and further develop their workforce. The Weld WORKS Labor Team is designed to provide technical assistance to both new companies looking to locate to the region as well as existing employers expanding or facing employment challenges. The Team identifies labor development opportunities by comprehensively reviewing and managing various local, county and state Workforce Assistance Programs, including:

• Colorado First/Existing Industry Training Grant • Assessment and Learning Labs • Work-based Learning Options • Bright Futures Education Stipend • Certification and Degree Programs • Customized Training for Employers • Labor Market Information & Statistics • Other Business Assistance Programs

Other organizations (municipal, university, college, etc.) will be invited to employer meetings, as warranted.

Secondly, the Weld Workforce Collaborative has developed in Weld County. This team of economic developers, educators, and workforce are meeting to enhance the delivery of Work-based Learning options to employers. Providing a consistent, cohesive, and identifiable message to employers about the many WBL opportunities among partners elevates the entire region.

b. Describe how the planning region will strategically coordinate workforce investment activities with the provision of adult education and literacy activities under title II.

As mentioned above, a Memorandum of Understanding is in place with Immigrant and Refugee Center of Northern Colorado (Formally Right to Read), the local entity delivering the adult education and literacy activities under Title II of WIOA. The Executive Director is member of the WCWDB and currently serves as chair of the Youth Committee. The WCWDB serves as a conduit for information sharing and regional discussions regarding current workforce programs and the development of initiatives to meet adult learner needs. Collaboration has taken place to provide a bridge for adult learners to work seamlessly between adult basic education/ESL, Aims Community College, and Employment

25

Services. A model to reinforce a no wrong door approach for each agency was developed under the Weld Alliance Career Education Pathways partnership in 2011. This effort has allowed for further coordination with additional agencies such as Lutheran Family Services, the Global Refugee Center and Weld County Volunteer Agency (VOLAG) serving the refugee population, to provide additional services for Weld’s refugees and individuals in need of ESL.

c. Describe how the planning region will strategically coordinate workforce investment

activities with the provision of vocational rehabilitation services under title IV.

The Weld Region has had, and continues to have, an excellent working relationship with the local Division of Vocational Rehabilitation (DVR) and has had a strong partnership that has been in place for many years. DVR serves on the WCWDB, participates in regional sector work, and is in leadership roles on ESWC committees. There has been recent turnover at the local DVR office in the Business Outreach Specialist (BOS) position. Despite the turnover, Employment Services Business Services team has worked closely with the primary BOS in Weld County as well as the BOS who supports some communities in the southern portion of Weld County. In addition to joint employer discussions taking place, local BOS’s attend Weld County’s Workforce Development Board committees and consistently attends hiring events to support employers and job seekers to meet employment needs. Employment Services supported DVR’s hiring process to fill the BOS vacancy who will be co-located within the Business Services team. The MOU with the WCWDB outlines collaborative efforts for business hiring events as well as assisting clients in accessing workforce system services.

d. Describe the strategies and services that will be used in the planning region to strengthen linkages between the one-stop delivery system and unemployment insurance programs.

ESWC has extensive experience in serving Unemployment Insurance (UI) claimants. In 2012, processes were implemented under the Emergency Unemployment Compensation Program (EUC) and a major component of that initiative was the development of a UI eligibility assessment. With program requirements for extended benefits, UI claimants were required to participate in activities designed to increase employment job searches and employability skills to find and obtain employment. Services for UI claimants have included:

• Assessments including basic skills, interest inventories, aptitude and attitudinal assessments

• Testing including the Work Readiness Certification • One-on-one or group staff assistance regarding labor mark and occupational

information • Interview and resume workshops • Individualized job search assistance • Referral services to training including WIA/WIOA funded training

26

• Resources utilized aided with applications for Federal Pell Grants, including linkages with community colleges and universities, including on site material and appropriate web based sites

• Other allowable services as identified under the Wagner Peyser Act Building upon these strategies, ESWC continues successful coordination with the Division of UI to assist claimants through the Reemployment Services and Eligibility Assessment (RESEA) program. This service has similar results in assisting clients from the start with the goal of assisting them in finding employment on an expedited basis. Recently, the UI chat function became available in the Greeley office which allows UI clients to video-chat on line with UI representatives concerning questions about their claim.

e. Provide a description of how the local board will coordinate workforce investment activities carried out in the local area with statewide rapid response activities, as described in section 134(a)(2)(A);

ESWC provides Rapid Response workshops for affected employers and workers, immediately after the State (or Workforce Center) is notified either by WARN Notice or by other means, of a current or projected permanent closure or mass layoff; or a dislocation because of a disaster. The Rapid Response team for ESWC includes a representative from the Business Services unit and case managers from the WIOA Adult Programs that serve Dislocated Workers and Trade Adjustment Assistance (TAA) customers. The case managers speak to services available to Dislocated Workers as well as to those services available to any potential trade affected workers. The BSU representative is determined by the sector industry of which the affected employer is a part. ESWC has the technology and capability to deploy the Rapid Response team to any part of the County at any time that is convenient for the employer and the affected workers, and the Rapid Response workshop is available in both English and Spanish to best accommodate the needs of the employer and the affected workers. Immediate and on-site contact with the employer, representatives of the affected workers, and the local community, may include an assessment of the:

i. Layoff plans and schedule of the employer; ii. Potential for averting the layoff(s) in consultation with Upstate Economic

Development or the State economic development agencies, including private sector economic development entities;

iii. Background and probable assistance needs of the affected workers; iv. Reemployment prospects for workers in the local community; v. Available resources to meet the short and long-term assistance needs of the

affected workers. vi. The State Rapid Response Unit is informed of any layoffs in Weld County

and provides packets of information that are provided to affected workers during workshops.

27

Since the original 2016-2020 plan was written, ESWC has undertaken an innovative approach to the co-location of some front-line staff. Through a pilot project, a WIOA Adult Case Manager is working directly with Business Services twice weekly. These days are entirely focused on joint Business Engagement activities alongside Business Services staff. These activities relate to growth of WBL options - a strategy recognized in Rapid Response Aversion. An additional Pilot Project was undertaken in 2017, the Non-Custodial Parent (NCP) Engagement Project. A Child Support Technician is now co-located at ESWC to better engage the NCP in services provided through Employment Services. As was mentioned, co-location of staff from multiple units are Pilot Projects, as such, it will be analyzed to determine the effectiveness of carrying forward the initiatives into PY18 and PY19.

8. Provide a description of the replicated cooperative agreements (as defined in section 107(d)(11)) between the local board or other local entities described in section 101(a)(11)(B) of the Rehabilitation Act of 1973 (29 U.S.C. 721(a)(11)(B)) and the local office of a designated State agency or designated State unit administering programs carried out under title I of such Act (29 U.S.C. 720 et seq.) (other than section 112 or part C of that title (29 U.S.C. 732, 741) and subject to section 121(f)) in accordance with section 101(a)(11) of such Act (29 U.S.C. 721(a)(11)) with respect to efforts that will enhance the provision of services to individuals with disabilities and to other individuals, such as cross training of staff, technical assistance, use and sharing of information, cooperative efforts with employers, and other efforts at cooperation, collaboration, and coordination; As a region, Weld has had a longstanding commitment to serving those with barriers including those with disabilities and ESWC has developed and maintained both facility and program accessibility to career services. School district’s SWAP programs and DVR participate on Workforce Development standing committees and staff members from DVR, SWAP and ESWC cross train with one another. Additionally, Business Services sends the list of open jobs weekly to DVR, school districts and community agencies such as SER Jobs for Progress so they can review and make referrals to employment or use the list as a discussion for careers.

A survey from the Department of Labor regarding the accessibility of our workforce center, its programs and services for people with disabilities, was completed in December 2014. The survey was a great opportunity for self-assessment and analysis to determine, as a center, if we are both accessible with programs and services. Staff of ESWC are trained in working with those with Disabilities through the use of the ADA endorsed site www.wiawebcourse.org and are aware of Section 188 Implementation of the Nondiscrimination and Equal Opportunity Provisions and Access for All; a resource manual for meeting the needs of one-stop customers with disabilities.

http://www.wiawebcourse.org/

28

9. If determined appropriate by the planning region, describe the coordination of transportation and other supportive services or discuss why these are not appropriate for the planning region at this time.

As a region, the most obvious need for future investment in Weld County is the long-term investment in the road and bridge infrastructure. The Weld County Region encompasses 3,987 square miles. Due to physical constraints alone, transportation and supportive services are an essential part of assistance. According to the 2010-2014 American Community Survey 5-Year Estimates, there is a total of 111,725 workers 16 years and over utilizing a car, truck or van as their means of transportation to work. Public transportation (excluding taxicab) totaled 765 while Taxicab, Motorcycle, Bicycle, Walking and Other Means totaled 5,039. A transportation plan has been created and takes a look at the condition of the current transportation system, and uses County land use forecasts and regional travel demand models to outline a plan that will develop and maintain a safe and efficient long term roadway network in Weld County. The plan strives to improve the movement of people and goods to all Weld County communities by enhancing regional arterial roadways. Current highway access for the region includes I-25 and State Highway 85 for North/South demand, with I-76, State Highway 34 & State Highway 14 catering to the East/West demand. General Aviation access can be found in the region at the Greeley/Weld County Airport as well as the Erie Municipal Airport. Freight Rail Access is demonstrated in the map that follows:

29

10. If determined appropriate by the planning region, describe how administrative cost arrangements have been coordinated, including the pooling of funds for administrative costs or discuss why these are not appropriate for the planning region at this time.

Weld County is the only County in the Upstate Region and as a result, the pooling of funds for administrative costs is not necessary. However, the Department of Human Services has a cost allocation plan which allocates costs based on time charged by staff. As one of the five divisions in the Department, ESWC staff primarily charge to programs related to employment grants. Approximately 50% of the staff charge to TANF, Employment First Food Stamps, AmeriCorps, Community Service Block Grant, and Child Welfare programs. Indirect costs such as rent, phone lines and administrative cost pool costs are then reimbursed by the percent of staff time spent in the respective grants. Therefore, all grant programs effectively support the one-stop center. 11. The establishment of an agreement concerning how the planning region will collectively negotiate and reach agreement with the Governor on local levels of performance for, and report on, the performance accountability measures described in WIOA sec. 116(c) for local areas or the planning region.

Since the local area is also the Planning Region (Weld), there isn’t a level of consensus needed as there is in other Planning Regions. The process for agreement with the Governor regarding performance accountability measures will be the same in Program Year 16 as they were for WIA. As additional guidance is received from the US Department of Labor, the Colorado Workforce Development Council (CWDC), and the Colorado Department of Labor and Employment (CDLE) regarding the use of the performance adjustment model and how it will apply to the Weld County Region, ESWC and the WDB will negotiate standards as specified by the Council and CDLE. 12. Provide a description of how one-stop centers are implementing and transitioning to an integrated, technology-enabled intake and case management information system for programs carried out under this Act and programs carried out by one-stop partners.

Employment Services of Weld County currently operates a number of the programs identified as partner programs in WIOA, including the Workforce Innovation and Opportunity Act Title I Adult, Dislocated Worker, and Youth Programs, the Title III Wagner Peyser Act (WP), Trade Adjustment Act (TAA), the Migrant and Seasonal Farm Worker program (MSFW), and provides functional supervision to the Disabled Veteran Outreach Program (DVOP) staff under the Jobs for Veterans State Grant (JVSG). All program individuals are registered in Connecting Colorado and as such, basic information is not duplicated. As additional coordination between major program systems such as the Colorado Benefits Management System (CBMS) and Connecting Colorado take place, the ability to have a more technology enabled intake and case management system should become more available. As additional agreements between the WIOA Core Partners take place, particularly at the state level, additional means to cross share information will take place. Currently, job openings are shared with partner agencies via email and as interagency agreements and Memorandum of Understanding (MOU) are developed at the state level, partners may be able to access Connecting Colorado directly.

30

For TANF and EF, there have been some minor strides towards CBMS and Connecting Colorado to work together. This continues to be a work in progress at the State level. The TANF program is using newly developed spreadsheets to oversee caseloads and increase required numbers such as the Workforce Participation Rate (WPR) for TANF. While WPR numbers have increased steadily in 2016 and 2017. TANF and EF case managers have renewed focus on areas of employment for clients and numbers will steadily increase. 13. Briefly describe the activities and steps taken to develop this regional plan.

After the passage of the Workforce Innovation and Opportunity Act of 2014, and the issuance of the Notice of Proposed Rulemaking (NPRM), information regarding the regional and local plan development was discussed with the Board of Weld County Commissioners and the Weld County Workforce Development Board. As additional guidance and clarification from the US Department of Labor, the Colorado Workforce Development Council, and the Colorado Department of Labor emerged, the Weld County regional plan was developed after an analysis of local data was undertaken. With discussion at the managerial level of ESWC, the Weld County Workforce Development Board members, and workforce partner programs, the thoughts were formulated into a plan. The Weld County Workforce Development Board (WCWDB) worked on the development of this Region/Local Area Plan on a number of occasions in open Board meetings and was able to obtain input from workforce system partners, community agencies, and employers. After an analysis of local labor market data was compiled and reviewed, the Board identified and approved the targeted industry sectors. In March 2016 the Board developed a meeting devoted specifically towards partner agencies to obtain additional input and review and develop the Core Partner Memorandum of Understanding (MOU) regarding the operation of the workforce system. The Board’s standing Youth Committee also discussed the contents of the plan on a number of occasions and developed and approved the Request for Proposals concerning the provision of the required youth elements. Additionally the Committee identified career pathways as being a priority and a collaborative partner task force was developed to address the gap in educational services for individual literacy gaps between the 6th and 9th grade levels. After input from the Board, Youth Committee, and the partners, this plan was then made available for public comment for a period of 30 days by posting it on the County website at: http://www.co.weld.co.us/apps/legalNotices/ After the 30 day review period and the incorporation of relevant comments received, the plan will be approved by the Board of County Commissioners, and submitted prior to the May 2, 2016 deadline. Describe the process used by the local boards in this planning region to provide an opportunity for public comment, including comment by representatives of businesses and comment by representatives of labor organizations, and input into the development of the plan prior to its submission. Notice of the Plan availability for review was provided to Weld County Workforce Development Board members (WCWDB), Chambers, economic development community partners, school

http://www.co.weld.co.us/apps/legalNotices/

31

districts, youth serving agencies and employers in the identified sector initiatives (both locally and regionally). As mentioned in item 13, employers and labor representatives on the WCWDB had input opportunity. Following that support, the plan was made available to the public, and comments were solicited, by posting it on http://www.co.weld.co.us/apps/legalNotices/ After the 30 day deadline for commentary and with Commissioner approval, the plan will be submitted.

B. For Each Local Area in the Planning Region The Colorado Workforce Development Council Continuous Improvement Management System (CIMS) questions are incorporated into the local area plan below. Quarterly reports will be required that highlight the specific questions that will impact performance incentives. The quarterly report will be reviewed by the CDLE Regional Liaisons and Program Monitors, plus the Colorado Workforce Development Council. Additional guidance regarding performance incentives and quarterly reporting will be provided in a separate PGL.

Note: In the event that a single local area also comprises a regional planning area, questions 1-3 can be eliminated from the local plan because they duplicate questions in the regional plan. 4. Provide an analysis of the workforce development activities (including education and training) in the local area, including an analysis of the strengths and weaknesses of such services, and the capacity to provide such services, to address the identified education and skill needs of the workforce and the employment needs of employers in the local area.

The Weld County Workforce Development Board (WCWDB) has a long established history of focusing workforce development activities and services, including training and education activities, towards the existing in-demand and emerging industry sectors in Weld County. As a designated local area, Weld County will continue to focus workforce development activities and efforts on meeting the needs of the identified in-demand industry sectors as identified in the Regional portion of this plan. The Workforce Board has and will continue to focus efforts on convening sector targeted work groups that result in coordinated initiatives between partners that are designed to meet the identified needs of the in-demand sector employers.

As an example, through the WIRED Initiative, the WCWDB and Employment Services worked with Aims Community College to develop two Multi Industry Systems Technician (MIST) certificates based on the needs identified by manufacturing/advanced manufacturing industry employers. Due to the success of the MIST program and through continued input by manufacturing sector employers, the program was eventually expanded to four certificates and an available AAS degree. The program has continued to be modified based on input from manufacturing sector employers, as well as input from the WCWDB, and has since been renamed to Industrial Technology program. These certificates and degree options are a viable training option for the manufacturing/advanced manufacturing sector. Links with efforts taking place under the Colorado Blue Print and the Colorado Advanced Manufacturing Alliance (CAMA) continue.

As a member of the COETC TAA grant that provided resources to support the education/training, Aims Community College utilized the foundations of the Industrial

http://www.co.weld.co.us/apps/legalNotices/

32

Technology program developed under the WIRED initiative, along with input provided by the WCWDB’s Oil and Gas Task Force (which included employer representatives from many of the County’s oil and gas industry sector employers), to develop certificate and degree programs for careers in the oil and gas sector. As the commodity market rebounds, it is anticipated the need for a trained workforce will also rebound significantly. Both sector focused programs provide additional options for unemployed and incumbent workers to gain skills, as well as certificates, for these targeted industry sectors. Aims Community College, in partnership with ESWC, has intentionally designed certificates to be stackable thereby increasing the value and opportunity to apply gained skills and knowledge within various sectors.

Through the H1-B training grant, the WCWDB identified the funds would be utilized to enhance the higher-level training options and needs primarily for employers in the Sustainable Manufacturing Sector. Funds were used to increase the higher-level skills needs of the incumbent workers in high-demand occupations for the targeted industry sector employers. Upstate Colorado Economic Development was identified as the convener for this Sector initiative to facilitate the connection of employers needs with training providers. The training and subsequent certifications provided information on the needs of this industry sector and an identification of the various skill needs and training options for both incumbent workers as well as the long-term unemployed to assist them in acquiring the requisite skills for high skill, high demand occupations.

The Weld County Workforce Development Board and Employment Services of Weld County have continued to work on meeting the health sector needs in the local area since the development of the collaborative efforts with partners for the Gee Whiz Health Camps, the development of a Nuclear Radiological Technician Certificate, and the collaboration to expand entry level health worker training available in the early 2000’s. Since that time the Board has continued to be active in working with a variety of partners to develop activities and services meet the health and wellness sector needs.

The Youth Committee and ESWC staff connected with the Aims Surgical Technology program advisors and have been informed of the current nationwide labor shortage in Sterile Processing Departments with limited talent pipelines of individuals to meet future needs in this high demand occupation. In collaboration with Aims Community College, the Youth Committee and ESWC staff members have coordinated and supported the creation of a Sterile Processing Technician certification, which is not currently available in Colorado, under STEM Career Pathway funding. By creating the first Sterile Processing Certification program in Colorado the Weld County Workforce Development Board, our partners, and the Board’s Standing Committees have taken a lead in the development of activities and services to meet the needs of the health and wellness industry sector employers not only in the local region but in the state as well.

Aims Community College, the University of Northern Colorado, and IBMC represent the primary post-secondary educational institutions in Weld County. Fort Morgan and Front Range community colleges as well as CSU and CU provide required support for additional educational opportunities. Various workforce development activities and sector initiatives have identified additional proprietary schools and other training options available, including on-line training that can meet the needs for employers, incumbent workers, and job seekers. Employment Services of Weld County utilizes these institutions to train clientele whose interest include, but are not limited to, truck driving, healthcare, manufacturing/industrial technology, information

33

technology, welding, animal care, administrative assistance and GED preparation. Training dollars are spent only in areas identified as an in-demand or growing industry sectors.

A strategy which has garnered increased emphasis is the continued expansion of outreach to South County. The Resource Room is staffed by an Instructor on a Weekly Basis and Case Managers availability has also increased. Support to employers has increased through additional South County Job Fairs and Hiring Events. This strategy of increased South County engagement will continue into PY18 and PY19. 5. Describe the local board’s strategic vision and goals for preparing an educated and skilled workforce (including youth and individuals with barriers to employment), including goals relating to the performance accountability measures based on primary indicators of performance described in section 116(b)(2)(A) in order to support economic growth and economic self-sufficiency. The Workforce Development Board has revitalized it’s three committees since 2016. The committees have changed to the Awareness Committee, the Partners Committee, and the Youth Committee. These changes echo the desire of the board to better reflect the community and engage its members. Additionally, a mandatory Board Orientation for Board Members was developed and implemented during PY17. This action ensures the knowledge level of the board members is appropriate for the decisions on actions which are brought before the board. Both changes will continue into PY18 and PY19.

As indicated in its 2017-2020 Strategic Plan, the Weld County Workforce Development Board Envisions:

- To direct the efforts of Employment Services of Weld County to operate an innovative, adaptive, and customer-driven workforce system which ensures:

- Customer services are based upon individual needs and choices; - Services provided are competitive and valuable; - Outcomes are measurable and results orientated; - Responsiveness to changing labor market conditions, customer profiles, and program

regulations; and - Services are fiscally responsible.

34

The Weld County Workforce Development Board realizes the following opportunities and challenges:

Goal #1: Regional Advocacy

The WDB understands the importance of a workforce which is trained, engaged, and productive. Board members are kept apprised of current needs among employers. As such, a goal of the WDB is for board members to use the position they have to advocate both on the Board and in the community for those Regional workforce needs.

Goal #2: Labor Market Information

The WDB understands the importance of providing current Labor Market Information to employers, prospective employers, the community at large, and to job seekers. A WDB goal, is to provide timely LMI to economic developers and employers in order to help them envision current economic information and trends. In conjunction with assisting the business community, the Board promotes providing job seekers with labor market information by making it readily available on the ESWC website.

Goal #3: Engagement

The WDB understands the importance of Sector Partnerships as a tool for collaboration among employers and public partners. To this end, the WDB supports the goal of ESWC to extend staff resources in engaging in the primary, active Sector Partnerships in Northern Colorado (Healthcare and Manufacturing). The board also supports engaging in discussions in emerging and developing partnerships.

Goal #4: Workforce Data

The WDB understands that in order to measure effectiveness, the Board will hold ESWC accountable for reporting on program outcomes. The goal of the Board is to fully review workforce data which is presented in the Dashboard report. The Dashboard is prepared for, and presented quarterly to, the board. By reviewing the information, meaningful guidance may be given by the Board to the WFC on any areas which need improvement.

Goal #5: Convening General & Committee Meetings

The WDB understands that in order to achieve efficiency in running the board, committees are necessary to work on specific oversight areas. The goal of the board is to utilize member’s talents and experience by engaging them in committees in relation to the area in which they are subject matter experts. The three committees are Awareness, Partners and Youth. Each of these committees deal with different facets of workforce development; however, each have a specific area of focus which is detailed in Attachment A.

Goal #6: Board Structure

The WDB understands that the functions and responsibilities of the Board will evolve over time. The Bylaws will be reviewed and if necessary updated to include language regarding Vice Chair, Development of an Executive Committee and Expanded Voting to include Proxy Voting.

35

Goal #7: Selection of Operators and Provider

The WDB, in agreement with the chief elected officials, shall select one-stop operators through a competitive procurement process, identify eligible providers of youth workforce development, training and career services. Incorporated into the process will be the Colorado Workforce Development Council (CWDC) established Continuous Improvement Management System (CIMS).

Goal #8: Budget

The WDB understands that to deliver services efficiently the budget needs to be consistent with not only the local plan but that of the CWDC as well. A dashboard will be monitored and the board may solicit and accept grants and donations from sources other than Federal funds made available under WIOA when necessary.

To implement these efforts, the Board has developed the following standing committees:

ESWC WORKFORCE DEVELOPMENT BOARD, Awareness Committee • Board Recruitment • Continued Sector Awareness and Engagement Amongst Employers • Expand Partnerships with the Private Industry • Promote Economic Development • Training and Retraining Dislocated Workers • Workforce Center Branding and Consistency

ESWC WORKFORCE DEVELOPMENT BOARD, Partners Committee • Difficulties Facing Senior Employment • Establish and Maintain Memorandums of Understanding • Expansion of Sector Partnerships and Higher Education • Present Applications and Agreements to Promote Alignment with the Local Plan • Supporting and Streamlining Refugee Connections • Training and Retraining Dislocated Workers • Under Employed Population • Veteran’s Opportunities and Obstacles

ESWC WORKFORCE DEVELOPMENT BOARD, Youth Committee • Build and/or Maintain Comprehensive Partnerships, Identifying Needs and Gaps • Align the delivery of youth services available in Weld County to maximize funds • Coordinate and Focus on Business Needs to Create a Talent-Based, Skilled Workforce • Development of Work-based Learning to include Apprenticeships, Career Pathways,

Entrepreneurships and Work Experience • Pursue Opportunities to Diversify Funding Streams

36

6. Describe the strategies and services that will be utilized to facilitate engagement of employers, including small employers and employers in in-demand industry sectors and occupations, in workforce development programs. Specifically:

a. What outreach activities are planned to increase business engagement in your local area?

The Business Services Unit (BSU) engages employers by sending industry specific information through email updates entitled “Did You Know…” This method of outreach is done on a quarterly basis. Additionally, the Business Services Manager (BSM) participates with the Erie Economic Council and is able to engage with employers through this forum; this Council meets quarterly. The BSM also facilitates the Leadership Team of the Sector Partnership National Emergency Grant (SP NEG) and coordinates annual Regional Industry Discussions.

ESWC has excellent representation throughout Weld County through its involvement in numerous Chambers. Although Weld County is vast geographically, staff attend meetings at Chambers in every area of the County! Meetings at the following chambers of commerce are attended on a routine basis: Erie Chamber, Evans Chamber, Carbon Valley Chamber, Ft. Lupton Chamber, Johnstown/Milliken Chamber, and the Southeast Weld County Chamber. Connections have also been established with numerous economic developers for individual towns and communities; as well as with Upstate Colorado which is the leading Economic Development agency in Northern Colorado. Another way in which ESWC serves the public and increases connectivity with public partners is through participation with numerous Advisory Committees for Aims Community College. A newly formed Public Partners Committee has been identified. During the Sector Academy held in November 2015, it was determined that there was a need for Public Partners in Northern CO to have one unified, singular voice. This call to action resulted in the formation of a Public Partners Collaboration which held the first meeting in the Spring of 2016. The goal of the group is to find a way to work together cohesively as partners and not inundate employers with numerous, repetitious requests by multiple public partners. The group is in formative stages; however, has developed the Mission Statement which follows: Provide a collaborative and coordinated group of public partners that Sector Industry Partners can work with to meet their workforce and training needs/challenges.

ESWC has found that through these connections and relationships, we are able to stay on the pulse of the business community employment needs. These successful strategies will continue under the new plan. Additionally, the Weld WORKS and Weld Workforce Collaborative (discussed above in Section 7a) are excellent examples of Weld’s innovative approaches to Business Engagement.

37

b. How will the Business Services Team be utilized for this purpose?

The Business Services Team (representing the Weld County Workforce efforts) has facilitated sector partnerships for a number of years. The statewide business services team inception has strengthened efforts to encourage business participation. Business Services Representatives (BSR) will continue to participate on the sub-teams of professional development, tool box development, the Connecting Colorado and state marketing workgroups. Management staff has participated in the development of the goals and objectives for the initiatives discussed in each group. A planned objective is to continue with the statewide business services team and volunteer or develop professional and marketing tools. The Business Services team uses the sector approach to engage employers in meaningful discussion regarding their current and future needs. BSR’s keep employers informed of various initiatives and opportunities designed to improve, or increase, the pipeline for future workforce needs; the availability of services or resources for the sustainability or improvement of their current workforce; and/or opportunities for the employer to partner with education entities to inform students of the various career pathways in their specific industry sector. The Workforce Development Board developed a marketing campaign to encourage more sector involvement and ESWC has distributed “Did You Know…” emails in the Manufacturing, Healthcare, and Oil and Gas Sectors; as well as a cross sector version. A planned objective is to generate a “Did You Know…” for at least one sector on a quarterly basis. The team participates on regional sectors in healthcare and advanced manufacturing. The local sector initiatives include partnering with healthcare providers, school districts and Aims Community College to integrate career pathways with the sector strategies. Joint support with the regional sector group has moved initiatives into better strategic plans. A planned objective is to help facilitate opportunities on a regional basis in healthcare and manufacturing. The Business Services Team will facilitate the Open Houses, the Regional Advisory Discussion, and the Weld Workforce Collaborative. Business Services is an avid participant in Weld WORKS.

c. How will the members (particularly business members) of the LWDB and Youth Council/committee support these efforts?

WCWDB members are always kept abreast of local initiatives and members are strongly encouraged to help “spread the word” to other members of the business community regarding programs available through ESWC. Additionally, the WCWDB and the Youth Committee have identified the key sector partnerships as mentioned previously, and are involved through task forces specific to initiatives and/or the measurement of the progress and the results of services and initiatives. The healthcare sector is planning to host a job fair in 2016, and tours of manufacturing plants by students hosted by the manufacturing partnerships are also being planned. Measurable outcomes will be to

38

develop and report on results through a best practices submission and quarterly report to the CWDC.

The WDB members, along with the Awareness and Youth Committee members, are informed of upcoming events, encouraged to participate as well as help promote the event.

d. How will sector partnerships be utilized for this purpose?

Involvement in the sector partnerships allows for connections to be made with local employers. It is through these connections that information can be shared about Weld County initiatives. The Weld County Workforce Development Board (WCWDB) identified two regional partnerships (Health Care and Advanced Manufacturing), as well as local sector partnerships focusing on: manufacturing; energy (with an emphasis on the oil and gas industry and the supply chain); health care; transportation and logistics (Adams County is a partner in this effort); and administrative support (with an emphasis on call center and back office support for all industries). These industry sectors are areas of emphasis for not only the Business Services representatives, but also the other programs and services offered within ESWC. Employment Services will utilize the Sector Partnership and Career Pathway tools available through, and in partnership with, the Colorado Workforce Development Council (CWDC) as appropriate. Staff currently participate in the Sector Summits hosted by the CWDC and are committed to involvement in career pathways efforts as they are developed. ESWC will also continue to participate on the statewide peer networking calls.

Information is shared at the sector partnership meetings and subcommittee meetings.

e. What are your objectives and goals for these activities?

It is the goal of ESWC to be responsive to the needs (both stated and unstated) of Weld County employers; to be inclusive of both small and large employer needs; and to actively promote development of a stronger workforce in in-demand industries. ESWC’s objective with the Sector Partnership activities is to support the needs of the employers representing identified sectors. Next, the objectives with the other activities is to establish an awareness about the options in work-based learning available to employers. Additionally, another goal is to increase the number of opportunities available in work-based learning through local employers for Weld County residents.

7. Discuss the implementation of initiatives designed to meet the needs of employers in the local area that support the local board’s strategy, including:

a. Work-Based Learning Programs: Explain how you will utilize and promote

incumbent worker training programs, on-the-job training programs, customized training programs, internships, or other activities for PY16. Youth: ESWC will continue to provide WIOA Youth with opportunities to participate on a paid work experience/limited internship or On the Job Training placement. At least

39

20% of WIOA Youth funds will be spent on these areas. WIOA Youth will continue to be provided with career pathway opportunities, to include apprenticeship exploration. At the inception of WIOA, ESWC facilitated apprenticeship tours in the Denver Metro area in partnership with the Colorado Sheet Metal Workers Joint Apprenticeship and Training Institute, participated in the annual Colorado Construction Career Days and coordinated a Healthcare Boot Camp. Each of these initiatives were aligned with work-based learning opportunities. Activities such as these will continue and avenues for expansion will be explored. The Business Services Team will support the WIOA Youth team in the development of work experiences and internships. In the manufacturing partnership, ESWC is a vital part of the ‘Manufacturing Rocks’ committee’s work which resulted in tours of manufacturing plants within Larimer and Weld counties. Student tours are scheduled to take place throughout PY16. The goal of these tours is to generate interest in the industry, as a whole, and to educate the student population, and school district staff, on the career paths necessary to work in the industry. In addition, ESWC supports work-based learning through a variety of avenues, leveraging funds and increasing the total number of youth served by ESWC. Additional initiatives include facilitating Corps based models, including AmeriCorps grant funding. The Weld County Youth Corps is a proven strategy for engaging young people in service to their communities and stewardship of their environment while cultivating valuable skills to meet the challenges of the 21st century. Youth Corps participants earn a living stipend and also gain technical training and work experience. Youth Corps participants improve Colorado’s public lands, conserve natural resources and help underserved populations while building bright futures for their selves. In collaboration with the Colorado Youth Corps Association (CYCA), the Weld County Youth Conservation Corps creates collaborative and innovative partnerships across the County and eastern plains. Built upon the foundation of a Youth Corps model, the TIGHT (Teamwork, Innovation, Growth, Hope and Training) program provides critical services for hard to serve, out of school youth with significant barriers to employment. TIGHT is fully funded by the Department of Human Services of Weld County through CORE service and Temporary Assistance for Needy Families (TANF) funding. TIGHT was developed to delay or eliminate out of home placement for youth involved with DHS. The TIGHT Youth Corps addresses this community need providing youth with opportunities to increase basic skills, while simultaneously gaining invaluable entry level employment skills to include the soft skills employers’ desire. The Weld County Commissioners are supportive of activities to enhance Youth Entrepreneurship and as an engaged member of the Workforce Development Board, conversations to expand in this area are facilitated. The Youth Standing Committee will explore the development of a structured program, in partnership with the Small Business Administration and the University of Northern Colorado’s Monfort School of Business which will serve both youth and adults.

40

Adult/DW: Business Services is collaboratively engaged with the development of On-the-Job Training (OJT) opportunities for all WIOA related programs. Business Services along with the entire team of ESWC is committed to generating a minimum of ten OJT placements during Program Year 17. The TANF and Employment First (EF) programs have work-based learning experience opportunities for their customers. CWEP is a community work experience program and AWEP is an alternative work experience program. Work supplementation provides wage supplementation in addition to benefits. EF has a work-fare program which assists customers in work-based learning while meeting program requirements of being involved in an activity in exchange for their food benefits. The Business Services team hosted two open houses inviting employers to explore Registered Apprenticeships (and other forms of Work-based Learning.) The events were held in Greeley and South County during National Apprenticeship Week. The Board of County Commissioners proclaimed it National Apprenticeship Week in Weld County and voiced that they would like it to be an annual event. This form of business engagement will continue into PY18 and PY19. ESWC launched the Colorado Works Subsidized Training and Employment Program (STEP) in February of 2018. STEP is a collaborative effort between the Colorado Department of Human Services (CDHS) and the Colorado Department of Labor and Employment (CDLE) that is working to provide work-based learning opportunities for TANF recipients in Weld County. Employers are targeted to provide WBL opportunities to build experience, expand employment skills and create opportunities for participants to gain permanent employment. Additionally, STEP focuses on recruiting small, local businesses to help with the growth of our community.

The Work-based Learning (WBL) meetings were recently expanded to include a WBL Leadership Team. This team consists of frontline staff from each unit who jointly decide upon the direction and agenda of the WBL monthly meetings. These meetings, which include representation from each unit within ESWC, provide an opportunity for staff to share about the challenges and successes each are facing. This venue also provides an opportunity to discuss the needs of specific program participants increasing the opportunity to develop strategies to meet individual needs.

Transitional Jobs: At this time, Weld County does not plan to utilize transitional jobs in PY16. If in the future this changes a modification will be completed. Incumbent Worker Training: At this time Weld County does not plan to set aside funds for incumbent worker training. If needed during PY16, a modification will be completed.

Unless otherwise noted as measurable outcomes, additional outcomes for work-based learning will include best practices submissions or results/progress in the quarterly CWDC report.

41

b. Sector Partnerships Participation: Explain how you will utilize the relationships built by your Business Services Team to enhance or expand participation in Sector Partnerships and also expand business services efforts. Indicate PY16 specific planned objectives and measurable outcomes.

The ESWC Business Services Unit uses the connections made at the NOCO Manufacturing Sector Partnerships to promote Career Pathways within Manufacturing. It is an objective of the partnership to interest students in manufacturing careers. Business Services is engaged in the Manufacturing Rocks committee of the NOCO Manufacturing Partnership. The Business Services Team will help to facilitate local Weld County Manufacturing tours for public partners and for students. Business Services will analyze the feasibility of working facilitating a Parents Night with a local employer.

Within the Healthcare Sector Partnership an objective is to hold an annual Healthcare Job Fair. The Business Services Team continues to support the healthcare industry in Weld County and regionally. ESWC hosts an industry specific (healthcare) On-Site Job Fair as well as assist the Partnership with the planning of a regional job fair. The job fairs reach those within the Sector Partnership and are a way of encouraging participation to those companies not currently engaged in the Partnership. Examples during PY16 include a Healthcare Hiring Event for Banner Health on 02/01/17; the “Healthcare in Your Future” regional job fair on 04/05/17; six employee orientations for Ashley Manor held between July 2016 and January 2017; and the planning of a PY17 “Healthcare in Your Future” regional Job Fair. These types of activities in support of the Healthcare Industry are continuing in PY17 and expected to be supported into future years. BSU will also assist with the Health Care in Your Future for the Health Sector Partnership.

c. Sector Partnerships - Status and Objectives: In your local area or with partner local areas, what sector partnerships are you engaged in or do you plan to engage in during PY16? Indicate the current status of your partnerships, (active, emerging, or exploring), plus PY16 planned objectives and measurable outcomes. Note: For Sector Partnership Definitions, please visit: http://www.sectorssummit.com/colorado-sector-partnerships-map/

There are two active regional Sector Partnerships in Weld County, the NOCO Manufacturing Partnership and the Northern Colorado Healthcare Sector Partnership. It is a goal of ESWC to continue to have management representation at the full partners meetings and to have front line staff representation at the subcommittee level. The local sector and NEG sectors for manufacturing and transportation are discussed elsewhere in this plan.

d. Career Pathways: Explain how you will utilize information gathered through your

Business Services Team to provide a baseline for consideration of new or enhanced Sector Partnerships, and how this information will be used to inform changes to or development of Career Pathways in your Local Area. Indicate specific PY16 planned objectives and measurable outcomes. During PY16, the Business Services Team plans to provide the public with up to date

http://www.sectorssummit.com/colorado-sector-partnerships-map/

42

information on the top industries within Weld County. To that end, the Business Services Team will generate and post quarterly Industry Overview Updates to the ESWC website. This information is also shared with the WDB to determine if the ESWC training focus needs any adjustments. Not only does this provide the public current local industry information, it provides a means of comparison from one quarter to the next. This information can then be analyzed to determine whether development of additional Sectors is warranted and used to promote career pathways. Additionally, ESWC has representation on multiple Advisory Committees at Aims Community College. This involvement will continue as it helps to identify changes in career pathways. A focus on stackable certificates, from Aims Community College, will be used to help present short term credential opportunities that then can lead to additional educational opportunities within the career. Employment Services of Weld County will also provide more extensive information to Bright Futures recipients so they are able to have a good understanding of the benefit of stackable credentials and particularly for those that align with the in-demand industry sectors in the Weld County region.

8. Describe how the local board, working with the entities carrying out core programs, will expand access to employment, training, education, and supportive services for eligible individuals, particularly eligible individuals with barriers to employment, including how the local board will facilitate the development of career pathways and co-enrollment, as appropriate, in core programs, and improve access to activities leading to a recognized postsecondary credential (including a credential that is an industry-recognized certificate or certification, portable, and stackable);

The Weld County Bright Futures program has been revitalized since its inception. Bright Futures is now under the leadership of Upstate Colorado. The program continues to provide an excellent path and financial assistance for Weld County High School Graduates, GED recipients, and Honorably Discharged US Veterans furthering their education or training. Financial changes create further sustainability for the program, benefiting future Weld County participants. Creating a diverse, well-educated workforce that will lead to good paying jobs and a stable economy in all workforce Sectors.

Because of the focus on providing services to individuals with barriers to employment, this program will allow ESWC to integrate this program in the options available to assist individuals to either start, or continue in career pathways.

The Temporary Assistance to Needy Families (TANF) program and the Employment First (EF) programs are working with the rest of ESWC to increase numbers of stackable and portable certifications by co-enrollments with the WIOA program and referrals to local schools.

Through the programs offered at ESWC, the agency uses Leadership Teams as a method of engaging employers into discussions about the development of career pathways. A recent example of this is a Health Care employer asked ESWC if we were open to assisting with the development of a PeriOp program. This sort of collaborative dialogue is what fosters the creation of new and innovative career pathways which address gaps in the skills market.

43

9. Describe the strategy to work with adult education providers funded under Title II of WIOA and Vocational Rehabilitation to align resources available to the local area, to achieve the strategic vision and goals described in question 5.

Employment Services of Weld County (ESWC) has had long standing relationships with Immigrant and Refugee Center of Northern Colorado (IRCNOCO), formally Right to Read, the predominant local Title II Adult Education and Literacy provider, and the regional office for the Division of Vocational Rehabilitation (DVR). The Director of IRCNOCO and the Regional Supervisor for DVR have been part of the Weld County Workforce Development Board for years and as a result have been involved in the collaborative development of programs, services, initiatives, and business services activities to the benefit of the local community. Right to Read and the Global Refugee Center merged to form the Immigrant and Refugee Center of Northern Colorado (IRCNOCO). This has enhanced services provided to the refugee population for both the Wagner Peyser and TANF programs in addition to services to WIOA customers in need of literacy services. IRCNOCO continues to be involved in the coordination of services to customers for hiring events, career events and job development for co-enrolled clients by targeting business engagement opportunities and expanding awareness of employment opportunities. The Memorandum of Understanding outlines the roles and responsibilities of both ESWC and IRCNOCO regarding the provision of services and the alignment of resources to achieve the strategic goals. Joint efforts between IRCNOCO, Aims Community College, and the Employment Services of Weld County Assessment and Learning Lab began in 2011. Collaboration has taken place on projects designed to identify and define what each partner organization provided in services and programs, the types of student needs that were addressed, and identify how collaborative efforts could have the most impact. ESWC staff have ensured linkages between youth programs and the DVR SWAP programs available in local area schools, and have previously been a part of the local Community Transitions Team, and the City of Greeley Commission on Disabilities. Assistive/Adaptive technology continues to be available in both the Employment Services resource room and the Assessment and Learning Lab for customers in need of such devices and equipment. Additionally, DVR utilizes the Assessment and Learning Lab for a variety of assessments for their customers. The Business Services Unit (BSU) of Employment Services of Weld County has, and will continue to coordinate services and events with and through the DVR regional Business Outreach Specialist (BOS) once that position is filled. The coordination of services includes, but is not limited to, hiring events, career events and job development for co-enrolled clients by targeting business engagement opportunities and expanding awareness of employment opportunities for individuals with disabilities. The Memorandum of Understanding between the Board of Commissioners of Weld County on behalf of the Weld County Department of Human Services, Division of Employment Services outlines the roles and responsibilities of both ESWC and DVR regarding the provision of services and the alignment of resources to

44

achieve the Weld County Workforce Development Board’s strategic goals. During 2018, the focus of a capstone project will be how ESWC can refine the outreach activities and referrals on which ESWC and DVR collaborate.

10. Describe the strategies and services that will be utilized to strengthen linkages between the one-stop delivery system and unemployment insurance programs.

ESWC has extensive experience in serving Unemployment Insurance (UI) claimants. In 2012-2013, processes were implemented under the Emergency Unemployment Compensation Program. A major component was the development of a UI eligibility assessment. With program requirements for extended benefits, UI claimants were required to participate in activities designed to increase employment searches and employability skills to find and obtain employment. Services for UI claimants have included: • Assessments including basic skills, interest inventories, aptitude and attitudinal

assessments • Testing including the Work Readiness Certification • One on one or group staff assistance regarding labor market and occupational information • Interview and resume workshops and assistance • Individualized job search assistance • Referral services to training including WIOA funded training • Resources are utilized to provide assistance with applications for Federal Pell Grants,

including linkages with the educational opportunity center, community colleges and universities, on site material and appropriate web based sites

• Other allowable services as identified under the Wagner Peyser Act Building upon these strategies, ESWC continues successful coordination with the Division of UI to assist claimants by implementing UI profiling strategies through a program known as LINKS to Re-employment. In addition, the UI Division has been working with local offices to rollout the Reemployment Services and Eligibility Assessment (RESEA) program. It is anticipated that this service will have similar results in assisting clients in finding employment on an expedited basis. Employment Services also has identified staff that can assist UI claimants with basic questions regarding their claims as well as assist them in resetting passwords if needed.

11. Describe how the local board will coordinate workforce investment activities carried

out in the local area with economic development activities carried out in the planning region, and promote entrepreneurial skills training and microenterprise services;

ESWC works closely with the Weld County Economic Development organization, Upstate Colorado. The ESWC Business Services Unit is routinely called upon by Upstate Colorado to assist with providing industry specific labor market information. They also request ESWC presence at meetings when prospective employers express interest to establish, or expand, their business in Weld County; this partnership is expected to continue. Additionally, ESWC will host quarterly employer workshops. These workshops include information necessary for small entrepreneurs such as CO Civil Rights and Child Labor Laws.

45

ESWC has intentionally expanded its reach through the Awareness Committee of the WDB and the Weld Workforce Collaborative. These Committees are made up of staff from Economic Development (ED), Chambers of Commerce, and municipalities. Some of the regular participants include staff from Evans ED, Windsor ED, Hudson ED, Upstate Colorado, City of Greeley, Greeley Chamber, and the Evans Chamber.

ESWC has an excellent reputation with the numerous Chambers of Commerce throughout Weld County. ESWC staff are called upon to provide presentations routinely at the Chambers. This sort of coordination among chambers, workforce, and employers utilizes the time of all attendees wisely will promoting ESWC activities.

12. Provide a description of the workforce development system in the local area that identifies the programs that are included in that system. Also describe how you will partner with the required WIOA partners to increase awareness of career pathways and the critical role that workforce development plays in ensuring that all Coloradans have access to educational and career pathways that result in meaningful employment. Employment Services of Weld County operates a number of the programs identified as partner programs including: Workforce Innovation and Opportunity Act Title I Adult, Dislocated Worker, and Youth Programs; the Title III Wagner Peyser Act (WP); Trade Adjustment Act (TAA); the Migrant and Seasonal Farm Worker program (MSFW); the work components for the Temporary Assistance for Needy Families (TANF) and the Employment First programs; AmeriCorps; the TIGHT Youth Corps funded by CORE Service and TANF funding; services funded by CSBG; targeted programs for UI; and provides functional supervision to the Disabled Veteran Outreach Program (DVOP) staff under the Jobs for Veterans State Grant (JVSG). As discussed in the Region Plan, Career Pathways initiatives are an active workforce development strategy in Weld County. Through the Workforce Board, the standing Youth Committee has been committed to Career Pathway initiatives and strives to align existing programs and services while expanding services with careful oversight to prevent duplication of services. Partner programs are represented on the Board, and the Director of Immigrant and Refugee Center of Northern Colorado (IRCNOCO), formally Right to Read, is the chair for the Board’s Youth Standing Committee.

13. Describe the one-stop delivery system in the local area, in particular:

a. Identify the locations of the comprehensive physical one-stop centers (at least one) within your local area; also list the locations of your network of affiliate sites, both physical and electronically linked, such as libraries.

Employment Services of Weld County operates two comprehensive one-stop centers as follows:

Main Location: 315 N 11 Avenue Bldg. B Greeley, CO 80631

South County Location: 2950 9th Street Fort Lupton, CO 80621

46

Additionally, linkages and collaborative efforts with the High Plains library district and the associated Carbon Valley Library allow customers to be able to link electronically.

b. Identify your key strategies for integrating the core programs (WIOA Title I, II, III, and IV programs), as well as all required partner programs, within the local one-stop system of comprehensive and affiliate offices.

Employment Services currently operates the programs under Title I of WIOA; the Title III Wagner Peyser program; TAA; MSFW; the work components for the Temporary Assistance for Needy Families (TANF) and the Employment First programs; and an AmeriCorps program; As previously indicated, Employment Services of Weld County (ESWC) has had long standing relationships with Right to Read, the predominant local Title II Adult Education and Literacy provider, and the regional office for the Division of Vocational Rehabilitation (DVR) as well as with representatives from SER for the Senior Community Service Employment Program (SCSEP). The Director of Right to Read and the Regional Supervisor for DVR, and representatives from SER have been part of the Weld County Workforce Development Board for more than 20 years and as a result have been involved in the collaborative development of programs, services, initiatives, and business services activities to the benefit of the local community. Through the execution of the current Memorandums of Understanding, collaboration with partners will continue.

c. Describe the roles and resource contributions of each of the one-stop partners.

Contribution of resources for the programs operated by Employment Services fall under the County’s cost allocation plan which allocates costs based on time charged by staff. As one of the five divisions in the Department, ESWC staff primarily charge to programs related to employment grants. Approximately 50% of the staff charge to TANF, Employment First Food Stamps, AmeriCorps, Community Service Block Grant and Child Welfare. Indirect costs like rent, phone lines and administrative cost pool costs are then reimbursed by the percent of staff time spent in the respective grants. Therefore, all grant programs effectively support the one stop center.

Partner program contributions and roles are outlined in each partner’s Memorandum of Understanding and typically consist of staff resources to assist shared customers, involvement in Business Services hiring events, shared training when appropriate, and staff resources to assist customers in accessing one stop services available in Connecting Colorado such as the review of open job listings.

d. Describe how the local board will facilitate access to services provided through the one-stop delivery system, including in remote areas, through the use of technology and through other means; include your intended use of virtual job fairs, the upcoming virtual job shadowing capability, and other innovative strategies and initiatives to streamline and enhance services, as well as increase access.

The use of virtual job fair technology will be offered to businesses and job seekers in outlying locations. The information about the virtual job fair service will be included in the email campaign distribution of “Did You Know...”

47

Self-registration and referral through Connecting Colorado is available from anywhere in the County where there is internet access and the extensive resources available through the US Department of Labor and other sites are also able to be accessed. Additionally, many of the services and activities provided by the Employment Services Assessment and Learning lab can be accessed via the internet from any location that provides that access.

e. Identify the types of assessments and assessment tools that will be utilized within the one-stop delivery system and how these assessments will be coordinated across participating programs to avoid duplication of effort and multiple assessments of customers being served by more than one partner program.

ESWC offers an on-site Assessment and Learning Lab. The lab offers the Workplace Readiness Credential, Behavioral Traits Assessments, Prove-its!, GED preparation and much more. Duplication among assessments is avoided by having constant communication among partners. For example, DVR routinely has clientele referred to the Lab; as does the Department of Corrections (through both Youth & Adult programs).

It is pertinent to note that the Workplace Readiness Credential was piloted in 2015 and out of the 7 County offices that participated, 75% of the assessments taken during the 6 month pilot emerged from Weld. This credentialing system covers critical soft skills many of our local employers have identified when assessing potential job candidates. The skills include: Attitude, Communication, Planning and Organizing, Critical Thinking, Interpersonal/Social Skills, Teamwork, Professionalism and Media Rules.

f. A description of how entities within the one-stop delivery system, including one-stop operators and the one-stop partners, will comply with section 188, if applicable, and applicable provisions of the Americans with Disabilities Act of 1990 (42 U.S.C. 12101 et seq.) regarding the physical and programmatic accessibility of facilities, programs and services, technology, and materials for individuals with disabilities, including providing staff training and support for addressing the needs of individuals with disabilities; and ESWC has facility and program accessibility to career services. School district’s SWAP programs and DVR participate on Workforce Development standing committees and staff members from DVR, SWAP and ESWC cross train with one another. Additionally, Business Services shares the list of open jobs weekly with DVR, school districts and community agencies such as SER Jobs for Progress so they can review and make referrals to employment or use the list as a discussion for careers. A survey from the Department of Labor about the accessibility of our workforce center, its programs and services for people with disabilities was completed in December 2014. It was a great opportunity for self-assessment and analysis to determine as a center, if we are accessible with both programs and services. All staff is required to complete disability awareness online web training and are aware of Section 188 Implementation of the Nondiscrimination and Equal Opportunity Provisions and Access for All; a resource manual for meeting the needs of one-stop customers with disabilities.

48

g. A description of how the local board will ensure the continuous improvement of eligible providers of services through the system and ensure that such providers meet the employment needs of local employers, and workers and jobseekers;

The Weld County Workforce Development Board reviews performance of WIOA programs on a quarterly basis. As more of the WIOA performance measures are implemented across partner programs, the Board will also be provided that information.

Regarding the delivery of training services to customers, the Eligible Training Provider List has recently been updated and by utilizing a system of review and update, ESWC works to ensure that employer, worker and job seeker needs are being met. The Weld County Workforce Development Board is able to provide input regarding the needs of employers and workers, and this information is then shared with providers of services to ensure services are structured to meet those needs.

h. Provide a description of how training services under chapter 3 of subtitle B will be provided in accordance with section 134(c)(3)(G), including, if contracts for the training services will be used, how the use of such contracts will be coordinated with the use of individual training accounts under that chapter and how the local board will ensure informed customer choice in the selection of training programs regardless of how the training services are to be provided.

Training services for customers identified as in need of such services, will be provided by the educational entities that are on the Eligible Training Provider list maintained by the state. Typically contracts for training will not be utilized and the funding for the training services will be made via a process for the Individual Training Account under the WIOA program. Training and training funds will be utilized only in areas identified as in-demand occupations or growth industry sectors. In the case of on-the-job training, associated opportunities are individualized with the final choice made between employer and employee which will include the individual training account. In order to ensure customer choice in training, clientele work with Case Managers in selection of providers from the ETPL.

i. Outreach to Individuals with Barriers to Employment: Describe how you will engage your LWDB and Youth Council/committee to increase the awareness of the services offered to returning Veterans, out-of-school youth, individuals with disabilities, long-term unemployed, and other targeted groups? What additional strategies will be utilized to reach out to these groups? What are your objectives and goals for this effort?

In outreach to individuals with barriers to employment, Veterans and their eligible spouses receive priority of service. In addition to the priority given in all employment related services, Employment Services is fortunate to house a DVOP on site to immediately address the triaged Veteran’s needs. In addition, ESWC has a staff member represented on the CVEP Committee. The priority of service extends to BSU hosted events, such as hiring events and job fairs, where Veterans are granted early admittance to the event. ESWC has agreed to participate in the Veterans UCX Enhanced Job Contacts Pilot Initiative giving Veteran’s “credit” for work done at ESWC.

49

In 2015, ESWC began the Hire for Colorado – Governor’s Long Term Unemployed Initiative. Working collaboratively with the State, ESWC has been able to speed up the delivery of services to those unemployed for 26 weeks or more. Within the eligibility group, ESWC also targeted Veteran’s, individuals age 50 and older; youth ages 18 to 24, ex-offenders/parolees and individuals with disabilities. Recruitment efforts to reach eligible job seekers include multiple methods such as targeted mailings to registered UI recipients, phone calls, job fairs etc.

14. Provide a description of how the local board will coordinate education and workforce

investment activities carried out in the local area with relevant secondary and postsecondary education programs and activities to coordinate strategies, enhance services, and avoid duplication of services;

Employment Services has a long standing history of collaborative partnerships and efforts with both Adult Education, Aims Community College and other education partners to increase training opportunities in the health care, energy, transportation, manufacturing, administration, information technology and other local demand occupational areas. Our educational partners are critical in the development of training to meet employer needs. ESWC Leadership has been asked to participate with Advisory Committees at Aims Community College in the following areas: Manufacturing/Industrial, Construction, and Healthcare. Additionally, Aims has representation on the SP-NEG Leadership Team and on the Weld County Workforce Development Board.

A number of school districts participate on the Youth Committees. Schools throughout Weld County are informed and invited to participate in career events and all schools have a designated ESWC case manager which includes intentioned outreach efforts to each school with a consistent ESWC staff member. Each school receives distribution of materials as appropriate in an effort to provide youth with opportunities to participate and connect with ESWC initiatives.

The standing Youth Committee has dedicated several agendas toward the strategic alignment of delivery of services, leveraging funds while avoiding duplication of services in an effort to maximize available resources to youth in Weld County. As a result, increased collaborative efforts with DVR / SWAP and area school districts have taken place. One example is SWAP Coordinators working in partnership with ESWC staff to identify appropriate worksite placement opportunities for youth with disabilities and the internship program for Greeley/Evans School District students. Initiatives, such as the internship program, provide meaningful work-based learning opportunities for in-school youth allowing ESWC to extend and dedicate resources to relevant work-based learning opportunities to out-of-school youth. The collaborative approach ensures WIOA continues to provide invaluable services and resources to out-of-school youth while supporting initiatives to also serve in-school youth through alternative funding sources.

15. Provide a description and assessment of the type and availability of adult and dislocated worker employment and training activities in the local area; in particular identify how the local area will expand services to dislocated workers utilizing all sources of formula and discretionary funds targeted to the dislocated worker population.

50

When a resident of Weld County finds they are unemployed or underemployed, there are a variety of services and training opportunities available to them through Employment Services of Weld County. Once identified a client is in need of, and appropriate for, enrollment into either WIOA Adult or Dislocated Worker program, they will begin with one on one intensive case management with a knowledgeable case manager. Case managers have been trained to utilize information gathered by assessments and interviews with the client to develop the best plan for the client to obtain sustainable employment as quickly as possible. This plan may include referrals to any number of in house or community resources to assist the client in overcoming any challenges they may have that prevent them from working at their full potential. These include, but are not limited to, Right to Read for ESL clients, Aims and the ESWC Assessment and Learning Lab for GED, EOC for scholarship information, DVR and North Range for physical and mental issues. The ESWC Registration Unit has developed free workshops for clients in need of assistance with their resume, interview skills, navigating job search as a current parolee, and/or on-line applications. Relationships are being established, and sometimes re-established, with other agencies that also offer job search services such as the Goodwill Industries and the local library system in an effort to eliminate any and all challenges presented by the client. Furthermore, the Business Service Unit has worked diligently with the case managers from all the programs, including Employment First and TANF, to create work sites and On the Job training opportunities.

If training is determined the best course of action, Weld County has a variety of training activities available to all residents seeking additional education to make them more employable. Training has occurred in such industries as health care, business administration, transportation, oil and gas, renewable energy, and manufacturing to name a few. Clients have taken the opportunity to attend the University of Northern Colorado (UNC), Aims Community College, Front Range Community College and Aurora Community College to earn certificates, credentials and post-secondary degrees. There are also a number of vocational trainings that include three truck driving academies, computer skills training, and adult education at the local community colleges.

The resources available are strong and geared towards meeting the current needs of Weld County’s prevalent industries; however there is always room for improvement and Weld is already looking to the future. Through the Sector Partnership National Emergency Grant that targets Dislocated Workers, strides have been made by the Leadership Team to develop industry specific regional planning meetings for Transportation and to continue to strengthen the one for Manufacturing. In early Leadership Team meetings, that included representatives from both Manufacturing and Transportation companies as well as training facilities, employers were able to explain what skills they needed in potential employees and where the training facilities were not meeting those needs. Through this dialog, Aims Community College re-configured and enhanced the Advanced Industrial Credential that was first developed as the Multi Industry Systems Technician program (MIST) of 2008. Aims has also included several endorsement requirements for their new Truck Driving School so their students can be more competitive in the workforce.

WIOA case managers have effectively used the myriad of adult and dislocated worker employment and training activities available to serve almost 500 job seekers. Key people are being brought to the table to address current gaps in services or training as well as keeping an

51

eye on future employment needs. Focus is being sharpened on the hard to serve populations and the tools needed to assist them in overcoming their unique obstacles are constantly being developed and refined.

16. Provide a description and assessment of the type and availability of youth workforce investment activities in the local area, including activities for youth who are individuals with disabilities, which description and assessment shall include an identification of successful models of such youth workforce investment activities; in addition, indicate how services to out-of-school youth will be expanded and enhanced to incorporate additional work-based learning opportunities.

As a region, Weld has a commitment to serving individuals with barriers, including those with disabilities. ESWC has facility and program accessibility to career services and school district’s SWAP programs and DVR participate on Workforce Development standing committees and staff members from DVR, SWAP and ESWC cross train with one another. Local SWAP and Transitional Teachers often bring students to ESWC for a facilitated workshop to assist youth with disabilities to enhance employment related skills. Workshop topics include, but are not limited to, Connecting Colorado, job search, completing job applications, interview skills and resume preparation. Youth also navigate public transportation system to attend the workshops further developing life skills to be utilized to increase their independence. ESWC’s strong collaborative partnership with SWAP has led to successful work experience placements for youth with disabilities. ESWC provides the wages and Weld County provides Workers Compensation coverage while SWAP provides extensive individualized job coaching as necessary. Leveraging resources and aligning the delivery of services has proved to be successful and impactful to youth participants. ESWC has historically engaged and targeted out-of-school youth in WIA and has continued to have this level of focus in WIOA. Through the WCWDB and the Youth Committee, disenfranchised out-of-school youth has been identified as a priority target youth group in an effort to help meet the needs of Weld County communities. ESWC has historically planned not less than 70% of funding being spent toward out-of-school youth and has exceeded that level of expenditures annually. This has consistently been achieved through extensive community partnerships to include, but not limited to, local Truancy Officers, 19th Judicial District, Platte Valley Youth Services Center, Senate Bill 94, Youth and Family Connections, Child Welfare, Right to Read, North Range Behavioral Health, Aims Community College – Academic Pathways and area alternative High School programs. With confidence, ESWC has planned to meet the 75% expenditure requirement for out-of-school youth and 20% work-based learning expenditures during the initial year of WIOA and will continue to meet the identified targeted goals in subsequent years

Since 1993, the Weld County Youth Conservation Corps (WCYCC) has continued to serve youth and young adults from ages 14-24 by providing youth with meaningful service opportunities in the realms of conservation (land, water, and energy) and community service. Projects include a board spectrum from voluntary community service to contracted chainsaw work. WCYCC’s programs have developed to incorporate environmental education, experiential learning, and service learning and values such as leadership and peer accountability. Based on the Civilian Conservation Corps model, WCYCC AmeriCorps

52

members gain three to six months of full-time hands on work-based learning experiences in a variety of skills and receive employment preparation support, post-Corps placement assistance as well as an AmeriCorps educational award. In addition to the provision of services to disenfranchised youth through WIOA Youth programs, Employment Services continues to explore options for expanding services and alternatives for youth who are involved in the social services or juvenile justice systems through the use of the Teamwork, Innovation, Growth, Hope and Training (TIGHT) Youth Corps model. TIGHT, facilitated under the WCYCC umbrella, was intentionally designed to meet a specific community need; to delay or eliminate the need for out of home placement. TIGHT members are provided team-based learning experiences, and opportunities for, developing job readiness skills such as communication, pro-social behaviors, leadership, and responsibility. Youth are simultaneously engaged with educational activities to promote a successful re-entry into a traditional or non-traditional school setting or toward the obtainment of a High School Equivalency (HSE/GED) credential.

17. Provide a description of how the local board will coordinate workforce investment activities carried out under this title in the local area with the provision of adult education and literacy activities under title II in the local area, including a description of how the local board will carry out, consistent with subparagraphs (A) and (B)(i) of section 107(d)(11) and section 232, the review of local applications submitted under title II.

ESWC works with local education providers in support of the in-demand industries previously identified. The Executive Director of Right to Read is the WDB Youth Committee Chair and a general Board member, Community Educational Outreach attends as an associate member and a representative from Aims Community College is also a general member of the Board. The WDB has historically reviewed the Carl Perkins Plan prior to its submittal and has voted on its support. With the passage of WIOA and the inclusion of application under Title II, the Board will utilize a similar approach in the review and approval of those plans.

18. Provide a description of how the local board will coordinate workforce investment activities carried out under this title in the local area with the provision of transportation, including public transportation, and other appropriate supportive services in the local area.

The Weld County Workforce Development Board and ESWC have adopted a supportive services policy to ensure that services are provided on a consistent and equitable basis for those individuals who need such services to assist them in obtaining or retaining employment, or to participate in and complete career or training services and who are unable to obtain such services through other program means. The supportive services that may be provided are: transportation, child care/dependent care, job related medical expenses, special clothing, license costs, assistance to secure bonding, books and supplies for training and work tools.

53

19. Provide a description of plans and strategies for, and assurances concerning, maximizing coordination of services provided by the State employment service under the Wagner-Peyser Act (29 U.S.C. 49 et seq.) and services provided in the local area through the one-stop delivery system, to improve service delivery and avoid duplication of services.

Employment Services of Weld County has been providing services under the Wagner Peyser Act for approximately 36 years. During that period ESWC has assured services are coordinated with other programs, and that there is not a duplication of effort between programs.

20. Identify the administrator/administrative entity responsible for the disbursal of Title I and III funds in the local area, as determined by the chief elected official or the Governor, and the fiscal agent if different.

The administrative entity for the disbursal of Title I and Title III funds in the Weld County area is the Board of Weld County Commissioners, and through the Weld County Department of Human Services.

21. A description of the competitive process to be used to award the sub-grants and contracts in the local area for activities carried out under this title. Employment Services of Weld County does not intend to award sub-grants or contracts for any activities carried out under this title. Weld County embarked upon a Request for Proposal (RFP) venture in August of 2015 meeting with local procurement specialists and other specialized program staff, such as Area Agency on Aging, to identify local processes and best practices. At the request of the Youth Committee and upon receiving guidance from Weld County’s Purchasing Department and in partnership with Weld County Attorney’s, the Workforce Development Board moved forward with a Request for Proposal in January of 2016. The RFP was advertised in the Greeley Tribune, published in the Rocky Mountain E-Purchasing System, sent electronically to local partners such as Adult Education and Aims Community College, and was provided on more than one occasion to all Youth Committee and Workforce Development Board members. Throughout this process, one internal RFP was submitted by Employment Services of Weld County’s Assessment and Learning Lab. There were no external RFP’s received therefore at the direction of the Workforce Development Board and the Weld County Board of County Commissioners, it was determined Employment Services of Weld County was identified to be the eligible provider and will provide the required WIOA 14 youth elements. It’s the explicit intent of Weld County to continue to meet the requirements of the law aligned in section 123, “the local board shall identify eligible providers of youth workforce investment activities in the local area by awarding grants or contracts on a competitive basis (except as provided in section 123 (b)), based on the recommendations of the youth standing committee, if such a committee is established for the local area under the subsection (b)(4); and (ii) may terminate for cause the eligibility of such providers.” The procurement process for Weld County is located at www.co.weld.co.us

http://www.co.weld.co.us/

54

22. Provide a description of the local levels of performance negotiated with the Governor and chief elected official pursuant to section 116(c), to be used to measure the performance of the local area and to be used by the local board for measuring the performance of the local fiscal agent (where appropriate), eligible providers under subtitle B, and the one-stop delivery system, in the local area. The process for agreement with the Governor regarding performance accountability measures will be the same in Program Year 16 as they were for WIA. As additional guidance is received from the US Department of Labor (USDOL), the Colorado Workforce Development Council (CWDC), and the Colorado Department of Labor and Employment (CDLE) regarding the use of the performance adjustment model and how it will apply to the Weld County Region, ESWC and the WDB will negotiate standards as specified by the Council and CDLE.

23. Provide a description of the actions the local board will take toward becoming or remaining a high-performing board, including but not limited to:

a. LWDB Roles: Identify the role of your Local Workforce Development Board (LWDB) and Youth Council/committee in supporting Business Services, Sector Partnerships, Career Pathways, and Work-Based Learning. What actions will they be taking to ensure that these areas are a priority for the local area? What actions and commitments will you ask your LWDB or youth council/ committee members (in particular business members) to make to support these initiatives?

The Weld County Workforce Development Board continues to be a high-performing board. Each member of the WCWDB is encouraged to be involved on one of the three standing Board Committees. These committees include the: Awareness Committee, the Employment Programs Development Committee, and the Youth Committee. Each committee has differing areas of focus; however, members on each committee are asked to help spread the word and participate in the initiatives and work being done by ESWC in the respective areas.

b. LWDB Participation: Describe how you will market opportunities for

participation on your LWDB to businesses in your local area to ensure representation of industry sectors with the greatest labor force demand. Describe how you will maintain a minimum of at least 51% of businesses as active members and participants on your LWDB. A roster of the Workforce Development Board members is kept by the Board of County Commissioners and by ESWC staff. This dual monitoring provides a double check and ensures compliance of the business representation percentage. As vacancies occur, the Board of County Commissioners list openings in the Greely Tribune and the Business Services Team in tandem with the BOCC and the WCWDB conduct outreach to possible board candidates. Workforce Board members are asked, and encouraged, to recruit for vacancies. The outreach is strategic and targets both employers within 1) geographic areas unrepresented on

55

the board and 2) industries without board representation.

c. Address what steps your board will take towards achieving the benchmarks outlined in the High Performing Workforce Boards Definition As mentioned in Question 5 above, a WDB Orientation has been initiated. This step assures ESWC that Board Members have a base knowledge when voting on important issues. A Membership spreadsheet has been created and includes contact information, meeting and activity attendance, and orientation completion. As vacancies occur on the Board, ESWC engages a very targeted recruitment strategy. ESWC Leadership analyze the Industry need for additional representation on the WDB and specifically recruit employers in that industry.

24. Describe how you will use the Workforce Investment Works (WIW) website to increase

the awareness of the services and successes for each of the service areas: business, re-employment, and youth. How will you ensure that your local area posts a minimum of three success stories per quarter on WIW?

Since the inception of the Workforce Investment Works site in Program Year 13, ESWC has submitted approximately 100 customer quotes, industry partnership, workforce innovation and success stories. Staff continue to refer clients to this site so they can see the successes of the Colorado workforce development system and will be encouraged to share their own story once they have completed their program. The WDB and their committees are well aware of this site and continue to bring awareness to potential clients and businesses. Success story submissions are written into many staff members performance evaluations. Additionally, the Employment Services Support Specialist sends a reminder to managers every quarter requesting that staff submit their success. ESWC has submitted well over the three minimum requirement each quarter and will continue this practice.

25. Describe the process used by the local board, consistent with subsection (d), to provide

an opportunity for public comment, including comment by representatives of businesses and comment by representatives of labor organizations, and input into the development of the local plan, prior to submission of the plan.

Local plan discussion took place at the Workforce Development Board General Membership and sub-committee meetings in early 2016. This Board and its subcommittees are a collaborative cross section of business representatives and labor organization representations. Their comments are included in the plan presented for public comment. Additionally, the Weld County Board of Commissioners provided their input at various stages of the process. The plan was published and available for comment March 28, 2016 through April 27, 2016; the Weld County Clerk to the Board did not receive any suggestions from the public.

Attachment 3

PY18 LOCAL AREA ANNUAL COMPLIANCE PLAN Signature Page

The undersigned below authorize the PY18 Local Area Annual Compliance Plan and attest that the information is accurate and complete to the best of their knowledge. This signature page shall become an Exhibit to the Master Agreement for Workforce Development Programs, indicating that the Local Area Annual Compliance Plan has been submitted and approved. Local Area Employment Services of Weld County Workforce Development Board

Local Workforce Development Board

Signature:_________________________________________________

Date:___________________

Printed Name: David Thompson

Title: Chair

Local Area Director Signature:_________________________________________________

Date:___________________

Printed Name: Tami Grant

Additional Approval(s)

Signature:_________________________________________________

Date:___________________

Printed Name:

Title:

Signature:_________________________________________________

Date:___________________

Printed Name:

Title:

Attachment 4 PY18 LOCAL AREA ANNUAL COMPLIANCE PLAN QUESTIONS

(Changes from PY17 are Yellow Highlighted)

Please address the questions in this attachment, which cover these compliance items: Organizational/Infrastructure Changes, AD-DW Fund Transfers, Cost Allocation Plan, Language Assistance Plan, Other Plans, and Charts.

Your responses will be reviewed by the Regional Liaisons, and Program and Fiscal Monitors, as appropriate. There is no page limit for these items. All items below are due to the three Regional Liaisons no later than Friday, May 18, 2018. These items are not required to be published for public comment.

Organizational Changes Describe organizational changes that occurred during PY17 and indicate any changes that you anticipate for PY18, as well as office moves or consolidations. Explain the reasons for the anticipated changes, such as reduction of formula funding or leveraging and managing of discretionary or additional grants. Include any hiring or layoffs that have or may occur with temporary and permanent staff.

During PY17 Employment Services of Weld County (ESWC) experienced normal replacement of staff for those that sought other opportunities. ESWC notes the possible replacement of staff that may seek other opportunities during PY18.

ESWC continues to anticipate a reduction in WIOA funding nationwide. To conserve funds and align programs, the Adult Programs Manager position was reclassified as a Supervisor role and the Youth Programs Manager now oversees both Adult and Youth. Additional evaluation of staff responsibilities and services and the consideration of restructuring service delivery will be done if needed.

The Department of Human Services reviewed the most effective way to assist the Weld County Community and made changes in service locations during PY16 as well as renovations during PY17. The ESWC building renovation is slated for calendar year 2019.

Organizational Chart Attach a copy of your latest organizational chart.

A copy of the current organizational chart is included as Attachment 1.

Staff and Salary List Attach a spreadsheet listing the job title for each staff member and gross annual salary. In addition, provide the average percentage of total salary that is expected to be charged to WIOA

2

funds. Of these expected WIOA charges, provide the % that is expected to be charged to the WIOA Administrative cost category and the % expected to be charged to the WIOA Program cost category.

A chart listing the staff person, job title, gross annual salary, and percentage of time to be charged is included as Attachment 2. (It should be noted that other federal, state and local funds help support programs operated by Employment Services of Weld County. Staff salaries as well as other costs are allocated based on time spent in various programs as identified in the Weld County Cost Allocation Plan)

Cost Allocation Plan Attach a copy of your latest local area Cost Allocation Plan and a copy of the organization-wide (county or state) Cost Allocation Plan. If the local area cost allocation plan is incorporated in the county or state plan, then the county or state plan is the only document that needs to be submitted.

The Employment Services and the Weld County Department of Human Services Cost Allocation Plan is included as Attachment 3. The Weld County Cost Allocation Plan is sent under a separate cover due its size.

Signature Authority

Attach copies of current county or city ordinances, policies, or other documents that identify the current signature authorities for any bilateral agreements that may be entered into between the Local Area and CDLE , and the delegation levels for different thresholds of money. Include a copy of any signed statement of delegation for the local area to sign bilateral documents in place of a designated signature authority.

The Board of Weld County Commissioners is the authorized signatories for Expenditure Authorizations (EA). Weld County does not delegate this authority to the workforce region although by state guidelines, the workforce director can sign minor modifications to EAs. The Resolution/s appointing the Board Chair and the Pro-Tem are included as Attachment 4.

TABOR Limit and Acceptance of State Employment Support Funds (ESF):

If your Local Area is subject to TABOR limitations and is not "de-Bruced,” please submit/Attach verification from the Local Area’s local government financial/budget department that confirms the maximum dollar amount of State dollars that the Local Area can accept during Program Year 2018. The TABOR information is included as Attatchment 5.

3

Veterans Priority of Service

Describe how the local area will strategically coordinate workforce investment activities with the provision of veterans priority of service that is the responsibility of the Wagner-Peyser and WIOA programs. (See PGL VET-2014-02: Veterans Priority of Service). Describe the strategies and processes used in the local area to improve the coordination between the Jobs for Veterans State Grant (JVSG) program and the Workforce Innovation and Opportunity Act. ESWC remains committed to providing Veterans, transitioning service members and eligible spouses with the resources and services to succeed in the 21st Century workforce. Priority of service is evident at the point of entry of the lobby and resource room areas as to immediately allow self-identification. Portable banners have been purchased for use at offsite events to increase opportunities for Veterans to self-identify. For several years, a triage system has been in place to identify Veteran’s that qualify for the Disabled Veterans Outreach Program (DVOP) prior to enrollment into any other program. This allows and encourages veterans and covered persons to self-identify and receive services before others at every point of entry. Additionally, any Veteran or eligible spouse who is on public assistance, low income or basic skills deficient will receive services before all others including non-veterans for the Adult programs. Veteran status is verified during the initial assessment by obtaining a copy of the individual’s DD214. The triage system has proven to be efficient when working with Veterans (and covered persons) and identifying barriers as well as making them aware of the full array of employment, training and placement services available. ESWC is fortunate to have the co-location of two DVOP specialists on site and this system was recognized by the State and the Weld County Board of County Commissioners (BOCC) as a best practice. The DVOP specialists are positioned within the Adult Programs unit making referrals as seamless as possible. The DVOP specialists also act as liaisons between Veteran’s Services and WIOA bringing important information and communication to and from both entities. This promotes cross training in the way of case management and program processes and alignment with other service providers of intensive services. Case management continues to be an appropriate service delivery strategy or framework in which intensive services will be delivered to Veteran and covered persons with Significant Barriers to Employment. Case management will be facilitated using the case management approach taught by the National Veterans Training Institute (NVTI). A Veteran who is placed in case management by a DVOP specialist is coded with a Veteran Service (VS) code. VS is not a program in the sense of WIOA, but rather a code to identify eligible Veterans who are being case managed by a DVOP specialist. Initial services include:

• Comprehensive Assessment (CA): Comprehensive and specialized assessments of the skill levels and services which may include diagnostic testing and use of other assessment tools and in-depth interviewing and evaluation to identify employment barriers and appropriate employment goals. • Counseling (CS): A client centered service that may involve personal, financial, life management, case management, career guidance and counseling. This service also includes referrals to other assistance, as well as, arranging for additional support services not previously acquired. • Individual Employment Plan (IE): A formal written document outlining a course of action that will lead to the individual entering employment; to include short and/or long term goals to remove barriers to getting and keeping employment.

4

• Pre-Vocational Services (PV): Short-term pre-vocational services such as High School Equivalency (HSE), English as a Second Language (ESL), remediation and workplace Literacy.

The DVOP and Regional Veteran’s Representative (RVER) continue to work in partnership with the Weld County Veteran’s Service Office to ensure that Veteran’s and their dependents receive no fee services. These include filing for all VA benefits to include: Service Connected Disability Compensation, Non-Service Connected Pension, VA Healthcare Enrollment, Burial & Survivor Benefits and Education Benefits to name a few. In addition, Veterans and their dependents are encouraged to connect with, and take advantage of, services provided by many local partners. A continuing effort to target recently separated Veterans, with a concerted effort being placed on Veterans 24 years and younger, for recruitment into the AmeriCorps Program, particularly if they can be identified as interested in continuing to serve their community. As well as targeting those that may have graduated from Weld County high schools 2016 to present for eligibility in the Bright Future’s program. The Bright Futures Grant Program is a “last dollar in” educational tuition assistance program for Weld County residents who graduate from high school starting with the class of 2016, GED recipients who earn their GED after January 1, 2016, and Honorably Discharged US Veterans. The purpose is to provide financial assistance to qualifying Weld County residents who pursue post-secondary education or training from a Title IV accredited higher education institution or certified training program. Weld County is the first County to support this initiative to include allocating 10 million in funding. Additionally, the RVER has a great working relationship with the Business Services Unit, participating in many job fairs, hiring events and workshops throughout the year, in which ESWC offers Veterans early admittance.

Individuals with Barriers to Employment

Please describe in detail the specific strategies your local area is using to increase services to Individuals with Barriers to Employment, as defined at WIOA Section 3(24), including initiatives in the areas of marketing, recruitment and enrollment? Please detail any specific referral processes, data sharing agreements, common intake forms, and/or community outreach. Employment Services of Weld County continues to collaborate with a number of partner agencies and community based organizations to increase services to individuals with barriers. ESWC has been co-located on the Human Services campus for the last seven years, ultimately being one of the first one-stop center’s in the State. Weld County has a rather seamless method of referring clients from one Division to another, an example being recipients of food assistance or cash aid (low income individuals). Once they are deemed eligible for benefits they are referred to the Employment First or TANF programs, also housed at Employment Services, to participate in work participation programs. Clients are then referred to employment workshops and the WIOA program for further assistance in gaining self-sufficiency. Other internal programs such as Area Agency on Aging, Chafee Foster Care Independence Program, Jobs for Veterans State Grant, Migrant Seasonal Farm Worker, Reemployment Services and Eligibility Assessments and Wagner Peyser, also have referral processes similar to the mentioned, truly providing wrap around services. During PY17, ESWC enhanced processes with Child Support, Childcare and the Department of Corrections to develop marketing and recruitment efforts increasing the enrollment of

5

populations such as, displaced homemakers, ex-offenders and single parents. Led by United Way of Weld County, Weld’s Way Home has secured a permanent cold weather shelter in January 2018 and will have processes in place to work with Human Services and Employment Services to provide assistance to homeless individuals. Finally, through memorandums of understanding, ESWC continues to provide services on-site and on-location at partner sites such as Aims Community College and the Immigrant and Refugee Center of Northern Colorado, to name a few.

Language Assistance Plan

Please attach a copy of your updated two-year Language Assistance Plan (LAP) that will be utilized through PY18. (See PGL ADM-2010-01: Language Assistance Services for further guidance.)

The updated Language Assistance Plan is included as Attachment 6.

WIOA Program Evaluation Plan

For PY17 planning, each local area submitted a WIOA program evaluation plan. Please provide an overview of accomplishments in PY17. Additonally, describe plans for program research and evaluation in PY18. (See PGL WIOA-2017-03: WIOA Program Evaluation) PY17 Accomplishments:

• A Work-Based Learning (WBL) Leadership team comprised of front-line staff across all ESWC programs was created to facilitate the department wide WBL monthly meetings. The leadership team meets bi-weekly to discuss WBL opportunities and possible solutions. Information is presented to the department for discussion at the monthly meetings. The leadership team conducted a survey requesting feedback and to measure the succsess of the meetings. Overall feedback was positive.

• Marketing & Outreach materials and strategies was also identified as an area to be evaluated for improvement. With the support from Weld County’s Communications Department, ESWC has participated in a vast array of related conversations. Outcomes to date include the creation of three new brochures to include but not limited to Veterans Priority of Service, Work Based Learning flyer (to recruit businesses), Business Services, Workshops and a general ESWC brochure to highlight Wagner Peyser services. Additionally, updated marketing materials have been developed for job fairs, sector initiatives and have been added to the website. Continued marketing and outreach efforts will continue to be a priority.

• Human Centered Design is always a theme of interest. Based on Workforce Development Board input and approved by the Board of Weld County Commissioners, ESWC has made great strides in making cosmetic improvements to make a good first impression as job seekers and/or employers enter our building. We have increased signage and carried our marketing and outreach theme to the exterior of our building by installing a large ESWC logo above the main entry way. The lobby has been cleaned,

6

painted and new carpet and baseboards have been installed. Increased professional signage now clearly directs customers to the Learning Lab and Resource Room. The minor cosmetic upgrades have made a huge impact to date. ESWC refers to this as a lobby “facelift” as plans to complete a building remodel have been tentatively planned to take place in 2019 to include increased space for partners.

• A pilot workshop targeting job seekers ages 50+ has been created and is a six-week course. The workshop kickoff date is scheduled for June 14th, 2018.

• The creation of a Spanish workshop is underway, with the curriculum being created by a program participant in an internship role and placed within ESWC.

• South County Teen Job Fairs have been rejuvenated. A collaborative event was coordinated by ESWC to included Boulder County and Frederick High School. The event was very successful and included 24 employers with over 100 teen jobseekers. Employers surveyed reported 87% very and somewhat satisfied with quality of candidates. The Student Council helped check in attendees with peer interaction positive.

• The Realizing Economic Advancement through Caring Homes (REACH) Child Care Recruitment Unit was created to increase available childcare providers in Weld County. This allows case managers working with clients to “sell” childcare as an option towards their own self-sufficiency while increasing affordable child care options for families eligible for CCCAP.

• Subsidized Training and Employment Program (STEP) started in Weld County to provide employment opportunities in conjunction with wages for Colorado Works/TANF participants. The goal of this program is to assist participants in attaining a living-wage and permanent job using the evidence-based practice of subsidized employment. STEP is funded through the Temporary Assistance for Needy Families (TANF) program.

• Two Workforce Development Board members were honored at the BizWest Women of Distinction event held in April 2018. Members Lisa Taylor and Commissioner Julie Cozad were nominated by their peers for the award for their achievements and commitment to the community and exemplary personal and professional success.

• Reintroduction of the Pillars for Successful Independence (PSI) program to increase services for youth as they prepare to transfer out of foster care. Program includes classes for adults associated with youth.

Program Research

• All units and staff within Employment Services participated in an Appriciative Inquiry conducted by a consultant. The results of the inquiry have been received by the Division Head and will be discussed in an upcoming meeting with Management to identify areas of focus.

• A Workshop Review Committee was formed of front-line staff to review the current workshop offerings and disscuss opportunities for improvement of current workshops and potential new workshops. The committee submits proposals to management for approval.

Program Evaluation

7

• The results of the Appriciative Inquiry will be analyzed by management to assess employee engagement; identify items of concern and which items will be set as opportunities for improvement. Results will be shared in a variety of methods as appropriate. At a minimum, results will be shared with the Workforce Development Board for their input, guidance and approval. Results will also be included in quarterly reports, plans and will also be shared with all staff during quarterly division meetings. Additioanlly, multiple all employee survey’s have been conducted to collect baseline data on a variety of topics to support continuous improvement initiatives.

Layoff Aversion Plan

For PY17 planning, each local area submitted a Layoff Aversion plan. Please describe local plans for continuing to avert layoffs, accelerate re-employment and/or reduce the duration of unemployment for dislocated workers. Specify which of the following or other strategies you plan to utilize as part the ongoing layoff aversion plan. How will success be measured? (Note: Layoff aversion can be as simple as assisting dislocated workers in finding employment before their separation date.)

• Ongoing engagement, partnership and relationship building activities with businesses in the community in order to create an environment for successful layoff aversion efforts and to enable the provision of assistance to dislocated workers in obtaining reemployment as soon as possible.

• Providing assistance to employers in managing reductions in force which may include the early identification of firms at risk of layoffs, assessment of the needs of and options for at-risk firms and the delivery of services to address those needs.

• Funding feasibility studies to determine if a company's operations may be sustained through a buyout or other means to avoid or minimize layoffs.

• Developing, funding and managing incumbent worker training programs or other worker upskilling approaches as part of a layoff aversion strategy or activity.

• Connecting companies to State provided short term compensation or other programs designed to prevent layoffs or to quickly re-employ dislocated workers, employer loan programs for employee skill upgrading and other federal, state and local resources as necessary to address other business needs.

• Establishing linkages with economic development activities at the federal, state and local levels including the Federal Department of Commerce programs and available State and local business retention and expansion activities.

• Partnering or contracting with business focused organizations to assess risks to companies, propose strategies to address those risks, implement services, and measure the impact of services delivered.

• Engaging in proactive measures to identify opportunities for potential economic transition and training needs in growing industry sections or expanding businesses.

• Connecting businesses and workers to short-term on the job or customized training programs and apprenticeships before or after layoff to help facilitate rapid re-employment.

8

ESWC adopts a Layoff Aversion Plan which will minimize job loss within Weld County and reduce the duration of those impacted by unemployment. The Rapid Response team maintains collaborative partnerships with a range of organizations that help identify and avert potential layoffs. One example is the partnerships which ESWC has established with many economic development entities throughout the County. These partnerships are utilized in identifying any economic challenges which businesses are facing. ESWC employs strategies such as job matching, onsite reverse hiring events, and Workshare to affect the course of the employer’s downsizing. Additionally, ESWC, when appropriate, will consider Incumbent Worker Training as a strategy to assist employers. Weld Works Collaborative (WWC) continuously supports the communities as well. WWC keeps ESWC apprised of the “pulse” of what is happening at the local level.

Charts/Forms (separate attachments)

a) WORK PLAN for PY18/FY19 funding: We anticipate the use of the WORK PLAN to replace the EA document for all local areas beginning no later than PY18. Submit the WORK PLAN within 30 days of receiving notice of PY18/FY19 allocation amounts. • The local negotiated Common Measures goals for PY16-17 are to be

entered in the participant charts as place keepers until PY18 performance levels have been negotiated.

b) Transfer of Funds between Adult and Dislocated Worker: Utilize the PY18 Local Area WORK PLAN (previously known as the Expenditure Authorization) to request transfer of funds between the Adult and Dislocated Worker formula programs, per guidelines provided in PGL WIOA-2017-01: Transfer of Adult/DW Allocations c) Attachment 5 –PY18 Budget and Service Chart: This chart is designed to provide documentation of the local area plan for use of funds available for PY18. An optional WIOA planning tool for tracking incumbent worker training, transitional employment, and pay-for performance contract commitments is included in the second tab of the file. The instructions for completing this chart are contained within the third tab. d) Attachment 6 – OMB Uniform Guidance Risk Assessment Form: This is a new requirement that is part of the OMB Uniform Guidance (Super Circular). The nine local areas operated by county governments are required to complete this form and submit it with their PY18 Local Area Compliance Plan. The data will be used to calculate low, mid, or high level risk related to financial and operational factors and assist in determining what types of oversight, monitoring, or technical assistance actions will be taken to mitigate the risk. NOTE: Questions on the risk assessment form apply are to be answered on behalf of the county as a whole that serves as the sub-recipient to the Colorado Department of Labor and Employment. The above-mentioned documents for (12.) will be provided once PY18/FY19 funding information is released.

Attachment I

5/2018

EMPLOYMENT SERVICES OF WELD COUNY Organizational Staff Chart

Service Delivery Sites 315 N 11 Ave Bldg. B Greeley, CO 80634

2950 9 St Fort Lupton, CO 80621*

Employment First & MIS Consultant Dora Lara

Director Tami Grant

Administrative Assistant

Heather Roberts

Division Consultant Ted Long

* - South County Staff ** - Colocation Initiative with Assistance Payments

Client Data System Unit

Assessment and Learning Center Business Services Veterans Adult Programs Youth Programs EF/TANF Programs

Manager Briana Woods

Manager Lora Lawrence

Manager Lora Lawrence

DVOP

Supervisor CeCe Moreno

Manager Karina Amaya

Manager Laurie Speck

Sylvia Alvarado* Claudia Cabral Pat Curts Lidia Gonzalez Annette Gutierrez Tracey Hillesland Nancy Hunnicutt Patti Wolff Irene Gonzales

Kris Armstrong Anne Wolney Chad Wilson

Amber Duchaine Elvira Gonzalez Shana Hess Anna Korthuis Efrain Cano Judy Bush

Tim Marquart Sharon Lindell

Charlotte DeBrock Helen Freese Leigh Lee MaryAnn Welzbacker Tammy Winter

VACANT Greg Cordova Leslie Galindo Holly Nelson Nereyda Torres* David Woolman Manuel Zamora Eric Acosta

Supervisor - Julie Atkinson Melanie Giddens Castro Tracy Jacks Theresa Joseph Josefina Marquez Karla Masters Brittiny Sanchez Nancy Sanchez Sandy Raisley** Kim Simonton** Misty Falk Jazmine Gonzalez* Tabitha Locke Megan Kelly** Rebecca Schweer** Maria Chavez* VACANT

CURRENT FUNDING SOURCES Special Projects Wagner-Peyser EF/TANF WIOA

Self-Funded – Lab is fee based Special Initiatives

Special Projects Wagner-Peyser

State Position TAA WIOA – Adult WIOA – Dislocated Worker Special Initiatives

AmeriCorps TIGHT Corps WIOA Youth Special Initiatives

Employment First TANF

Unit/NameSalary (less

Fringe)Funding Source *

Division HeadTami Grant $89,187.92 WP/Ad/Pr/OthDivision ConsultantTed Long $47,060.65 WP/Ad/OthES Support SpecialistHeather Roberts $52,629.01 WP/Ad/OthComplaint Specialist/EEO OfficerCarrie Becker $63,485.14 WP/AdFiscal OfficerLennie Bottorff $145,370.66 OthClient Data System UnitBriana Woods – Manager $69,708.56 WP/Pr/OthDora Lara – EF/MIS Consultant $31,211.15 WP/OthSylvia Alvarado – CST-CDSU $40,312.06 WP/Pr/OthClaudia Cabral – CST CDSU Agriculture Outreach $42,793.20 WP/OthPat Curts – CDSU Workshop Facilitator $46,796.33 WP/Pr/OthIrene Gonzales - CST-CDSU $42,793.20 WP/OthLidia Gonzalez - CST-CDSU $45,433.33 WP/OthAnnette Gutierrez – CST-CDSU $49,646.23 WP/OthTracey Hillesland – CST-CDSU $41,554.48 WP/OthNancy Hunnicutt – CST-CDSU $44,113.27 WP/OthPatti Wolff – CST-CDSU $42,793.20 WP/OthAssessment and Learning Lab/Business Services Lora Lawrence - Manager $71,790.36 WP/OthLabKris Armstrong – Resource Specialist $66,689.27 WP/OthChad Wilson – Assess & Learn Center Instructor $43,233.22 WP/OthAnne Wolney – Assess & Learn Center Instructor $48,672.50 WP/OthBusiness ServicesEfrain Cono - CST $40,312.06 WP/OthAmber Duchaine – Business Svcs Rep $44,113.27 WP/OthElvira Gonzalez – Business Svcs Rep $57,428.34 WP/OthShana Hess – Business Svcs Rep $45,433.33 WP/OthChild Care Recruitment - REACHAna Korthuis - Child Care Recruiter Supervisor $63,511.27 OthJudy Bush - Child Care Tech OthVeteransSharon Lindell - State Employee-DVOP N/A Oth

Employment Services of Weld CountySalary Information as of May 18th, 2018 (Does not include Fringe)

Tim Marquart – State Employee-DVOP N/A Oth Special Programs AdultCecilia Garcia-Moreno - Adult Programs Supervisor $54,244.54 Ad/Pr/OthCharlotte Debrock – Adult Programs Case Manager $53,162.64 PrHelen Freese – Adult Programs Case Manager $47,230.40 PrLeigh Lee – Adult Programs Case Manager $47,230.40 PrMary Ann Welzbacker – Adult Programs Case Manager $51,614.22 PrTammy Winter – Adult Programs Case Manager $48,672.50 PrSpecial Programs YouthKarina Amaya - Manager $69,708.56 Pr/OthEric Acosta – Youth Programs Crew Leader $43,242.37 OthHolly Bernhardt – WCYCC Coordinator $59,273.74 OthGreg Cordova – Youth Programs Case Manager $50,110.90 Pr/OthJasmine Dominguez - Summer Youth Programs Crew Leader $14,414.12 OthLeslie Galindo – Youth Programs Case Manager $47,230.40 Pr/OthNereyda Torres – Youth Programs Case Manager $48,672.50 Pr/OthDave Woolman – Youth Programs Crew Leader $48,672.50 OthManuel Zamora - Youth Programs Crew Leader $44,512.62 OthEmployment First/TANF ProgramsLaurie Speck – Manager $69,708.56 OthJulie Atkinson – Adult Programs Case Manager $59,872.75 OthMaria Chavez - Adult Programs Case Manager $44,512.62 OthMisty Falk - Adult Programs Case Manager $43,233.22 OthMelanie Giddens-Castro – CDSU Case Manager $45,873.36 OthJazmine Gonzalez - Adult Programs Case Manager $43,233.22 OthTracy Jacks – Adult Programs Case Manager $47,230.40 OthTheresa Joseph – CDSU Case Manager $54,757.52 OthJosefina Marquez – Adult Programs Case Manager $50,110.90 OthKarla Masters – CST-TANF/EF $44,512.62 OthBrittiny Sanchez – Adult Programs Case Manager $48,672.50 OthNancy Sanchez – CDSU Case Manager $51,614.22 Oth

*Note – WP = Wagner Peyser; Ad = WIOA Admin; Pr = WIOA Program; Oth = Other funding sources such as Employment First, TANF, AmeriCorps,TIGHT You

% Charged to WIOA

% of WIOA to Admin

% of WIOA to Program

50% 70% 30%

25% 50% 50%

50% 100% 0%

30% 100% 0%

0% 0% 0%

20% 0% 100%0% 0% 0%20% 0% 100%25% 0% 100%20% 0% 100%20% 0% 100%0% 0% 0%0% 0% 0%70% 0% 100%0% 0% 0%0% 0% 0%

25% 0% 100%

10% 0% 100%20% 0% 100%20% 0% 100%

10% 0% 100%10% 0% 100%10% 0% 100%10% 0% 100%

0% 0% 0%0% 0% 0%

0% 0% 0%

0% 0% 0%

100% 25% 75%100% 0% 100%100% 0% 100%100% 0% 100%100% 0% 100%100% 0% 100%

100% 0% 100%0% 0% 0%0% 0% 0%90% 0% 100%0% 0% 0%90% 0% 100%90% 0% 100%0% 0% 0%0% 0% 0%

0% 0% 0%0% 0% 0%0% 0% 0%0% 0% 0%0% 0% 0%0% 0% 0%0% 0% 0%0% 0% 0%0% 0% 0%0% 0% 0%0% 0% 0%0% 0% 0%

uth Corps, CSBG , MSFW etc.

Central Services Cost Allocation Plan Weld County, Colorado FY 2016 Federal Cost Allocation Plan 2 CFR Part 200 Based on actual expenditures for Fiscal Year ending December 31, 2016

Central Services Cost Allocation Plan

Weld County, Colorado FY 2016

Cost Allocation Plan

Based on actual expenditures for Fiscal Year ending December 31, 2016

Section A: Cost Allocation Methodology and Process .............................................................................................................................................................. A-1

Section B: Organizational Chart .................................................................................................................................................................................................. B-1

Section C: Cost Allocation Plan ................................................................................................................................................................................................... C-1

Summary Data .............................................................................................................................................................................................................. C-2

Schedule A - Allocated Costs By Department ............................................................................................................................................ C-2

Schedule C - Summary Of Allocated Costs ............................................................................................................................................. C-12

Schedule E - Summary Of Allocation Basis ............................................................................................................................................. C-14

Building Depreciation ................................................................................................................................................................................................... C-17

Schedule .1 - Nature and Extent of Services ........................................................................................................................................... C-17

Schedule .2 - Detail Costs To Be Allocated .............................................................................................................................................. C-18

Schedule .3 - Costs To Be Allocated By Activity ....................................................................................................................................... C-19

Schedule .4 - Detail Activity Allocations ................................................................................................................................................... C-26

Schedule .5 - Allocation Summary ........................................................................................................................................................... C-56

Equipment Depreciation .............................................................................................................................................................................................. C-70






County Attorney ........................................................................................................................................................................................................... C-75






Treasurer's Office ......................................................................................................................................................................................................... C-80






Non-Departmental ....................................................................................................................................................................................................... C-87





Schedule .5 - Allocation Summary ......................................................................................................................................................... C-100

Finance ...................................................................................................................................................................................................................... C-104

Schedule .1 - Nature and Extent of Services ......................................................................................................................................... C-104

Schedule .2 - Detail Costs To Be Allocated ............................................................................................................................................ C-105

Schedule .3 - Costs To Be Allocated By Activity ..................................................................................................................................... C-106

Schedule .4 - Detail Activity Allocations ................................................................................................................................................. C-107


Accounting ................................................................................................................................................................................................................. C-113


All Monetary Values are US Dollars

MAXCAP 2017 MAXIMUS Consulting Services, Inc.

Prepared By MAXIMUS Consulting Services, Inc.

Weld County, ColoradoTable of Contents





Purchasing ................................................................................................................................................................................................................. C-123






Personnel .................................................................................................................................................................................................................. C-128






Buildings & Grounds .................................................................................................................................................................................................. C-136






Information Services .................................................................................................................................................................................................. C-178






Printing & Supply ....................................................................................................................................................................................................... C-183






Communication Services ........................................................................................................................................................................................... C-190






Health-Administration ................................................................................................................................................................................................ C-195










County Shop .............................................................................................................................................................................................................. C-200






Liability Insurance ...................................................................................................................................................................................................... C-205






Phone Services ......................................................................................................................................................................................................... C-217






Section D: Supplemental Data ..................................................................................................................................................................................................... D-1

Schedule of Social Services Direct Billed Costs ........................................................................................................................................................... D-2

Comparison of 2015 and 2016 Allocated Costs ............................................................................................................................................................ D-3

Department of Social Services Reimbursement to County ........................................................................................................................................... D-4





Section A: Cost Allocation Methodology and ProcessSection A: Cost Allocation Methodology and ProcessSection A: Cost Allocation Methodology and ProcessSection A: Cost Allocation Methodology and Process



Prepared By MAXIMUS Consulting Services, Inc.Page A-1

A. Cost Allocation Methodology and ProcessThe Cost Allocation Plan (CAP) provided in Section C was prepared by MAXIMUS Consulting Services, Inc. (MAXIMUS) for Weld County, Colorado. Utilizing our proprietary, web-based cost allocation system, MAXCAP™, MAXIMUS used cost data and allocation statistics to allocate the costs to departments/divisions/programs for Fiscal Year (FY) 2016.

MAXCAP uses a double step-down allocation procedure to distribute costs among Central Services and to departments that receive benefits. Using MAXCAP, costs are input by cost center identifications consistent with the entity’s accounting code structure, which allows for efficient balancing with the entity’s financial reporting systems. Additionally, MAXCAP provides for the inputting of allocation statistics appropriate for the distribution of the identified indirect cost pools. Credits for direct-billed payments, cost adjustments, and other valid and applicable costing factors are also facilitated within the software.

In this section, we provide an overview of our cost allocation methodology and process used to develop the CAP.

A.1 Cost Allocation MethodologyMAXIMUS employs a double step-down procedure that allows all Central Service Departments to allocate costs to all other Central Service Departments. Since Central Service Departments’ costs are not simultaneously allocated, the process must be performed sequentially, one department after another. The second step-down allows for the equitable allocation of the costs the Central Service Departments receive from one another.

Typically, CAPs are compiled using a single step down or "waterfall" methodology in which the costs of Central Service Departments are allocated in an ordinal sequence with emphasis placed on ordering non-departmental and departmental cost groupings to optimize the flow of costs to recoverable program areas. Although this is an acceptable method resulting in accurate program allocations, it provides only partial information as to the costs of individual Central Service Departments and their significant activities.

To demonstrate the potential inequity of a single step-down, consider the costs of the Facilities Management and Purchasing activities. Facilities Management manages and maintains the office space that Purchasing uses to serve departments. Facilities costs are rightfully allocable to all the departments that have space in government buildings. If Facilities Management costs are allocated after Purchasing, the cost of Purchasing’s space will be allocated to the other departments in the building. It could be argued that this method then allocates costs to departments disproportionate to the benefit received from those costs.

MAXIMUS double step-down approach mitigates potential allocation inequities and has been widely accepted by federal cognizant agencies for more than 30 years.

A.1.1 First Step-DownThe first step-down allows each Central Service Department to allocate to any other department, regardless of the sequence of the departments. The department also can allocate to itself providing the statistical measurements indicate a basis for the allocations.

ProcessThe process of allocating during this round is achieved sequentially, consistent with the order of the Central Service Departments. As each Central Service Department performs its allocations it allocates:

Costs from entity financial records

Cost adjustments

Credits

Costs received from other Central Service Departments that have completed their first round allocations




Weld County, ColoradoCost Allocation Methodology and Process

Page A-2

Results

At the completion of the first step-down, each Central Service Department has the allocated costs from itself and from the Central Service Departments sequenced before it.

A.1.2 Second Step-DownThe rule for the second step-down is that each Central Service Department can allocate only to another department sequenced after the allocating department; provided that the statistical measurements indicate a basis for the allocations.

ProcessThe process of allocating during the second step-down is achieved sequentially and consistent with the order of the Central Service Departments. As each Central Service Department performs its allocations, it allocates:

Costs received from other Central Service Departments that have completed their second round allocations

Costs received in the first step-down from itself and from the Central Service Departments sequenced after the allocating department

ResultsAt the completion of the second step-down, each Central Service Department has completed all allocations and all Central Service Departments have been cleared of all costs. The costs have either been adjusted out of the cycle or sent to Receiving Departments based on the allocation statistics.

A.1.3 Supplemental CommentsWhen the relationship between and among the Central Service Departments is greatly intertwined, it may be prudent to implement three or more step-downs. Typically, the double step-down is sufficient to accomplish an equitable allocation of all costs.

If more than two step-downs are required the rules for all rounds of allocation — except the final round — are the same as defined above for the first step-down. The final round always follows the rules, as defined above, for the second step-down.

A.2 Cost Allocation ProcessThe process utilized by MAXIMUS in developing the CAP and tracking costs within it is discussed below.

A.2.1 Initiating the ProcessWorking in conjunction with the entity, MAXIMUS determines data to be included within the cost allocation process based on:

Application of federal cost principles or full costing principles, as applicable

Interviews

Review of financial documents

Review of organizational structure

Analysis of statistical data relative to benefit of services provided

A.2.2 Establishing the Cost Pools to be AllocatedMAXIMUS analyzes the organizational structure of the entity to determine which departments or cost pools provide





Page A-3

services to other departments/divisions/programs. These cost pools become the “Central Service Departments” in the CAP.

Next, each cost pool is evaluated to determine the activities or services provided. The costs are then broken into subparts or activities such that each activity can be allocated on a statistical measure that is relevant to the service provided and the benefit received.

Line items of expenditures are analyzed to determine which activities receive the benefit of the costs. Distributions of these costs are made according to the determined benefit of each activity.

A.2.3 Establishing the Statistical Measurements or Bases for AllocationMAXIMUS evaluates available statistical measurements to establish the most equitable and meaningful basis for allocating each activity within each Central Service Department. Consideration is given to determining the measurement that most appropriately demonstrates its relationship to the receiving units. For example, an activity that is driven by the number of employees within the benefiting departments can be allocated by number of employees. Similarly, an activity that is driven by the number of transactions for each benefiting department can be allocated by the number of transactions.

A.2.4 Accommodating Exceptions and AdjustmentsApplicable cost adjustments for unallowable costs and/or capitalized assets are incorporated into the appropriate schedules. Credits for direct billings, special revenues, etc. are entered into the computation.

A.2.5 Developing the CAPThe MAXIMUS Cost Allocation Plan typically is organized as follows:

Cover

Certification, if required

Table of Contents

Cost Allocation Methodology and Process

Organizational Chart

CAP: Summary and Detail Schedules

Supplemental Materials

Below, we discuss each of the summary and detail schedules included in a CAP.

Summary SchedulesThe summary schedules provide a recap of the results of the cost allocation process. The following explanations define the purposes of each of the typical schedules included in the cost allocation plan.

Schedule A – Allocated Costs by Department: Schedule A demonstrates for each Receiving Department the costs received from each Central Service Department. This schedule answers the question: Which Central Service Department actually allocated the costs to each Receiving Department?

This schedule does not necessarily demonstrate the Central Service Department from which the costs originated. For example, costs sent from Purchasing to Accounting and then to a Receiving Department will be recorded on Schedule A as being from Accounting.

Schedule C – Summary of Allocated Costs: Schedule C is the simplest report to use when balancing to the financials. It demonstrates the costs to be allocated, the adjustments made to these costs, and the results of the allocations. This schedule demonstrates the full sequence of all departments with the Central Service Departments





Page A-4

listed first and in the order of their allocating sequence.

The Receiving departments follow the Central Service Departments with the total allocations received from all Central Service Departments.

Schedule E – Summary of Allocation Basis: Schedule E demonstrates, for each Central Service Department, the services or activities of the Central Service Department and the basis for the allocation of each activity. This schedule is a convenient reference for reviewing the activities identified for each Central Service Department. This is particularly important when preparing a new plan and incorporating organizational and services changes.

Detail SchedulesThe detail schedules demonstrate the original costs being allocated by each Central Service Department. In these schedules, the adjustments are applied; the activities are defined; the incoming costs from other Central Service Departments are detailed; the allocation calculations for both step-downs are documented; and the results for each Central Service Department are summarized.

When tracking costs, typically the schedules are reviewed in reverse order tracking from summary information back to detail information. This is discussed further in Section A.2.6: Tracking Costs within the CAP.

Schedule _.1 – Nature and Extent of Services: Schedule _.1 is a brief narrative defining the purpose of the Central Service and the benefit it provides to the Receiving Departments. The narrative also describes the allocation basis used for each activity and any other relevant information on expenditures.

Schedule _.2 – Costs to be Allocated: Schedule _.2 provides an overview of the total costs allocated by each Central Service Department including:

Expenditures from the financial reports — balances to Schedule C

Adjustments to financial reports — balances to Schedule C

Incoming costs from other Central Service Departments

The incoming costs are presented in columns that represent when these costs are allocated by the Central Service Department, not when the costs are received. As explained in Section A.1: Cost Allocation Methodology, the costs that are received from Central Service Departments sequenced after the given department are held for allocation in the second step-down.

Schedule _.3 – Costs to be Allocated by Activity: Schedule _.3 provides the following:

Expenditures from the financials are defined by type of expenditure and by activities (to the extent deemed necessary) to ensure the application of

allocation bases that closely correlate to the benefits derived by the Receiving departments. Each activity is represented in its own column. The

totals balance with both Schedule C and Schedule _.2 expenditure amounts.

Adjustments to the financial reports are applied to expenditures and the results spread to the appropriate activities.

Incoming costs are demonstrated first in total and then spread to the appropriate activities for allocation for each step-down. The totals for each

step-down balance to the totals on Schedule _.2. It should be noted that incoming costs may be coded to spread to only the activities that

receive benefit from the services.

Schedule _.4 – Detail Activity Allocations: Schedule _.4 represents the allocation results by activity. Each activity defined on Schedule _.3 is demonstrated on a Detail Allocation Schedule. Because the number of activities varies, the number of the last of these schedules varies.

Schedule _.4 includes:

Statistical measurement used as a basis for allocation

Identification of statistical measurement

Source of the statistical measurement

Percent relationship of each statistical measurement to the whole or total statistical measurement base





Page A-5

Results of the first step-down — balances to functional total after first additions on Schedule_.3

Results of the second step-down — balances to functional total of second additions on Schedule _.3

The totals allocated from both step-downs balances to the functional grand total from Schedule _.3. Note the results of the second step-down. This schedule clearly demonstrates how the second step-down allocates only to departments sequenced after the allocating department.

Schedule _.5 – Allocation Summary for each Central Service Department: Schedule _.5 provides a summary of costs allocated by each activity. The activity totals balance to the totals from each Detail Activities Allocation schedule defined above.

The totals allocated to the Receiving Departments will balance to Schedule A for the allocating department.

A.2.6 Tracking Costs within the CAPWhen costs are questioned, MAXIMUS utilizes our standard tracking process in order to resolve any issues with Schedule A where the questioned cost is usually identified.

From Schedule A, we identify the allocating Central Service Department. From the CAP Table of Contents the appropriate detail schedules for the allocating department are identified. Tracking begins with the last detail schedule. Once the questioned amount is located, our analysis of the summary amounts by activities indicates which detail allocation schedules to review.

Review of each detail schedule will demonstrate the relative benefit received by the Receiving Department for the portion of the questioned cost attributable to each activity. Continuing backward through the detail schedules, the composition of the total functional costs is reviewed.

At this point, any remaining questions are typically in regard to the incoming costs. If these costs are questioned, we can use Schedule _.2 to identify which department allocated the questioned incoming costs. Referring again to the CAP Table of Contents, the detail schedules for the sending Central Service Department can be located. Tracking continues by repeating these steps until all issues have been resolved.





Page A-6

Section B: Organizational ChartSection B: Organizational ChartSection B: Organizational ChartSection B: Organizational Chart



Prepared By MAXIMUS Consulting Services, Inc.Page B-1

Page B-2

Section C: Cost Allocation PlanSection C: Cost Allocation PlanSection C: Cost Allocation PlanSection C: Cost Allocation Plan



Prepared By MAXIMUS Consulting Services, Inc.Page C-1

Central Service Departments Office of the Board Public Trustee Clerk to the Board County ClerkElection &

Registration

Building Depreciation 77,805 0 7,426 117,639 20,949

Equipment Depreciation 0 0 0 0 0

County Attorney 168,585 0 0 0 0

Treasurer's Office 417 0 202 440 1,493

Non-Departmental 1,888 1,069 1,619 5,003 19,040

Finance 1,322 0 992 1,487 6,297

Accounting 7,289 69 4,637 10,159 18,028

Purchasing 0 0 0 429 2,810

Personnel 11,010 0 8,254 12,397 52,423

Buildings & Grounds 130,815 0 12,442 156,801 54,756

Information Services 79,264 0 131,952 686,220 0

Printing & Supply 175 1,441 404 4,093 14,463

Communication Services 54,153 0 7,732 0 464,251

Health-Administration 0 0 0 0 0

County Shop 0 0 0 0 0

Liability Insurance 12,227 0 2,039 11,953 10,083

Phone Services 2,908 0 650 2,044 4,910

Allocated Costs for Fiscal 2016 547,858 2,579 178,349 1,008,665 669,503

Schedule A

All Monetary Values are US DollarsMAXCAP 2017 MAXIMUS Consulting Services, Inc.Prepared By MAXIMUS Consulting Services, Inc.

Weld County, ColoradoSchedule A - Allocated Costs By Department

WELD COUNTY, CO 162016 Version 1.0004Level: Detail

MAXCAP6/21/2017 5:11:38 PM

Page C-2

Central Service Departments Motor Vehicle Assessor County Council District Attorney Juvenile Diversion

Building Depreciation 0 27,873 668 84,581 2,505


County Attorney 0 10,531 0 0 0

Treasurer's Office 1,401 1,770 108 3,758 80

Non-Departmental 32,056 9,352 1 19,584 484

Finance 6,459 5,796 0 9,112 332

Accounting 14,117 17,600 1,013 33,952 2,948

Purchasing 4,538 2,374 0 860 0

Personnel 53,812 48,287 0 75,901 2,740

Buildings & Grounds 0 50,256 1,117 212,761 5,276

Information Services 0 470,249 3,864 223,060 0

Printing & Supply 31,789 2,245 0 10,157 63

Communication Services 0 278,553 0 108,318 0



Liability Insurance 9,528 9,245 95 102,369 808

Phone Services 11,322 10,299 69 13,217 0

Allocated Costs for Fiscal 2016 165,022 944,430 6,935 897,717 15,236

Schedule A




MAXCAP6/21/2017 5:11:38 PM

Page C-3

Central Service Departments Victim Witness Planning Office GISAdministration

Division Patrol Division

Building Depreciation 492 23,657 8,983 60,731 134,819


County Attorney 0 115,895 0 6,987 38,594

Treasurer's Office 385 637 48 4,685 4,891

Non-Departmental 6,474 4,343 346 16,860 21,070

Finance 1,822 2,479 0 10,438 13,428

Accounting 7,808 9,964 811 56,329 49,520

Purchasing 0 0 429 13,189 4,756

Personnel 15,156 20,669 0 86,956 111,796

Buildings & Grounds 2,742 45,028 17,082 117,459 82,135

Information Services 0 298,683 766,131 303,705 303,705

Printing & Supply 5,491 1,412 464 4,092 4,437

Communication Services 0 355,924 0 1,036,831 1,029,092


County Shop 0 125 0 0 15,871

Liability Insurance 1,973 6,325 1,241 20,008 340,059

Phone Services 3,012 5,765 889 12,954 41,343

Allocated Costs for Fiscal 2016 45,355 890,906 796,424 1,751,224 2,195,516

Schedule A




MAXCAP6/21/2017 5:11:38 PM

Page C-4

Central Service Departments Regional Lab Drug Task Force Coroner Justice Services Work Release

Building Depreciation 86,038 0 10,459 4,380 91,748


County Attorney 0 0 0 0 0

Treasurer's Office 334 70 700 553 971

Non-Departmental 874 436 1,519 2,838 4,062

Finance 660 332 992 1,487 2,646

Accounting 9,503 2,665 8,539 6,382 9,874

Purchasing 2,374 0 0 647 0

Personnel 5,494 2,740 8,254 12,397 22,051

Buildings & Grounds 18,401 0 41,439 18,464 119,666

Information Services 44,068 0 21,572 116,941 21,824

Printing & Supply 0 0 273 1,165 742

Communication Services 0 0 139,265 7,732 7,732



Liability Insurance 9,285 318 2,943 2,322 7,579

Phone Services 10,318 0 3,576 4,647 3,374


Schedule A




MAXCAP6/21/2017 5:11:38 PM

Page C-5

Central Service DepartmentsCommunity Corrections Detentions Division Building Inspection Weed & Pest Office of Emergency

Building Depreciation 112,085 1,146,948 4,804 4,897 4,132


County Attorney 0 7,089 0 0 0

Treasurer's Office 6,280 7,620 547 596 135

Non-Departmental 238 51,615 3,940 1,901 865

Finance 163 33,818 2,150 1,156 495

Accounting 22,796 73,525 7,454 6,342 4,244

Purchasing 0 3,456 214 3,672 647

Personnel 1,367 282,136 17,918 9,634 4,116

Buildings & Grounds 148,869 1,543,137 9,654 18,812 43,434

Information Services 0 303,707 79,584 0 37,182

Printing & Supply 28 9,204 1,468 492 279

Communication Services 0 1,036,831 23,198 0 123,789


County Shop 0 563 377 2,264 45


Phone Services 410 27,113 4,653 525 4,545

Allocated Costs for Fiscal 2016 302,643 5,297,156 158,880 53,155 227,101

Schedule A




MAXCAP6/21/2017 5:11:38 PM

Page C-6

Central Service Departments Engineering Missile Park Extension County Fair Veterans Office

Building Depreciation 0 81 11,469 0 2,188



Treasurer's Office 1,417 35 848 43 76

Non-Departmental 8,003 241 2,443 2,038 1,015

Finance 4,637 163 660 332 332

Accounting 15,595 2,525 8,291 2,762 2,983

Purchasing 5,399 0 429 0 0

Personnel 38,627 1,367 5,494 2,740 2,740

Buildings & Grounds 0 0 53,365 0 7,891

Information Services 301,461 0 63,262 0 9,634

Printing & Supply 2,502 31 2,116 2,155 774

Communication Services 0 15,467 23,198 0 7,732



Liability Insurance 4,474 159 6,771 318 1,169

Phone Services 2,228 123 2,708 0 1,008


Schedule A




MAXCAP6/21/2017 5:11:38 PM

Page C-7

Central Service Departments Public Works Social Services Health Education NursingEnvironmental

Health

Building Depreciation 262,619 177,576 21,354 71,384 64,702


County Attorney 115,895 105,362 0 0 73,750

Treasurer's Office 14,108 26,634 1,236 5,073 2,002

Non-Departmental 39,623 112,847 7,503 9,404 6,753

Finance 29,506 54,379 2,646 6,297 4,472

Accounting 105,138 297,161 32,842 86,657 64,218

Purchasing 30,495 26,817 214 1,942 12,751

Personnel 245,723 342,353 22,051 52,423 37,246

Buildings & Grounds 561,650 (74,907) 32,678 105,775 102,974

Information Services 0 732,084 21,815 62,512 108,871

Printing & Supply 704 51,760 5,398 1,418 1,110

Communication Services 2,777,960 1,764,153 0 0 193,436

Health-Administration 0 0 45,465 108,009 76,736

County Shop 128,482 0 0 0 136


Phone Services 21,911 119,612 0 1,204 0

Allocated Costs for Fiscal 2016 4,710,223 4,148,999 198,523 526,913 1,003,364

Schedule A




MAXCAP6/21/2017 5:11:38 PM

Page C-8

Central Service DepartmentsPublic Health Preparedness

Human Services Administration

Employment Services AAA Solid Waste

Building Depreciation 5,384 13,208 30,420 7,489 0



Treasurer's Office 88 9,294 2,576 1,497 140

Non-Departmental 478 11,682 11,287 10,768 0

Finance 332 495 7,952 0 0

Accounting 5,270 3,684 103,362 92,738 704

Purchasing 0 0 1,942 2,810 0

Personnel 2,740 3,119 66,237 0 0

Buildings & Grounds 11,100 9,500 38,063 13,832 0

Information Services 0 12,332 172,882 74,077 0

Printing & Supply 54 1,524 1,007 14,567 0

Communication Services 0 0 0 0 0

Health-Administration 5,678 0 0 0 0


Liability Insurance 1,287 3,567 12,388 (1,646) 0

Phone Services 0 362 10,447 10,904 0

Allocated Costs for Fiscal 2016 32,411 68,767 458,933 227,036 844

Schedule A




MAXCAP6/21/2017 5:11:38 PM

Page C-9

Central Service Departments Airport Courts-State/County All Other Total Allocated Direct Billed

Building Depreciation 0 452,850 229,096 3,383,439 166,234


County Attorney 0 0 147,501 790,189 0

Treasurer's Office 1,182 0 1,649 106,019 0

Non-Departmental 0 0 947 432,509 12,000

Finance 0 0 163 216,229 0

Accounting 13,921 0 49,617 1,273,036 0

Purchasing 0 0 35,904 159,098 0

Personnel 0 0 1,367 1,689,735 0

Buildings & Grounds 0 1,072,903 1,415,220 6,200,590 252,591

Information Services 0 0 0 5,450,641 1,745,240


Communication Services 0 0 0 9,455,347 0

Health-Administration 0 0 0 235,888 0

County Shop 0 0 0 149,256 0

Liability Insurance 0 72,346 131,653 2,636,583 57,580

Phone Services 0 0 7,802 346,852 0

Allocated Costs for Fiscal 2016 15,103 1,598,099 2,021,898 32,705,887 2,233,645

Schedule A




MAXCAP6/21/2017 5:11:38 PM

Page C-10

Central Service Departments Unallocated Cost Adjustments Disallowed Total Expenditures

Building Depreciation 0 (3,806,935)

Equipment Depreciation 0 (1,680,919)

County Attorney 0 0 178,547

Treasurer's Office 1,038,380 0

Non-Departmental 306,132 0

Finance 0 0

Accounting 0 0

Purchasing 0 0

Personnel 0 0

Buildings & Grounds 0 0

Information Services 0 0 284,690

Printing & Supply 0 0

Communication Services 0 0

Health-Administration 0 0

County Shop 0 0

Liability Insurance 0 0

Phone Services 0 0

Allocated Costs for Fiscal 2016 1,344,512 (5,487,854) 463,237 31,259,427

Schedule A




MAXCAP6/21/2017 5:11:38 PM

Page C-11

Department NameTotal

Expenditures DisallowedCost

Adjustments Unallocated Direct Billed Total Allocated

Building Depreciation 0 3,806,935 (166,234)

Equipment Depreciation 0 1,680,919 0

County Attorney 959,383 (178,547) 0 0

Treasurer's Office 950,371 0 (1,038,380) 0

Non-Departmental 859,425 0 (306,132) (12,000)

Finance 349,498 0 0

Accounting 804,158 0 0

Purchasing 271,097 0 0

Personnel 1,330,721 0 0

Buildings & Grounds 6,390,606 0 (252,591)

Information Services 7,906,353 (284,690) 0 (1,745,240)

Printing & Supply 0 0 0

Communication Services 8,595,105 0 0

Health-Administration 0 0 0

County Shop 0 0 0

Liability Insurance 2,842,710 0 (57,580)

Phone Services 0 0 0

Office of the Board 547,858

Public Trustee 2,579

Clerk to the Board 178,349

County Clerk 1,008,665

Election & Registration 669,503

Motor Vehicle 165,022

Assessor 944,430

County Council 6,935

District Attorney 897,717

Juvenile Diversion 15,236

Victim Witness 45,355

Planning Office 890,906

GIS 796,424

Administration Division 1,751,224

Patrol Division 2,195,516

Regional Lab 187,349

Drug Task Force 6,561

Coroner 239,659

Justice Services 179,955

Work Release 292,269

Community Corrections 302,643

Detentions Division 5,297,156

Building Inspection 158,880

Weed & Pest 53,155

Office of Emergency 227,101

Engineering 385,151

Missile Park 20,192

Extension 181,054

County Fair 10,388

Veterans Office 37,542

Public Works 4,710,223

Social Services 4,148,999

Health Education 198,523

Nursing 526,913

Environmental Health 1,003,364

Schedule CAll Monetary Values are US DollarsMAXCAP 2017 MAXIMUS Consulting Services, Inc.Prepared By MAXIMUS Consulting Services, Inc.

Weld County, ColoradoSchedule C - Summary of Allocated Costs


MAXCAP6/21/2017 5:11:36 PM

Page C-12

Department NameTotal

Expenditures DisallowedCost

Adjustments Unallocated Direct Billed Total Allocated

Public Health Preparedness 32,411

Human Services Administration 68,767

Employment Services 458,933

AAA 227,036

Solid Waste 844

Airport 15,103

Courts-State/County 1,598,099

All Other 2,021,898

Totals 31,259,427 (463,237) 5,487,854 (1,344,512) (2,233,645) 32,705,887

Deviation: 0

Schedule CAll Monetary Values are US DollarsMAXCAP 2017 MAXIMUS Consulting Services, Inc.Prepared By MAXIMUS Consulting Services, Inc.

Weld County, ColoradoSchedule C - Summary of Allocated Costs


MAXCAP6/21/2017 5:11:36 PM

Page C-13

Department Allocation Basis Allocation Source

Building Depreciation

1.4.1 1400 N 17th Usable Department Square Footage County Records



1.4.4 Courts West Usable Department Square Footage County Records

1.4.5 Centennial Usable Department Square Footage County Records

1.4.6 Courthse Annex Usable Department Square Footage County Records

1.4.7 Courthouse Usable Department Square Footage County Records

1.4.8 Law Enf Admin Usable Department Square Footage County Records

1.4.9 North Jail Usable Department Square Footage County Records

1.4.10 South County Usable Department Square Footage County Records

1.4.11 SW County Usable Department Square Footage County Records

1.4.12 Training Center Usable Department Square Footage County Records

1.4.13 West Annex Usable Department Square Footage County Records

1.4.14 1555 N 17th Usable Departmental Sq. Footage - 1555 N. 17th Ave County Records

1.4.15 Extension Usable Department Square Footage County Records

1.4.16 Warehouse Usable Department Square Footage County Records

1.4.17 918 10th Usable Department Square Footage County Records

1.4.18 Bud Stanley Usable Departmental Sq. Footage - Bud Stanley County Records

1.4.19 Alternative Use Bld Usable Departmental Sq. Footage - Alternative Use Bld County Records

1.4.20 Community Corrections Usable Departmental Sq. Footage - Community Corrections

County Records

1.4.21 Household Hazardous Waste Usable Departmental Sq. Footage - Household Haz Waste

County Records

1.4.22 1551 N. 17th Usable Department Square Footage County Records

1.4.23 Public Works Usable Departmental Sq. Footage - Public Works County Records

1.4.24 B & G Usable Departmental Sq. Footage - B & G County Records

1.4.25 SS/HS Usable Departmental Sq. Footage - SS/HS County Records

1.4.26 Antenna Sites Number or Units of Equipment Communications

1.4.27 Missile Park Usable Departmental Sq. Footage - Missile Site Park County Records

1.4.28 1150 O Street Usable Departmental Sq. Footage - 1150 O Street County Records

1.4.29 Sheriff Crime Lab Usable Departmental Sq. Footage - Sheriff Crime Lab County Records

1.4.30 Grader Sheds Direct Allocation to Public Works Direct Allocation

Equipment Depreciation

2.4.1 Depreciation Depreciation of Equipment County Records

County Attorney

3.4.1 Legal Counsel Hours of Service Time Records

Treasurer's Office

4.4.1 Warrant Process Transaction Count Financial Records

Non-Departmental

5.4.1 Annual Audit Actual Audit Costs County Records

5.4.2 Misc Services Average # FTE's by Department Payroll Records

5.4.3 Payroll Classes Number of FTE's in HR & Accounting Payroll Records

5.4.4 Training Average # FTE's by Department Payroll Records

5.4.5 Cost Plan Split among SS, Health and Human Services County Records

5.4.6 Printing/Supply Print/Supplies/Postage Usage Accounting Records (Teri)

Finance

6.4.1 Budget Assist Average # FTE's by Department Payroll Records

6.4.2 Dept Supervision Finance Director's Support Time Finance Director

Schedule E


Weld County, ColoradoSchedule E - Summary of Allocation Basis

WELD COUNTY, CO 162016 Version 1.0004

MAXCAP6/21/2017 5:11:36 PM

Page C-14


6.4.3 Insurance Direct Allocation to Insurance Direct Allocation

Accounting

7.4.1 Dept Accounting Number of Accounting Transactions Financial Records

7.4.2 Payroll Average # FTE's by Department Payroll Records

7.4.3 Fixed Assets Number of Assets Controlled per Department Fixed Asset Records

Purchasing

8.4.1 Purchasing Number of PO's Per Department Financial Records

Personnel

9.4.1 Recruitment Average # FTE's by Dept, excl SS & Human Svc Payroll Records

9.4.2 Personnel Services Average # FTE's by Department Payroll Records

Buildings & Grounds

10.4.1 Maintenance Departmental Square Footage in All Buildings B&G Timesheets and Space Study

10.4.2 Courthouse Usable Department Square Footage County Records

10.4.3 Courthouse Annx Usable Department Square Footage County Records

10.4.4 Centennial Usable Department Square Footage County Records

10.4.5 North Jail Usable Department Square Footage County Records

10.4.6 West Annex Usable Department Square Footage County Records

10.4.7 South County Usable Department Square Footage County Records



10.4.10 Southwest Usable Department Square Footage County Records

10.4.11 Training Center Usable Department Square Footage County Records

10.4.12 Law Enf Admin Usable Department Square Footage County Records

10.4.13 1401 N. 17th Usable Department Square Footage County Records

10.4.14 Plaza West Direct Allocation to Courts Direct Allocation

10.4.15 1551 N. 17th Ave Usable Department Square Footage County Records

10.4.16 Alt Program Usable Departmental Sq. Footage - Alternative Use Bld County Records

10.4.17 Community Corrections Usable Departmental Sq. Footage - Community Corrections

County Records

10.4.18 Crime Lab Direct Allocation to Crime Lab Direct Allocation

10.4.19 HHW Usable Departmental Sq. Footage - Household Haz Waste

County Records

10.4.20 HS/SS Usable Departmental Sq. Footage - SS/HS County Records

10.4.21 Motor Pool Direct Allocation to County Shop Direct Allocation

10.4.22 1555 N. 17th Ave Usable Departmental Sq. Footage - 1555 N. 17th Ave County Records

10.4.23 P & S Warehouse Usable Department Square Footage County Records

10.4.24 Public Works Usable Departmental Sq. Footage - Public Works County Records

10.4.25 1150 O Street Usable Departmental Sq. Footage - 1150 O Street County Records

10.4.26 918 10th St Usable Department Square Footage County Records

10.4.27 Bud Stanley Usable Departmental Sq. Footage - Bud Stanley County Records

10.4.28 Utilities Sq Foot for Buildings, excl. Crime Lab, SS, & Human Svcs

Space Study

Information Services

11.4.1 Computer Services Calculated Dollar Amounts Per Department Data Processing Report (Teri)

Printing & Supply

12.4.1 Print/Supply Print/Supplies/Postage Usage Accounting Records (Teri)

Communication Services

13.4.1 Dispatch Number or Units of Equipment Communications

Schedule E




MAXCAP6/21/2017 5:11:36 PM

Page C-15


Health-Administration

14.4.1 Health Admin Number of FTE's in Public Health Programs Payroll Records

County Shop

15.4.1 Equipment Usage Departmental Billings Financial Records

Liability Insurance

16.4.1 Workers Comp Average # FTE's by Department Payroll Records

16.4.2 Genl Liability Average # FTE's by Department Payroll Records

16.4.3 Property Insur Departmental Square Footage in All Buildings B&G Timesheets and Space Study

16.4.4 Claims Insurance Claims by Department/Fund Accounting Records

Phone Services

17.4.1 Phone Services Departmental Billings Communications

Schedule E




MAXCAP6/21/2017 5:11:36 PM

Page C-16

Building depreciation is allowable for plan purposes for total construction, improvement, and acquisition costs of County buildings. The cost of land is not included in the acquisition costs of County buildings.

The depreciation for buildings is allocated based on usable departmental square footage. The Antenna Site is allocated based upon the number of units of communication equipment and the Grader Sheds are allocated directly to Public Works.

Social Services is given a credit of $121,351, Employment Services is given a credit of $29,922, and AAA is given a credit of $14,961 for rent, which is paid to the General Fund.




Weld County, ColoradoSchedule .1 - Nature and Extent of Services

For Department Building Depreciation

Page C-17

1st Allocation 2nd Allocation Sub-Total Total

Expenditures Per Financial Statement: 0 0

Cost Adjustments:

Building Depreciation 3,806,935

Total Departmental Cost Adjustments: 3,806,935 3,806,935

Total To Be Allocated: 3,806,935 3,806,935

Schedule 1.2


Weld County, ColoradoSchedule .2 - Costs To Be Allocated



MAXCAP6/21/2017 5:11:40 PM

Page C-18

Total G&A 1400 N 17th 1401 N 17th 1402 N 17th

Wages & Benefits

SALARIES & WAGES 0 0 0 0 0

FRINGE BENEFITS 0 0 0 0 0

Departmental Total

Expenditures Per Financial Statement 0

Deductions

*Total Disallowed Costs 0 0 0 0 0

Cost Adjustments

Building Depreciation 3,806,935 0 50,540 45,887 50,912

Functional Cost 3,806,935 0 50,540 45,887 50,912

Allocation Step 1

Reallocate Admin Costs 0 0 0 0

Unallocated Costs 0 0 0 0 0

1st Allocation 3,806,935 0 50,540 45,887 50,912

Allocation Step 2

2nd Allocation 0 0 0 0 0

Total For Building Depreciation

Schedule .3 Total 3,806,935 0 50,540 45,887 50,912

Schedule 1.3


* - Indicates Disallowed Expenditure** - Indicates Unallocated Activity

Weld County, ColoradoSchedule .3 - Costs Allocated By Activity



MAXCAP6/21/2017 5:11:40 PM

Page C-19

Courts West Centennial Courthse Annex Courthouse Law Enf Admin

Wages & Benefits



Departmental Total

Expenditures Per Financial Statement

Deductions


Cost Adjustments


Functional Cost 363,327 235,074 38,739 57,928 69,077

Allocation Step 1

Reallocate Admin Costs 0 0 0 0 0


1st Allocation 363,327 235,074 38,739 57,928 69,077

Allocation Step 2



Schedule .3 Total 363,327 235,074 38,739 57,928 69,077

Schedule 1.3






MAXCAP6/21/2017 5:11:40 PM

Page C-20

North Jail South County SW County Training Center West Annex

Wages & Benefits



Departmental Total


Deductions


Cost Adjustments

Building Depreciation 1,069,181 118,825 307,691 24,355 18,673

Functional Cost 1,069,181 118,825 307,691 24,355 18,673

Allocation Step 1



1st Allocation 1,069,181 118,825 307,691 24,355 18,673

Allocation Step 2



Schedule .3 Total 1,069,181 118,825 307,691 24,355 18,673

Schedule 1.3






MAXCAP6/21/2017 5:11:40 PM

Page C-21

1555 N 17th Extension Warehouse 918 10th Bud Stanley

Wages & Benefits



Departmental Total


Deductions


Cost Adjustments


Functional Cost 122,941 64,500 3,607 41,631 10,802

Allocation Step 1



1st Allocation 122,941 64,500 3,607 41,631 10,802

Allocation Step 2



Schedule .3 Total 122,941 64,500 3,607 41,631 10,802

Schedule 1.3






MAXCAP6/21/2017 5:11:40 PM

Page C-22

Alternative Use Bld Community Corrections

Household Hazardous Waste

1551 N. 17th Public Works

Wages & Benefits



Departmental Total


Deductions


Cost Adjustments


Functional Cost 91,708 114,096 22,350 79,848 150,849

Allocation Step 1



1st Allocation 91,708 114,096 22,350 79,848 150,849

Allocation Step 2



Schedule .3 Total 91,708 114,096 22,350 79,848 150,849

Schedule 1.3






MAXCAP6/21/2017 5:11:40 PM

Page C-23

B & G SS/HS Antenna Sites Missile Park 1150 O Street

Wages & Benefits



Departmental Total


Deductions


Cost Adjustments


Functional Cost 15,812 260,985 53,503 6,034 129,843

Allocation Step 1



1st Allocation 15,812 260,985 53,503 6,034 129,843

Allocation Step 2



Schedule .3 Total 15,812 260,985 53,503 6,034 129,843

Schedule 1.3






MAXCAP6/21/2017 5:11:40 PM

Page C-24

Sheriff Crime Lab Grader Sheds

Wages & Benefits

SALARIES & WAGES 0 0

FRINGE BENEFITS 0 0

Departmental Total


Deductions

*Total Disallowed Costs 0 0

Cost Adjustments

Building Depreciation 86,038 102,179

Functional Cost 86,038 102,179

Allocation Step 1

Reallocate Admin Costs 0 0

Unallocated Costs 0 0

1st Allocation 86,038 102,179

Allocation Step 2

2nd Allocation 0 0


Schedule .3 Total 86,038 102,179

Schedule 1.3






MAXCAP6/21/2017 5:11:40 PM

Page C-25

Allocation Basis: Usable Department Square Footage

Allocation Source: County Records

Receiving DepartmentAllocation

UnitsAllocation

PctGross

AllocationDirectBilled

AllocationStep 1

AllocationStep 2 Total

Treasurer's Office 4,792 29.950000 15,137 15,137 15,137

Assessor 8,364 52.275000 26,420 26,420 26,420

GIS 2,844 17.775000 8,983 8,983 8,983

Schedule .4 Total for 1400 N 17th 16,000 100.000000 50,540 50,540 0 50,540

Schedule 1.4.1


Weld County, ColoradoSchedule .4 - Detail Activity AllocationsFor Department Building Depreciation


MAXCAP6/21/2017 5:11:40 PM

Activity - 1400 N 17th

Page C-26




UnitsAllocation

PctGross


AllocationStep 1


Election & Registration 6,782 39.370719 18,066 18,066 18,066

Information Services 10,012 58.121444 26,670 26,670 26,670

Phone Services 432 2.507837 1,151 1,151 1,151


Schedule 1.4.2




MAXCAP6/21/2017 5:11:40 PM


Page C-27




UnitsAllocation

PctGross


AllocationStep 1


County Clerk 16,000 100.000000 50,912 50,912 50,912


Schedule 1.4.3




MAXCAP6/21/2017 5:11:40 PM


Page C-28




UnitsAllocation

PctGross


AllocationStep 1


District Attorney 8,390 11.439869 41,564 41,564 41,564

Detentions Division 16,362 22.309790 81,057 81,057 81,057

Courts-State/County 47,679 65.010908 236,203 236,203 236,203

All Other 909 1.239433 4,503 4,503 4,503

Schedule .4 Total for Courts West 73,340 100.000000 363,327 363,327 0 363,327

Schedule 1.4.4




MAXCAP6/21/2017 5:11:40 PM

Activity - Courts West

Page C-29




UnitsAllocation

PctGross


AllocationStep 1


District Attorney 19,829 18.059199 42,452 42,452 42,452

Buildings & Grounds 225 0.204918 482 482 482


Coroner 4,546 4.140255 9,733 9,733 9,733

Justice Services 2,027 1.846084 4,340 4,340 4,340


All Other 46,065 41.953552 98,621 98,621 98,621

Schedule .4 Total for Centennial 109,800 100.000000 235,074 235,074 0 235,074

Schedule 1.4.5




MAXCAP6/21/2017 5:11:40 PM

Activity - Centennial

Page C-30




UnitsAllocation

PctGross


AllocationStep 1


Juvenile Diversion 1,123 6.465914 2,505 2,505 2,505


Schedule .4 Total for Courthse Annex 17,368 100.000000 38,739 38,739 0 38,739

Schedule 1.4.6




MAXCAP6/21/2017 5:11:40 PM

Activity - Courthse Annex

Page C-31




UnitsAllocation

PctGross


AllocationStep 1


Victim Witness 495 0.849086 492 492 492


Schedule .4 Total for Courthouse 58,298 100.000000 57,928 57,928 0 57,928

Schedule 1.4.7




MAXCAP6/21/2017 5:11:40 PM

Activity - Courthouse

Page C-32




UnitsAllocation

PctGross


AllocationStep 1


Administration Division 17,620 80.090909 55,324 55,324 55,324

Communication Services 4,380 19.909091 13,753 13,753 13,753

Schedule .4 Total for Law Enf Admin 22,000 100.000000 69,077 69,077 0 69,077

Schedule 1.4.8




MAXCAP6/21/2017 5:11:40 PM

Activity - Law Enf Admin

Page C-33




UnitsAllocation

PctGross


AllocationStep 1


Detentions Division 256,078 99.186608 1,060,484 1,060,484 1,060,484


Schedule .4 Total for North Jail 258,178 100.000000 1,069,181 1,069,181 0 1,069,181

Schedule 1.4.9




MAXCAP6/21/2017 5:11:40 PM

Activity - North Jail

Page C-34




UnitsAllocation

PctGross


AllocationStep 1


County Clerk 4,569 17.369321 20,639 20,639 20,639

Patrol Division 4,590 17.449154 20,734 20,734 20,734

Social Services 12,805 48.678959 57,843 57,843 57,843


Schedule .4 Total for South County 26,305 100.000000 118,825 118,825 0 118,825

Schedule 1.4.10




MAXCAP6/21/2017 5:11:40 PM

Activity - South County

Page C-35




UnitsAllocation

PctGross


AllocationStep 1


County Clerk 3,499 14.978596 46,088 46,088 46,088

Patrol Division 8,254 35.333904 108,719 108,719 108,719

Social Services 3,842 16.446918 50,606 50,606 50,606

Health-Administration 1,019 4.362158 13,422 13,422 13,422

Health Education 559 2.392979 7,363 7,363 7,363

Nursing 2,300 9.845890 30,295 30,295 30,295

Environmental Health 1,415 6.057363 18,638 18,638 18,638

All Other 2,472 10.582192 32,560 32,560 32,560

Schedule .4 Total for SW County 23,360 100.000000 307,691 307,691 0 307,691

Schedule 1.4.11




MAXCAP6/21/2017 5:11:40 PM

Activity - SW County

Page C-36




UnitsAllocation

PctGross


AllocationStep 1


Buildings & Grounds 4,320 90.225564 21,974 21,974 21,974

Office of Emergency 468 9.774436 2,381 2,381 2,381

Schedule .4 Total for Training Center 4,788 100.000000 24,355 24,355 0 24,355

Schedule 1.4.12




MAXCAP6/21/2017 5:11:40 PM

Activity - Training Center

Page C-37




UnitsAllocation

PctGross


AllocationStep 1


Veterans Office 1,950 11.504425 2,148 2,148 2,148

All Other 15,000 88.495575 16,525 16,525 16,525

Schedule .4 Total for West Annex 16,950 100.000000 18,673 18,673 0 18,673

Schedule 1.4.13




MAXCAP6/21/2017 5:11:40 PM

Activity - West Annex

Page C-38

Allocation Basis: Usable Departmental Sq. Footage - 1555 N. 17th Ave



UnitsAllocation

PctGross


AllocationStep 1


Planning Office 8,994 17.732650 21,801 21,801 21,801

Building Inspection 1,932 3.809148 4,683 4,683 4,683


Health Education 5,772 11.380126 13,991 13,991 13,991

Nursing 16,886 33.292587 40,929 40,929 40,929

Environmental Health 9,367 18.468060 22,705 22,705 22,705

Public Health Preparedness 2,221 4.378943 5,384 5,384 5,384


Schedule 1.4.14




MAXCAP6/21/2017 5:11:40 PM


Page C-39




UnitsAllocation

PctGross


AllocationStep 1


Extension 14,040 17.593544 11,348 11,348 11,348

All Other 65,762 82.406456 53,152 53,152 53,152

Schedule .4 Total for Extension 79,802 100.000000 64,500 64,500 0 64,500

Schedule 1.4.15




MAXCAP6/21/2017 5:11:40 PM

Activity - Extension

Page C-40




UnitsAllocation

PctGross


AllocationStep 1


Election & Registration 2,403 12.807120 462 462 462

Buildings & Grounds 1,538 8.196983 296 296 296

Printing & Supply 7,736 41.230081 1,487 1,487 1,487

Office of Emergency 5,746 30.624101 1,105 1,105 1,105

Nursing 834 4.444918 160 160 160

Human Services Administration 506 2.696797 97 97 97

Schedule .4 Total for Warehouse 18,763 100.000000 3,607 3,607 0 3,607

Schedule 1.4.16




MAXCAP6/21/2017 5:11:40 PM

Activity - Warehouse

Page C-41




UnitsAllocation

PctGross


AllocationStep 1


Employment Services 2,925 30.329739 12,627 12,627 12,627


Schedule .4 Total for 918 10th 9,644 100.000000 41,631 41,631 0 41,631

Schedule 1.4.17




MAXCAP6/21/2017 5:11:40 PM

Activity - 918 10th

Page C-42

Allocation Basis: Usable Departmental Sq. Footage - Bud Stanley



UnitsAllocation

PctGross


AllocationStep 1



Human Services Administration 3,800 33.043478 3,569 3,569 3,569

Schedule .4 Total for Bud Stanley 11,500 100.000000 10,802 10,802 0 10,802

Schedule 1.4.18




MAXCAP6/21/2017 5:11:40 PM

Activity - Bud Stanley

Page C-43

Allocation Basis: Usable Departmental Sq. Footage - Alternative Use Bld



UnitsAllocation

PctGross


AllocationStep 1


Work Release 11,500 100.000000 91,708 91,708 91,708

Schedule .4 Total for Alternative Use Bld 11,500 100.000000 91,708 91,708 0 91,708

Schedule 1.4.19




MAXCAP6/21/2017 5:11:40 PM

Activity - Alternative Use Bld

Page C-44

Allocation Basis: Usable Departmental Sq. Footage - Community Corrections



UnitsAllocation

PctGross


AllocationStep 1


Information Services 630 1.762238 2,011 2,011 2,011

Community Corrections 35,120 98.237762 112,085 112,085 112,085Schedule .4 Total for Community Corrections 35,750 100.000000 114,096 114,096 0 114,096

Schedule 1.4.20




MAXCAP6/21/2017 5:11:40 PM

Activity - Community Corrections

Page C-45

Allocation Basis: Usable Departmental Sq. Footage - Household Haz Waste



UnitsAllocation

PctGross


AllocationStep 1


Environmental Health 7,400 100.000000 22,350 22,350 22,350Schedule .4 Total for Household Hazardous Waste 7,400 100.000000 22,350 22,350 0 22,350

Schedule 1.4.21




MAXCAP6/21/2017 5:11:40 PM

Activity - Household Hazardous Waste

Page C-46




UnitsAllocation

PctGross


AllocationStep 1




All Other 4,756 29.725000 23,735 23,735 23,735

Schedule .4 Total for 1551 N. 17th 16,000 100.000000 79,848 79,848 0 79,848

Schedule 1.4.22




MAXCAP6/21/2017 5:11:40 PM

Activity - 1551 N. 17th

Page C-47

Allocation Basis: Usable Departmental Sq. Footage - Public Works



UnitsAllocation

PctGross


AllocationStep 1


Weed & Pest 4,000 3.246621 4,897 4,897 4,897

Public Works 119,205 96.753379 145,952 145,952 145,952

Schedule .4 Total for Public Works 123,205 100.000000 150,849 150,849 0 150,849

Schedule 1.4.23




MAXCAP6/21/2017 5:11:40 PM

Activity - Public Works

Page C-48

Allocation Basis: Usable Departmental Sq. Footage - B & G



UnitsAllocation

PctGross


AllocationStep 1



Schedule .4 Total for B & G 12,500 100.000000 15,812 15,812 0 15,812

Schedule 1.4.24




MAXCAP6/21/2017 5:11:40 PM

Activity - B & G

Page C-49

Allocation Basis: Usable Departmental Sq. Footage - SS/HS



UnitsAllocation

PctGross


AllocationStep 1


Social Services 64,993 69.459229 181,278 (121,351) 59,927 59,927

Human Services Administration 3,421 3.656086 9,542 9,542 9,542

Employment Services 17,107 18.282569 47,715 (29,922) 17,793 17,793

AAA 8,049 8.602116 22,450 (14,961) 7,489 7,489

Schedule .4 Total for SS/HS 93,570 100.000000 260,985 (166,234) 94,751 0 94,751

Direct Billed 166,234 166,234 166,234

Schedule .3 Total for SS/HS 93,570 100.000000 0 260,985 0 260,985

Schedule 1.4.25




MAXCAP6/21/2017 5:11:40 PM

Activity - SS/HS

Page C-50

Allocation Basis: Number or Units of Equipment

Allocation Source: Communications


UnitsAllocation

PctGross


AllocationStep 1


Office of the Board 7 0.527903 282 282 282

County Attorney 1 0.075415 40 40 40

Clerk to the Board 1 0.075415 40 40 40

Election & Registration 60 4.524887 2,421 2,421 2,421

Treasurer's Office 3 0.226244 121 121 121

Assessor 36 2.714932 1,453 1,453 1,453

District Attorney 14 1.055807 565 565 565

Finance 1 0.075415 40 40 40

Accounting 4 0.301659 161 161 161

Purchasing 1 0.075415 40 40 40

Personnel 4 0.301659 161 161 161

Planning Office 46 3.469080 1,856 1,856 1,856

Buildings & Grounds 25 1.885370 1,009 1,009 1,009


Printing & Supply 1 0.075415 40 40 40

Administration Division 134 10.105581 5,407 5,407 5,407

Patrol Division 133 10.030166 5,366 5,366 5,366

Coroner 18 1.357466 726 726 726

Justice Services 1 0.075415 40 40 40

Work Release 1 0.075415 40 40 40

Detentions Division 134 10.105581 5,407 5,407 5,407

Building Inspection 3 0.226244 121 121 121

Office of Emergency 16 1.206637 646 646 646

Missile Park 2 0.150830 81 81 81

Extension 3 0.226244 121 121 121

Veterans Office 1 0.075415 40 40 40

Public Works 359 27.073904 14,488 14,488 14,488

Social Services 228 17.194570 9,200 9,200 9,200

Health-Administration 10 0.754148 403 403 403

Environmental Health 25 1.885370 1,009 1,009 1,009

County Shop 5 0.377074 202 202 202

Phone Services 3 0.226244 121 121 121

Schedule .4 Total for Antenna Sites 1,326 100.000000 53,503 53,503 0 53,503

Schedule 1.4.26




MAXCAP6/21/2017 5:11:40 PM

Activity - Antenna Sites

Page C-51

Allocation Basis: Usable Departmental Sq. Footage - Missile Site Park



UnitsAllocation

PctGross


AllocationStep 1



Schedule .4 Total for Missile Park 19,604 100.000000 6,034 6,034 0 6,034

Schedule 1.4.27




MAXCAP6/21/2017 5:11:40 PM

Activity - Missile Park

Page C-52

Allocation Basis: Usable Departmental Sq. Footage - 1150 O Street



UnitsAllocation

PctGross


AllocationStep 1


Office of the Board 25,063 59.705083 77,523 77,523 77,523

County Attorney 1,836 4.373720 5,679 5,679 5,679

Clerk to the Board 2,388 5.688694 7,386 7,386 7,386

County Council 216 0.514555 668 668 668

Finance 967 2.303588 2,991 2,991 2,991

Accounting 5,536 13.187860 17,124 17,124 17,124

Purchasing 638 1.519844 1,973 1,973 1,973

Personnel 4,516 10.758016 13,969 13,969 13,969


Information Services 234 0.557435 724 724 724

Schedule .4 Total for 1150 O Street 41,978 100.000000 129,843 129,843 0 129,843

Schedule 1.4.28




MAXCAP6/21/2017 5:11:40 PM

Activity - 1150 O Street

Page C-53

Allocation Basis: Usable Departmental Sq. Footage - Sheriff Crime Lab



UnitsAllocation

PctGross


AllocationStep 1


Regional Lab 19,794 100.000000 86,038 86,038 86,038

Schedule .4 Total for Sheriff Crime Lab 19,794 100.000000 86,038 86,038 0 86,038

Schedule 1.4.29




MAXCAP6/21/2017 5:11:40 PM

Activity - Sheriff Crime Lab

Page C-54

Allocation Basis: Direct Allocation to Public Works

Allocation Source: Direct Allocation


UnitsAllocation

PctGross


AllocationStep 1


Public Works 100 100.000000 102,179 102,179 102,179

Schedule .4 Total for Grader Sheds 100 100.000000 102,179 102,179 0 102,179

Schedule 1.4.30




MAXCAP6/21/2017 5:11:40 PM

Activity - Grader Sheds

Page C-55

Receiving Department Total 1400 N 17th 1401 N 17th 1402 N 17th Courts West

Office of the Board 77,805 0 0 0 0


Clerk to the Board 7,426 0 0 0 0

County Clerk 117,639 0 0 50,912 0

Election & Registration 20,949 0 18,066 0 0


Assessor 27,873 26,420 0 0 0

County Council 668 0 0 0 0

District Attorney 84,581 0 0 0 41,564

Juvenile Diversion 2,505 0 0 0 0

Victim Witness 492 0 0 0 0

Finance 3,031 0 0 0 0

Accounting 17,285 0 0 0 0

Purchasing 2,013 0 0 0 0

Personnel 14,130 0 0 0 0

Planning Office 23,657 0 0 0 0

Buildings & Grounds 54,646 0 0 0 0

Information Services 46,537 0 26,670 0 0

GIS 8,983 8,983 0 0 0

Printing & Supply 1,527 0 0 0 0

Administration Division 60,731 0 0 0 0

Patrol Division 134,819 0 0 0 0

Regional Lab 86,038 0 0 0 0

Communication Services 68,369 0 0 0 0

Coroner 10,459 0 0 0 0

Justice Services 4,380 0 0 0 0

Work Release 91,748 0 0 0 0

Community Corrections 112,085 0 0 0 0

Detentions Division 1,146,948 0 0 0 81,057

Building Inspection 4,804 0 0 0 0

Weed & Pest 4,897 0 0 0 0

Office of Emergency 4,132 0 0 0 0

Missile Park 81 0 0 0 0

Extension 11,469 0 0 0 0

Veterans Office 2,188 0 0 0 0

Public Works 262,619 0 0 0 0

Social Services 177,576 0 0 0 0


Health Education 21,354 0 0 0 0

Nursing 71,384 0 0 0 0

Environmental Health 64,702 0 0 0 0

Public Health Preparedness 5,384 0 0 0 0

Human Services Administration 13,208 0 0 0 0

Employment Services 30,420 0 0 0 0

AAA 7,489 0 0 0 0


Phone Services 1,272 0 1,151 0 0

Courts-State/County 452,850 0 0 0 236,203

All Other 229,096 0 0 0 4,503

Direct Bill 166,234 0 0 0 0

Schedule 1.5


Weld County, ColoradoSchedule .5 - Allocation Summary



MAXCAP6/21/2017 5:11:39 PM

Page C-56

Receiving Department Total 1400 N 17th 1401 N 17th 1402 N 17th Courts West

Total 3,806,935 50,540 45,887 50,912 363,327

Schedule 1.5





MAXCAP6/21/2017 5:11:39 PM

Page C-57

Receiving Department Centennial Courthse Annex Courthouse Law Enf Admin North Jail

Office of the Board 0 0 0 0 0


Clerk to the Board 0 0 0 0 0

County Clerk 0 0 0 0 0

Election & Registration 0 0 0 0 0


Assessor 0 0 0 0 0


District Attorney 42,452 0 0 0 0

Juvenile Diversion 0 2,505 0 0 0


Finance 0 0 0 0 0

Accounting 0 0 0 0 0

Purchasing 0 0 0 0 0

Personnel 0 0 0 0 0

Planning Office 0 0 0 0 0

Buildings & Grounds 482 0 0 0 0

Information Services 13,779 0 0 0 0

GIS 0 0 0 0 0

Printing & Supply 0 0 0 0 0

Administration Division 0 0 0 55,324 0

Patrol Division 0 0 0 0 0

Regional Lab 0 0 0 0 0

Communication Services 0 0 0 13,753 0

Coroner 9,733 0 0 0 0

Justice Services 4,340 0 0 0 0

Work Release 0 0 0 0 0

Community Corrections 0 0 0 0 0

Detentions Division 0 0 0 0 1,060,484

Building Inspection 0 0 0 0 0

Weed & Pest 0 0 0 0 0

Office of Emergency 0 0 0 0 0


Extension 0 0 0 0 0

Veterans Office 0 0 0 0 0

Public Works 0 0 0 0 0

Social Services 0 0 0 0 0


Health Education 0 0 0 0 0

Nursing 0 0 0 0 0

Environmental Health 0 0 0 0 0

Public Health Preparedness 0 0 0 0 0

Human Services Administration 0 0 0 0 0

Employment Services 0 0 0 0 0

AAA 0 0 0 0 0


Phone Services 0 0 0 0 0

Courts-State/County 65,667 36,234 57,436 0 8,697

All Other 98,621 0 0 0 0

Direct Bill 0 0 0 0 0

Schedule 1.5





MAXCAP6/21/2017 5:11:39 PM

Page C-58

Receiving Department Centennial Courthse Annex Courthouse Law Enf Admin North Jail

Total 235,074 38,739 57,928 69,077 1,069,181

Schedule 1.5





MAXCAP6/21/2017 5:11:39 PM

Page C-59

Receiving Department South County SW County Training Center West Annex 1555 N 17th




County Clerk 20,639 46,088 0 0 0



Assessor 0 0 0 0 0


District Attorney 0 0 0 0 0

Juvenile Diversion 0 0 0 0 0


Finance 0 0 0 0 0



Personnel 0 0 0 0 0

Planning Office 0 0 0 0 21,801

Buildings & Grounds 0 0 21,974 0 0

Information Services 0 0 0 0 0

GIS 0 0 0 0 0


Administration Division 0 0 0 0 0

Patrol Division 20,734 108,719 0 0 0



Coroner 0 0 0 0 0

Justice Services 0 0 0 0 0



Detentions Division 0 0 0 0 0

Building Inspection 0 0 0 0 4,683

Weed & Pest 0 0 0 0 0

Office of Emergency 0 0 2,381 0 0


Extension 0 0 0 0 0

Veterans Office 0 0 0 2,148 0


Social Services 57,843 50,606 0 0 0

Health-Administration 0 13,422 0 0 13,448

Health Education 0 7,363 0 0 13,991

Nursing 0 30,295 0 0 40,929

Environmental Health 0 18,638 0 0 22,705

Public Health Preparedness 0 0 0 0 5,384



AAA 0 0 0 0 0



Courts-State/County 19,609 0 0 0 0

All Other 0 32,560 0 16,525 0


Schedule 1.5





MAXCAP6/21/2017 5:11:40 PM

Page C-60

Receiving Department South County SW County Training Center West Annex 1555 N 17th

Total 118,825 307,691 24,355 18,673 122,941

Schedule 1.5





MAXCAP6/21/2017 5:11:40 PM

Page C-61

Receiving Department Extension Warehouse 918 10th Bud Stanley Alternative Use Bld







Assessor 0 0 0 0 0





Finance 0 0 0 0 0



Personnel 0 0 0 0 0


Buildings & Grounds 0 296 0 7,233 0


GIS 0 0 0 0 0

Printing & Supply 0 1,487 0 0 0





Coroner 0 0 0 0 0


Work Release 0 0 0 0 91,708




Weed & Pest 0 0 0 0 0

Office of Emergency 0 1,105 0 0 0


Extension 11,348 0 0 0 0






Nursing 0 160 0 0 0



Human Services Administration 0 97 0 3,569 0

Employment Services 0 0 12,627 0 0

AAA 0 0 0 0 0



Courts-State/County 0 0 29,004 0 0

All Other 53,152 0 0 0 0


Schedule 1.5





MAXCAP6/21/2017 5:11:40 PM

Page C-62

Receiving Department Extension Warehouse 918 10th Bud Stanley Alternative Use Bld

Total 64,500 3,607 41,631 10,802 91,708

Schedule 1.5





MAXCAP6/21/2017 5:11:40 PM

Page C-63

Receiving DepartmentCommunity Corrections

Household Hazardous Waste 1551 N. 17th Public Works B & G







Assessor 0 0 0 0 0





Finance 0 0 0 0 0



Personnel 0 0 0 0 0


Buildings & Grounds 0 0 0 0 15,812

Information Services 2,011 0 1,497 0 0

GIS 0 0 0 0 0





Communication Services 0 0 54,616 0 0

Coroner 0 0 0 0 0



Community Corrections 112,085 0 0 0 0



Weed & Pest 0 0 0 4,897 0



Extension 0 0 0 0 0


Public Works 0 0 0 145,952 0




Nursing 0 0 0 0 0

Environmental Health 0 22,350 0 0 0




AAA 0 0 0 0 0



Courts-State/County 0 0 0 0 0

All Other 0 0 23,735 0 0


Schedule 1.5





MAXCAP6/21/2017 5:11:40 PM

Page C-64

Receiving DepartmentCommunity Corrections

Household Hazardous Waste 1551 N. 17th Public Works B & G

Total 114,096 22,350 79,848 150,849 15,812

Schedule 1.5





MAXCAP6/21/2017 5:11:40 PM

Page C-65

Receiving Department SS/HS Antenna Sites Missile Park 1150 O Street Sheriff Crime Lab

Office of the Board 0 282 0 77,523 0

County Attorney 0 40 0 5,679 0

Clerk to the Board 0 40 0 7,386 0


Election & Registration 0 2,421 0 0 0


Assessor 0 1,453 0 0 0





Finance 0 40 0 2,991 0

Accounting 0 161 0 17,124 0

Purchasing 0 40 0 1,973 0

Personnel 0 161 0 13,969 0

Planning Office 0 1,856 0 0 0

Buildings & Grounds 0 1,009 6,034 1,806 0

Information Services 0 1,856 0 724 0

GIS 0 0 0 0 0


Administration Division 0 5,407 0 0 0

Patrol Division 0 5,366 0 0 0

Regional Lab 0 0 0 0 86,038


Coroner 0 726 0 0 0




Detentions Division 0 5,407 0 0 0


Weed & Pest 0 0 0 0 0



Extension 0 121 0 0 0


Public Works 0 14,488 0 0 0

Social Services 59,927 9,200 0 0 0



Nursing 0 0 0 0 0

Environmental Health 0 1,009 0 0 0


Human Services Administration 9,542 0 0 0 0


AAA 7,489 0 0 0 0




All Other 0 0 0 0 0

Direct Bill 166,234 0 0 0 0

Schedule 1.5





MAXCAP6/21/2017 5:11:40 PM

Page C-66

Receiving Department SS/HS Antenna Sites Missile Park 1150 O Street Sheriff Crime Lab

Total 260,985 53,503 6,034 129,843 86,038

Schedule 1.5





MAXCAP6/21/2017 5:11:40 PM

Page C-67

Receiving Department Grader Sheds

Office of the Board 0

County Attorney 0

Clerk to the Board 0

County Clerk 0

Election & Registration 0

Treasurer's Office 0

Assessor 0

County Council 0

District Attorney 0

Juvenile Diversion 0

Victim Witness 0

Finance 0

Accounting 0

Purchasing 0

Personnel 0

Planning Office 0

Buildings & Grounds 0

Information Services 0

GIS 0

Printing & Supply 0

Administration Division 0

Patrol Division 0

Regional Lab 0

Communication Services 0

Coroner 0

Justice Services 0

Work Release 0

Community Corrections 0

Detentions Division 0

Building Inspection 0

Weed & Pest 0

Office of Emergency 0

Missile Park 0

Extension 0

Veterans Office 0

Public Works 102,179

Social Services 0

Health-Administration 0

Health Education 0

Nursing 0

Environmental Health 0

Public Health Preparedness 0

Human Services Administration 0

Employment Services 0

AAA 0

County Shop 0

Phone Services 0

Courts-State/County 0

All Other 0

Direct Bill 0

Schedule 1.5





MAXCAP6/21/2017 5:11:40 PM

Page C-68

Receiving Department Grader Sheds

Total 102,179

Schedule 1.5





MAXCAP6/21/2017 5:11:40 PM

Page C-69

Equipment depreciation is allowable for plan purposes for all equipment used by central service departments. Equipment owned by four IGS funds and the phone services enterprise fund are not included in this schedule since those funds write off the cost of their assets through depreciation expense within each fund. Equipment that was expensed to Federal programs is also not included in this schedule.





For Department Equipment Depreciation

Page C-70



Cost Adjustments:

Equip Depreciation 1,680,919

Total Departmental Cost Adjustments: 1,680,919 1,680,919

Total To Be Allocated: 1,680,919 1,680,919

Schedule 2.2





MAXCAP6/21/2017 5:11:42 PM

Page C-71

Total G&A Depreciation

Wages & Benefits

SALARIES & WAGES 0 0 0

FRINGE BENEFITS 0 0 0

Departmental Total


Deductions

*Total Disallowed Costs 0 0 0

Cost Adjustments

Equip Depreciation 1,680,919 0 1,680,919

Functional Cost 1,680,919 0 1,680,919

Allocation Step 1


Unallocated Costs 0 0 0

1st Allocation 1,680,919 0 1,680,919

Allocation Step 2

2nd Allocation 0 0 0

Total For Equipment Depreciation

Schedule .3 Total 1,680,919 0 1,680,919

Schedule 2.3



Weld County, ColoradoSchedule .3 - Costs Allocated By ActivityFor Department Equipment Depreciation


MAXCAP6/21/2017 5:11:41 PM

Page C-72

Allocation Basis: Depreciation of Equipment



UnitsAllocation

PctGross


AllocationStep 1


Accounting 2,356 0.140161 2,356 2,356 2,356


Printing & Supply 21,344 1.269782 21,344 21,344 21,344

Communication Services 1,063,199 63.251055 1,063,199 1,063,199 1,063,199

Schedule .4 Total for Depreciation 1,680,919 100.000000 1,680,919 1,680,919 0 1,680,919

Schedule 2.4.1


Weld County, ColoradoSchedule .4 - Detail Activity AllocationsFor Department Equipment Depreciation


MAXCAP6/21/2017 5:11:42 PM

Activity - Depreciation

Page C-73

Receiving Department Total Depreciation

Accounting 2,356 2,356

Information Services 594,020 594,020

Printing & Supply 21,344 21,344

Communication Services 1,063,199 1,063,199

Direct Bill 0 0

Total 1,680,919 1,680,919

Schedule 2.5





MAXCAP6/21/2017 5:11:41 PM

Page C-74

The County Attorney provides legal services to the County Commissioners and the administrative offices and departments of the County. Legal services are allowable for plan purposes. All attorneys maintain time records and cost are allocated based on the number of hours of service provided per time records.





For Department County Attorney

Page C-75


Expenditures Per Financial Statement: 959,383 959,383

Deductions:

Outside Counsel -178,547

Total Deductions: -178,547 -178,547

Inbound Costs:


Treasurer's Office 433 433

Non-Departmental 1,130 1,130

Finance 784 784


Personnel 5,018 5,018

Buildings & Grounds 8,688 8,688



Communication Services 7,652 7,652

Liability Insurance 1,771 1,771

Phone Services 1,321 1,321

Total Allocated Additions: 5,719 56,308 62,027 62,027

Total To Be Allocated: 786,555 56,308 842,863

Schedule 3.2





MAXCAP6/21/2017 5:11:43 PM

Page C-76

Total G&A Legal Counsel

Wages & Benefits

SALARIES & WAGES 551,230 0 551,230

FRINGE BENEFITS 152,755 0 152,755

Other Expense & Cost

Supplies 1,199 0 1,199

Purchased Services 75,652 0 75,652

*Outside Counsel 178,547 0 0

Departmental Total

Expenditures Per Financial Statement 959,383

Deductions

*Total Disallowed Costs (178,547) 0 0

Functional Cost 780,836 0 780,836

Allocation Step 1

Inbound - All Others 5,719 5,719 0

Reallocate Admin Costs (5,719) 5,719


1st Allocation 786,555 0 786,555

Allocation Step 2




2nd Allocation 56,308 0 56,308

Total For County Attorney

Schedule .3 Total 842,863 0 842,863

Schedule 3.3






MAXCAP6/21/2017 5:11:44 PM

Page C-77

Allocation Basis: Hours of Service

Allocation Source: Time Records


UnitsAllocation

PctGross


AllocationStep 1


Office of the Board 1,664.00 20.000000 157,313 157,313 11,272 168,585

Treasurer's Office 104.00 1.250000 9,831 9,831 700 10,531

Assessor 104.00 1.250000 9,831 9,831 700 10,531

Personnel 416.00 5.000000 39,328 39,328 2,815 42,143

Planning Office 1,144.00 13.750000 108,151 108,151 7,744 115,895

Administration Division 69.00 0.829327 6,523 6,523 464 6,987

Patrol Division 381.00 4.579327 36,019 36,019 2,575 38,594

Detentions Division 70.00 0.841346 6,618 6,618 471 7,089

Public Works 1,144.00 13.750000 108,151 108,151 7,744 115,895

Social Services 1,040.00 12.500000 98,320 98,320 7,042 105,362

Environmental Health 728.00 8.750000 68,823 68,823 4,927 73,750

All Other 1,456.00 17.500000 137,647 137,647 9,854 147,501

Schedule .4 Total for Legal Counsel 8,320.00 100.000000 786,555 786,555 56,308 842,863

Schedule 3.4.1


Weld County, ColoradoSchedule .4 - Detail Activity Allocations



MAXCAP6/21/2017 5:11:44 PM

Activity - Legal Counsel

Page C-78

Receiving Department Total Legal Counsel

Office of the Board 168,585 168,585

Treasurer's Office 10,531 10,531

Assessor 10,531 10,531

Personnel 42,143 42,143

Planning Office 115,895 115,895

Administration Division 6,987 6,987

Patrol Division 38,594 38,594

Detentions Division 7,089 7,089

Public Works 115,895 115,895

Social Services 105,362 105,362

Environmental Health 73,750 73,750

All Other 147,501 147,501

Direct Bill 0 0

Total 842,863 842,863

Schedule 3.5


Weld County, ColoradoSchedule .5 - Allocation SummaryFor Department County Attorney


MAXCAP6/21/2017 5:11:43 PM

Page C-79

The County Treasurer performs warrant processing service for all funds in the County and various other functions, which are not allowable for, plan purposes. Unallowable functions include: investing, property tax collections, etc. The costs of this department have been functionalized based on an analysis of employee duties and time studies and allocated as follows:

Warrant Processing – These costs are associated with warrant processing for all county departmentand funds. Costs are allocated to departments based on the number of warrants processed.

All Other – These costs are associated with tax collections, motor vehicle registrations, etc. Costs aredisallowed for plan purposes.





For Department Treasurer's Office

Page C-80



Inbound Costs:


County Attorney 9,831 700 10,531



Finance 25,611 25,611


Purchasing 187 187

Personnel 10,046 10,046








Total To Be Allocated: 975,460 190,603 1,166,063

Schedule 4.2


Weld County, ColoradoSchedule .2 - Costs To Be AllocatedFor Department Treasurer's Office


MAXCAP6/21/2017 5:11:45 PM

Page C-81

Total G&A Warrant Process Genl Govt**

Wages & Benefits

SALARIES & WAGES 515,801 241,395 43,327 231,079

FRINGE BENEFITS 189,032 88,467 15,879 84,686


Supplies 37,422 17,514 3,143 16,765

Purchased Services 27,204 12,732 2,285 12,187

Other Purch Svcs 180,912 0 0 180,912

Departmental Total


Deductions

*Total Disallowed Costs 0 0 0 0

Functional Cost 950,371 360,108 64,634 525,629

Allocation Step 1

Inbound - All Others 25,089 25,089 0 0

Reallocate Admin Costs (385,197) 42,180 343,017

Unallocated Costs (868,646) 0 0 (868,646)

1st Allocation 106,814 0 106,814 0

Allocation Step 2

Inbound - All Others 190,603 190,603 0 0


Unallocated Costs (169,734) 0 0 (169,734)

2nd Allocation 20,869 0 20,869 0

Total For Treasurer's Office

Schedule .3 Total 127,683 0 127,683 0

Schedule 4.3






MAXCAP6/21/2017 5:11:46 PM

Page C-82


UnitsAllocation

PctGross


AllocationStep 1


Office of the Board 193 0.329836 353 353 64 417

County Attorney 237 0.405031 433 433 433

Clerk to the Board 93 0.158936 171 171 31 202

County Clerk 203 0.346926 371 371 69 440

Election & Registration 686 1.172369 1,253 1,253 240 1,493

Motor Vehicle 644 1.100591 1,175 1,175 226 1,401


Assessor 813 1.389411 1,484 1,484 286 1,770

County Council 51 0.087159 92 92 16 108

District Attorney 1,722 2.942885 3,142 3,142 616 3,758

Juvenile Diversion 37 0.063233 68 68 12 80

Victim Witness 178 0.304201 325 325 60 385

Non-Departmental 579 0.989507 1,058 1,058 200 1,258

Finance 17 0.029053 30 30 5 35

Accounting 281 0.480227 512 512 96 608

Purchasing 103 0.176026 188 188 35 223

Personnel 272 0.464846 496 496 94 590

Planning Office 294 0.502444 536 536 101 637

Buildings & Grounds 4,325 7.391394 7,896 7,896 1,551 9,447

Information Services 928 1.585945 1,694 1,694 327 2,021

GIS 23 0.039307 41 41 7 48

Printing & Supply 680 1.162115 1,240 1,240 238 1,478

Administration Division 2,146 3.667498 3,916 3,916 769 4,685

Patrol Division 2,241 3.829853 4,090 4,090 801 4,891

Regional Lab 154 0.263185 281 281 53 334

Drug Task Force 32 0.054688 59 59 11 70

Communication Services 1,398 2.389172 2,552 2,552 497 3,049

Coroner 323 0.552005 590 590 110 700

Justice Services 255 0.435793 466 466 87 553

Work Release 448 0.765629 818 818 153 971

Community Corrections 2,877 4.916772 5,252 5,252 1,028 6,280

Detentions Division 3,489 5.962676 6,369 6,369 1,251 7,620

Building Inspection 253 0.432375 461 461 86 547

Weed & Pest 275 0.469973 502 502 94 596

Office of Emergency 63 0.107667 115 115 20 135

Engineering 651 1.112554 1,189 1,189 228 1,417

Missile Park 17 0.029053 30 30 5 35

Extension 390 0.666507 712 712 136 848

County Fair 20 0.034180 36 36 7 43

Veterans Office 35 0.059815 65 65 11 76

Public Works 6,458 11.036675 11,788 11,788 2,320 14,108

Social Services 12,083 20.649757 22,061 22,061 4,573 26,634

Health-Administration 231 0.394777 422 422 78 500

Health Education 569 0.972417 1,038 1,038 198 1,236

Nursing 2,324 3.971699 4,241 4,241 832 5,073

Environmental Health 919 1.570564 1,677 1,677 325 2,002

Public Health Preparedness 41 0.070069 75 75 13 88

Human Services Administration 4,255 7.271764 7,768 7,768 1,526 9,294

Employment Services 1,182 2.020029 2,159 2,159 417 2,576

AAA 688 1.175787 1,257 1,257 240 1,497

Solid Waste 66 0.112794 120 120 20 140

County Shop 557 0.951909 1,016 1,016 192 1,208

Schedule 4.4.1





MAXCAP6/21/2017 5:11:46 PM

Activity - Warrant Process

Page C-83

Allocation Basis: Transaction Count

Allocation Source: Financial Records


UnitsAllocation

PctGross


AllocationStep 1


Liability Insurance 58 0.099122 106 106 19 125

Phone Services 120 0.205079 219 219 41 260

Airport 545 0.931401 995 995 187 1,182

All Other 757 1.293707 1,382 1,382 267 1,649

Schedule .4 Total for Warrant Process 58,514 100.000000 106,814 106,814 20,869 127,683

Schedule 4.4.1





MAXCAP6/21/2017 5:11:46 PM

Activity - Warrant Process

Page C-84

Receiving Department Total Warrant Process

Office of the Board 417 417

County Attorney 433 433

Clerk to the Board 202 202

County Clerk 440 440

Election & Registration 1,493 1,493

Motor Vehicle 1,401 1,401


Assessor 1,770 1,770

County Council 108 108

District Attorney 3,758 3,758

Juvenile Diversion 80 80

Victim Witness 385 385


Finance 35 35

Accounting 608 608

Purchasing 223 223

Personnel 590 590

Planning Office 637 637



GIS 48 48




Regional Lab 334 334

Drug Task Force 70 70


Coroner 700 700

Justice Services 553 553

Work Release 971 971

Community Corrections 6,280 6,280


Building Inspection 547 547

Weed & Pest 596 596

Office of Emergency 135 135

Engineering 1,417 1,417

Missile Park 35 35

Extension 848 848

County Fair 43 43

Veterans Office 76 76

Public Works 14,108 14,108



Health Education 1,236 1,236

Nursing 5,073 5,073


Public Health Preparedness 88 88

Human Services Administration 9,294 9,294

Employment Services 2,576 2,576

AAA 1,497 1,497

Solid Waste 140 140

County Shop 1,208 1,208

Schedule 4.5


Weld County, ColoradoSchedule .5 - Allocation SummaryFor Department Treasurer's Office


MAXCAP6/21/2017 5:11:45 PM

Page C-85

Receiving Department Total Warrant Process


Phone Services 260 260

Airport 1,182 1,182

All Other 1,649 1,649

Direct Bill 0 0

Total 127,683 127,683

Schedule 4.5


Weld County, ColoradoSchedule .5 - Allocation SummaryFor Department Treasurer's Office


MAXCAP6/21/2017 5:11:45 PM

Page C-86

Various expenses not easily identifiable to departments, jointly benefiting more than one department, or budgeted to a particular department are charged to this budget unit. These expenses were analyzed and the following costs were determined to be allowable for plan purposes:

Annual Audit – These costs represent audit fees identified for specific departments. Costs areallocated based on actual audit fee amount by department. Social Services is charged directly fortheir audit. In order to identify indirect costs associated with annual audit for Social Services, a costadjustment is included. Credit is given to Social Services for annual audit cost paid.

Miscellaneous Services - These costs represent expenses for unemployment insurance, telephonecharges, membership dues, etc and are allocated based on the number of employees.

Training - These costs represent expenses for provision of training of county employees. Costs areallocated based on number of employees by department.

Cost Plan Preparation – This is the cost of preparing the countywide central services cost allocationplan. This cost is allowable for plan purposes and has been split between the three departmentsthat benefit financially from the plan -- Social Services, Human Services, and Public Health.

Printing/Supplies - These costs represent expenses for equipment maintenance for printing/suppliesand postage operation. Costs are allocated to departments based on their usage of printing/supplyand postage services.

Costs Not Allocated – This is the balance of costs of the Budget Unit. These costs are treated as general government and have not been allocated for plan purposes.





For Department Non-Departmental

Page C-87



Inbound Costs:

Treasurer's Office 1,058 200 1,258

Non-Departmental 535 535

Finance 314 314


Purchasing 5,658 5,658







Schedule 5.2


Weld County, ColoradoSchedule .2 - Costs To Be AllocatedFor Department Non-Departmental


MAXCAP6/21/2017 5:11:47 PM

Page C-88

Total G&A Annual Audit Misc Services Payroll Classes

Wages & Benefits




Supplies 138,552 0 0 0 0

Purchased Services 620,140 0 68,400 242,149 0

Reimb Audit Costs 12,000 0 12,000 0 0

Misc 88,733 0 0 13,029 28,454

Departmental Total


Deductions


Functional Cost 859,425 0 80,400 255,178 28,454

Allocation Step 1

Inbound - All Others 1,058 1,058 0 0 0

Reallocate Admin Costs (1,058) 99 314 35

Unallocated Costs (290,583) 0 0 0 0

1st Allocation 569,900 0 80,499 255,492 28,489

Allocation Step 2


Reallocate Admin Costs (46,009) 4,300 13,660 1,524

Unallocated Costs (15,549) 0 0 0 0

2nd Allocation 30,460 0 4,300 13,660 1,524

Total For Non-Departmental

Schedule .3 Total 600,360 0 84,799 269,152 30,013

Schedule 5.3






MAXCAP6/21/2017 5:11:47 PM

Page C-89

Training Cost Plan Printing/Supply Unallocated**

Wages & Benefits

SALARIES & WAGES 0 0 0 0

FRINGE BENEFITS 0 0 0 0


Supplies 0 0 138,552 0

Purchased Services 58,941 5,500 2,173 242,977

Reimb Audit Costs 0 0 0 0

Misc 0 0 0 47,250

Departmental Total


Deductions


Functional Cost 58,941 5,500 140,725 290,227

Allocation Step 1

Inbound - All Others 0 0 0 0

Reallocate Admin Costs 73 7 174 356

Unallocated Costs 0 0 0 (290,583)

1st Allocation 59,014 5,507 140,899 0

Allocation Step 2

Inbound - All Others 0 0 0 0

Reallocate Admin Costs 3,151 291 7,534 15,549

Unallocated Costs 0 0 0 (15,549)

2nd Allocation 3,151 291 7,534 0

Total For Non-Departmental

Schedule .3 Total 62,165 5,798 148,433 0

Schedule 5.3






MAXCAP6/21/2017 5:11:47 PM

Page C-90

Allocation Basis: Actual Audit Costs



UnitsAllocation

PctGross


AllocationStep 1



Accounting 42,900 53.358209 42,954 42,954 2,628 45,582

Social Services 12,000 14.925373 12,014 (12,000) 14 736 750

Health-Administration 8,000 9.950249 8,010 8,010 484 8,494

Human Services Administration 7,500 9.328358 7,509 7,509 452 7,961

Schedule .4 Total for Annual Audit 80,400 100.000000 80,499 (12,000) 68,499 4,300 72,799

Direct Billed 12,000 12,000 12,000

Schedule .3 Total for Annual Audit 80,400 100.000000 0 80,499 4,300 84,799

Schedule 5.4.1





MAXCAP6/21/2017 5:11:48 PM

Activity - Annual Audit

Page C-91


UnitsAllocation

PctGross


AllocationStep 1


Office of the Board 8 0.530152 1,355 1,355 73 1,428

County Attorney 5 0.331345 847 847 847

Clerk to the Board 6 0.397614 1,016 1,016 54 1,070

County Clerk 9 0.596421 1,524 1,524 82 1,606


Motor Vehicle 39 2.584493 6,603 6,603 351 6,954

Treasurer's Office 10 0.662691 1,693 1,693 1,693

Assessor 35 2.319417 5,926 5,926 318 6,244

District Attorney 55 3.644798 9,312 9,312 498 9,810


Victim Witness 11 0.728960 1,862 1,862 99 1,961

Non-Departmental 2 0.132538 338 338 338

Finance 1 0.066269 169 169 7 176

Accounting 6 0.397614 1,016 1,016 54 1,070

Purchasing 2 0.132538 338 338 16 354

Personnel 11 0.728960 1,862 1,862 99 1,961

Planning Office 15 0.994036 2,540 2,540 136 2,676

Buildings & Grounds 25 1.656726 4,233 4,233 228 4,461


Printing & Supply 3 0.198807 508 508 25 533

Administration Division 63 4.174950 10,667 10,667 573 11,240

Patrol Division 81 5.367793 13,713 13,713 740 14,453

Regional Lab 4 0.265076 677 677 33 710

Drug Task Force 2 0.132538 338 338 16 354

Communication Services 81 5.367793 13,713 13,713 740 14,453

Coroner 6 0.397614 1,016 1,016 54 1,070

Justice Services 9 0.596421 1,524 1,524 82 1,606

Work Release 16 1.060305 2,709 2,709 145 2,854

Community Corrections 1 0.066269 169 169 7 176

Detentions Division 204 13.518887 34,539 34,539 1,867 36,406

Building Inspection 13 0.861498 2,201 2,201 115 2,316

Weed & Pest 7 0.463883 1,185 1,185 62 1,247


Engineering 28 1.855533 4,741 4,741 253 4,994

Missile Park 1 0.066269 169 169 7 176

Extension 4 0.265076 677 677 33 710

County Fair 2 0.132538 338 338 16 354

Veterans Office 2 0.132538 338 338 16 354

Public Works 178 11.795891 30,138 30,138 1,630 31,768

Social Services 327 21.669984 55,373 55,373 3,099 58,472

Health-Administration 10 0.662691 1,693 1,693 91 1,784


Nursing 38 2.518224 6,434 6,434 343 6,777



Human Services Administration 3 0.198807 508 508 25 533

Employment Services 48 3.180915 8,127 8,127 434 8,561

Phone Services 3 0.198807 508 508 25 533

All Other 1 0.066269 169 169 7 176

Schedule .4 Total for Misc Services 1,509 100.000000 255,492 255,492 13,660 269,152

Schedule 5.4.2





MAXCAP6/21/2017 5:11:48 PM

Activity - Misc Services

Page C-92

Allocation Basis: Average # FTE's by Department

Allocation Source: Payroll Records

Schedule 5.4.2





MAXCAP6/21/2017 5:11:48 PM

Activity - Misc Services

Page C-93

Allocation Basis: Number of FTE's in HR & Accounting



UnitsAllocation

PctGross


AllocationStep 1


Accounting 6 35.294118 10,055 10,055 534 10,589

Personnel 11 64.705882 18,434 18,434 990 19,424

Schedule .4 Total for Payroll Classes 17 100.000000 28,489 28,489 1,524 30,013

Schedule 5.4.3





MAXCAP6/21/2017 5:11:48 PM

Activity - Payroll Classes

Page C-94


UnitsAllocation

PctGross


AllocationStep 1


Office of the Board 8 0.530152 312 312 16 328

County Attorney 5 0.331345 195 195 195


County Clerk 9 0.596421 352 352 17 369


Motor Vehicle 39 2.584493 1,525 1,525 82 1,607


Assessor 35 2.319417 1,369 1,369 74 1,443



Victim Witness 11 0.728960 431 431 21 452


Finance 1 0.066269 39 39 1 40

Accounting 6 0.397614 234 234 12 246

Purchasing 2 0.132538 78 78 4 82

Personnel 11 0.728960 431 431 21 452

Planning Office 15 0.994036 587 587 28 615

Buildings & Grounds 25 1.656726 977 977 51 1,028


Printing & Supply 3 0.198807 117 117 6 123


Patrol Division 81 5.367793 3,168 3,168 169 3,337

Regional Lab 4 0.265076 156 156 7 163

Drug Task Force 2 0.132538 78 78 4 82


Coroner 6 0.397614 234 234 12 246


Work Release 16 1.060305 626 626 29 655


Detentions Division 204 13.518887 7,978 7,978 426 8,404


Weed & Pest 7 0.463883 273 273 13 286


Engineering 28 1.855533 1,095 1,095 58 1,153

Missile Park 1 0.066269 39 39 1 40

Extension 4 0.265076 156 156 7 163

County Fair 2 0.132538 78 78 4 82

Veterans Office 2 0.132538 78 78 4 82

Public Works 178 11.795891 6,961 6,961 370 7,331

Social Services 327 21.669984 12,794 12,794 757 13,551


Health Education 16 1.060305 626 626 29 655

Nursing 38 2.518224 1,486 1,486 82 1,568





Phone Services 3 0.198807 117 117 6 123

All Other 1 0.066269 39 39 1 40

Schedule .4 Total for Training 1,509 100.000000 59,014 59,014 3,151 62,165

Schedule 5.4.4





MAXCAP6/21/2017 5:11:48 PM

Activity - Training

Page C-95



Schedule 5.4.4





MAXCAP6/21/2017 5:11:48 PM

Activity - Training

Page C-96

Allocation Basis: Split among SS, Health and Human Services



UnitsAllocation

PctGross


AllocationStep 1


Social Services 1 33.333334 1,837 1,837 97 1,934


Human Services Administration 1 33.333333 1,835 1,835 97 1,932

Schedule .4 Total for Cost Plan 3 100.000000 5,507 5,507 291 5,798

Schedule 5.4.5





MAXCAP6/21/2017 5:11:48 PM

Activity - Cost Plan

Page C-97


UnitsAllocation

PctGross


AllocationStep 1


Office of the Board 441.14 0.089685 126 126 6 132

County Attorney 309.25 0.062871 88 88 88

Public Trustee 3,544.29 0.720562 1,015 1,015 54 1,069

Clerk to the Board 1,007.04 0.204733 288 288 15 303

County Clerk 10,035.03 2.040144 2,874 2,874 154 3,028

Election & Registration 35,417.53 7.200461 10,145 10,145 550 10,695

Motor Vehicle 77,803.53 15.817628 22,286 22,286 1,209 23,495

Treasurer's Office 9,598.06 1.951307 2,749 2,749 2,749

Assessor 5,518.65 1.121954 1,581 1,581 84 1,665

County Council 2.79 0.000567 1 1 1

District Attorney 24,867.95 5.055709 7,124 7,124 386 7,510

Juvenile Diversion 163.50 0.033240 47 47 1 48

Victim Witness 13,455.90 2.735614 3,855 3,855 206 4,061

Non-Departmental 417.69 0.084917 119 119 119

Finance 6,564.70 1.334618 1,880 1,880 100 1,980

Accounting 7,088.80 1.441169 2,030 2,030 108 2,138

Purchasing 199.80 0.040620 57 57 1 58

Personnel 9,536.16 1.938722 2,731 2,731 148 2,879

Planning Office 3,488.65 0.709250 999 999 53 1,052

Buildings & Grounds 404.44 0.082224 116 116 6 122

Information Services 373.81 0.075996 107 107 6 113

GIS 1,152.63 0.234332 330 330 16 346

Administration Division 10,029.49 2.039017 2,872 2,872 154 3,026

Patrol Division 10,868.39 2.209567 3,113 3,113 167 3,280

Regional Lab 2.62 0.000533 1 1 1

Communication Services 4,239.75 0.861950 1,214 1,214 65 1,279

Coroner 681.57 0.138565 195 195 8 203

Justice Services 2,870.51 0.583581 822 822 41 863

Work Release 1,839.17 0.373907 527 527 26 553

Community Corrections 74.74 0.015195 21 21 1 22

Detentions Division 22,546.31 4.583714 6,458 6,458 347 6,805

Building Inspection 3,614.72 0.734880 1,035 1,035 55 1,090

Weed & Pest 1,224.88 0.249021 350 350 18 368

Office of Emergency 701.71 0.142659 201 201 8 209

Engineering 6,146.00 1.249495 1,760 1,760 96 1,856

Missile Park 84.40 0.017159 24 24 1 25

Extension 5,195.14 1.056183 1,488 1,488 82 1,570

County Fair 5,301.36 1.077778 1,519 1,519 83 1,602

Veterans Office 1,922.42 0.390832 551 551 28 579

Public Works 1,740.42 0.353831 499 499 25 524

Social Services 125,901.07 25.595963 36,074 36,074 2,066 38,140

Health-Administration 11,529.94 2.344062 3,303 3,303 179 3,482

Health Education 13,231.95 2.690084 3,791 3,791 203 3,994

Nursing 3,508.28 0.713241 1,005 1,005 54 1,059

Environmental Health 2,742.91 0.557640 786 786 40 826

Public Health Preparedness 144.70 0.029418 41 41 1 42

Human Services Administration 3,755.52 0.763505 1,075 1,075 58 1,133

Employment Services 2,493.61 0.506956 714 714 36 750

AAA 35,660.80 7.249919 10,214 10,214 554 10,768

Phone Services 6.20 0.001260 2 2 2

All Other 2,428.71 0.493762 696 696 35 731

Schedule .4 Total for Printing/Supply 491,878.63 100.000000 140,899 140,899 7,534 148,433

Schedule 5.4.6





MAXCAP6/21/2017 5:11:48 PM

Activity - Printing/Supply

Page C-98

Allocation Basis: Print/Supplies/Postage Usage

Allocation Source: Accounting Records (Teri)

Schedule 5.4.6





MAXCAP6/21/2017 5:11:48 PM

Activity - Printing/Supply

Page C-99

Receiving Department Total Annual Audit Misc Services Payroll Classes Training

Office of the Board 1,888 0 1,428 0 328


Public Trustee 1,069 0 0 0 0

Clerk to the Board 1,619 0 1,070 0 246

County Clerk 5,003 0 1,606 0 369

Election & Registration 19,040 0 6,777 0 1,568

Motor Vehicle 32,056 0 6,954 0 1,607

Treasurer's Office 14,845 10,012 1,693 0 391

Assessor 9,352 0 6,244 0 1,443


District Attorney 19,584 0 9,810 0 2,264


Victim Witness 6,474 0 1,961 0 452

Non-Departmental 535 0 338 0 78

Finance 2,196 0 176 0 40

Accounting 59,625 45,582 1,070 10,589 246


Personnel 24,716 0 1,961 19,424 452

Planning Office 4,343 0 2,676 0 615

Buildings & Grounds 5,611 0 4,461 0 1,028

Information Services 10,213 0 8,205 0 1,895

GIS 346 0 0 0 0


Administration Division 16,860 0 11,240 0 2,594

Patrol Division 21,070 0 14,453 0 3,337

Regional Lab 874 0 710 0 163

Drug Task Force 436 0 354 0 82

Communication Services 19,069 0 14,453 0 3,337

Coroner 1,519 0 1,070 0 246

Justice Services 2,838 0 1,606 0 369

Work Release 4,062 0 2,854 0 655


Detentions Division 51,615 0 36,406 0 8,404

Building Inspection 3,940 0 2,316 0 534

Weed & Pest 1,901 0 1,247 0 286


Engineering 8,003 0 4,994 0 1,153


Extension 2,443 0 710 0 163

County Fair 2,038 0 354 0 82


Public Works 39,623 0 31,768 0 7,331

Social Services 112,847 750 58,472 0 13,551

Health-Administration 16,103 8,494 1,784 0 411

Health Education 7,503 0 2,854 0 655

Nursing 9,404 0 6,777 0 1,568

Environmental Health 6,753 0 4,816 0 1,111


Human Services Administration 11,682 7,961 533 0 123

Employment Services 11,287 0 8,561 0 1,976

AAA 10,768 0 0 0 0


Schedule 5.5


Weld County, ColoradoSchedule .5 - Allocation SummaryFor Department Non-Departmental


MAXCAP6/21/2017 5:11:47 PM

Page C-100

Receiving Department Total Annual Audit Misc Services Payroll Classes Training

All Other 947 0 176 0 40

Direct Bill 12,000 12,000 0 0 0

Total 600,360 84,799 269,152 30,013 62,165

Schedule 5.5




MAXCAP6/21/2017 5:11:47 PM

Page C-101

Receiving Department Cost Plan Printing/Supply



Public Trustee 0 1,069


County Clerk 0 3,028

Election & Registration 0 10,695

Motor Vehicle 0 23,495

Treasurer's Office 0 2,749

Assessor 0 1,665

County Council 0 1

District Attorney 0 7,510


Victim Witness 0 4,061


Finance 0 1,980

Accounting 0 2,138

Purchasing 0 58

Personnel 0 2,879

Planning Office 0 1,052


Information Services 0 113

GIS 0 346


Administration Division 0 3,026

Patrol Division 0 3,280

Regional Lab 0 1

Drug Task Force 0 0

Communication Services 0 1,279

Coroner 0 203


Work Release 0 553

Community Corrections 0 22

Detentions Division 0 6,805

Building Inspection 0 1,090

Weed & Pest 0 368


Engineering 0 1,856

Missile Park 0 25

Extension 0 1,570

County Fair 0 1,602


Public Works 0 524


Health-Administration 1,932 3,482

Health Education 0 3,994

Nursing 0 1,059

Environmental Health 0 826



Employment Services 0 750

AAA 0 10,768

Phone Services 0 2

Schedule 5.5




MAXCAP6/21/2017 5:11:47 PM

Page C-102

Receiving Department Cost Plan Printing/Supply

All Other 0 731

Direct Bill 0 0

Total 5,798 148,433

Schedule 5.5




MAXCAP6/21/2017 5:11:47 PM

Page C-103

This schedule reflects the cost of the Director of Finance and Administration and the Director of Budget and Management Analysis. The Director of Budget and Management Analysis is responsible for the accumulation and interpretation of finance data and reports utilized by all departments. She or he is responsible for preparation of the budget. The Director of Finance and Administration is responsible for supervising several county departments. She or he also attends various board meetings and assists in the management process and supports the Board of County Commissioners. The department is functionalized and allocated as follows:

Budget Assistance – Costs related to budget preparation are allocated on the number ofemployees.

Department Supervision – Costs associated with supervising other departments are allocated basedon the Director of Finance’s support time per department.

Insurance – costs related to Insurance are allocated directly to Insurance.





For Department Finance

Page C-104



Inbound Costs:


Treasurer's Office 30 5 35

Non-Departmental 2,088 108 2,196

Finance 157 157

Accounting 717 717

Purchasing 187 187










Schedule 6.2





MAXCAP6/21/2017 5:11:49 PM

Page C-105

Total G&A Budget Assist Dept Supervision Insurance

Wages & Benefits

SALARIES & WAGES 313,770 78,443 156,884 62,880 15,563

FRINGE BENEFITS 27,993 6,998 13,997 5,610 1,388


SUPPLIES 203 51 101 41 10

PURCHASED SERVICES 1,161 290 580 233 58

PRINTING/DUPLICATING 6,371 1,593 3,185 1,277 316

Departmental Total


Deductions


Functional Cost 349,498 87,375 174,747 70,041 17,335

Allocation Step 1




1st Allocation 354,647 0 236,430 94,764 23,453

Allocation Step 2




2nd Allocation 20,386 0 13,593 5,448 1,345

Total For Finance

Schedule .3 Total 375,033 0 250,023 100,212 24,798

Schedule 6.3






MAXCAP6/21/2017 5:11:49 PM

Page C-106


UnitsAllocation

PctGross


AllocationStep 1



County Attorney 5 0.331345 784 784 784


County Clerk 9 0.596421 1,409 1,409 78 1,487


Motor Vehicle 39 2.584493 6,110 6,110 349 6,459


Assessor 35 2.319417 5,483 5,483 313 5,796



Victim Witness 11 0.728960 1,724 1,724 98 1,822


Finance 1 0.066269 157 157 157

Accounting 6 0.397614 941 941 51 992

Purchasing 2 0.132538 314 314 18 332

Personnel 11 0.728960 1,724 1,724 98 1,822

Planning Office 15 0.994036 2,350 2,350 129 2,479

Buildings & Grounds 25 1.656726 3,916 3,916 219 4,135


Printing & Supply 3 0.198807 470 470 25 495


Patrol Division 81 5.367793 12,691 12,691 737 13,428

Regional Lab 4 0.265076 626 626 34 660

Drug Task Force 2 0.132538 314 314 18 332


Coroner 6 0.397614 941 941 51 992


Work Release 16 1.060305 2,507 2,507 139 2,646




Weed & Pest 7 0.463883 1,096 1,096 60 1,156


Engineering 28 1.855533 4,387 4,387 250 4,637

Missile Park 1 0.066269 157 157 6 163

Extension 4 0.265076 626 626 34 660

County Fair 2 0.132538 314 314 18 332

Veterans Office 2 0.132538 314 314 18 332

Public Works 178 11.795891 27,888 27,888 1,618 29,506

Social Services 327 21.669984 51,231 51,231 3,148 54,379



Nursing 38 2.518224 5,955 5,955 342 6,297





Phone Services 3 0.198807 470 470 25 495

All Other 1 0.066269 157 157 6 163

Schedule .4 Total for Budget Assist 1,509 100.000000 236,430 236,430 13,593 250,023

Schedule 6.4.1





MAXCAP6/21/2017 5:11:49 PM

Activity - Budget Assist

Page C-107



Schedule 6.4.1





MAXCAP6/21/2017 5:11:49 PM

Activity - Budget Assist

Page C-108

Allocation Basis: Finance Director's Support Time

Allocation Source: Finance Director


UnitsAllocation

PctGross


AllocationStep 1


Treasurer's Office 5.1 25.373134 24,045 24,045 24,045

Accounting 10.0 49.751244 47,146 47,146 3,639 50,785

Personnel 5.0 24.875622 23,573 23,573 1,809 25,382

Schedule .4 Total for Dept Supervision 20.1 100.000000 94,764 94,764 5,448 100,212

Schedule 6.4.2





MAXCAP6/21/2017 5:11:49 PM

Activity - Dept Supervision

Page C-109

Allocation Basis: Direct Allocation to Insurance



UnitsAllocation

PctGross


AllocationStep 1


Liability Insurance 100 100.000000 23,453 23,453 1,345 24,798

Schedule .4 Total for Insurance 100 100.000000 23,453 23,453 1,345 24,798

Schedule 6.4.3





MAXCAP6/21/2017 5:11:49 PM

Activity - Insurance

Page C-110

Receiving Department Total Budget Assist Dept Supervision Insurance

Office of the Board 1,322 1,322 0 0

County Attorney 784 784 0 0

Clerk to the Board 992 992 0 0

County Clerk 1,487 1,487 0 0

Election & Registration 6,297 6,297 0 0

Motor Vehicle 6,459 6,459 0 0

Treasurer's Office 25,611 1,566 24,045 0

Assessor 5,796 5,796 0 0

District Attorney 9,112 9,112 0 0

Juvenile Diversion 332 332 0 0

Victim Witness 1,822 1,822 0 0

Non-Departmental 314 314 0 0

Finance 157 157 0 0

Accounting 51,777 992 50,785 0

Purchasing 332 332 0 0

Personnel 27,204 1,822 25,382 0

Planning Office 2,479 2,479 0 0

Buildings & Grounds 4,135 4,135 0 0

Information Services 7,620 7,620 0 0

Printing & Supply 495 495 0 0

Administration Division 10,438 10,438 0 0

Patrol Division 13,428 13,428 0 0

Regional Lab 660 660 0 0

Drug Task Force 332 332 0 0

Communication Services 13,428 13,428 0 0

Coroner 992 992 0 0

Justice Services 1,487 1,487 0 0

Work Release 2,646 2,646 0 0

Community Corrections 163 163 0 0

Detentions Division 33,818 33,818 0 0

Building Inspection 2,150 2,150 0 0

Weed & Pest 1,156 1,156 0 0

Office of Emergency 495 495 0 0

Engineering 4,637 4,637 0 0

Missile Park 163 163 0 0

Extension 660 660 0 0

County Fair 332 332 0 0

Veterans Office 332 332 0 0

Public Works 29,506 29,506 0 0

Social Services 54,379 54,379 0 0

Health-Administration 1,654 1,654 0 0

Health Education 2,646 2,646 0 0

Nursing 6,297 6,297 0 0

Environmental Health 4,472 4,472 0 0

Public Health Preparedness 332 332 0 0

Human Services Administration 495 495 0 0

Employment Services 7,952 7,952 0 0

Liability Insurance 24,798 0 0 24,798

Phone Services 495 495 0 0

All Other 163 163 0 0

Direct Bill 0 0 0 0

Schedule 6.5





MAXCAP6/21/2017 5:11:49 PM

Page C-111

Receiving Department Total Budget Assist Dept Supervision Insurance

Total 375,033 250,023 100,212 24,798

Schedule 6.5





MAXCAP6/21/2017 5:11:49 PM

Page C-112

This department is responsible for maintaining County accounting records, processing payroll, and maintaining fixed asset records. Salaries and wages are spread to functions based on functional duties of staff. All expenses are spread to functions based on salaries. The department is functionalized and allocated as follows:

Departmental accounting – This function represents costs associated with detailed accounting;warrant accounts, and journal entry preparation for all county departments. Costs of these servicesare allocated to departments based on the accounting transaction count.

Payroll – This function represents costs associated with payroll processing for all county employees. Costs are allocated to departments based on the number of employees.

Fixed asset accounting – This function represents costs associated with maintaining County’s fixedasset records. Costs are allocated to departments based on the number of assets controlled.





For Department Accounting

Page C-113



Inbound Costs:


Equipment Depreciation 2,356 2,356


Non-Departmental 56,289 3,336 59,625

Finance 48,087 3,690 51,777

Accounting 895 895

Purchasing 377 377









Total To Be Allocated: 928,687 549,249 1,477,936

Schedule 7.2





MAXCAP6/21/2017 5:11:51 PM

Page C-114

Total G&A Dept Accounting Payroll Fixed Assets

Wages & Benefits

SALARIES & WAGES 505,212 199,155 220,221 74,216 11,620

FRINGE BENEFITS 157,341 62,024 68,585 23,113 3,619


SUPPLIES 98,819 38,954 43,075 14,517 2,273

PURCHASED SERVICES 42,786 16,866 18,651 6,285 984

Departmental Total


Deductions


Functional Cost 804,158 316,999 350,532 118,131 18,496

Allocation Step 1




1st Allocation 928,687 0 668,231 225,196 35,260

Allocation Step 2




2nd Allocation 549,249 0 395,220 133,179 20,850

Total For Accounting

Schedule .3 Total 1,477,936 0 1,063,451 358,375 56,110

Schedule 7.3






MAXCAP6/21/2017 5:11:51 PM

Page C-115


UnitsAllocation

PctGross


AllocationStep 1


Office of the Board 608 0.503020 3,361 3,361 2,021 5,382

County Attorney 439 0.363200 2,426 2,426 2,426

Public Trustee 8 0.006619 44 44 25 69

Clerk to the Board 352 0.291222 1,946 1,946 1,167 3,113

County Clerk 632 0.522876 3,495 3,495 2,097 5,592

Election & Registration 1,000 0.827335 5,528 5,528 3,328 8,856

Motor Vehicle 543 0.449243 3,003 3,003 1,805 4,808


Assessor 1,021 0.844709 5,644 5,644 3,398 9,042

County Council 115 0.095144 635 635 378 1,013

District Attorney 2,133 1.764706 11,792 11,792 7,104 18,896

Juvenile Diversion 280 0.231654 1,548 1,548 928 2,476

Victim Witness 586 0.484818 3,238 3,238 1,948 5,186

Non-Departmental 1,206 0.997766 6,667 6,667 6,667

Finance 103 0.085216 568 568 568

Purchasing 279 0.230827 1,543 1,543 923 2,466

Personnel 464 0.383884 2,566 2,566 1,539 4,105

Planning Office 619 0.512120 3,423 3,423 2,056 5,479

Buildings & Grounds 6,389 5.285844 35,321 35,321 21,290 56,611

Information Services 1,029 0.851328 5,688 5,688 3,423 9,111

GIS 81 0.067014 447 447 266 713

Printing & Supply 1,079 0.892695 5,964 5,964 3,589 9,553

Administration Division 4,443 3.675850 24,561 24,561 14,804 39,365

Patrol Division 3,338 2.761645 18,453 18,453 11,121 29,574

Regional Lab 624 0.516257 3,451 3,451 2,072 5,523

Drug Task Force 248 0.205179 1,371 1,371 822 2,193

Communication Services 1,511 1.250103 8,353 8,353 5,032 13,385

Coroner 713 0.589890 3,942 3,942 2,369 6,311

Justice Services 479 0.396294 2,647 2,647 1,590 4,237

Work Release 639 0.528667 3,533 3,533 2,125 5,658



Building Inspection 492 0.407049 2,720 2,720 1,635 4,355

Weed & Pest 528 0.436833 2,918 2,918 1,757 4,675

Office of Emergency 399 0.330107 2,207 2,207 1,325 3,532

Engineering 881 0.728882 4,871 4,871 2,933 7,804

Missile Park 259 0.214280 1,433 1,433 857 2,290

Extension 818 0.676760 4,521 4,521 2,720 7,241

County Fair 259 0.214280 1,433 1,433 857 2,290

Veterans Office 284 0.234963 1,570 1,570 941 2,511

Public Works 7,010 5.799619 38,755 38,755 23,361 62,116

Social Services 24,493 20.263916 135,418 135,418 81,871 217,289

Health-Administration 653 0.540250 3,610 3,610 2,170 5,780

Health Education 3,254 2.692149 17,990 17,990 10,838 28,828

Nursing 8,677 7.178787 47,970 47,970 28,910 76,880

Environmental Health 6,384 5.281708 35,294 35,294 21,273 56,567

Public Health Preparedness 542 0.448416 2,997 2,997 1,801 4,798

Human Services Administration 336 0.277985 1,858 1,858 1,114 2,972

Employment Services 10,360 8.571192 57,274 57,274 34,527 91,801

AAA 10,466 8.658890 57,862 57,862 34,876 92,738

Solid Waste 80 0.066187 442 442 262 704

County Shop 796 0.658559 4,399 4,399 2,649 7,048

Schedule 7.4.1





MAXCAP6/21/2017 5:11:51 PM

Activity - Dept Accounting

Page C-116

Allocation Basis: Number of Accounting Transactions



UnitsAllocation

PctGross


AllocationStep 1


Liability Insurance 224 0.185323 1,239 1,239 742 1,981

Phone Services 835 0.690825 4,616 4,616 2,774 7,390

Airport 1,571 1.299744 8,687 8,687 5,234 13,921

All Other 4,901 4.054770 27,095 27,095 16,326 43,421

Schedule .4 Total for Dept Accounting 120,870 100.000000 668,231 668,231 395,220 1,063,451

Schedule 7.4.1





MAXCAP6/21/2017 5:11:51 PM

Activity - Dept Accounting

Page C-117


UnitsAllocation

PctGross


AllocationStep 1



County Attorney 5 0.331345 745 745 745

Clerk to the Board 6 0.397614 895 895 531 1,426

County Clerk 9 0.596421 1,343 1,343 802 2,145

Election & Registration 38 2.518224 5,671 5,671 3,403 9,074

Motor Vehicle 39 2.584493 5,820 5,820 3,489 9,309


Assessor 35 2.319417 5,223 5,223 3,136 8,359

District Attorney 55 3.644798 8,210 8,210 4,929 13,139


Victim Witness 11 0.728960 1,642 1,642 980 2,622


Finance 1 0.066269 149 149 149

Accounting 6 0.397614 895 895 895

Purchasing 2 0.132538 299 299 173 472

Personnel 11 0.728960 1,642 1,642 980 2,622

Planning Office 15 0.994036 2,239 2,239 1,341 3,580

Buildings & Grounds 25 1.656726 3,730 3,730 2,235 5,965

Information Services 46 3.048376 6,864 6,864 4,121 10,985

Printing & Supply 3 0.198807 447 447 265 712

Administration Division 63 4.174950 9,402 9,402 5,645 15,047

Patrol Division 81 5.367793 12,088 12,088 7,258 19,346

Regional Lab 4 0.265076 596 596 356 952

Drug Task Force 2 0.132538 299 299 173 472

Communication Services 81 5.367793 12,088 12,088 7,258 19,346

Coroner 6 0.397614 895 895 531 1,426


Work Release 16 1.060305 2,388 2,388 1,427 3,815




Weed & Pest 7 0.463883 1,044 1,044 623 1,667


Engineering 28 1.855533 4,178 4,178 2,505 6,683

Missile Park 1 0.066269 149 149 86 235

Extension 4 0.265076 596 596 356 952

County Fair 2 0.132538 299 299 173 472

Veterans Office 2 0.132538 299 299 173 472

Public Works 178 11.795891 26,562 26,562 15,960 42,522

Social Services 327 21.669984 48,807 48,807 29,554 78,361


Health Education 16 1.060305 2,388 2,388 1,427 3,815

Nursing 38 2.518224 5,671 5,671 3,403 9,074

Environmental Health 27 1.789264 4,029 4,029 2,414 6,443



Employment Services 48 3.180915 7,164 7,164 4,299 11,463

Phone Services 3 0.198807 447 447 265 712

All Other 1 0.066269 149 149 86 235

Schedule .4 Total for Payroll 1,509 100.000000 225,196 225,196 133,179 358,375

Schedule 7.4.2





MAXCAP6/21/2017 5:11:52 PM

Activity - Payroll

Page C-118



Schedule 7.4.2





MAXCAP6/21/2017 5:11:52 PM

Activity - Payroll

Page C-119

Allocation Basis: Number of Assets Controlled per Department

Allocation Source: Fixed Asset Records


UnitsAllocation

PctGross


AllocationStep 1



County Clerk 24 4.324324 1,524 1,524 898 2,422

Election & Registration 1 0.180180 63 63 35 98


Assessor 2 0.360360 126 126 73 199


Planning Office 9 1.621622 571 571 334 905

Buildings & Grounds 6 1.081081 380 380 220 600


GIS 1 0.180180 63 63 35 98

Printing & Supply 11 1.981982 699 699 409 1,108


Patrol Division 6 1.081081 380 380 220 600

Regional Lab 30 5.405405 1,906 1,906 1,122 3,028


Coroner 8 1.441441 507 507 295 802

Work Release 4 0.720721 254 254 147 401


Engineering 11 1.981982 699 699 409 1,108

Extension 1 0.180180 63 63 35 98

Public Works 5 0.900901 317 317 183 500

Social Services 15 2.702703 953 953 558 1,511



Nursing 7 1.261261 444 444 259 703

Environmental Health 12 2.162162 761 761 447 1,208

Employment Services 1 0.180180 63 63 35 98

All Other 59 10.630631 3,748 3,748 2,213 5,961

Schedule .4 Total for Fixed Assets 555 100.000000 35,260 35,260 20,850 56,110

Schedule 7.4.3





MAXCAP6/21/2017 5:11:52 PM

Activity - Fixed Assets

Page C-120

Receiving Department Total Dept Accounting Payroll Fixed Assets

Office of the Board 7,289 5,382 1,907 0

County Attorney 3,171 2,426 745 0

Public Trustee 69 69 0 0

Clerk to the Board 4,637 3,113 1,426 98

County Clerk 10,159 5,592 2,145 2,422

Election & Registration 18,028 8,856 9,074 98

Motor Vehicle 14,117 4,808 9,309 0

Treasurer's Office 4,491 2,936 1,492 63

Assessor 17,600 9,042 8,359 199

County Council 1,013 1,013 0 0

District Attorney 33,952 18,896 13,139 1,917

Juvenile Diversion 2,948 2,476 472 0

Victim Witness 7,808 5,186 2,622 0

Non-Departmental 6,966 6,667 299 0

Finance 717 568 149 0

Accounting 895 0 895 0

Purchasing 2,938 2,466 472 0

Personnel 6,727 4,105 2,622 0

Planning Office 9,964 5,479 3,580 905

Buildings & Grounds 63,176 56,611 5,965 600

Information Services 40,868 9,111 10,985 20,772

GIS 811 713 0 98

Printing & Supply 11,373 9,553 712 1,108

Administration Division 56,329 39,365 15,047 1,917

Patrol Division 49,520 29,574 19,346 600

Regional Lab 9,503 5,523 952 3,028

Drug Task Force 2,665 2,193 472 0

Communication Services 38,086 13,385 19,346 5,355

Coroner 8,539 6,311 1,426 802

Justice Services 6,382 4,237 2,145 0

Work Release 9,874 5,658 3,815 401

Community Corrections 22,796 22,561 235 0

Detentions Division 73,525 20,644 48,739 4,142

Building Inspection 7,454 4,355 3,099 0

Weed & Pest 6,342 4,675 1,667 0

Office of Emergency 4,244 3,532 712 0

Engineering 15,595 7,804 6,683 1,108

Missile Park 2,525 2,290 235 0

Extension 8,291 7,241 952 98

County Fair 2,762 2,290 472 0

Veterans Office 2,983 2,511 472 0

Public Works 105,138 62,116 42,522 500

Social Services 297,161 217,289 78,361 1,511

Health-Administration 8,361 5,780 2,382 199

Health Education 32,842 28,828 3,815 199

Nursing 86,657 76,880 9,074 703

Environmental Health 64,218 56,567 6,443 1,208

Public Health Preparedness 5,270 4,798 472 0

Human Services Administration 3,684 2,972 712 0

Employment Services 103,362 91,801 11,463 98

AAA 92,738 92,738 0 0

Solid Waste 704 704 0 0

Schedule 7.5





MAXCAP6/21/2017 5:11:51 PM

Page C-121

Receiving Department Total Dept Accounting Payroll Fixed Assets

County Shop 7,048 7,048 0 0

Liability Insurance 1,981 1,981 0 0

Phone Services 8,102 7,390 712 0

Airport 13,921 13,921 0 0

All Other 49,617 43,421 235 5,961

Direct Bill 0 0 0 0

Total 1,477,936 1,063,451 358,375 56,110

Schedule 7.5





MAXCAP6/21/2017 5:11:51 PM

Page C-122

The Purchasing department is the centralized purchasing agent for all County departments. This department receives requests from departments for items to be purchased. These requests are filled through bidding procedures and each is assigned a purchase order number. Costs are allocated to departments based on number of purchase orders processed.





For Department Purchasing

Page C-123



Inbound Costs:



Non-Departmental 473 21 494

Finance 314 18 332

Accounting 1,842 1,096 2,938










Schedule 8.2





MAXCAP6/21/2017 5:11:53 PM

Page C-124

Total G&A Purchasing

Wages & Benefits

SALARIES & WAGES 217,271 0 217,271

FRINGE BENEFITS 48,515 0 48,515


Supplies 385 0 385

Purchased Services 4,926 0 4,926

Departmental Total


Deductions


Functional Cost 271,097 0 271,097

Allocation Step 1

Inbound - All Others 4,830 0 4,830



1st Allocation 275,927 0 275,927

Allocation Step 2



Total For Purchasing

Schedule .3 Total 315,527 0 315,527

Schedule 8.3






MAXCAP6/21/2017 5:11:53 PM

Page C-125

Allocation Basis: Number of PO's Per Department



UnitsAllocation

PctGross


AllocationStep 1


County Clerk 2 0.136705 377 377 52 429


Motor Vehicle 21 1.435407 3,961 3,961 577 4,538


Assessor 11 0.751880 2,074 2,074 300 2,374

District Attorney 4 0.273411 754 754 106 860

Non-Departmental 30 2.050581 5,658 5,658 5,658

Finance 1 0.068353 187 187 187

Accounting 2 0.136705 377 377 377

Personnel 2 0.136705 377 377 52 429



GIS 2 0.136705 377 377 52 429

Printing & Supply 303 20.710870 57,168 57,168 8,528 65,696


Patrol Division 22 1.503759 4,150 4,150 606 4,756

Regional Lab 11 0.751880 2,074 2,074 300 2,374





Weed & Pest 17 1.161996 3,205 3,205 467 3,672


Engineering 25 1.708817 4,715 4,715 684 5,399

Extension 2 0.136705 377 377 52 429

Public Works 141 9.637731 26,593 26,593 3,902 30,495

Social Services 124 8.475735 23,385 23,385 3,432 26,817



Nursing 9 0.615174 1,698 1,698 244 1,942



AAA 13 0.888585 2,452 2,452 358 2,810

County Shop 54 3.691046 10,182 10,182 1,488 11,670

Phone Services 6 0.410116 1,131 1,131 161 1,292

All Other 166 11.346548 31,308 31,308 4,596 35,904

Schedule .4 Total for Purchasing 1,463 100.000000 275,927 275,927 39,600 315,527

Schedule 8.4.1





MAXCAP6/21/2017 5:11:53 PM

Activity - Purchasing

Page C-126

Receiving Department Total Purchasing

County Clerk 429 429





District Attorney 860 860


Finance 187 187

Accounting 377 377

Personnel 429 429



GIS 429 429




Regional Lab 2,374 2,374





Weed & Pest 3,672 3,672



Extension 429 429




Health Education 214 214

Nursing 1,942 1,942



AAA 2,810 2,810



All Other 35,904 35,904

Direct Bill 0 0

Total 315,527 315,527

Schedule 8.5





MAXCAP6/21/2017 5:11:52 PM

Page C-127

The Personnel department provides employee recruiting, personnel file maintenance, employee benefits, safety officer, and personnel servicing. Salaries have been spread to these functions (services) based on the Personnel Director's analysis of his employees' work duties. The department is functionalized and allocated as follows:

Recruiting - This function represents costs associated with advertising for open positions, processingjob applications, and other recruitment activities. Costs are allocated to departments based on thenumber of employees, excluding Social Services and Human Services.

Personnel Services - The remaining departmental costs related to managing personnel files,entering data for payroll, administering the insurance fund, and training County staff are allocatedto departments based on the number of employees.





For Department Personnel

Page C-128


Expenditures Per Financial Statement: 1,330,721 1,330,721

Inbound Costs:


County Attorney 39,328 2,815 42,143


Non-Departmental 23,458 1,258 24,716

Finance 25,297 1,907 27,204

Accounting 4,208 2,519 6,727

Purchasing 377 52 429

Personnel 11,051 11,051








Total To Be Allocated: 1,438,015 520,647 1,958,662

Schedule 9.2





MAXCAP6/21/2017 5:11:55 PM

Page C-129

Total G&A Recruitment Personnel Services

Wages & Benefits

SALARIES & WAGES 758,902 265,616 110,800 382,486

FRINGE BENEFITS 285,280 99,848 41,651 143,781


Supplies 8,900 3,115 1,299 4,486

Other Purch Service 48,007 16,802 7,009 24,196

Computer Software 208,010 0 0 208,010

Advertising 21,622 0 21,622 0

Departmental Total

Expenditures Per Financial Statement 1,330,721

Deductions


Functional Cost 1,330,721 385,381 182,381 762,959

Allocation Step 1

Inbound - All Others 107,294 37,552 15,663 54,079


Unallocated Costs 0 0 0 0

1st Allocation 1,438,015 0 280,558 1,157,457

Allocation Step 2

Inbound - All Others 520,647 182,177 75,970 262,500


Unallocated Costs 0 0 0 0

2nd Allocation 520,647 0 111,511 409,136

Total For Personnel

Schedule .3 Total 1,958,662 0 392,069 1,566,593

Schedule 9.3






MAXCAP6/21/2017 5:11:55 PM

Page C-130

Allocation Basis: Average # FTE's by Dept, excl SS & Human Svc



UnitsAllocation

PctGross


AllocationStep 1



County Attorney 5 0.424088 1,187 1,187 1,187


County Clerk 9 0.763359 2,139 2,139 870 3,009


Motor Vehicle 39 3.307888 9,278 9,278 3,796 13,074


Assessor 35 2.968617 8,328 8,328 3,403 11,731



Victim Witness 11 0.932994 2,615 2,615 1,062 3,677


Finance 1 0.084818 237 237 237

Accounting 6 0.508906 1,426 1,426 1,426

Purchasing 2 0.169635 476 476 476

Personnel 11 0.932994 2,615 2,615 2,615

Planning Office 15 1.272265 3,567 3,567 1,450 5,017



Printing & Supply 3 0.254453 712 712 285 997


Patrol Division 81 6.870229 19,275 19,275 7,895 27,170

Regional Lab 4 0.339271 950 950 382 1,332

Drug Task Force 2 0.169635 476 476 189 665


Coroner 6 0.508906 1,426 1,426 574 2,000


Work Release 16 1.357082 3,803 3,803 1,545 5,348




Weed & Pest 7 0.593723 1,662 1,662 672 2,334


Engineering 28 2.374894 6,660 6,660 2,721 9,381

Missile Park 1 0.084818 237 237 93 330

Extension 4 0.339271 950 950 382 1,332

County Fair 2 0.169635 476 476 189 665

Veterans Office 2 0.169635 476 476 189 665

Public Works 178 15.097540 42,359 42,359 17,367 59,726



Nursing 38 3.223070 9,040 9,040 3,696 12,736




Phone Services 3 0.254453 712 712 285 997

All Other 1 0.084818 237 237 93 330

Schedule .4 Total for Recruitment 1,179 100.000000 280,558 280,558 111,511 392,069

Schedule 9.4.1





MAXCAP6/21/2017 5:11:55 PM

Activity - Recruitment

Page C-131


UnitsAllocation

PctGross


AllocationStep 1


Office of the Board 8 0.530152 6,135 6,135 2,203 8,338

County Attorney 5 0.331345 3,831 3,831 3,831

Clerk to the Board 6 0.397614 4,600 4,600 1,654 6,254

County Clerk 9 0.596421 6,900 6,900 2,488 9,388


Motor Vehicle 39 2.584493 29,917 29,917 10,821 40,738


Assessor 35 2.319417 26,845 26,845 9,711 36,556


Juvenile Diversion 2 0.132538 1,531 1,531 544 2,075

Victim Witness 11 0.728960 8,436 8,436 3,043 11,479

Non-Departmental 2 0.132538 1,531 1,531 1,531

Finance 1 0.066269 767 767 767

Accounting 6 0.397614 4,600 4,600 4,600

Purchasing 2 0.132538 1,531 1,531 1,531

Personnel 11 0.728960 8,436 8,436 8,436

Planning Office 15 0.994036 11,504 11,504 4,148 15,652



Printing & Supply 3 0.198807 2,298 2,298 821 3,119


Patrol Division 81 5.367793 62,126 62,126 22,500 84,626

Regional Lab 4 0.265076 3,064 3,064 1,098 4,162

Drug Task Force 2 0.132538 1,531 1,531 544 2,075


Coroner 6 0.397614 4,600 4,600 1,654 6,254

Justice Services 9 0.596421 6,900 6,900 2,488 9,388

Work Release 16 1.060305 12,272 12,272 4,431 16,703

Community Corrections 1 0.066269 767 767 270 1,037



Weed & Pest 7 0.463883 5,369 5,369 1,931 7,300

Office of Emergency 3 0.198807 2,298 2,298 821 3,119

Engineering 28 1.855533 21,474 21,474 7,772 29,246

Missile Park 1 0.066269 767 767 270 1,037

Extension 4 0.265076 3,064 3,064 1,098 4,162

County Fair 2 0.132538 1,531 1,531 544 2,075

Veterans Office 2 0.132538 1,531 1,531 544 2,075

Public Works 178 11.795891 136,529 136,529 49,468 185,997

Social Services 327 21.669984 250,915 250,915 91,438 342,353

Health-Administration 10 0.662691 7,669 7,669 2,769 10,438


Nursing 38 2.518224 29,147 29,147 10,540 39,687


Public Health Preparedness 2 0.132538 1,531 1,531 544 2,075



Phone Services 3 0.198807 2,298 2,298 821 3,119

All Other 1 0.066269 767 767 270 1,037

Schedule .4 Total for Personnel Services 1,509 100.000000 1,157,457 1,157,457 409,136 1,566,593

Schedule 9.4.2





MAXCAP6/21/2017 5:11:55 PM

Activity - Personnel Services

Page C-132



Schedule 9.4.2





MAXCAP6/21/2017 5:11:55 PM

Activity - Personnel Services

Page C-133

Receiving Department Total Recruitment Personnel Services

Office of the Board 11,010 2,672 8,338

County Attorney 5,018 1,187 3,831

Clerk to the Board 8,254 2,000 6,254

County Clerk 12,397 3,009 9,388

Election & Registration 52,423 12,736 39,687

Motor Vehicle 53,812 13,074 40,738

Treasurer's Office 10,046 2,377 7,669

Assessor 48,287 11,731 36,556

District Attorney 75,901 18,440 57,461

Juvenile Diversion 2,740 665 2,075

Victim Witness 15,156 3,677 11,479


Finance 1,004 237 767

Accounting 6,026 1,426 4,600

Purchasing 2,007 476 1,531

Personnel 11,051 2,615 8,436

Planning Office 20,669 5,017 15,652

Buildings & Grounds 34,483 8,376 26,107

Information Services 63,476 15,422 48,054

Printing & Supply 4,116 997 3,119

Administration Division 86,956 21,133 65,823

Patrol Division 111,796 27,170 84,626

Regional Lab 5,494 1,332 4,162

Drug Task Force 2,740 665 2,075

Communication Services 111,796 27,170 84,626

Coroner 8,254 2,000 6,254

Justice Services 12,397 3,009 9,388

Work Release 22,051 5,348 16,703

Community Corrections 1,367 330 1,037

Detentions Division 282,136 68,961 213,175

Building Inspection 17,918 4,349 13,569

Weed & Pest 9,634 2,334 7,300

Office of Emergency 4,116 997 3,119

Engineering 38,627 9,381 29,246

Missile Park 1,367 330 1,037

Extension 5,494 1,332 4,162

County Fair 2,740 665 2,075

Veterans Office 2,740 665 2,075

Public Works 245,723 59,726 185,997

Social Services 342,353 0 342,353

Health-Administration 13,781 3,343 10,438

Health Education 22,051 5,348 16,703

Nursing 52,423 12,736 39,687

Environmental Health 37,246 9,049 28,197

Public Health Preparedness 2,740 665 2,075

Human Services Administration 3,119 0 3,119

Employment Services 66,237 16,094 50,143

Phone Services 4,116 997 3,119

All Other 1,367 330 1,037

Direct Bill 0 0 0

Schedule 9.5





MAXCAP6/21/2017 5:11:54 PM

Page C-134

Receiving Department Total Recruitment Personnel Services

Total 1,958,662 392,069 1,566,593

Schedule 9.5





MAXCAP6/21/2017 5:11:54 PM

Page C-135

This department is responsible for janitorial and maintenance services for various County buildings. Costs are allowable for plan purposes. The department is functionalized and allocated as follows:

Maintenance Expense –These costs represent supplies and purchased services costs incurred inmaintaining county buildings. Costs are assigned to buildings and allocated to departments basedon square footage occupied. Costs incurred for specific departments are assigned directly to thosedepartments.

Buildings and Grounds – These costs represent all Building and Grounds employee wages andsalaries and fringe benefits. Costs are allocated to departments based on square footage occupied.Credit is given to departments direct billed for services. These departments include Social Servicesand Human Services.

Utilities – These costs represent utilities expenses for all buildings. Costs are allocated todepartments based on the total square footage occupied. Crime Lab, Social Services, and HumanServices have been excluded from the allocation as they pay for their utilities directly.

The County billed Social Services $233,789, Human Services Admin $2,812, and the Regional Crime Lab $15,990 directly.





For Department Buildings & Grounds

Page C-136



Inbound Costs:


Treasurer's Office 7,896 1,551 9,447


Finance 3,916 219 4,135

Accounting 39,431 23,745 63,176

Purchasing 29,046 4,264 33,310

Personnel 25,121 9,362 34,483










Schedule 10.2





MAXCAP6/21/2017 5:11:56 PM

Page C-137

Total G&A Maintenance Courthouse Courthouse Annx

Wages & Benefits

SALARIES & WAGES 1,534,507 540,608 0 43,733 6,752

FRINGE BENEFITS 552,575 194,675 0 15,748 2,431


Supplies 738,540 166,626 66,336 0 0

Purchased Services 3,564,984 553,835 672,358 0 0

Departmental Total


Deductions


Functional Cost 6,390,606 1,455,744 738,694 59,481 9,183

Allocation Step 1

Inbound - All Others 165,382 58,364 0 4,709 729

Reallocate Admin Costs (1,514,108) 221,836 19,274 2,976


1st Allocation 6,555,988 0 960,530 83,464 12,888

Allocation Step 2

Inbound - All Others 581,969 206,029 0 16,546 2,537

Reallocate Admin Costs (206,029) 30,184 2,612 395


2nd Allocation 581,969 0 30,184 19,158 2,932

Total For Buildings & Grounds

Schedule .3 Total 7,137,957 0 990,714 102,622 15,820

Schedule 10.3






MAXCAP6/21/2017 5:11:59 PM

Page C-138

Centennial North Jail West Annex South County 1400 N 17th

Wages & Benefits

SALARIES & WAGES 248,744 199,026 1,841 20,562 13,964

FRINGE BENEFITS 89,572 71,669 663 7,405 5,028


Supplies 0 0 0 0 0

Purchased Services 0 0 0 0 0

Departmental Total


Deductions


Functional Cost 338,316 270,695 2,504 27,967 18,992

Allocation Step 1


Reallocate Admin Costs 109,649 87,730 806 9,060 6,154


1st Allocation 474,769 379,868 3,502 39,240 26,650

Allocation Step 2


Reallocate Admin Costs 14,918 11,930 105 1,224 828


2nd Allocation 109,163 87,355 789 8,977 6,084


Schedule .3 Total 583,932 467,223 4,291 48,217 32,734

Schedule 10.3






MAXCAP6/21/2017 5:11:59 PM

Page C-139

1402 N 17th Southwest Training Center Law Enf Admin 1401 N. 17th

Wages & Benefits

SALARIES & WAGES 19,795 29,923 6,138 26,854 14,271

FRINGE BENEFITS 7,128 10,775 2,210 9,670 5,139


Supplies 0 0 0 0 0


Departmental Total


Deductions


Functional Cost 26,923 40,698 8,348 36,524 19,410

Allocation Step 1


Reallocate Admin Costs 8,723 13,186 2,701 11,837 6,289


1st Allocation 37,775 57,101 11,706 51,253 27,233

Allocation Step 2

Inbound - All Others 7,472 11,314 2,305 10,150 5,374

Reallocate Admin Costs 1,179 1,787 361 1,602 844


2nd Allocation 8,651 13,101 2,666 11,752 6,218


Schedule .3 Total 46,426 70,202 14,372 63,005 33,451

Schedule 10.3






MAXCAP6/21/2017 5:11:59 PM

Page C-140

Plaza West 1551 N. 17th Ave Alt Program Community Corrections

Crime Lab

Wages & Benefits

SALARIES & WAGES 58,311 21,023 32,378 25,626 8,593

FRINGE BENEFITS 20,998 7,570 11,659 9,228 3,094


Supplies 0 0 0 0 0


Departmental Total


Deductions


Functional Cost 79,309 28,593 44,037 34,854 11,687

Allocation Step 1

Inbound - All Others 6,279 2,262 3,485 2,760 926



1st Allocation 111,291 40,119 61,792 48,907 16,399

Allocation Step 2


Reallocate Admin Costs 3,487 1,253 1,931 1,530 509


2nd Allocation 25,554 9,186 14,171 11,215 3,741


Schedule .3 Total 136,845 49,305 75,963 60,122 20,140

Schedule 10.3






MAXCAP6/21/2017 5:11:59 PM

Page C-141

HHW HS/SS Motor Pool 1555 N. 17th Ave P & S Warehouse

Wages & Benefits

SALARIES & WAGES 7,826 39,897 38,670 26,087 21,943

FRINGE BENEFITS 2,818 14,367 13,925 9,394 7,902


Supplies 0 0 0 0 0


Departmental Total


Deductions


Functional Cost 10,644 54,264 52,595 35,481 29,845

Allocation Step 1

Inbound - All Others 840 4,295 4,163 2,810 2,360



1st Allocation 14,932 76,143 73,800 49,786 41,875

Allocation Step 2


Reallocate Admin Costs 458 2,382 2,308 1,558 1,307


2nd Allocation 3,401 17,464 16,925 11,413 9,589


Schedule .3 Total 18,333 93,607 90,725 61,199 51,464

Schedule 10.3






MAXCAP6/21/2017 5:11:59 PM

Page C-142

Public Works 1150 O Street 918 10th St Bud Stanley Utilities

Wages & Benefits

SALARIES & WAGES 47,723 23,171 9,207 1,841 0

FRINGE BENEFITS 17,185 8,344 3,315 663 0


Supplies 0 0 0 0 505,578

Purchased Services 0 0 0 0 2,338,791

Departmental Total


Deductions


Functional Cost 64,908 31,515 12,522 2,504 2,844,369

Allocation Step 1


Reallocate Admin Costs 21,035 10,212 4,056 806 854,223


1st Allocation 91,084 44,221 17,566 3,502 3,698,592

Allocation Step 2

Inbound - All Others 18,048 8,746 3,465 684 0

Reallocate Admin Costs 2,855 1,378 542 105 116,457


2nd Allocation 20,903 10,124 4,007 789 116,457


Schedule .3 Total 111,987 54,345 21,573 4,291 3,815,049

Schedule 10.3






MAXCAP6/21/2017 5:11:59 PM

Page C-143

Allocation Basis: Departmental Square Footage in All Buildings

Allocation Source: B&G Timesheets and Space Study


UnitsAllocation

PctGross


AllocationStep 1


Office of the Board 25,063 1.819958 17,480 17,480 569 18,049

County Attorney 1,836 0.133322 1,280 1,280 1,280

Clerk to the Board 2,388 0.173405 1,665 1,665 51 1,716

County Clerk 24,068 1.747705 16,786 16,786 544 17,330

Election & Registration 9,185 0.666972 6,407 6,407 206 6,613


Assessor 8,364 0.607354 5,832 5,832 184 6,016

County Council 216 0.015685 149 149 4 153


Juvenile Diversion 1,123 0.081547 781 781 24 805

Victim Witness 495 0.035945 346 346 10 356

Finance 967 0.070219 674 674 674

Accounting 5,536 0.401998 3,861 3,861 3,861

Purchasing 638 0.046329 445 445 445

Personnel 4,516 0.327931 3,148 3,148 3,148

Planning Office 8,994 0.653102 6,273 6,273 203 6,476


Information Services 17,612 1.278901 12,284 12,284 395 12,679

GIS 2,844 0.206518 1,983 1,983 61 2,044

Printing & Supply 7,736 0.561752 5,396 5,396 171 5,567


Patrol Division 12,844 0.932671 8,957 8,957 288 9,245

Regional Lab 19,794 1.437348 13,806 13,806 445 14,251

Communication Services 15,324 1.112757 10,684 10,684 345 11,029

Coroner 4,546 0.330109 3,169 3,169 100 3,269

Justice Services 2,027 0.147191 1,413 1,413 43 1,456

Work Release 11,500 0.835076 8,020 8,020 255 8,275

Community Corrections 23,620 1.715174 16,473 16,473 536 17,009


Building Inspection 1,932 0.140293 1,346 1,346 41 1,387

Weed & Pest 4,000 0.290461 2,789 2,789 87 2,876

Office of Emergency 6,214 0.451232 4,333 4,333 138 4,471

Extension 14,040 1.019519 9,790 9,790 315 10,105

Veterans Office 1,950 0.141600 1,359 1,359 41 1,400

Public Works 119,205 8.656108 83,143 83,143 2,732 85,875

Social Services 81,640 5.928314 56,940 56,940 1,867 58,807


Health Education 6,331 0.459728 4,416 4,416 139 4,555

Nursing 20,020 1.453759 13,964 13,964 452 14,416

Environmental Health 18,182 1.320292 12,680 12,680 409 13,089

Public Health Preparedness 2,221 0.161279 1,548 1,548 48 1,596



AAA 8,049 0.584481 5,614 5,614 178 5,792

Phone Services 432 0.031370 301 301 9 310

Courts-State/County 165,559 12.022119 115,476 115,476 3,806 119,282

All Other 300,741 21.838397 209,815 209,815 7,163 216,978

Schedule .4 Total for Maintenance 1,377,120 100.000000 960,530 960,530 30,184 990,714

Schedule 10.4.1


Weld County, ColoradoSchedule .4 - Detail Activity AllocationsFor Department Buildings & Grounds


MAXCAP6/21/2017 5:11:57 PM

Activity - Maintenance

Page C-144




UnitsAllocation

PctGross


AllocationStep 1


Victim Witness 495 0.849086 706 706 156 862


Schedule .4 Total for Courthouse 58,298 100.000000 83,464 83,464 19,158 102,622

Schedule 10.4.2




MAXCAP6/21/2017 5:11:57 PM

Activity - Courthouse

Page C-145




UnitsAllocation

PctGross


AllocationStep 1


Juvenile Diversion 1,123 6.465914 833 833 184 1,017


Schedule .4 Total for Courthouse Annx 17,368 100.000000 12,888 12,888 2,932 15,820

Schedule 10.4.3




MAXCAP6/21/2017 5:11:57 PM

Activity - Courthouse Annx

Page C-146




UnitsAllocation

PctGross


AllocationStep 1





Coroner 4,546 4.140255 19,656 19,656 4,512 24,168

Justice Services 2,027 1.846084 8,762 8,762 2,004 10,766


All Other 46,065 41.953552 199,191 199,191 45,961 245,152

Schedule .4 Total for Centennial 109,800 100.000000 474,769 474,769 109,163 583,932

Schedule 10.4.4




MAXCAP6/21/2017 5:11:57 PM

Activity - Centennial

Page C-147




UnitsAllocation

PctGross


AllocationStep 1



Courts-State/County 2,100 0.813392 3,089 3,089 702 3,791

Schedule .4 Total for North Jail 258,178 100.000000 379,868 379,868 87,355 467,223

Schedule 10.4.5




MAXCAP6/21/2017 5:11:57 PM

Activity - North Jail

Page C-148




UnitsAllocation

PctGross


AllocationStep 1


Veterans Office 1,950 11.504425 402 402 88 490

All Other 15,000 88.495575 3,100 3,100 701 3,801

Schedule .4 Total for West Annex 16,950 100.000000 3,502 3,502 789 4,291

Schedule 10.4.6




MAXCAP6/21/2017 5:11:57 PM

Activity - West Annex

Page C-149




UnitsAllocation

PctGross


AllocationStep 1


County Clerk 4,569 17.369321 6,818 6,818 1,556 8,374

Patrol Division 4,590 17.449154 6,849 6,849 1,565 8,414

Social Services 12,805 48.678959 19,099 19,099 4,391 23,490


Schedule .4 Total for South County 26,305 100.000000 39,240 39,240 8,977 48,217

Schedule 10.4.7




MAXCAP6/21/2017 5:11:57 PM

Activity - South County

Page C-150




UnitsAllocation

PctGross


AllocationStep 1



Assessor 8,364 52.275000 13,938 13,938 4,539 18,477

GIS 2,844 17.775000 4,735 4,735 1,545 6,280

Schedule .4 Total for 1400 N 17th 16,000 100.000000 26,650 26,650 6,084 32,734

Schedule 10.4.8




MAXCAP6/21/2017 5:11:57 PM


Page C-151




UnitsAllocation

PctGross


AllocationStep 1


County Clerk 16,000 100.000000 37,775 37,775 8,651 46,426

Schedule .4 Total for 1402 N 17th 16,000 100.000000 37,775 37,775 8,651 46,426

Schedule 10.4.9




MAXCAP6/21/2017 5:11:57 PM


Page C-152




UnitsAllocation

PctGross


AllocationStep 1


County Clerk 3,499 14.978596 8,550 8,550 1,950 10,500

Patrol Division 8,254 35.333904 20,194 20,194 4,707 24,901

Social Services 3,842 16.446918 9,387 9,387 2,141 11,528



Nursing 2,300 9.845890 5,621 5,621 1,276 6,897


All Other 2,472 10.582192 6,041 6,041 1,377 7,418

Schedule .4 Total for Southwest 23,360 100.000000 57,101 57,101 13,101 70,202

Schedule 10.4.10




MAXCAP6/21/2017 5:11:57 PM

Activity - Southwest

Page C-153




UnitsAllocation

PctGross


AllocationStep 1




Schedule .4 Total for Training Center 4,788 100.000000 11,706 11,706 2,666 14,372

Schedule 10.4.11




MAXCAP6/21/2017 5:11:57 PM

Activity - Training Center

Page C-154




UnitsAllocation

PctGross


AllocationStep 1




Schedule .4 Total for Law Enf Admin 22,000 100.000000 51,253 51,253 11,752 63,005

Schedule 10.4.12




MAXCAP6/21/2017 5:11:57 PM

Activity - Law Enf Admin

Page C-155




UnitsAllocation

PctGross


AllocationStep 1




Phone Services 432 2.507837 682 682 152 834

Schedule .4 Total for 1401 N. 17th 17,226 100.000000 27,233 27,233 6,218 33,451

Schedule 10.4.13




MAXCAP6/21/2017 5:11:57 PM

Activity - 1401 N. 17th

Page C-156

Allocation Basis: Direct Allocation to Courts



UnitsAllocation

PctGross


AllocationStep 1


Courts-State/County 100 100.000000 111,291 111,291 25,554 136,845

Schedule .4 Total for Plaza West 100 100.000000 111,291 111,291 25,554 136,845

Schedule 10.4.14




MAXCAP6/21/2017 5:11:57 PM

Activity - Plaza West

Page C-157




UnitsAllocation

PctGross


AllocationStep 1


Information Services 300 1.875000 750 750 167 917


All Other 4,756 29.725000 11,923 11,923 2,721 14,644

Schedule .4 Total for 1551 N. 17th Ave 16,000 100.000000 40,119 40,119 9,186 49,305

Schedule 10.4.15




MAXCAP6/21/2017 5:11:57 PM

Activity - 1551 N. 17th Ave

Page C-158

Allocation Basis: Usable Departmental Sq. Footage - Alternative Use Bld



UnitsAllocation

PctGross


AllocationStep 1


Work Release 11,500 100.000000 61,792 61,792 14,171 75,963

Schedule .4 Total for Alt Program 11,500 100.000000 61,792 61,792 14,171 75,963

Schedule 10.4.16




MAXCAP6/21/2017 5:11:57 PM

Activity - Alt Program

Page C-159

Allocation Basis: Usable Departmental Sq. Footage - Community Corrections



UnitsAllocation

PctGross


AllocationStep 1


Information Services 630 1.762238 860 860 191 1,051

Community Corrections 35,120 98.237762 48,047 48,047 11,024 59,071Schedule .4 Total for Community Corrections 35,750 100.000000 48,907 48,907 11,215 60,122

Schedule 10.4.17




MAXCAP6/21/2017 5:11:57 PM

Activity - Community Corrections

Page C-160

Allocation Basis: Direct Allocation to Crime Lab



UnitsAllocation

PctGross


AllocationStep 1


Regional Lab 100 100.000000 16,399 (15,990) 409 3,741 4,150

Schedule .4 Total for Crime Lab 100 100.000000 16,399 (15,990) 409 3,741 4,150

Direct Billed 15,990 15,990 15,990

Schedule .3 Total for Crime Lab 100 100.000000 0 16,399 3,741 20,140

Schedule 10.4.18




MAXCAP6/21/2017 5:11:57 PM

Activity - Crime Lab

Page C-161

Allocation Basis: Usable Departmental Sq. Footage - Household Haz Waste



UnitsAllocation

PctGross


AllocationStep 1



Schedule .4 Total for HHW 7,400 100.000000 14,932 14,932 3,401 18,333

Schedule 10.4.19




MAXCAP6/21/2017 5:11:57 PM

Activity - HHW

Page C-162

Allocation Basis: Usable Departmental Sq. Footage - SS/HS



UnitsAllocation

PctGross


AllocationStep 1


Social Services 64,993 69.459229 52,896 (233,789) (180,893) 12,161 (168,732)

Human Services Administration 3,421 3.656086 2,780 (2,812) (32) 628 596


AAA 8,049 8.602116 6,547 6,547 1,493 8,040

Schedule .4 Total for HS/SS 93,570 100.000000 76,143 (236,601) (160,458) 17,464 (142,994)

Direct Billed 236,601 236,601 236,601

Schedule .3 Total for HS/SS 93,570 100.000000 0 76,143 17,464 93,607

Schedule 10.4.20




MAXCAP6/21/2017 5:11:57 PM

Activity - HS/SS

Page C-163

Allocation Basis: Direct Allocation to County Shop



UnitsAllocation

PctGross


AllocationStep 1


County Shop 100 100.000000 73,800 73,800 16,925 90,725

Schedule .4 Total for Motor Pool 100 100.000000 73,800 73,800 16,925 90,725

Schedule 10.4.21




MAXCAP6/21/2017 5:11:57 PM

Activity - Motor Pool

Page C-164

Allocation Basis: Usable Departmental Sq. Footage - 1555 N. 17th Ave



UnitsAllocation

PctGross


AllocationStep 1


Planning Office 8,994 17.732650 8,826 8,826 2,016 10,842


Health-Administration 5,548 10.938486 5,442 5,442 1,234 6,676

Health Education 5,772 11.380126 5,663 5,663 1,286 6,949

Nursing 16,886 33.292587 16,593 16,593 3,865 20,458



Schedule .4 Total for 1555 N. 17th Ave 50,720 100.000000 49,786 49,786 11,413 61,199

Schedule 10.4.22




MAXCAP6/21/2017 5:11:57 PM

Activity - 1555 N. 17th Ave

Page C-165




UnitsAllocation

PctGross


AllocationStep 1




Printing & Supply 7,736 41.230081 17,275 17,275 4,343 21,618

Office of Emergency 5,746 30.624101 12,826 12,826 3,190 16,016

Nursing 834 4.444918 1,858 1,858 455 2,313


Schedule .4 Total for P & S Warehouse 18,763 100.000000 41,875 41,875 9,589 51,464

Schedule 10.4.23




MAXCAP6/21/2017 5:11:57 PM

Activity - P & S Warehouse

Page C-166

Allocation Basis: Usable Departmental Sq. Footage - Public Works



UnitsAllocation

PctGross


AllocationStep 1


Weed & Pest 4,000 3.246621 2,954 2,954 667 3,621

Public Works 119,205 96.753379 88,130 88,130 20,236 108,366

Schedule .4 Total for Public Works 123,205 100.000000 91,084 91,084 20,903 111,987

Schedule 10.4.24




MAXCAP6/21/2017 5:11:57 PM

Activity - Public Works

Page C-167

Allocation Basis: Usable Departmental Sq. Footage - 1150 O Street



UnitsAllocation

PctGross


AllocationStep 1


Office of the Board 25,063 59.705083 26,416 26,416 9,111 35,527

County Attorney 1,836 4.373720 1,932 1,932 1,932


County Council 216 0.514555 226 226 73 299

Finance 967 2.303588 1,017 1,017 1,017

Accounting 5,536 13.187860 5,830 5,830 5,830

Purchasing 638 1.519844 671 671 671

Personnel 4,516 10.758016 4,755 4,755 4,755


Information Services 234 0.557435 245 245 80 325

Schedule .4 Total for 1150 O Street 41,978 100.000000 44,221 44,221 10,124 54,345

Schedule 10.4.25




MAXCAP6/21/2017 5:11:57 PM

Activity - 1150 O Street

Page C-168




UnitsAllocation

PctGross


AllocationStep 1




Schedule .4 Total for 918 10th St 9,644 100.000000 17,566 17,566 4,007 21,573

Schedule 10.4.26




MAXCAP6/21/2017 5:11:57 PM

Activity - 918 10th St

Page C-169

Allocation Basis: Usable Departmental Sq. Footage - Bud Stanley



UnitsAllocation

PctGross


AllocationStep 1




Schedule .4 Total for Bud Stanley 11,500 100.000000 3,502 3,502 789 4,291

Schedule 10.4.27




MAXCAP6/21/2017 5:11:57 PM

Activity - Bud Stanley

Page C-170

Allocation Basis: Sq Foot for Buildings, excl. Crime Lab, SS, & Human Svcs

Allocation Source: Space Study


UnitsAllocation

PctGross


AllocationStep 1



County Attorney 1,836 0.148079 5,476 5,476 5,476


County Clerk 24,068 1.941159 71,796 71,796 2,375 74,171



Assessor 8,364 0.674582 24,948 24,948 815 25,763

County Council 216 0.017421 644 644 21 665


Juvenile Diversion 1,123 0.090573 3,348 3,348 106 3,454

Victim Witness 495 0.039923 1,476 1,476 48 1,524

Finance 967 0.077992 2,883 2,883 2,883

Accounting 5,536 0.446496 16,512 16,512 16,512

Purchasing 638 0.051457 1,903 1,903 1,903

Personnel 4,516 0.364229 13,471 13,471 13,471

Planning Office 8,994 0.725394 26,829 26,829 881 27,710



GIS 2,844 0.229377 8,483 8,483 275 8,758

Printing & Supply 7,736 0.623932 23,077 23,077 758 23,835


Patrol Division 12,844 1.035908 38,312 38,312 1,263 39,575


Coroner 4,546 0.366649 13,561 13,561 441 14,002

Justice Services 2,027 0.163484 6,046 6,046 196 6,242

Work Release 11,500 0.927511 34,303 34,303 1,125 35,428




Weed & Pest 4,000 0.322612 11,928 11,928 387 12,315


Extension 14,040 1.132369 41,881 41,881 1,379 43,260

Veterans Office 1,950 0.157274 5,816 5,816 185 6,001

Public Works 119,205 9.614252 355,590 355,590 11,819 367,409



Nursing 20,020 1.614675 59,718 59,718 1,973 61,691



Phone Services 432 0.034842 1,288 1,288 40 1,328


All Other 300,741 24.255692 897,172 897,172 30,055 927,227

Schedule .4 Total for Utilities 1,239,878 100.000000 3,698,592 3,698,592 116,457 3,815,049

Schedule 10.4.28




MAXCAP6/21/2017 5:11:57 PM

Activity - Utilities

Page C-171

Receiving Department Total Maintenance Courthouse Courthouse Annx Centennial

Office of the Board 130,815 18,049 0 0 0

County Attorney 8,688 1,280 0 0 0

Clerk to the Board 12,442 1,716 0 0 0

County Clerk 156,801 17,330 0 0 0

Election & Registration 54,756 6,613 0 0 0


Assessor 50,256 6,016 0 0 0

County Council 1,117 153 0 0 0

District Attorney 212,761 20,323 0 0 105,476

Juvenile Diversion 5,276 805 0 1,017 0

Victim Witness 2,742 356 862 0 0

Finance 4,574 674 0 0 0

Accounting 26,203 3,861 0 0 0

Purchasing 3,019 445 0 0 0

Personnel 21,374 3,148 0 0 0

Planning Office 45,028 6,476 0 0 0

Buildings & Grounds 188,957 32,409 0 0 970

Information Services 122,929 12,679 0 0 34,223

GIS 17,082 2,044 0 0 0

Printing & Supply 51,020 5,567 0 0 0

Administration Division 117,459 12,684 0 0 0

Patrol Division 82,135 9,245 0 0 0

Regional Lab 18,401 14,251 0 0 0

Communication Services 104,523 11,029 0 0 0

Coroner 41,439 3,269 0 0 24,168

Justice Services 18,464 1,456 0 0 10,766

Work Release 119,666 8,275 0 0 0

Community Corrections 148,869 17,009 0 0 0

Detentions Division 1,543,137 204,566 0 0 0

Building Inspection 9,654 1,387 0 0 0

Weed & Pest 18,812 2,876 0 0 0

Office of Emergency 43,434 4,471 0 0 0

Extension 53,365 10,105 0 0 0

Veterans Office 7,891 1,400 0 0 0

Public Works 561,650 85,875 0 0 0

Social Services (74,907) 58,807 0 0 0

Health-Administration 34,681 4,723 0 0 0

Health Education 32,678 4,555 0 0 0

Nursing 105,775 14,416 0 0 0

Environmental Health 102,974 13,089 0 0 0

Public Health Preparedness 11,100 1,596 0 0 0

Human Services Administration 9,500 5,561 0 0 0

Employment Services 38,063 14,423 0 0 0

AAA 13,832 5,792 0 0 0

County Shop 90,725 0 0 0 0

Phone Services 2,472 310 0 0 0

Courts-State/County 1,072,903 119,282 101,760 14,803 163,177

All Other 1,415,220 216,978 0 0 245,152

Direct Bill 252,591 0 0 0 0

Total 7,137,957 990,714 102,622 15,820 583,932

Schedule 10.5





MAXCAP6/21/2017 5:11:58 PM

Page C-172

Receiving Department North Jail West Annex South County 1400 N 17th 1402 N 17th




County Clerk 0 0 8,374 0 46,426


Treasurer's Office 0 0 0 7,977 0

Assessor 0 0 0 18,477 0





Finance 0 0 0 0 0



Personnel 0 0 0 0 0




GIS 0 0 0 6,280 0



Patrol Division 0 0 8,414 0 0



Coroner 0 0 0 0 0




Detentions Division 463,432 0 0 0 0


Weed & Pest 0 0 0 0 0


Extension 0 0 0 0 0



Social Services 0 0 23,490 0 0



Nursing 0 0 0 0 0





AAA 0 0 0 0 0



Courts-State/County 3,791 0 7,939 0 0

All Other 0 3,801 0 0 0


Total 467,223 4,291 48,217 32,734 46,426

Schedule 10.5





MAXCAP6/21/2017 5:11:58 PM

Page C-173

Receiving Department Southwest Training Center Law Enf Admin 1401 N. 17th Plaza West




County Clerk 10,500 0 0 0 0

Election & Registration 0 0 0 13,156 0


Assessor 0 0 0 0 0





Finance 0 0 0 0 0



Personnel 0 0 0 0 0


Buildings & Grounds 0 10,565 0 0 0

Information Services 0 0 0 19,461 0

GIS 0 0 0 0 0


Administration Division 0 0 50,476 0 0

Patrol Division 24,901 0 0 0 0


Communication Services 0 0 12,529 0 0

Coroner 0 0 0 0 0






Weed & Pest 0 0 0 0 0

Office of Emergency 0 3,807 0 0 0

Extension 0 0 0 0 0



Social Services 11,528 0 0 0 0


Health Education 1,670 0 0 0 0

Nursing 6,897 0 0 0 0

Environmental Health 4,238 0 0 0 0




AAA 0 0 0 0 0



Courts-State/County 0 0 0 0 136,845

All Other 7,418 0 0 0 0


Total 70,202 14,372 63,005 33,451 136,845

Schedule 10.5





MAXCAP6/21/2017 5:11:58 PM

Page C-174

Receiving Department 1551 N. 17th Ave Alt ProgramCommunity Corrections Crime Lab HHW







Assessor 0 0 0 0 0





Finance 0 0 0 0 0



Personnel 0 0 0 0 0



Information Services 917 0 1,051 0 0

GIS 0 0 0 0 0




Regional Lab 0 0 0 4,150 0

Communication Services 33,744 0 0 0 0

Coroner 0 0 0 0 0


Work Release 0 75,963 0 0 0

Community Corrections 0 0 59,071 0 0



Weed & Pest 0 0 0 0 0


Extension 0 0 0 0 0






Nursing 0 0 0 0 0

Environmental Health 0 0 0 0 18,333




AAA 0 0 0 0 0




All Other 14,644 0 0 0 0

Direct Bill 0 0 0 15,990 0

Total 49,305 75,963 60,122 20,140 18,333

Schedule 10.5





MAXCAP6/21/2017 5:11:58 PM

Page C-175

Receiving Department HS/SS Motor Pool 1555 N. 17th Ave P & S Warehouse Public Works





Election & Registration 0 0 0 6,689 0


Assessor 0 0 0 0 0





Finance 0 0 0 0 0



Personnel 0 0 0 0 0

Planning Office 0 0 10,842 0 0

Buildings & Grounds 0 0 0 3,428 0


GIS 0 0 0 0 0






Coroner 0 0 0 0 0





Building Inspection 0 0 2,319 0 0

Weed & Pest 0 0 0 0 3,621

Office of Emergency 0 0 0 16,016 0

Extension 0 0 0 0 0


Public Works 0 0 0 0 108,366

Social Services (168,732) 0 0 0 0

Health-Administration 0 0 6,676 0 0

Health Education 0 0 6,949 0 0

Nursing 0 0 20,458 2,313 0

Environmental Health 0 0 11,289 0 0

Public Health Preparedness 0 0 2,666 0 0

Human Services Administration 596 0 0 1,400 0


AAA 8,040 0 0 0 0

County Shop 0 90,725 0 0 0



All Other 0 0 0 0 0

Direct Bill 236,601 0 0 0 0

Total 93,607 90,725 61,199 51,464 111,987

Schedule 10.5





MAXCAP6/21/2017 5:11:58 PM

Page C-176

Receiving Department 1150 O Street 918 10th St Bud Stanley Utilities

Office of the Board 35,527 0 0 77,239

County Attorney 1,932 0 0 5,476

Clerk to the Board 3,376 0 0 7,350

County Clerk 0 0 0 74,171

Election & Registration 0 0 0 28,298

Treasurer's Office 0 0 0 14,294

Assessor 0 0 0 25,763

County Council 299 0 0 665

District Attorney 0 0 0 86,962

Juvenile Diversion 0 0 0 3,454

Victim Witness 0 0 0 1,524

Finance 1,017 0 0 2,883

Accounting 5,830 0 0 16,512

Purchasing 671 0 0 1,903

Personnel 4,755 0 0 13,471

Planning Office 0 0 0 27,710

Buildings & Grounds 613 0 2,348 138,624

Information Services 325 0 0 54,273

GIS 0 0 0 8,758

Printing & Supply 0 0 0 23,835

Administration Division 0 0 0 54,299

Patrol Division 0 0 0 39,575

Regional Lab 0 0 0 0

Communication Services 0 0 0 47,221

Coroner 0 0 0 14,002

Justice Services 0 0 0 6,242

Work Release 0 0 0 35,428

Community Corrections 0 0 0 72,789

Detentions Division 0 0 0 875,139

Building Inspection 0 0 0 5,948

Weed & Pest 0 0 0 12,315

Office of Emergency 0 0 0 19,140

Extension 0 0 0 43,260

Veterans Office 0 0 0 6,001

Public Works 0 0 0 367,409

Social Services 0 0 0 0

Health-Administration 0 0 0 20,232

Health Education 0 0 0 19,504

Nursing 0 0 0 61,691

Environmental Health 0 0 0 56,025

Public Health Preparedness 0 0 0 6,838

Human Services Administration 0 0 1,943 0

Employment Services 0 6,538 0 0

AAA 0 0 0 0

County Shop 0 0 0 0

Phone Services 0 0 0 1,328

Courts-State/County 0 15,035 0 510,271

All Other 0 0 0 927,227

Direct Bill 0 0 0 0

Total 54,345 21,573 4,291 3,815,049

Schedule 10.5





MAXCAP6/21/2017 5:11:58 PM

Page C-177

This schedule reflects the cost of computer services provided to the County’s departments. The Information Services Department allocates costs associated with a contract for computer services. Costs are allocated to departments based on calculated charges for the services used.

Departments that are direct billed for computer services are given credit for charged amounts. Billings are booked as negative expenditures. The following is a summary of billings:

Booked as Negative

Department Expenditures

Public Health 235,709

Human Services 282,112

Phone Services 431,168

Social Services 796,251

$1,745,240





For Department Information Services

Page C-178



Deductions:

CAPITAL -284,690

Total Deductions: -284,690 -284,690

Inbound Costs:





Finance 7,208 412 7,620

Accounting 25,528 15,340 40,868

Purchasing 21,687 3,180 24,867

Personnel 46,224 17,252 63,476




County Shop 37 37



Total Allocated Additions: 862,926 435,664 1,298,590 1,298,590


Schedule 11.2





MAXCAP6/21/2017 5:12:00 PM

Page C-179

Total G&A Computer Services

Wages & Benefits

SALARIES & WAGES 3,910,455 0 3,910,455

FRINGE BENEFITS 1,281,246 0 1,281,246


SM ITEMS EQUIPMENT 1,937,493 0 1,937,493

OTHER PURCH SVCS 492,469 0 492,469

*CAPITAL 284,690 0 0

Departmental Total


Deductions

*Total Disallowed Costs (284,690) 0 0

Functional Cost 7,621,663 0 7,621,663

Allocation Step 1




1st Allocation 8,484,589 0 8,484,589

Allocation Step 2


2nd Allocation 435,664 0 435,664

Total For Information Services

Schedule .3 Total 8,920,253 0 8,920,253

Schedule 11.3






MAXCAP6/21/2017 5:12:00 PM

Page C-180

Allocation Basis: Calculated Dollar Amounts Per Department

Allocation Source: Data Processing Report (Teri)


UnitsAllocation

PctGross


AllocationStep 1



County Attorney 14,479 0.309291 26,240 26,240 26,240

Clerk to the Board 68,757 1.468741 124,614 124,614 7,338 131,952

County Clerk 357,559 7.637938 648,049 648,049 38,171 686,220


Assessor 245,028 5.234126 444,093 444,093 26,156 470,249

County Council 2,016 0.043064 3,653 3,653 211 3,864


Finance 1,666 0.035588 3,017 3,017 3,017

Accounting 259,934 5.552538 471,111 471,111 471,111

Purchasing 13,632 0.291198 24,704 24,704 24,704

Personnel 242,691 5.184204 439,860 439,860 439,860

Planning Office 155,635 3.324572 282,076 282,076 16,607 298,683


GIS 399,199 8.527424 723,518 723,518 42,613 766,131

Printing & Supply 14,840 0.317002 26,899 26,899 1,574 28,473


Patrol Division 158,249 3.380410 286,815 286,815 16,890 303,705

Regional Lab 22,966 0.490584 41,624 41,624 2,444 44,068


Coroner 11,245 0.240208 20,378 20,378 1,194 21,572

Justice Services 60,935 1.301653 110,440 110,440 6,501 116,941

Work Release 11,378 0.243049 20,619 20,619 1,205 21,824


Building Inspection 41,474 0.885940 75,167 75,167 4,417 79,584

Office of Emergency 19,379 0.413961 35,121 35,121 2,061 37,182

Engineering 157,080 3.355439 284,696 284,696 16,765 301,461

Extension 32,969 0.704262 59,749 59,749 3,513 63,262

Veterans Office 5,022 0.107277 9,103 9,103 531 9,634

Social Services 796,251 17.008986 1,443,182 (796,251) 646,931 85,153 732,084

Health-Administration 25,496 0.544629 46,209 (25,496) 20,713 2,716 23,429

Health Education 23,744 0.507204 43,033 (23,744) 19,289 2,526 21,815

Nursing 68,015 1.452891 123,270 (68,015) 55,255 7,257 62,512

Environmental Health 118,454 2.530336 214,686 (118,454) 96,232 12,639 108,871

Human Services Administration 13,429 0.286861 24,334 (13,429) 10,905 1,427 12,332

Employment Services 188,084 4.017726 340,889 (188,084) 152,805 20,077 172,882

AAA 80,599 1.721702 146,077 (80,599) 65,478 8,599 74,077

Phone Services 431,168 9.210325 781,459 (431,168) 350,291 46,031 396,322

Schedule .4 Total for Computer Services 4,681,355 100.000000 8,484,589 (1,745,240) 6,739,349 435,664 7,175,013

Direct Billed 1,745,240 1,745,240 1,745,240

Schedule .3 Total for Computer Services 4,681,355 100.000000 0 8,484,589 435,664 8,920,253

Schedule 11.4.1


Weld County, ColoradoSchedule .4 - Detail Activity AllocationsFor Department Information Services


MAXCAP6/21/2017 5:12:00 PM

Activity - Computer Services

Page C-181

Receiving Department Total Computer Services


County Attorney 26,240 26,240

Clerk to the Board 131,952 131,952

County Clerk 686,220 686,220


Assessor 470,249 470,249

County Council 3,864 3,864


Finance 3,017 3,017

Accounting 471,111 471,111


Personnel 439,860 439,860



GIS 766,131 766,131






Coroner 21,572 21,572

Justice Services 116,941 116,941

Work Release 21,824 21,824


Building Inspection 79,584 79,584

Office of Emergency 37,182 37,182


Extension 63,262 63,262

Veterans Office 9,634 9,634




Nursing 62,512 62,512




AAA 74,077 74,077


Direct Bill 1,745,240 1,745,240

Total 8,920,253 8,920,253

Schedule 11.5





MAXCAP6/21/2017 5:12:00 PM

Page C-182

This department provides centralized printing and supplies and postage inventory for all County departments. These services are allowable for plan purposes. The County bills all departments directly for their costs of printing material, supplies, postage and associated salaries. All direct costs of this fund are billed out.

This department is included in the plan to flow through indirect costs received by the fund. Costs are allocated to departments based on actual charges by department printing, supplies, and postage.





For Department Printing & Supply

Page C-183



Inbound Costs:





Finance 470 25 495

Accounting 7,110 4,263 11,373

Purchasing 57,168 8,528 65,696

Personnel 3,010 1,106 4,116




County Shop 36 36





Schedule 12.2


Weld County, ColoradoSchedule .2 - Costs To Be AllocatedFor Department Printing & Supply


MAXCAP6/21/2017 5:12:02 PM

Page C-184

Total G&A Print/Supply

Wages & Benefits



Departmental Total


Deductions


Functional Cost 0 0 0

Allocation Step 1




1st Allocation 165,141 0 165,141

Allocation Step 2



Total For Printing & Supply

Schedule .3 Total 198,463 0 198,463

Schedule 12.3






MAXCAP6/21/2017 5:12:01 PM

Page C-185


UnitsAllocation

PctGross


AllocationStep 1


Office of the Board 441.14 0.089685 145 145 30 175

County Attorney 309.25 0.062871 100 100 100

Public Trustee 3,544.29 0.720562 1,188 1,188 253 1,441


County Clerk 10,035.03 2.040144 3,368 3,368 725 4,093

Election & Registration 35,417.53 7.200461 11,890 11,890 2,573 14,463

Motor Vehicle 77,803.53 15.817628 26,119 26,119 5,670 31,789


Assessor 5,518.65 1.121954 1,853 1,853 392 2,245

District Attorney 24,867.95 5.055709 8,349 8,349 1,808 10,157

Juvenile Diversion 163.50 0.033240 54 54 9 63

Victim Witness 13,455.90 2.735614 4,516 4,516 975 5,491

Non-Departmental 417.69 0.084917 137 137 137

Finance 6,564.70 1.334618 2,203 2,203 2,203

Accounting 7,088.80 1.441169 2,378 2,378 2,378

Purchasing 199.80 0.040620 66 66 66

Personnel 9,536.16 1.938722 3,200 3,200 3,200

Planning Office 3,488.65 0.709250 1,168 1,168 244 1,412

Buildings & Grounds 404.44 0.082224 132 132 132

Information Services 373.81 0.075996 121 121 121

GIS 1,152.63 0.234332 385 385 79 464

Administration Division 10,029.49 2.039017 3,367 3,367 725 4,092

Patrol Division 10,868.39 2.209567 3,649 3,649 788 4,437

Communication Services 4,239.75 0.861950 1,420 1,420 302 1,722

Coroner 681.57 0.138565 228 228 45 273

Justice Services 2,870.51 0.583581 963 963 202 1,165

Work Release 1,839.17 0.373907 616 616 126 742

Community Corrections 74.74 0.015195 24 24 4 28

Detentions Division 22,546.31 4.583714 7,566 7,566 1,638 9,204


Weed & Pest 1,224.88 0.249021 408 408 84 492

Office of Emergency 701.71 0.142659 233 233 46 279

Engineering 6,146.00 1.249495 2,064 2,064 438 2,502

Missile Park 84.40 0.017159 27 27 4 31

Extension 5,195.14 1.056183 1,746 1,746 370 2,116

County Fair 5,301.36 1.077778 1,779 1,779 376 2,155

Veterans Office 1,922.42 0.390832 641 641 133 774

Public Works 1,740.42 0.353831 582 582 122 704

Social Services 125,901.07 25.595963 42,358 42,358 9,402 51,760

Health-Administration 11,529.94 2.344062 3,871 3,871 833 4,704

Health Education 13,231.95 2.690084 4,442 4,442 956 5,398

Nursing 3,508.28 0.713241 1,173 1,173 245 1,418

Environmental Health 2,742.91 0.557640 918 918 192 1,110

Public Health Preparedness 144.70 0.029418 47 47 7 54

Human Services Administration 3,755.52 0.763505 1,260 1,260 264 1,524

Employment Services 2,493.61 0.506956 833 833 174 1,007

AAA 35,660.80 7.249919 11,972 11,972 2,595 14,567

Phone Services 6.20 0.001260 2 2 2

All Other 2,428.71 0.493762 811 811 168 979

Schedule .4 Total for Print/Supply 491,873.22 99.998900 165,141 165,141 33,322 198,463

Schedule 12.4.1





MAXCAP6/21/2017 5:12:02 PM

Activity - Print/Supply

Page C-186

Allocation Basis: Print/Supplies/Postage Usage

Allocation Source: Accounting Records (Teri)

Schedule 12.4.1





MAXCAP6/21/2017 5:12:02 PM

Activity - Print/Supply

Page C-187

Receiving Department Total Print/Supply



Public Trustee 1,441 1,441


County Clerk 4,093 4,093







Victim Witness 5,491 5,491


Finance 2,203 2,203


Purchasing 66 66





GIS 464 464




Coroner 273 273


Work Release 742 742




Weed & Pest 492 492



Missile Park 31 31

Extension 2,116 2,116

County Fair 2,155 2,155


Public Works 704 704




Nursing 1,418 1,418





AAA 14,567 14,567

Phone Services 2 2

All Other 979 979

Direct Bill 0 0

Schedule 12.5


Weld County, ColoradoSchedule .5 - Allocation SummaryFor Department Printing & Supply


MAXCAP6/21/2017 5:12:01 PM

Page C-188

Receiving Department Total Print/Supply

Total 198,463 198,463

Schedule 12.5


Weld County, ColoradoSchedule .5 - Allocation SummaryFor Department Printing & Supply


MAXCAP6/21/2017 5:12:01 PM

Page C-189

This department provides centralized radio dispatch service to various County departments, cities, and districts. The associated costs are allowable for plan purposes and are allocated based on the number of units of equipment. Equipment in the hands of non-County entities are allocated to "All Other".




Weld County, ColoradoSchedule .1 - Nature and Extent of ServicesFor Department Communication Services

Page C-190



Inbound Costs:


Equipment Depreciation 1,063,199 1,063,199



Finance 12,691 737 13,428

Accounting 23,808 14,278 38,086

Purchasing 10,561 1,548 12,109

Personnel 81,401 30,395 111,796




County Shop 26 26



Total Allocated Additions: 1,553,794 103,900 1,657,694 1,657,694


Schedule 13.2



For Department Communication Services


MAXCAP6/21/2017 5:12:04 PM

Page C-191

Total G&A Dispatch

Wages & Benefits

SALARIES & WAGES 4,915,392 0 4,915,392

FRINGE BENEFITS 1,870,976 0 1,870,976


Supplies 232,647 0 232,647

Purchased Services 1,576,090 0 1,576,090

Departmental Total


Deductions


Functional Cost 8,595,105 0 8,595,105

Allocation Step 1

Inbound - All Others 1,553,794 1,553,794 0

Reallocate Admin Costs (1,553,794) 1,553,794


1st Allocation 10,148,899 0 10,148,899

Allocation Step 2




2nd Allocation 103,900 0 103,900

Total For Communication Services

Schedule .3 Total 10,252,799 0 10,252,799

Schedule 13.3



Weld County, ColoradoSchedule .3 - Costs Allocated By ActivityFor Department Communication Services


MAXCAP6/21/2017 5:12:04 PM

Page C-192

Allocation Basis: Number or Units of Equipment



UnitsAllocation

PctGross


AllocationStep 1



County Attorney 1 0.075415 7,652 7,652 7,652




Assessor 36 2.714932 275,537 275,537 3,016 278,553


Finance 1 0.075415 7,652 7,652 7,652

Accounting 4 0.301659 30,612 30,612 30,612

Purchasing 1 0.075415 7,652 7,652 7,652

Personnel 4 0.301659 30,612 30,612 30,612

Planning Office 46 3.469080 352,073 352,073 3,851 355,924



Printing & Supply 1 0.075415 7,652 7,652 7,652

Administration Division 134 10.105581 1,025,604 1,025,604 11,227 1,036,831

Patrol Division 133 10.030166 1,017,955 1,017,955 11,137 1,029,092

Coroner 18 1.357466 137,766 137,766 1,499 139,265


Work Release 1 0.075415 7,652 7,652 80 7,732

Detentions Division 134 10.105581 1,025,604 1,025,604 11,227 1,036,831



Missile Park 2 0.150830 15,307 15,307 160 15,467

Extension 3 0.226244 22,955 22,955 243 23,198

Veterans Office 1 0.075415 7,652 7,652 80 7,732

Public Works 359 27.073904 2,747,762 2,747,762 30,198 2,777,960

Social Services 228 17.194570 1,745,058 1,745,058 19,095 1,764,153



County Shop 5 0.377074 38,266 38,266 413 38,679

Phone Services 3 0.226244 22,955 22,955 243 23,198

Schedule .4 Total for Dispatch 1,326 100.000000 10,148,899 10,148,899 103,900 10,252,799

Schedule 13.4.1





MAXCAP6/21/2017 5:12:04 PM

Activity - Dispatch

Page C-193

Receiving Department Total Dispatch



Clerk to the Board 7,732 7,732



Assessor 278,553 278,553


Finance 7,652 7,652



Personnel 30,612 30,612





Administration Division 1,036,831 1,036,831

Patrol Division 1,029,092 1,029,092

Coroner 139,265 139,265



Detentions Division 1,036,831 1,036,831



Missile Park 15,467 15,467

Extension 23,198 23,198


Public Works 2,777,960 2,777,960

Social Services 1,764,153 1,764,153





Direct Bill 0 0

Total 10,252,799 10,252,799

Schedule 13.5





MAXCAP6/21/2017 5:12:03 PM

Page C-194

The Public Health-Administration Department provides central administration services to various Public Health programs. The direct cost of this budget unit is billed directly to the various programs.

This fund is included in the plan to flow through indirect costs received by the fund. Costs are allocated to Public Health departments based on the number of employees.





For Department Health-Administration

Page C-195



Inbound Costs:




Finance 1,566 88 1,654

Accounting 5,228 3,133 8,361

Purchasing 565 82 647

Personnel 10,046 3,735 13,781




Communication Services 76,537 833 77,370





Schedule 14.2





MAXCAP6/21/2017 5:12:06 PM

Page C-196

Total G&A Health Admin

Wages & Benefits



Departmental Total


Deductions



Allocation Step 1




1st Allocation 193,551 0 193,551

Allocation Step 2



Total For Health-Administration

Schedule .3 Total 235,888 0 235,888

Schedule 14.3






MAXCAP6/21/2017 5:12:05 PM

Page C-197

Allocation Basis: Number of FTE's in Public Health Programs



UnitsAllocation

PctGross


AllocationStep 1



Nursing 38 45.783133 88,619 88,619 19,390 108,009


Public Health Preparedness 2 2.409639 4,663 4,663 1,015 5,678

Schedule .4 Total for Health Admin 83 100.000000 193,551 193,551 42,337 235,888

Schedule 14.4.1


Weld County, ColoradoSchedule .4 - Detail Activity AllocationsFor Department Health-Administration


MAXCAP6/21/2017 5:12:06 PM

Activity - Health Admin

Page C-198

Receiving Department Total Health Admin


Nursing 108,009 108,009


Public Health Preparedness 5,678 5,678

Direct Bill 0 0

Total 235,888 235,888

Schedule 14.5





MAXCAP6/21/2017 5:12:05 PM

Page C-199

The IGS Fund provides the County's centralized motor pool operation. The IGS Fund direct bills all users for their direct costs of service. All direct costs of this fund are billed out.

This fund is included in the plan to flow through indirect costs received by the fund. Costs are allocated to departments based on actual charges by department.





For Department County Shop

Page C-200



Inbound Costs:

Building Depreciation 202 202


Accounting 4,399 2,649 7,048

Purchasing 10,182 1,488 11,670







Schedule 15.2





MAXCAP6/21/2017 5:12:07 PM

Page C-201

Total G&A Equipment Usage

Wages & Benefits



Departmental Total


Deductions



Allocation Step 1




1st Allocation 127,865 0 127,865

Allocation Step 2



Total For County Shop

Schedule .3 Total 151,873 0 151,873

Schedule 15.3






MAXCAP6/21/2017 5:12:07 PM

Page C-202

Allocation Basis: Departmental Billings



UnitsAllocation

PctGross


AllocationStep 1


District Attorney 2,206.57 0.060478 76 76 11 87

Planning Office 3,062.94 0.083950 105 105 20 125

Buildings & Grounds 35,761.43 0.980160 1,254 1,254 1,254

Information Services 1,136.58 0.031152 37 37 37

Printing & Supply 1,107.46 0.030354 36 36 36

Patrol Division 380,199.82 10.420631 13,323 13,323 2,548 15,871

Communication Services 767.43 0.021034 26 26 26

Coroner 3,120.38 0.085524 108 108 20 128

Detentions Division 13,619.32 0.373282 476 476 87 563

Building Inspection 9,124.82 0.250096 322 322 55 377

Weed & Pest 54,432.08 1.491891 1,905 1,905 359 2,264

Office of Emergency 1,159.77 0.031787 38 38 7 45

Engineering 19,585.39 0.536802 681 681 127 808

Public Works 3,074,812.20 84.275376 107,784 107,784 20,698 128,482

Environmental Health 3,343.38 0.091636 115 115 21 136

Employment Services 9,019.27 0.247203 315 315 55 370

County Shop 36,070.98 0.988644 1,264 1,264 1,264

Schedule .4 Total for Equipment Usage 3,648,529.82 100.000000 127,865 127,865 24,008 151,873

Schedule 15.4.1





MAXCAP6/21/2017 5:12:07 PM

Activity - Equipment Usage

Page C-203

Receiving Department Total Equipment Usage

District Attorney 87 87

Planning Office 125 125





Communication Services 26 26

Coroner 128 128

Detentions Division 563 563


Weed & Pest 2,264 2,264


Engineering 808 808

Public Works 128,482 128,482

Environmental Health 136 136

Employment Services 370 370


Direct Bill 0 0

Total 151,873 151,873

Schedule 15.5





MAXCAP6/21/2017 5:12:06 PM

Page C-204

This schedule reflects the total costs of the County's self-insured programs and membership in the Colorado Counties, Inc. pools. Federal regulations allow the County to claim the costs of the various types of coverages, which the County would have paid if these coverages were purchased. Any amount in excess of claims and administrative expenses is left in the Self-Insurance Fund to build up an adequate reserve. The department is functionalized and allocated as follows:

Worker's Compensation Premiums – These costs represent coverage for all departments. Costs areallocated to departments based on the number of employees.

General Liability, Administration and Overhead – These costs represent contract service fees,audits, dues and subscriptions, and training. Costs are allocated to departments based on thenumber of employees.

Property Insurance Premiums - These costs represent coverage for all property owned by theCounty. Costs of this insurance are allocated to departments based on square footage occupied.

Insurance Claims – These costs represent all insurance claims paid by the county during the givenyear. Costs are allocated based on actual claim amounts incurred by departments.

The County charges some departments for insurance premiums and claims amounts incurred. Direct-billed amounts, however, are all inclusive and there is no feasible way of breaking out premiums and claims amounts paid. In order to reflect these charges, credit is given to the departments in one function only (Worker’s Compensation Premiums) and it includes premiums for all types of insurance and claims amounts paid by departments.





For Department Liability Insurance

Page C-205



Inbound Costs:


Finance 23,453 1,345 24,798

Accounting 1,239 742 1,981



Schedule 16.2


Weld County, ColoradoSchedule .2 - Costs To Be AllocatedFor Department Liability Insurance


MAXCAP6/21/2017 5:12:09 PM

Page C-206

Total G&A Workers Comp Genl Liability Property Insur

Wages & Benefits




Premiums 835,062 0 221,997 16,948 596,117

Losses 2,007,648 0 0 0 0

Departmental Total


Deductions


Functional Cost 2,842,710 0 221,997 16,948 596,117

Allocation Step 1


Reallocate Admin Costs (24,798) 1,937 147 5,200


1st Allocation 2,867,508 0 223,934 17,095 601,317

Allocation Step 2


Reallocate Admin Costs (2,106) 163 10 439


2nd Allocation 2,106 0 163 10 439

Total For Liability Insurance

Schedule .3 Total 2,869,614 0 224,097 17,105 601,756

Schedule 16.3






MAXCAP6/21/2017 5:12:09 PM

Page C-207

Claims

Wages & Benefits

SALARIES & WAGES 0

FRINGE BENEFITS 0


Premiums 0

Losses 2,007,648

Departmental Total


Deductions

*Total Disallowed Costs 0

Functional Cost 2,007,648

Allocation Step 1

Inbound - All Others 0

Reallocate Admin Costs 17,514

Unallocated Costs 0

1st Allocation 2,025,162

Allocation Step 2

Inbound - All Others 0

Reallocate Admin Costs 1,494

Unallocated Costs 0

2nd Allocation 1,494

Total For Liability Insurance

Schedule .3 Total 2,026,656

Schedule 16.3






MAXCAP6/21/2017 5:12:09 PM

Page C-208


UnitsAllocation

PctGross


AllocationStep 1


Office of the Board 8 0.530152 1,187 1,187 1,187

County Attorney 5 0.331345 742 742 742


County Clerk 9 0.596421 1,336 1,336 1,336


Motor Vehicle 39 2.584493 5,786 5,786 4 5,790


Assessor 35 2.319417 5,193 5,193 3 5,196


Juvenile Diversion 2 0.132538 296 296 296

Victim Witness 11 0.728960 1,632 1,632 1,632


Finance 1 0.066269 148 148 148

Accounting 6 0.397614 890 890 890

Purchasing 2 0.132538 296 296 296

Personnel 11 0.728960 1,632 1,632 1,632

Planning Office 15 0.994036 2,226 2,226 1 2,227



Printing & Supply 3 0.198807 445 445 445


Patrol Division 81 5.367793 12,020 12,020 8 12,028

Regional Lab 4 0.265076 593 593 593

Drug Task Force 2 0.132538 296 296 296

Communication Services 81 5.367793 12,020 12,020 12,020

Coroner 6 0.397614 890 890 890

Justice Services 9 0.596421 1,336 1,336 1,336

Work Release 16 1.060305 2,374 2,374 1 2,375

Community Corrections 1 0.066269 148 (70) 78 78


Building Inspection 13 0.861498 1,929 1,929 1,929

Weed & Pest 7 0.463883 1,038 1,038 1,038


Engineering 28 1.855533 4,154 4,154 3 4,157

Missile Park 1 0.066269 148 148 148

Extension 4 0.265076 593 593 593

County Fair 2 0.132538 296 296 296

Veterans Office 2 0.132538 296 296 296

Public Works 178 11.795891 26,416 26,416 23 26,439

Social Services 327 21.669984 48,552 (47,619) 933 69 1,002

Health-Administration 10 0.662691 1,484 1,484 1,484


Nursing 38 2.518224 5,637 5,637 3 5,640


Public Health Preparedness 2 0.132538 296 296 296

Human Services Administration 3 0.198807 445 (287) 158 158

Employment Services 48 3.180915 7,123 (4,034) 3,089 5 3,094

AAA 0 0.000000 0 (5,161) (5,161) (5,161)

Phone Services 3 0.198807 445 (409) 36 36

All Other 1 0.066269 148 148 148

Schedule .4 Total for Workers Comp 1,509 100.000000 223,934 (57,580) 166,354 163 166,517

Direct Billed 57,580 57,580 57,580

Schedule 16.4.1





MAXCAP6/21/2017 5:12:09 PM

Activity - Workers Comp

Page C-209




UnitsAllocation

PctGross


AllocationStep 1


Schedule .3 Total for Workers Comp 1,509 100.000000 0 223,934 163 224,097

Schedule 16.4.1





MAXCAP6/21/2017 5:12:09 PM

Activity - Workers Comp

Page C-210


UnitsAllocation

PctGross


AllocationStep 1


Office of the Board 8 0.530152 91 91 91

County Attorney 5 0.331345 56 56 56


County Clerk 9 0.596421 102 102 102

Election & Registration 38 2.518224 430 430 430

Motor Vehicle 39 2.584493 442 442 442


Assessor 35 2.319417 396 396 396

District Attorney 55 3.644798 623 623 623

Juvenile Diversion 2 0.132538 22 22 22

Victim Witness 11 0.728960 125 125 125


Finance 1 0.066269 11 11 11

Accounting 6 0.397614 68 68 68

Purchasing 2 0.132538 22 22 22

Personnel 11 0.728960 125 125 125

Planning Office 15 0.994036 169 169 169


Information Services 46 3.048376 521 521 521

Printing & Supply 3 0.198807 34 34 34

Administration Division 63 4.174950 714 714 714

Patrol Division 81 5.367793 917 917 917

Regional Lab 4 0.265076 45 45 45

Drug Task Force 2 0.132538 22 22 22

Communication Services 81 5.367793 917 917 917

Coroner 6 0.397614 68 68 68

Justice Services 9 0.596421 102 102 102

Work Release 16 1.060305 181 181 181

Community Corrections 1 0.066269 11 11 11

Detentions Division 204 13.518887 2,311 2,311 2,311

Building Inspection 13 0.861498 147 147 147

Weed & Pest 7 0.463883 80 80 80


Engineering 28 1.855533 317 317 317

Missile Park 1 0.066269 11 11 11

Extension 4 0.265076 45 45 45

County Fair 2 0.132538 22 22 22

Veterans Office 2 0.132538 22 22 22

Public Works 178 11.795891 2,016 2,016 2,016

Social Services 327 21.669984 3,717 3,717 10 3,727

Health-Administration 10 0.662691 113 113 113

Health Education 16 1.060305 181 181 181

Nursing 38 2.518224 430 430 430

Environmental Health 27 1.789264 305 305 305

Public Health Preparedness 2 0.132538 22 22 22

Human Services Administration 3 0.198807 34 34 34

Employment Services 48 3.180915 543 543 543

Phone Services 3 0.198807 34 34 34

All Other 1 0.066269 11 11 11

Schedule .4 Total for Genl Liability 1,509 100.000000 17,095 17,095 10 17,105

Schedule 16.4.2





MAXCAP6/21/2017 5:12:09 PM

Activity - Genl Liability

Page C-211



Schedule 16.4.2





MAXCAP6/21/2017 5:12:09 PM

Activity - Genl Liability

Page C-212

Allocation Basis: Departmental Square Footage in All Buildings

Allocation Source: B&G Timesheets and Space Study


UnitsAllocation

PctGross


AllocationStep 1


Office of the Board 25,063 1.819958 10,943 10,943 6 10,949

County Attorney 1,836 0.133322 801 801 801

Clerk to the Board 2,388 0.173405 1,042 1,042 1,042

County Clerk 24,068 1.747705 10,509 10,509 6 10,515



Assessor 8,364 0.607354 3,651 3,651 2 3,653

County Council 216 0.015685 95 95 95


Juvenile Diversion 1,123 0.081547 490 490 490

Victim Witness 495 0.035945 216 216 216

Finance 967 0.070219 422 422 422

Accounting 5,536 0.401998 2,416 2,416 2,416

Purchasing 638 0.046329 278 278 278

Personnel 4,516 0.327931 1,972 1,972 1,972

Planning Office 8,994 0.653102 3,926 3,926 3 3,929



GIS 2,844 0.206518 1,241 1,241 1,241

Printing & Supply 7,736 0.561752 3,377 3,377 3,377


Patrol Division 12,844 0.932671 5,607 5,607 3 5,610

Regional Lab 19,794 1.437348 8,642 8,642 5 8,647


Coroner 4,546 0.330109 1,985 1,985 1,985

Justice Services 2,027 0.147191 884 884 884

Work Release 11,500 0.835076 5,020 5,020 3 5,023

Community Corrections 23,620 1.715174 10,312 10,312 6 10,318

Detentions Division 283,940 20.618392 123,982 123,982 94 124,076

Building Inspection 1,932 0.140293 843 843 843

Weed & Pest 4,000 0.290461 1,746 1,746 1,746


Extension 14,040 1.019519 6,129 6,129 4 6,133

Veterans Office 1,950 0.141600 851 851 851

Public Works 119,205 8.656108 52,051 52,051 39 52,090

Social Services 81,640 5.928314 35,647 35,647 30 35,677



Nursing 20,020 1.453759 8,740 8,740 5 8,745


Public Health Preparedness 2,221 0.161279 969 969 969



AAA 8,049 0.584481 3,513 3,513 2 3,515

Phone Services 432 0.031370 189 189 189

Courts-State/County 165,559 12.022119 72,292 72,292 54 72,346

All Other 300,741 21.838397 131,347 131,347 147 131,494

Schedule .4 Total for Property Insur 1,377,120 100.000000 601,317 601,317 439 601,756

Schedule 16.4.3





MAXCAP6/21/2017 5:12:09 PM

Activity - Property Insur

Page C-213

Allocation Basis: Insurance Claims by Department/Fund

Allocation Source: Accounting Records


UnitsAllocation

PctGross


AllocationStep 1


County Attorney 171.40 0.008537 172 172 172

Clerk to the Board 38.65 0.001925 39 39 39

Motor Vehicle 3,266.28 0.162692 3,294 3,294 2 3,296

District Attorney 80,489.51 4.009144 81,191 81,191 60 81,251


Information Services 8,529.31 0.424841 8,602 8,602 8,602

Administration Division 2,223.17 0.110735 2,242 2,242 2,242

Patrol Division 318,484.69 15.863569 321,260 321,260 244 321,504

Communication Services 2,403.04 0.119694 2,424 2,424 2,424

Detentions Division 607,907.83 30.279596 613,220 613,220 489 613,709

Public Works 293,079.57 14.598152 295,637 295,637 227 295,864

Social Services 369,255.29 18.392428 372,474 372,474 288 372,762

Environmental Health 239,675.90 11.938141 241,766 241,766 184 241,950

Schedule .4 Total for Claims 2,007,648.43 100.000000 2,025,162 2,025,162 1,494 2,026,656

Schedule 16.4.4





MAXCAP6/21/2017 5:12:09 PM

Activity - Claims

Page C-214

Receiving Department Total Workers Comp Genl Liability Property Insur Claims

Office of the Board 12,227 1,187 91 10,949 0

County Attorney 1,771 742 56 801 172

Clerk to the Board 2,039 890 68 1,042 39

County Clerk 11,953 1,336 102 10,515 0

Election & Registration 10,083 5,640 430 4,013 0

Motor Vehicle 9,528 5,790 442 0 3,296

Treasurer's Office 3,689 1,484 113 2,092 0

Assessor 9,245 5,196 396 3,653 0


District Attorney 102,369 8,166 623 12,329 81,251


Victim Witness 1,973 1,632 125 216 0

Non-Departmental 318 296 22 0 0

Finance 581 148 11 422 0

Accounting 3,374 890 68 2,416 0

Purchasing 596 296 22 278 0

Personnel 3,729 1,632 125 1,972 0

Planning Office 6,325 2,227 169 3,929 0

Buildings & Grounds 107,125 3,709 283 20,292 82,841

Information Services 23,638 6,825 521 7,690 8,602

GIS 1,241 0 0 1,241 0

Printing & Supply 3,856 445 34 3,377 0

Administration Division 20,008 9,354 714 7,698 2,242

Patrol Division 340,059 12,028 917 5,610 321,504

Regional Lab 9,285 593 45 8,647 0

Drug Task Force 318 296 22 0 0

Communication Services 22,051 12,020 917 6,690 2,424

Coroner 2,943 890 68 1,985 0

Justice Services 2,322 1,336 102 884 0

Work Release 7,579 2,375 181 5,023 0

Community Corrections 10,407 78 11 10,318 0

Detentions Division 770,394 30,298 2,311 124,076 613,709

Building Inspection 2,919 1,929 147 843 0

Weed & Pest 2,864 1,038 80 1,746 0

Office of Emergency 3,193 445 34 2,714 0

Engineering 4,474 4,157 317 0 0


Extension 6,771 593 45 6,133 0

County Fair 318 296 22 0 0


Public Works 376,409 26,439 2,016 52,090 295,864

Social Services 413,168 1,002 3,727 35,677 372,762

Health-Administration 4,464 1,484 113 2,867 0

Health Education 5,321 2,375 181 2,765 0

Nursing 14,815 5,640 430 8,745 0

Environmental Health 254,207 4,009 305 7,943 241,950

Public Health Preparedness 1,287 296 22 969 0

Human Services Administration 3,567 158 34 3,375 0

Employment Services 12,388 3,094 543 8,751 0

AAA (1,646) (5,161) 0 3,515 0


Courts-State/County 72,346 0 0 72,346 0

Schedule 16.5


Weld County, ColoradoSchedule .5 - Allocation SummaryFor Department Liability Insurance


MAXCAP6/21/2017 5:12:08 PM

Page C-215

Receiving Department Total Workers Comp Genl Liability Property Insur Claims

All Other 131,653 148 11 131,494 0

Direct Bill 57,580 57,580 0 0 0

Total 2,869,614 224,097 17,105 601,756 2,026,656

Schedule 16.5


Weld County, ColoradoSchedule .5 - Allocation SummaryFor Department Liability Insurance


MAXCAP6/21/2017 5:12:08 PM

Page C-216

Costs of centralized phone services provided to the County by the IGS Fund are allowable for plan purposes. The IGS Fund direct bills all users for their direct costs of service. All direct costs of this fund are billed out.

This fund is included in the plan to flow through indirect costs received by the fund. Costs are allocated to departments based on actual charges by department.





For Department Phone Services

Page C-217



Inbound Costs:




Finance 470 25 495

Accounting 5,063 3,039 8,102

Purchasing 1,131 161 1,292

Personnel 3,010 1,106 4,116

Buildings & Grounds 2,271 201 2,472







Schedule 17.2





MAXCAP6/21/2017 5:12:11 PM

Page C-218

Total G&A Phone Services

Wages & Benefits



Departmental Total


Deductions



Allocation Step 1




1st Allocation 387,570 0 387,570

Allocation Step 2



Total For Phone Services

Schedule .3 Total 438,448 0 438,448

Schedule 17.3






MAXCAP6/21/2017 5:12:10 PM

Page C-219

Allocation Basis: Departmental Billings



UnitsAllocation

PctGross


AllocationStep 1


Office of the Board 11,672.42 0.641278 2,485 2,485 423 2,908

County Attorney 6,200.47 0.340651 1,321 1,321 1,321


County Clerk 8,214.82 0.451319 1,748 1,748 296 2,044

Election & Registration 19,707.19 1.082705 4,194 4,194 716 4,910

Motor Vehicle 45,422.56 2.495498 9,665 9,665 1,657 11,322


Assessor 41,300.46 2.269031 8,793 8,793 1,506 10,299

County Council 285.61 0.015691 59 59 10 69

District Attorney 53,005.57 2.912105 11,281 11,281 1,936 13,217

Victim Witness 12,084.04 0.663892 2,569 2,569 443 3,012

Non-Departmental 140,307.61 7.708445 29,874 29,874 29,874

Finance 853.28 0.046879 181 181 181

Accounting 5,411.75 0.297319 1,151 1,151 1,151

Purchasing 1,826.12 0.100326 386 386 386

Personnel 10,233.23 0.562210 2,176 2,176 2,176

Planning Office 23,127.55 1.270619 4,923 4,923 842 5,765


Information Services 47,772.25 2.624589 10,170 10,170 10,170

GIS 3,595.00 0.197508 763 763 126 889

Printing & Supply 3,498.94 0.192230 741 741 741

Administration Division 51,934.08 2.853238 11,055 11,055 1,899 12,954

Patrol Division 165,703.04 9.103660 35,282 35,282 6,061 41,343

Regional Lab 41,366.72 2.272671 8,808 8,808 1,510 10,318

Communication Services 57,069.01 3.135349 12,151 12,151 12,151

Coroner 14,355.93 0.788709 3,055 3,055 521 3,576

Justice Services 18,639.09 1.024024 3,970 3,970 677 4,647

Work Release 13,550.38 0.744453 2,882 2,882 492 3,374

Community Corrections 1,665.79 0.091518 353 353 57 410

Detentions Division 108,682.74 5.970987 23,138 23,138 3,975 27,113


Weed & Pest 2,133.52 0.117215 450 450 75 525

Office of Emergency 18,245.51 1.002401 3,883 3,883 662 4,545

Engineering 8,948.45 0.491624 1,903 1,903 325 2,228

Missile Park 499.79 0.027458 105 105 18 123

Extension 10,860.61 0.596678 2,313 2,313 395 2,708

Veterans Office 4,063.77 0.223262 863 863 145 1,008

Public Works 87,822.87 4.824954 18,696 18,696 3,215 21,911

Social Services 478,464.70 26.286669 101,973 101,973 17,639 119,612

Health-Administration 107,661.39 5.914875 22,921 22,921 22,921

Nursing 4,856.61 0.266820 1,032 1,032 172 1,204

Human Services Administration 1,457.70 0.080085 311 311 51 362

Employment Services 41,901.86 2.302072 8,921 8,921 1,526 10,447

AAA 43,724.90 2.402229 9,306 9,306 1,598 10,904

County Shop 5,065.24 0.278282 1,077 1,077 1,077

All Other 31,296.68 1.719427 6,662 6,662 1,140 7,802

Schedule .4 Total for Phone Services 1,820,180.38 100.000000 387,570 387,570 50,878 438,448

Schedule 17.4.1





MAXCAP6/21/2017 5:12:11 PM

Activity - Phone Services

Page C-220

Receiving Department Total Phone Services




County Clerk 2,044 2,044




Assessor 10,299 10,299

County Council 69 69


Victim Witness 3,012 3,012


Finance 181 181


Purchasing 386 386





GIS 889 889






Coroner 3,576 3,576






Weed & Pest 525 525



Missile Park 123 123

Extension 2,708 2,708





Nursing 1,204 1,204

Human Services Administration 362 362


AAA 10,904 10,904


All Other 7,802 7,802

Direct Bill 0 0

Total 438,448 438,448

Schedule 17.5


Weld County, ColoradoSchedule .5 - Allocation SummaryFor Department Phone Services


MAXCAP6/21/2017 5:12:10 PM

Page C-221

Section D: Supplemental DataSection D: Supplemental DataSection D: Supplemental DataSection D: Supplemental Data



Prepared By MAXIMUS Consulting Services, Inc.Page D-1

Comparison of Allocated Costs

Department FY 2015 FY 2016 Difference % ChangeOffice of the Board $810,992 $547,858 -$263,134 -32%Public Trustee 7,626 2,579 (5,047) -66%Clerk to the Board 168,687 178,349 9,662 6%County Clerk 706,991 1,008,665 301,674 43%Elections 405,196 669,503 264,307 65%Motor Vehicle 145,499 165,022 19,523 13%Assessor 798,519 944,430 145,911 18%County Council 6,839 6,935 96 1%District Attorney 773,338 897,717 124,379 16%Juvenile Diversion 15,583 15,236 (347) -2%Victim Witness 39,762 45,355 5,593 14%Planning 883,806 890,906 7,100 1%GIS 565,100 796,424 231,324 41%Administration Division 1,652,339 1,751,224 98,885 6%Patrol Division 2,193,455 2,195,516 2,061 0%Regional Lab 163,966 187,349 23,383 14%Drug Task Force 6,592 6,561 (31) 0%Coroner 226,924 239,659 12,735 6%Justice Services 179,289 179,955 666 0%Work Release 292,269 292,269Community Corrections 346,313 302,643 (43,670) -13%Detentions Division 4,996,925 5,297,156 300,231 6%Building Inspection 163,008 158,880 (4,128) -3%Weed & Pest 88,455 53,155 (35,300) -40%Office of Emergency Mgmt 159,572 227,101 67,529 42%Engineering 625,119 385,151 (239,968) -38%Missile Park 4,938 20,192 15,254 309%Extension 166,589 181,054 14,465 9%County Fair 10,136 10,388 252 2%Veterans Office 36,608 37,542 934 3%Public Works 4,254,957 4,710,223 455,266 11%Social Services 3,814,132 4,148,999 334,867 9%Health Education 205,508 198,523 (6,985) -3%Nursing 563,798 526,913 (36,885) -7%Environmental Health 718,917 1,003,364 284,447 40%Public Health Preparedness 33,817 32,411 (1,406) -4%Human Services 270,132 68,767 (201,365) -75%Employment Services 340,668 458,933 118,265 35%AAA 106,591 227,036 120,445 113%Solid Waste 4,846 844 (4,002) -83%Airport 18,322 15,103 (3,219) -18%Courts 1,464,319 1,598,099 133,780 9%All Other 1,823,777 2,021,898 198,121 11%Total Allocated 29,967,950 32,705,887 2,737,937 9%Direct Billed 2,448,240 2,233,645 (214,595) -9%Unallocated 1,276,643 1,344,512 67,869 5%




WELD COUNTY, COLORADOFEDERAL COST ALLOCATION PLAN

FOR THE FISCAL YEAR ENDING DECEMBER 31, 2016

COST ALLOCATION REIMBURSEMENT TO COUNTY

INDIRECT COSTS ALLOCATED TO SOCIAL SERVICES

CENTRAL SERVICEAGENCIES 2014 2015 2016

Building Depreciation 138,318$ 170,835$ 177,576$ Non-Departmental 36,366$ 37,572$ 112,847$ Finance 73,569$ 51,384$ 54,379$ Building & Grounds (77,993)$ (79,968)$ (74,907)$ Liability Insurance 452,534$ 483,728$ 413,168$ Accounting 231,109$ 359,678$ 297,161$ Personnel 204,402$ 277,186$ 342,353$ Communication Services 842,186$ 1,461,031$ 1,764,153$ Phone Services 19,713$ 76,226$ 119,612$ County Treasurer 23,186$ 27,884$ 26,634$ County Attorney 11,535$ 27,508$ 105,362$ Printing/Supply 51,156$ 49,089$ 51,760$ Information Services 355,759$ 844,975$ 732,084$ Purchasing 22,432$ 27,004$ 26,817$

TOTAL 2,384,272$ 3,814,132$ 4,148,999$

CALCULATION OF COUNTY REIMBURSEMENT

(A) Total of Current Year Actuals 2,384,272$ 3,814,132$ 4,148,999$ (B) Total of Two Year Prior Actuals 1,491,590 1,521,032 2,384,272 (C) Rollforward (A-B) 892,682 2,293,100 1,764,727 (D) Other Adjustments - - - (E) Current Year Fixed (A+C+D) * 3,276,954$ 6,107,232$ 5,913,726$

Reimbursement in State Fiscal Year 2016 2017 2018

SOCIAL SERVICES




808 Moorefield Park Drive, Suite 205 | Richmond, VA 23236 | (804) 323-3535

May 15, 2018 Jerelyn Marinelli Program and Grant Administration Coordinator Workforce Development Programs 633 17th Street, 7th Floor Denver, CO 80202-3627 Dear Ms. Marinelli, This is to confirm that Weld County has room within our TABOR revenue limit to accept the funding from your program for PY 19 (7/1/18-6/30/19). In our 2017 audit just completed Weld County had a TABOR revenue limitation margin of $84,016,301. In other words, we could have had over $84 million in additional revenue and still be under the TABOR limit. The attached worksheet shows the actual TABOR limit amounts for 2014-2018 with the 2018 amount being an estimate. Based upon the estimate determined per the 2018 approved budget Weld County will have a TABOR revenue limit margin of over $91.07 million. Thus, we can very comfortably accept the additional funds from your program. The reason that Weld County’s TABOR revenue margin is so large due to all the new oil and gas assessed valuation, which counts as growth under the state’s TABOR formula. We anticipate the 2019 TABOR margin will be even larger. If you have questions please do not hesitate to contact me at 970-400-4218. Sincerely,

Donald D. Warden Director of Finance and Administration TABOR 2018 Workforce Development Program Letter

OFFICE OF FINANCE & ADMINISTRATION PHONE (970) 356-4000, EXT 4218

FAX: (970) 352-0242 1150 O STREET

PO BOX 758 GREELEY, COLORADO 80632

2014-2018 TABOR REVENUE LIMITATIONESTIMATE

2014 2015 2016 2017 2018

TABOR CPI AND GROWTH:

CPI 0.02771% 0.02777% 0.01176% 0.02772% 0.03386%

Growth 0.08612% 0.12170% 0.14937% 0.07936% 0.08017%

Total TABOR Increase 0.11383% 0.14947% 0.16113% 0.10708% 0.11403%

MAXIMUM REVENUE LIMIT:

Prior Year Total TABOR Base Without Credit 196839473 233460871 274368161 271533677 279679687

Prior Year TABOR Credit 36714468 55954207 71280547 56042044 57545305

Sub-Total 233553941 289415078 345648708 327575721 337224992

Total TABOR Increase Factor 1.11383 1.14947 1.16113 1.10708 1.11403

Sub-Total 260139386 332673950 401343084 362652529 375678758

Plus: Abatement/Refund Prior Year 61363 897536 3425356 1043459 398912

Plus: SB 118 Tax Incentive Credits 0 0 0 0 0

Maximum TABOR Revenue Limit 260200749 333571486 404768440 363695988 376077670

COMPARISON TO PRIOR YEAR:

TABOR Revenue Limit 260200749 333571486 404768440 363695988 376077670

Revenue Collected Without Credit 233460781 274368161 271533677 279679687 285000000

MARGIN WITHIN LIMIT 26739968 59203325 133234763 84016301 91077670

of 7

Program Year 2018 Language Assistance Plan

Employment Services of Weld County July 1, 2018 - June 30, 2020

This Employment Services of Weld County’s PY18 Language Assistance Plan uses data from the 2012-2016 American Community Survey 5-Year Estimates. The LAP provides a baseline of data to be updated biannually. The next update for this LAP shall be completed by June 1, 2020.

SUMMARY/UPDATE:

1. What significant changes in language populations served and/or language assistance services provided have

occurred since the last submittal of your LAP?

• Employment Services has not experienced significant changes in language populations served, or in the services provided to ELL customers since our 2017 Language Assistance Plan (LAP).

2. What enhancements/changes in your language assistance services are planned for the coming Program Year?

• Weld County departments and offices continue to utilize Language Line Solutions which provides on-demand over-the-phone interpretation with more than 240 languages via a toll-free number, 24 hours a day, 7 days a week, 365 days a year. Language Line Solutions interpreters ensure critical information and communication are supported for dependable operations as well as ensuring professional and polite service.

ASSESSMENT: Identify populations in the workforce region that are in need of language assistance services to access Federal programs. A. Data Collection Date Data was gathered: May 7, 2018 Date Source: United States Census Bureau American Fact Finder 2012-2016 ACS 5-Year Estimates Total Region Population: 2015 Population 5 years and over 278,065

Date Source: Connecting Colorado-Registrants Date Data was gathered: 5/7/2018

Language Distribution

% of Customers Served 07/01/2015-06/30/2016

% of Customers Served 07/01/2016-06/30/2017

% Change since last LAP

English 95.08% or 12,775 individuals (6,713 did not declare limited lang.)

92.64% or 10,706 individuals (5,402 did not declare limited lang.)

-2.44%

Spanish 3.78% or 507 individuals (Race: White and Hispanic only declared

5.78% or 669 individuals (Race: White and Hispanic only declared

2%

Amharic 0% 0% N/A Arabic 0% 0% N/A French 0% 0% N/A

Somali 0.62% or 82 individuals (Race: Black w/limited lang.)

0.8% or 93 individuals (Race: Black w/limited lang.)

.18%

Burmese 0.12% or 16 individuals (Race: Asian w/limited lang.)

0.18% or 21 individuals (Race: Asian w/limited lang.)

.06%

Other 0.07% or 9 individuals (Race: Native American, Hawaiian/Pacific Islander; language was undeclared)

0.57% or 67 individuals (Race: Native American, Hawaiian/Pacific Islander; language was undeclared)

.5%

Language Distribution

% of Regional Population 2015 % of Regional Population 2016 % Change since last LAP

English 81.5% 78.9% -2.6% Spanish 16.3% 13.1% -3.2%

Other Indo-European

1.0% 3.6% 2.6%

Asian and Pacific Island

0.9% 3.4% 2.5%

Other 0.3% 1% .7%

of 7

*Connecting Colorado does not gather languages for limited language job seekers registering in Weld County. The limited language field was removed from Connecting Colorado and job seekers who register on-line are no longer able to indicate if they have a language barrier. Limited language learner data is collected when job seekers register through staff assisted registration services. As a result of the lack of statistical data, race and ethnic group designation was used to compile date needed for this LAP.

B. Assessment Report Given the data collected and based on the four factors listed below, identify the language groups that warrant

language assistance services.

• Spanish, Somali and Burmese (Karani, Karin and Chin languages) limited English-speakers

1. Number or proportion of ELLs in the eligible service population: 21.1% of the population in the region speak a language other than English

2. Frequency that ELLs come in contact with workforce region services - Daily 3. Importance of the service provided by the workforce region - High 4. Resources available to the agency to provide access to workforce development programs – See II.

I. LANGUAGE ASSISTANCE SERVICES: Describe the local policies, procedures and resources that are currently in place to provide Language Assistance Services to workforce center customers.

Currently in Place: Services/Resources Currently in Use: Translated Documents in which Languages Spanish speaking customers: • Bilingual-Spanish staff, on site and through telephone

system – 28.81% of the staff is bilingual-Spanish • Disability Navigators • Signage within the workforce center • Comprehensive ESL programs • Spanish Test of Adult Basic Education (TABE) • Several Prove-It Tests in Spanish, Dutch, French,

German, Italian and Portuguese • Migrant and Seasonal Bilingual Outreach Specialist • Language Line Solutions providing over-the-phone

interpretation of over 240 languages 24/7, 365 days a year

• Various Program Flyers

Spanish language materials: • Intake forms • EEO Laws • Complaint procedures • Rapid Response Program forms • Referral to existing Spanish written resource materials • Various Colorado Department of Labor fliers/posters • EF/TANF forms • Various Program Brochures • Various program applications • Various client correspondence notification letters

Somali and Burmese (Karani, Karin and Chin languages) speaking customers: • Purchase of translator services, local vendors

Somali and Burmese (Karani, Karin and Chin languages) Aides: • Oral translators

New Resources/Services/Translated Documents Planned Planned Date of Implementation

Radio Advertising Job Fair materials

Brochures providing information on WIOA programs

October 1, 2018 October 1, 2018 October 1, 2018

Describe how the workforce region responds to communication needs of customers at the first point of contact: In Person • Bilingual - Spanish translation services are provided at:

-Primary Workforce Center location (Greeley CO) -South Weld County location (Ft. Lupton, CO) -Agriculture outreach -Immigrant and Refugee Center of Northern Colorado - Lutheran Family Services – Colorado Works participants (Greeley, CO)

• Language line access for language translation other than Spanish

• Language ID Posters In Writing/email • Signage throughout the workforce center

• Variety of forms

of 7

By telephone • 17 Bilingual staff - Spanish

II. STAFF TRAINING

Staff Training Completed When Who attended • Staff are trained and resources are available to assist

ELL customers. • All staff is required to review and familiarize

themselves with the Language Assistance Guide • Staff is required to review other tools available at

www.e-colorado.org through the team rooms. • The LAP Plan is made available to all staff as a

resource and to garner their comment and input. • Migrant and Seasonal Outreach Specialist Training

on services rules and regulations for this population

• At time of hire • On-going • On-going • On-going

• On-going

• All staff who provide direct services to clients



• All staff who provide direct

services to clients • All staff who provide direct

services to clients

Results of the “Customer Service Training Across Cultures” completed during PY2010 The Colorado Workforce Speaks sponsored “Customer Service Across Cultures” training. It was attended by 20 staff at five sessions given on May 26, 27 and 28, 2010 as well as on June 2 and 3, 2010. Historically, Employment Services staff has consistently implemented the LAP tools and information available when providing services to ELLs. Individuals who attended the training came away with a better awareness regarding the cultural norms of some of our clientele and how those cultural issues impact how customers request/demand services. On average, staff rated their success in implementing their Personal Action Plans as ‘very good’. Staff responded favorably to the information regarding how knowledge on cultural backgrounds can be of assistance when working with ELLs and most indicate it assisted them in developing more effective methods when providing services to ELL customers.

Staff Training Planned When Who will attend • Utilize tools and other tools made available

through www.-e-colorado.org

• Continued use of Language Assistance Guide • Provide input into the development of bi-annual

LAP

• On-going

• On-going

• On-going


• All staff who provide

direct services to clients • All staff who provide

direct services to clients

VI. OUTREACH

How are you notifying potential Ell customers that free interpretation services are available? Outreach to ELLs is provided through the following means: • At time of service • Outreach tools are made available in the community as stated previously. Outreach documents are translated into

Spanish and the Wagner Peyser Migrant Outreach staff utilize such documents and language services to encourage Migrants to utilize the Workforce Center in person. Employment Services also collaborates with various community service agencies such as The Grove Neighborhood Network, Lutheran Family Services, Immigrant and Refugee Center of Northern Colorado which offer various educational and employment service needs

Outreach Completed Date To what language groups did you extend information?

• Spanish - Primary • Somali • Burmese

On-going On-going On-going

What information was provided and through what media? Employment Services of Weld County (ESWC) utilizes the following to distribute to its Spanish-speaking clients, information on the services it provides, as well as announcements of upcoming events:

• Fliers, posters and other written materials

On-going

http://www.e-colorado.org/

http://www.-e-colorado.org/

of 7

What collaborative partnerships and/or community resources are used to serve ELL customers effectively?

The partnerships used to serve English Language Learners (ELL) include:

• Aims Community College • Immigrant and Refugee Center of Northern Colorado (formally Right to Read and Global Refuge

Center) • SER-Jobs for Progress • Vocational Rehabilitation Services • The Grove Neighborhood Network • Lutheran Family Services • Rocky Mountain SER • Community Resources and Housing Development Corporation • Job Corp • Division of Unemployment Insurance

On-going On-going On-going On-going On-going On-going On-going On-going On-going On-going On-going

Planned Outreach Date Planned

What outreach activities are planned and to which language groups? Outreach to Spanish, Somali and Burmese (Karani, Karin and Chin languages) ELL customers will continue to occur through the following means:

• Distribution of language appropriate translated materials • Continued collaboration with various community service agencies such as those listed above

On-going

What information will be provided and through what media? • Information will continue to be provided through language appropriate translated materials.

On-going

What strategies will you implement to follow-up on outreach activities? Communication with partners On-going

V. MONITORING/EVALUATION

Monitoring the LAP Date Monitored

What did you do to monitor your LAP during the past Program Year? • Utilized unit staff meetings to maintain staff awareness, provide and review updated ELL information

and materials and receive staff feedback on ELL services to limited English-speaking customers.

Continuous

What was the outcome of your monitoring? • While occasionally faced with very small increases in one or another limited English-speaking groups

the Spanish-speaking group remains Weld County’s primary limited-English speaking population.

Continuous

What is the awareness level of your staff about your LAP and the language assistance resources that are available to them?

• Staff are made aware of our LAP through initial orientations and monthly staff meetings where they are provided with ELL materials, resources and information as they are received from by the state or through state sources (e-Colorado). Additionally, staff receive a copy of our full program year plan each year for review.

On-going

Monitoring Checklist – Rate your Staff’s awareness of the following. Include dates for when these events occurred.

Staff used resources (desk aide, team room, flyers, etc.) and how did you verify this? Part of overall staff training Check for staff usage of I-speak cards and desk aide Located in various areas of facility Special staff meetings to review service delivery Monthly staff meetings Usage of CWS team room Staff meetings Discussed language assistance services at staff meeting Monthly staff meetings provide

opportunities to discuss any issues or concerns

New employees were provided with an orientation on assisting ELL customers Included in New Hire Orientation

of 7

This space left intentionally blank

Evaluation of the LAP

Describe the criteria upon which you evaluated the effectiveness of your LAP. • Staff awareness and Diversity Employment Evaluations Identify the strengths and weaknesses of your LAP and the level of language assistance services provided to your ELL customers. • Strengths include a solid plan and continued partnerships • A weakness is loss of Spanish radio advertising • Right to Read and Global Refugee center merged resulted in not completing the translation of signage for Somali and

Burmese clientele as projected What will you do to address those weaknesses and improve the delivery of language assistance services to your ELL customers?

• Managers and Staff will review current LAP activities at Unit meetings on an on-going basis to discuss and modify, if appropriate, services to ELL customers

of 7

VI. STAFF DIRECTORY

Updated Staff Directory: Attach the updated directory to this LAP prior to submittal

EMPLOYMENT SERVICES STAFF DIRECTORY (970) 353-3800 ACOSTA, ERIC

[email protected] TBD

Youth Programs GONZALES, IRENE

[email protected] 6720

Client Data MARQUART, TIM

[email protected] 6769

Veteran Services ALVARADO, SYLVIA [email protected]

5890 Client Data

GONZALEZ, ELVIRA [email protected]

6714 Business Services

MARQUEZ, JOSEFINA [email protected]

6780 EF/TANF Programs

AMAYA, KARINA – MANAGER

[email protected]

6763 Youth Programs

GONZALEZ, LIDIA [email protected]

6740 Client Data

MASTERS, KARLA [email protected]


ARMSTRONG, KRIS [email protected]

6736 A & L Lab

GONZALEZ, JAZMINE [email protected]


RAISLEY, SANDRA [email protected]


ATKINSON, JULIE [email protected]


GRANT, TAMI – DIVISION HEAD

[email protected]

6754 Administration

ROBERTS, HEATHER [email protected]

6752 Administration

BERNHARDT, HOLLY [email protected]

6757 Youth Programs

GUTIERREZ, ANNETTE [email protected]

6743 Client Data

SANCHEZ, BRITTINY [email protected]


BUSH, JUDY [email protected]

6315 Child Care

Recruitment

HESS, SHANA [email protected]


SANCHEZ, NANCY [email protected]


CABRAL, CLAUDIA [email protected]

6767 Client Data

HILLESLAND, TRACEY [email protected]

6741 Client Data

SCHWEER, REBECCA [email protected]


CANO, EFRAIN [email protected]


HUNNICUTT, NANCY [email protected]

6750 Client Data

SIMONTON, KIM [email protected]


CHAVEZ, MARIA [email protected]


JACKS, TRACY [email protected]


SPECK, LAURIE – MANAGER

[email protected]


CORDOVA, GREG [email protected]

6762 Youth Programs

JOSEPH, THERESA [email protected]


TORRES, NEREYDA [email protected]

6739 Youth Programs

mailto:[email protected]
































of 7

EMPLOYMENT SERVICES STAFF DIRECTORY CONTINUED (970) 353-3800

CURTS, PAT [email protected]

6759 Client Data

KELLY, MEGAN [email protected]


WELZBACKER, MARYANN [email protected]

6783 Adult Programs

DEBROCK, CHARLOTTE [email protected]

6766 Adult Programs

KELLY, MEGAN [email protected]


WILSON, CHAD [email protected]

6735 A & L Lab

DOMINGUEZ, JAZMINE [email protected]

TBD Youth Programs

KORTHUIS, ANNA [email protected]

6377 Child Care

Recruitment

WILSON, CHAD [email protected]

6735 A & L Lab

DUCHAINE, AMBER [email protected]


LARA, DORA [email protected]

Contract Emp.6377 Child Care

Recruitment

WINTER, TAMMY [email protected]

6776 Adult Programs

FALK, MISTY [email protected]


LAWRENCE, LORA – MANAGER

[email protected]


& Lab

WOLFF, PATTI [email protected]

6748 Client Data

FREESE, HELEN [email protected]

6772 Adult Programs

LEE, LEIGH [email protected]

6773 Adult Programs

WOLNEY, ANNE [email protected]

6734 A & L Lab

GALINDO, LESLIE [email protected]

6764 Youth Programs

LINDELL, SHARON [email protected]

(303) 547-8347 Veteran Services

WOODS, BRIANA – MANAGER [email protected]

6744 Client Data

GARCIA-MORENO, CECILIA [email protected]

6756 Adult Programs

LONG, TED [email protected]

6775 Contract Emp.

WOOLMAN, DAVE [email protected]

6758 Youth Programs

GIDDENS-CASTRO, MELANIE

[email protected]


LOCKE, TABITHA [email protected]


ZAMORA, MANUEL [email protected]

301-1454 Youth Programs

ZAMORA, MANUEL [email protected]

301-1454 Youth Programs

*Updated 5/2018



























