candidate information session - arapahoe county, colorado
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Candidate Information Session
August 4, 2020
Agenda• Welcome & About Arapahoe County
• Role of County Commissioners
• Department & Office Overviews
• Q&A – Please hold questions until end or use the chat feature within Teams
We are recording this session and will make it available (along with the presentation) on our website
About Arapahoe County
Commissioner Nancy N. SharpeDistrict 2 & Chair of the Board
About Arapahoe County
• 13 incorporated cities and towns– Spans 800 square miles– Urban, suburban, and rural characteristics
• 9 school districts
• 433 local and special districts
About Arapahoe County
• Demographics– Median age is 36.9– 60% White– 20% Hispanic– 10% Black– 6% Asian
• Median household income: $76,768
• 63% own homes• 8.1% live below poverty
line
What Do Counties Do?
• Counties are responsible for the health, safety and welfare of residents.
• As a constitutional subdivision of Colorado state government, Arapahoe County can only exercise those powers specifically expressed in statute or the constitution.
2020 Budget
• Total County Budget $430.3M– General fund is approximately $209.9M– Roughly one‐third is funded by federal and state governments (i.e. human services, community resources, transportation)
– One of the lowest mill levies amongst counties in the Front Range
• Just over half of all revenues collected come from taxes– Property Tax, Specific Ownership Tax, Sales & Use Tax
• 2,273.40 full‐time equivalent (FTE) positions– Salaries and benefits largest expenditure (48%)
Countywide Considerations
• Pandemic Response & Recovery
• Financial Constraints & Service Delivery
• Transition of 18th Judicial District & Tri‐County Health Department
• State Legislative Changes (public safety, human services, budget impacts)
Role of County Commissioners
Commissioner Nancy JacksonDistrict 4
Role of Commissioners
• Oversee county departments• Hires the management team• Administers county services• Adopts ordinances• Approves land use decisions
within unincorporated Arapahoe County
• Creates and adopts the annual budget for all departments and elected offices
• Act as the Board of Equalization to handle property tax protests
• Appoints residents to serve on advisory committees and boards
• Represent the county on a variety of regional and national authorities, boards and committees
County Departments
Alphabetical Order
County Attorney
• In‐House Full‐Service Law Firm for County • Two Offices (Admin and HS)• 50+ Staff• Attorneys Are Each Assigned to Assist Specific
Offices/Departments/Subject Matters• Advise/Represent All Officials, Directors, Employees
and Boards/Committees• Handle Virtually All Legal Matters (few exceptions)• Handle Most Litigation• Oversee Risk Management, and CBOE
Communication & Administrative Services
• Provide support to Board of County Commissioners, facilitating daily activities & initiatives
• Provide internal and external communication and engagement support for departments & offices
• In‐house large and small‐format printing• 18 FTEs
Community Resources Structure
DirectorDon Klemme
Commissioners
Administrative Services Division Manager
Nicole Russ
Judicial ServicesDivision Manager
Brad Kamby
Colorado State
University Extension
Division Manager Tim Aston
Arapahoe/ Douglas Works! Division Manager
Kelly Folks
Communication Business PartnerAmanda Denning
HR Business Partner
Betsy Sherman
WeatherizationDivision Manager
Steve Elliott
Housing and Community
DevelopmentDivision Manager
Linda Haley
Senior Resources
Division Manager
Linda Haley
Department Budget
• Annual budget developed by Administrative Services, then approved by Executive Budget Committee and BOCC
• 2020 Department Budget: $33,744,741• 5 Major Funding Streams• 3 Program Years• 87% Grant Funds; 13% County Funds• Top Divisions by Spending: Arapahoe/Douglas Works!, Judicial Services, Weatherization, HCDS
Administrative Services Division
Core Function Program Purpose Statement Result Measure
Administrative Services
FinancialManagement
Manages financial budgeting and accounting for the Community Resources Department to ensure compliance and maintains accountable, accurate, and transparent financial transactions and records.
# Disallowed/questionedcosts
Value of disallowed or questioned costs
Grant Administration
Reviews the grant financial reporting, budgeting, and operational requirements of Arapahoe County and funding sources so the Community Resources divisions are in financial compliance.
# of financial findings
Administrative Support
Provides customer service for Arapahoe County citizens, administrative assistance for the Community Resources divisions, as well as provide support to the Cultural Council so they can operate efficiently and effectively.
Customer Thermometer
% of employees with completed FEMA trngs
VolunteerConnections
Manages the Volunteers Connections program by recruiting, coordinating, and tracking volunteers to foster citizen and employee engagement resulting in cost benefits.
# Volunteer hours and equivalent value# ongoing positions# one-time events
Mission: To ensure optimal performance of the Community Resources Department through centralized financial and administrative services and supports citizen engagement through the management of the County’s volunteer efforts.
Arapahoe/Douglas Works!
Core Function Program Purpose Statement Result Measure
Career Services
Workforce Resource Centers
Provides an array of employment services and resources to assist the Colorado workforce with career navigation and job searches so they can enhance their career and economic standing.
# of unique visitors & visitsImpact of # services as related to wage at placement
Business Engagement
Connects qualified jobseekers with employers to bridge the gap and enhance the economic vitality in the metro Denver region.
% of hiring events in targeted industries# of hiring events for targeted populations# of job orders
Facilitating, Assessing, and Creating Talent (FACT) & Business Assessment Center (BAC)
Provides cutting-edge workshop and assessment services that are responsive to the dynamic needs of job seekers and metro Denver businesses to strengthen regional economic vitality.
Results of workshop surveys
100% volume for services provided
Average service per customer
Youth in the Works
Provides education and employment preparation to youth so they can expand educational/career knowledge and access to employment opportunities.
# of youth served through YRC% of customers receiving multiple services% of youth obtaining employment
Generations @ Work
Provides employment preparation and education referrals for prime talent (mature workers) to provide access to new and secondary career opportunities and paths.
# of adults served through G@W RC% of customers receiving multiple services% of mature workers obtaining employment
Veteran’s Services
Provides priority workforce development services to all veterans, specifically those needing assistance in overcoming barriers to employment so they can enter long-term, meaningful employment.
# of services provided% of veterans entering employmentAverage earnings rate
Mission: To strategically invest in Human Capital for Arapahoe and Douglas Counties which contributes to regional economic vitality for citizens and businesses in the Metro Denver area.
Core Function
Program Purpose Statement Result Measure
Poverty Prevention
Temporary Assistance to Needy Families (TANF)/ Colorado Works
Provides intensive case management and job placement services for citizens who are referred by Arapahoe County DHS for TANF/Colorado Works to ensure participants are obtaining employment and achieving number of program hours required.
Average placement wage
Average days to placement
Supplemental Nutritional Assistance Program (SNAP) Employment and Training
Provides case management and job placement services for adult citizens receiving SNAP benefits deemed work-ready to ensure participants are obtaining employment and achieving number of program hours required.
Average placement wage
Colorado Parents Employment Program (CO-PEP)
Provides intensive case management and job placement for non-custodial parents referred from Child Support Enforcement to ensure clients are obtaining employment and paying full child support orders.
Average placement wage% of participants paying full child support enforcement orders for 3 months
Justice Involved/ Pre-release Services
Conducts pre-release workforce development services for detention center inmates so they can develop job seeking skills and better prepared to obtain employment upon release.
# of trainings
# of participants
Core Function Program Purpose Statement Result Measure
Workforce Innovation and Opportunity Act
Youth Services (WIOA)
Provides career pathways and talent development for low-income, economically disadvantaged Youth ages 16 – 24 in order to develop a skilled young adult workforce, increasing self-sufficiency resulting in economic sustainability.
% of placements
% of customers obtaining HS diploma, GED, post-secondary training, short-term certifications, etc.
Adult Services (WIOA)
Provides career services and occupational training to eligible adults over the age 18+ increase employment potential and retention through marketability enhancement and/or skill development.
% of placements% of program participants who obtain certification in or within 1 year after exit from program% of program participants employed 4th qtr after exit from programAverage earnings of program participants
Dislocated Worker (WIOA)
Provides career services and occupational training to dislocated workers to increase employment potential and retention through marketability enhancement and/or skill development.
% of placements% of program participants who obtain certification in or within 1 yr after exit from program% of program participants employed 4th qtr after exit from programAverage earnings of program participants
Special Populations (WIOA)
Provides career services and occupational training to special populations with barriers to employment to increase employment potential and retention through marketability enhancement and/or skill development.
% of placements% of program participants who obtain certification in or within 1 year after exit from program% of program participants employed 4th qtr after exit from programAverage earnings of program participants
Core Function
Program Purpose Statement Result Measure
Workforce Investment Board
Innovation
Recognizes and addresses the workforce development needs in the metro Denver region through convening partners/stakeholders, diversifying funding, and sustaining relevant programs.
Leveraging resources & program services that address human capital in the region.Ratio of the “formula” funding vs. new fundingMembership representation of in demand industries
Economic Development
Supplies workforce intelligence that supports the Economic Development Partners mission to expand, retain, and attract new businesses to the region that impact economic vitality.
Amount of economic activity created through retention, expansion, and attraction of businesses
Education Alignment
Partners with education institutions and training providers to align skill attainment of citizens to reflect the current and future needs of regional business/industry.
Overall training related placementsWage differential for pgm attached customers that participate in skill development activities
Partner and Stakeholder Management
Represents targeted regional business/industries, oversees the one stop operator programs and services, and ensures the workforce development agenda addresses talent needs of the Metro Denver region and positively impacts economic vitality.
% of required members on the board (51% required to be bus)Utilization and results of workforce development activities (ROI)
CSU‐Extension
Core Function
Program Purpose Statement Result Measure
CSU Ext.
4-H Youth Development
Provides educational opportunities for youth ages 5 – 18 to develop STEM, job, and life skills in order to minimize high-risk behaviors and contribute positively to the community.
% participants reporting growth in STEM skills% participants reporting growth in life skills
AgriculturalSupport and Education
Provides research information, skill development, and technology to Arapahoe County producers to improve rangeland health, animal health and production, industry policy and regulation awareness, and economic sustainability.
# clients served through educational programs# of programs completed% of participants identifying growth in agricultural skills or knowledge
Horticultural Education and Services
Uses research-based information to educate Arapahoe County residents and Green Industry personnel regarding solutions to plant and insect problems in order to maintain property values in the community and promote a healthier landscaped environment.
# of volunteers# of lawn & landscape checks% of customers satisfied with the quality of services provided
Family and Consumer Education
Provides education and consultation for organizations and residents in Arapahoe County to learn about health, nutrition, food safety, and personal finance to increase physical and financial well-being.
% of participants applying knowledge or skills from Cottage Foods course% of participants with growth in knowledge of food safety and preservation
Community and Entrepreneurial Development
Promotes and leverages collaboration and economic opportunities amongst prospective and existing entrepreneurs and small businesses by providing current research and best practices from Colorado State University.
Building Farmers - % of participants demonstrating growth in their knowledge of urban farming# participantsYTH - % of participants demonstrating growth in their knowledge of business start-up # of participants
Mission: To provide information, education, and to encourage the application of research‐based knowledge in response to local, state and national issues affecting individuals, youth, families, agricultural enterprises and communities of Colorado.
Housing & Com Dev Services
Core Function
Program Purpose Statement Result Measure
Housing and CommunityDevelopmentServices
Housing and Community Development (ARCHA)
Supports and contributes to housing options and services for low-income or homeless residents through coordination of the Housing Choice voucher program and homeless initiatives.
# of housing vouchers
# of port-ins
CommunityDevelopment Services (CDBG)
Provides financial assistance to housing developers and non-profits to create affordable housing units, improve existing housing stock, and provide rental and down-payment assistance programs in Arapahoe County.
# of units supported by HOME (new & rehab)# of households receiving rental assistance
Home Investment Partnership Funds (HOME)
Funds community organizations to provide decent, affordable housing, create suitable living environments, and provide economic opportunities for low- to moderate-income residents.
# of individuals served (by type)% of funds used for public service# individuals served
Mission: To contribute to self‐sufficiency and quality of life for low to moderate‐income individuals through provision of affordable housing and support services to households, facilities, and local community‐based organizations
Judicial Services
Core Function
Program Purpose Statement Result Measure
Judicial Services
Community Corrections
Supports the Community Corrections Board by processing referrals and evaluating community corrections programs to ensure compliance with standards established by the Division of Criminal Justice and contractual requirements of the Board.
% of referral cases processed “on time” by type% of referral cases tabled% of “standards‐based” audits completed on schedule
Pretrial Services
Enhances the administration of justice through preparation of investigative risk assessment reports used to make informed release decisions, and by providing pre‐trial supervision services as an alternative to incarceration with consideration to public safety and court appearance.
% of cases with no failure to appear during supervision
% of cases with no new filing
% of defendants who had bond revoked due to tech violation
# unique individuals supervised
# of risk assessments/reports
Alternative Services/ Useful Public Service
Provides meaningful restorative justice for the community and the Courts by effectively screening, placing, and monitoring offenders participating in court‐ordered public service.
% of offenders successfully completing required community service hours# of court‐ordered public service hours complete$ value of community service hours worked
Criminal Justice Planning
Provides data and program analysis to make recommendations for the Arapahoe County Justice System to improve efficiencies and maximize resources.
# of reports produced# of customers (agencies & individuals) served
Mission: To provide risk assessments, alternative sentencing, pre‐trial supervision, and research services for the Criminal Justice System that results in cost‐savings and fosters a safer community.
Senior Resources
Core Function
Program Purpose Statement Result Measure
Senior Resources
HomemakerServices
Performs routine housekeeping for low-income seniors and disabled residents to enable self-sufficiency through providing a safe, clean living environment.
% of clients remaining in their own homes
Transportation Services
Provides transportation to medical and nutrition-related destinations for Arapahoe County seniors age 60+.
# of unduplicated consumers served
Chore Services
Performs non-routine, heavy duty indoor and outdoor chores to help seniors age 60+ maintain an organized, safe living environment in and around their homes.
# of hours, or units of service provided# of unduplicated consumers served
Community Information and Referrals
Provides information and referrals to connect seniors and their families to local community resources.
# of info & assistance calls & walk ins
VeteransService Office
VA Benefits and Resources
Provides assistance and advocacy to veterans and their family members to facilitate access to Department of Veterans Affairs benefits and resources.
# of claims initiated per month# veterans or families servedValue of recovered claims
Emergency Financial Assistance
Provides one-time food, housing, and utility assistance to honorably discharged veterans to stabilize them in emergency situations.
# of customers served
Community Education and Outreach
Provides information about VA benefits, the Veterans Service Office, and other community resources to veterans and local service providers to increase awareness and access to services.
# of events attended
Mission: To provide support services to seniors and disabled residents to promote self‐sufficiency in their homes and community and facilitate access to veteran’s benefits and programs for veterans and their families.
Core Function
Program Purpose Statement Result Measure
Weatherization Services
Outreach and Intake
Promotes weatherization services to prospective income eligible households to ensure there is adequate number of customers to meet contracted production goals.
Audit Schedule is booked at least two weeks in advance of appointments
Energy Audits and Initial Inspections
Provides energy audits and inspections to determine cost-effective services necessary to improve energy efficiency, health and safety of income eligible households.
Total # of audits completed to meet production goals.% of audits completed above production goal.
Health and Safety
Repairs and replaces faulty combustion appliances, completes minor electric work, and improves indoor air quality to ensure the immediate and long-term health and safety of residents in income eligible households
# of identified H & S issues reported from state inspections
Energy Efficiency Upgrades
Installs cost-effective energy efficient solutions in order to reduce the energy consumption and costs for income eligible households.
Average # of energy conservation solutions per home served
Quality AssuranceInspections
Certifies work performed by Weatherization meets standard work specifications from the US Department of Energy and State of Colorado, and achieves customer service excellence.
Average 3 of findings, or corrective work orders, per state inspections
Financial Management
Ensures compliance with requirements set by Weatherization funding sources and the County through effective management of financial reporting, budgeting, and inventory.
# disallowed costs from county single audit & state admin monitoring# audit findings from county single audit & state admin monitoring
Mission: To provide income eligible households with quality energy efficiency services in a safe and cost‐effective manner.
Weatherization
Facilities & Fleet Management (FFM) Organization Chart
FFM DirectorDick Hawes
Facility Operations Manager
Dalton Jones
Building Maintenance
Environmental ServicesHVAC
Grounds Maintenance
Administrative Services ManagerChris Morgan
Administration
Distribution Management
Fleet Operations Manager
Randy Campbell
Fleet Maintenance
DeputyDirector
Ken Morris
Project Management
Office
A/V and Security
FFM Division Responsibilities
Facilities Management performs all maintenance and custodial services for County facilities, including HVAC, plumbing, electrical, general maintenance and
parking lot/grounds services. This Division works to
maintain the value of the County's portfolio of 33 buildings in the most cost
effective and energy efficient manner. Facilities Management uses Key
Performance Indicators to evaluate factors that are
crucial to the success of our organization.
The Project Management Office offers project
consulting and management, contract management, project estimating, onsite
management, and resource management for all new construction, remodels,
furniture and non‐construction/special projects. In close
collaboration with the Facilities Management Division, the PMO uses
standard industry recognized principles and techniques to complete
projects within schedule and budget constraints. This
Division is also responsible for the coordination of the A/V and security/access
control infrastructure needs for the County.
Fleet Management provides vehicle and equipment service and repair for the
County owned and operated fleet as well as contracted services for the District Attorney's Office and Arapahoe County Weatherization’s
department. This Division is also responsible for ensuring that fueling requirements
are met for all above ground tank fueling sites,
monitoring market trends for the procurement of parts
and supplies, as well as assisting user departments
in the replacement of vehicles and equipment.
Administration is responsible for overseeing the daily operations of the administrative function of the Department including budget development/ monitoring, invoice
processing, security badge access, vendor background check processing, pool car activities, distribution of all incoming and outgoing mail and packages received at
the various County facilities, as well as providing administrative and
leadership support to each of the Divisions within the
Facilities & Fleet Management Department.
Facilities Management
Project Management Office AdministrationFleet Management
FFM Mission and Vision Statements
• Mission Statement– Facilities and Fleet Management provides responsive and cost‐effective management services for facilities, capital building projects, vehicle/equipment assets, and department administration.
• Vision Statement– Achieve performance excellence through data‐driven measurements.
– Create a culture of excellence and employee satisfaction through open communication and collaboration.
– Provide superior service for all internal and external customers of Facilities and Fleet Management.
FFM Goals and Priorities
Short/Long Term• Implement Asset Essentials Software
Platform• Complete BPI Evaluation of
Vehicle/Equipment Procurement Process• Implement Development Plans for Potential
Successors for Key Management Positions• Develop 2021 Budget Plan• Finalize Custodial Production Metric
for Scorecard• Finalize Direct Labor Hour Input for
Scorecard Measure• Use Pulse Survey Results to Assess/Refine
FFM Engagement Activities• Develop Implementation Plans for Facility
Sustainability Goals
Long Term• Support On‐going County Efforts to Identify
Uses and Sources for Long Range Budget Planning
• Continue to Assess FFM Processes and Identify Opportunities for Improvement
• Continue to Identify and Provide Opportunities for Employee Development
• Continue to Use Scorecard Results to Drive Resource Allocation
• Continue to Refine and Identify Opportunities to Drive Employee Engagement
FFM Scorecard Performance Metrics
Facilities Management• Building Maintenance and Repair
Response – Work Order: Priority 2• Building Maintenance and Repair
Response – Work Order: Priority 3• Building Maintenance and Repair
Direct Labor Hours• Building Maintenance and Repair –
HVAC Preventative Maintenance• Energy Management – Natural Gas
Use• Energy Management – Electric Use• Energy Management – Water Use• Environmental Services – Custodial
Task Completion
Project Management Office• Capital Project Administration –
Project Budget Management• Capital Project Administration –
Overhead Expense• Capital Project Administration –
Contingencies Management• A/V and Security System Support
Response – A/V CMMS Work Orders
Metrics with a county logo bullet point have a direct link to the County’s aggregated scorecard.
FFM Scorecard Performance Metrics
Fleet Management• Vehicle Maintenance and Repair – Fleet
Availability• Vehicle Maintenance and Repair –
Technician Productivity• Vehicle Maintenance and Repair – ASE
Certifications• Vehicle Maintenance and Repair –
Direct Labor Hours• Vehicle Maintenance and Repair –
Preventative Maintenance• Vehicle Asset Management – Vehicle
Utilization
Administration• Fiscal Management – Overhead
Expenses• Fiscal Management – Budget
Management• Employee Engagement – Participation• Employee Engagement – Employee
Feedback• Meter and Distribute Mail – Presort
Costs• Meter and Distribute Mail – Delivery
Timeliness• Shipping and Receiving – Incoming
Shipping Management• Warehouse Management – Variances• Warehouse Management ‐ Deliveries
Metrics with a county logo bullet point have a direct link to the County’s aggregated scorecard.
Finance Department• Accounting
– Financial statements, fund and grant accounting, financial policies and processes
• Budget– Budget development, monitoring, forecasting and analysis
• Purchasing– Assists with procurement needs including bids, requests for proposals
• Accounts Payable/Payroll– Reviews and processes payments twice weekly to vendors via check
and ACH– Processes bi‐weekly payroll to about 2,300 employees
• SAP Business Operations– Provides support and maintains and develops functionality for the
financial system• 30 FTE and a budget of about $3.6 million
Multi‐County Functions
• District Attorney’s Office– Serves the 18th Judicial District including Arapahoe, Douglas, Elbert
and Lincoln counties– Prosecution of crimes, victim assistance, juvenile diversion– Arapahoe County is about 64% of the population of the district– Total budget of about $25 million and 225 FTE ($15.8M Arapahoe)
• Tri‐County Health Department– Public health department serving Adams, Arapahoe, and Douglas
counties– Public health, restaurant inspections, immunization, nursing services– Receives funding from counties as well as State and Federal gov’ts– Budget based on population – Arapahoe County is 43%– Total budget of $43 million, Arapahoe County funding at $5 million
Human Resources
Department of Human Services
• 617.5 Full Time Employees • 5 Distinct Divisions
– Child and Adult Protection Services– Community and Child Support Services– Finance – Operations– Legal (Supervised by the County Attorney)
Department of Human Services
• Colorado is a state supervised/county administered system
• One of 9 states in the U.S. • Supervised by the Colorado Department of Human Services and Colorado Department of Health Care Policy and Financing
Department of Human Services
• BoCC Responsibilities – County Board of Human Services shall consist of the County Board of Commissioners
– The Board shall (Title 26 of the CRS):• Appoint a Director• Adopt an annual budget• Establish a Human Services mill levy to provide funds to carry out its duties and responsibilities
• Appropriate and administer the human services fund
Department of Human Services
• Programs and services provided are mandated by Federal or State statutes and regulations
• Funding received to provide mandated services and administer programs must be matched with local funds– Most funds are matched at an approximate 80/20 rate
• All work is regulated and requires adherence to Federal and State guidelines and framework, examples include:– Process applications for Public Assistance within an established
timeframe – Determine eligibility in accordance with established income and
resource guidelines – Visit children in placement every month, etc.
• The department is audited internally as well as by State and Federal auditors
Department of Human Services
Challenges• Significant increase in caseload since onset of pandemic• Child protection cases increasingly more complex
Opportunities• Capitalize on ability to work remotely (lessons learned and performance
management) • Create more efficiencies across the department through business process
analysis and new and innovative technology Goals
• Fully implement 2Gen practice across the department (strategic plan)• Successfully implement the Family First Prevention Services Act
Information Technology (IT)
• IT is responsible for– Centralized IT operations
• Hardware, software, desktop services, cybersecurity, systems, networks and project services
• Assessing and leading technology investments whether Commercial‐Off‐the‐Shelf solutions or in‐house developed ones
– Support nearly 2800 computers, 360 printing devices and 3700 phones and call centers
• Currently authorized at 73 FTEs
Information Technology (IT)
• Department comprised of four divisions– Administration: strategy, budget, accounting, cybersecurity
– Business Relationship: business analyses, project management, quality assurance, relationships with departments
– Business Applications: all software support and configuration
– Infrastructure: systems, network, desktop and service desk
Information Technology (IT)
• Major initiatives– Public safety systems, including Body Worn Cameras, Dispatch, Records and Jail Management
– Property assessment and tax billing/collection– Asset management, permitting/inspection and land development systems
– Electronic document management– HSConnects for Human Services document management and workflow
Arapahoe County Sales & Use Tax .25%
Open Spaces Program
• 26 FTE’s • Over 5,300 Acres Under Management
• 7 Parks• 5 Trailheads• 11 Miles of Trail
• Conservation Easements On Over 3,500 Acres
• Care For And Operate Two Heritage Areas • County Fairgrounds • The Historic 17 Mile House Farm Park
Annual Grants
• $4.5 Million 2018 • Cities Towns Recreation Districts Eligible
• Partnerships Encouraged• School Playgrounds
• Joint Use Agreement• Partner with City, Town, Recreation District
• Leveraged with Great Outdoors Colorado (GOCO) Funds
Quality of Life
• Environmental Projects:• Cherry Creek Stabilization • Chatfield Environmental Pool • High Line Canal Tree Mitigation
• Stewardship of Riparian Areas• Kiowa North & South• Bijou Basin
• Grazing Program• Agriculture Production on Open Space Properties• Leasing with Local Ranchers
Summary
• Directly or Indirectly Benefits Cities, Towns Recreation Districts & Schools
• Direct Benefit to Citizens• Quality of Life• Health• Economic • Education
• Legacy Project• High Line Canal Transition
Public Works & DevelopmentStructure & Mission
Director
Building Engineering Services
Planning & Zoning
(Animal Services)Road & Bridge Support Services Transportation
Mission: We Serve Our Community with Vital Infrastructure and Professional Services
Vision: To Provide Exceptional Service Through Integrity, Collaboration, and Innovation
Beacon: Setting the Standard in Public Works and Development
S erviceT rustR espectI ntegrityV isionE xcellence
Building Division
• Plan Review• Building Inspections• Building Permitting
Planning Division• Planning / Development Review • Energy Land uses• Long Range Planning• Zoning Variances / Enforcement• Animal Services• Noxious Weed Control
Engineering Services
• Infrastructure Development Review• Project Plan Quality Control• Stormwater & Floodplain Management• Right‐of‐Way Permitting/Inspection• Development Permitting/Inspection• Environmental/MS4 Permit• Oil & Gas Review• Rural Engineering Standard
Support Services• Administrative Support• Finance / Budgeting• Records Management• Mapping & GIS• Performance Mgmt Reporting• Strategic Management• Contract Management• Policies & Procedures
Road and Bridge
• Service Requests• Pavement & Concrete Maintenance• Gravel Road Maintenance• Bridge Maintenance• Snow Removal• ROW Maintenance• Signs/Striping• Sweeping
Transportation Division
• CIP Project Design• CIP Project Construction Management• Traffic Operations• Neighborhood Traffic Programs• Transportation Planning• Traffic Engineering• Signal Management
PWD Funding SourceFund 2020 PurposeGeneral Fund $8,986,932 Operations – Except R&BInfrastructure Fund $5,503,000 Capital TransportationRoad & Bridge Fund $17,259,294 Infrastructure MaintenanceCentral Services Fund $2,229,500 Equipment Replacement
Total $33,978,726
R&B ‐ $6.174M Property Tax, 50% Share Back to Cities$0.337M Fees$1.521M Fund Balance$9.176M HUTF (Gas Tax)
Gas Tax $0.404/galState ‐ $0.22Federal ‐ $0.184
Enacted in1933, Last Increase1991
CEF/Infrastructure – No Share Back
Current Issues and Priorities
• Lack of sufficient and sustainable funding to meet key program objectives
• Increased workload over past few years
• COVID‐19 = Increase in Citizen Requests/Complaints
• Differences between Urban and Rural Code Compliance
• APWA Re‐accreditation
• Technology upgrades and needs
OTHER INITIATIVES FOR 2020
• Land Use Code Updates• Building Code Modifications• Review of Department Fees and Recommendations for Updates
• Oil and Gas Impact fees• Transportation Plan Update• Local Road Safety Plan• Modifications of Standards, Policies, and SOPs• County Transportation Forum
Strategy and Performance
Manisha Singh, Director
Laura Mazur, Analyst Vacant, Analyst
• Initially tasked with developing and overseeing County’s performance measurement program (Align Arapahoe)
• Evolved to assist with strategy development and creation of a countywide process improvement program
• Key activities are developing and implementing standardized processes, programs, tools and governance structures to help us become a more efficient, data-driven organization
Strategy and Performance
Department of Strategy and Performance
Performance Measurement Strategy Process
Improvement
County Scorecard Department/Office
Scorecards
Annual Leadership Workshop First Year of Implementation
Clerk & Recorder’s Office
Clerk and Recorder’s Office
The Clerk and Recorder’s Office is the busiest County Office, handling more than 1 million
transactions in 2019.
• Recording Division
• Motor Vehicle Division
• Elections Division
Clerk and Recorder’s Office
Recording Division:• Real Estate Records (titles, transfers)• Marriage & Civil Union Licenses• Passports (service resumes 2021)• BOCC minutes• Anything requiring a public record
2019 Revenue: $8,330,037
Clerk and Recorder’s Office
Motor Vehicle Division:• Registration/Renewals/Tags• Out of State Transfers • Titles/Transfers• Disabled Parking Placards• We handle the busiest office in the state, which is our Aurora office.
2019 Revenue: $5,502,896
Clerk and Recorder’s Office
Elections Division• Mails ballots to all voters in the County every election
• Three in 2020 (Regular Season/Playoffs/Super Bowl)• Record‐breaking turnout for Primary Election • June 30 Primary:
– 376,331 eligible voters– 169,151 ballots returned and processed (44%) compared to 28% in 2018 state primary
Clerk and Recorder’s OfficeChallenges and Opportunities
Recording Division• Digitizing County records. Currently to Feb. 1, 1996• Next will be 1995‐1979, then 1978‐1950• Digitized records allow customers to complete transactions online
Motor Vehicles Division• Kiosks allow customers to renew conveniently
Elections Division• Mail‐in voting, curbside drop off and drop boxes has helped with COVID‐19 pandemic
All three Divisions benefit from appointment scheduling• Higher customer processing/staff satisfaction scores, wait times down from as long as
45‐60 min. to 10‐15 min. in Motor Vehicle Division
Arapahoe County Sheriff’s Office
Sheriff Tyler S. Brown
SheriffTyler S. Brown
Support ServicesBureau
Detention ServicesBureau
Public SafetyBureau
Executive AssistantHomeland Security /
NCR
UndersheriffMark Nicastle
Sheriff’s Office Administration
Support Services Bureau
Bureau Chief Robert Stef
Professional Standards
Section
Internal Affairs
Concealed Handgun
Permit Unit
Accreditation
Administrative Section
Training Unit
Records Unit
Civil and Warrants
Telecom
Human Resources
SectionFinance Communications
Bureau Chief Vince Line
Detention Administration
Captain
LieutenantADMIT/COURTS Lieutenant
COURTS/SEX OFFENDERS
LieutenantInmate Services Lieutenant
RISE/ProgramsMaintenance
Admin ManagerClassifications
Sr. Administrative Assistant
Detention Operations
Captain
LieutenantTeam 1Lieutenant
Team 2
Lieutenant Team 3Lieutenant
Team 4
SergeantDTO Program
Sr. Administrative Assistant
Detention Services Bureau
Bureau ChiefGlen Thompson
Investigation Services Captain
To include:Investigators, Crime Lab,
Evidence, Fugitive Unit, SIU
Patrol OperationsCaptain
To include: Patrol Teams 1 – 6,
Crime Analysis
Patrol Special Operations Captain
To include:Bike Unit, Bomb Squad, SWAT, Mounted Patrol,
Hazmat, School Resource Unit, K9 unit, Traffic Safety Unit
LieutenantNarcotics Team
Sr. Administrative Assistant
Public Safety Bureau
Learn More!
• Information about the Assessor, Coroner, and Treasurer’s Office is available online:– www.arapahoegov.com/assessor
– www.arapahoegov.com/coroner
– www.arapahoegov.com/treasurer
Question & Answer Session
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