Candidate Information Session - Arapahoe County, Colorado

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


• 13 incorporated cities and towns– Spans 800 square miles– Urban, suburban, and rural characteristics

• 9 school districts

• 433 local and special districts


• 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!


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


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


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


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


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


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


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


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)


• 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


• 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


• 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


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


• 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


• 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


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


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


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


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


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

Date post:	07-Jan-2022
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Candidate Information Session - Arapahoe County, Colorado

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