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Executive Committee - Agenda - 4/8/2021
K:\Executive Committee\2021 EXECUTIVE COMMITTEE\AGENDA\04 April 8, 2021\Exec Comm Notice Agenda 2021-04-08 AMENDED.doc Bayfield County Administrator 117 E 5th Street, PO Box 878, Washburn, WI 54891 Ph: 715-373-6181 Fx: 715-373-6153 www.Bayfieldcounty.wi.gov Mark Abeles-Allison, County Administrator Kristine Kavajecz, Human Resource Director Paige Terry, Clerk III BAYFIELD COUNTY EXECUTIVE COMMITTEE MEETING Brett T. Rondeau, Chair Mary Dougherty Fred Strand Dennis Pocernich Jeff Silbert, Vice Chair Larry Fickbohm *** AMENDED AGENDA *** Dear Committee Members: This letter is written to inform you of the Bayfield County Executive Committee Meeting scheduled for 4:00pm Thursday, April 8, 2021 in the Bayfield County Board Room. This meeting will be held in-person and remotely. Supervisors and the public will be able to participate in the Meeting in person or via voice either by using the internet link or phone number below. Microsoft Teams meeting Join on your computer or mobile app Click here to join the meeting Or call in (audio only) +1 715-318-2087,,438530586# United States, Eau Claire Phone Conference ID: 438 530 586# Find a local number | Reset PIN Learn More | Meeting options Contact Bayfield County at 715-373-6181 if you have access questions or email Mark.Abeles-Allison@bayfieldcounty.wi.gov if during the meeting. Any person wishing to attend who, because of a disability, requires special accommodations, should contact the County Clerk’s office at 715-373-6100, at least 24 hours before the scheduled meeting time, so appropriate arrangements can be made. K:\Executive Committee\2021 EXECUTIVE COMMITTEE\AGENDA\04 April 8, 2021\Exec Comm Notice Agenda 2021-04-08 AMENDED.doc Notice is hereby given that in the event the standing committee does not have a quorum the County Board Chair or Vice Chair may act as an ex officio member (County ordinance, Chapter 3, section 2- 3-1 (c)). Notice is hereby given that a majority of the Bayfield County Board may be present at the meeting to gather information about a subject over which they have decision-making responsibility. This constitutes a meeting of the Bayfield County Board pursuant to State ex rel. Badke v. Greendale Village Bd., 173 Wis. 2d 553, 494 N.W.2d 408(1993), and must be noticed as such, although the County Board will not take any formal action at this meeting. 1) Call to Order: 2) Public Comment 3) Approval of Minutes of March 11, 2021 4) Discussion and Possible Action Regarding Human Services Budget Adjustment 5) Discussion and possible action regarding CDBG-CV Project and Budget Amendment 6) Discussion Regarding American Recovery Funds Distribution: 7) Discussion regarding “Community Projects” recommendations 8) Year End 2020 Final Budget Figures 9) Discussion Budget 2022 Budget Reduction Proposal 10) Discussion and Possible Action Regarding 2021 Contingency Expenditures: a) Bonding b) Desk Replacement 11) Review County Board Budget Line Items 12) Discussion regarding Purchasing Policy 13) Discussion and Possible Action Regarding Energy Grant for Courthouse and Jail 14) Reports: a) Financial Report, end of March 2021 b) Treasurer’s Report, end of March 2021 c) Mineral Rights d) Board of Adjustment Attorney 15) The Committee may entertain a motion to move in and out of Closed Session pursuant to §19.85(1)(g), Conferring with legal counsel for the governmental body who is rendering oral or written advice concerning strategy to be adopted by the body with respect to litigation in which it is or is likely to become involved. K:\Executive Committee\2021 EXECUTIVE COMMITTEE\AGENDA\04 April 8, 2021\Exec Comm Notice Agenda 2021-04-08 AMENDED.doc a) Closed Session Minutes; February 11, 2021 b) Delta Landfill Update 16) Adjourn EXECUTIVE COMMITTEE, APRIL 8, NARRATIVE Item 4: The Human Services Committee and Department have approved a budget amendment moving the Comprehensive Community Services Budget into a section of its own. This is a series of line item transfers to a new section in their budget. 0 budget changes. This will enable the department to better track these reimbursable funds. This happened as the county hired a new section manager to oversee these duties. This will be a change reflected in future budgets. The budget amount transfer is: $801,434 Item 5: We will have an update on the CDBG-CV funds. Sheldon Johnson may join us for the meeting. We hope to have some draft forms for the rental and business assistance programs as well as updates on process and procedures for Northern Lights. We also plan to have a budget amendment for total funds in the amount of $776,500 allocated as follows. Business Microenterprise: $250,000 project funds $32,500 admin Total: $282,500 Rental/Home Assistance: $200,000 project funds $26,000 admin Total: $226,000 Nursing Home: $258,000 project funds $10,000 admin Total: $268,000 (plus the $25K committed by nursing home) Item 6. Based on allowable categories of funding I have come up with the following score sheet. These include topic areas that are fundable. I would recommend the board consider assigning percentages to each of these categories, totaling 100%, then have departments respond with recommendations of projects within these funding categories. We have ample time to make decisions (Dec 31, 2024), I would recommend we discuss this in depth before finalizing decision. Public Health Emergency Response, assistance to: Households %______ Small Business %______ Non-profits %______ Aide to following industries: Tourism %_______ Travel %_______ Hospitality %_______ Respond to workers performing essential tasks %_______ Revenue Reduction replacement %_______ (will have listing of line item reduction in 2020 at meeting) Necessary Investments in: Water %________ Sewer %________ Broadband %________ %100 ======== We have received multiple recommendations from departments already but we want to make recommendations for expenditures addressing board priorities. Item 7: Attached is the Earmark summary document discussed at the last meeting. I am starting to make contact with Tiffany, Baldwin and Johnson’s Office and will report on general direction recommendations at the meeting. Item 8. Year end 2020 budget figures are attached for all funds and the general fund. The end of 2020 figures can be compared with end of 2019 the year prior. 2020 overall was a good year as some expenditures were not made due to COVID in additional to reimbursements received through the CARES act. Item 9. Included in the packet are reports from departments on budget ideas for 2022. Item 10. Contingency expenditures so far this year have been for bonding expenses. We also have requests from several departments for replacement desks. We estimate an allotment of $5000 will be required. Due to very tight budgeting these capital funds were not budgeted last year. I would recommend we approve $5000 for 2021. Item 11. We have attributed several unusual expenses to the 2021 County Board Budget. These include reserve officer time for the food distributions. Right now we are about $5k over this time last year. Item 12. Attached is the Procurement Policy guidance from our auditors. I will have a draft Bayfield County policy at the meeting. Item 13. Bayfield County applied for the State of Wisconsin PSC Energy Innovation Grant. The grant was to address reliability issues with the jail generator. The project was for $527k with $278k in grants and $254k in local funds. In place of the current generator, the project included: • A new master meter connecting the courthouse and sheriff complex, allowing both buildings to run off the newer 200kw diesel generator at the Courthouse. • A 60kw battery that would be charged and provide supplemental power during an outage. • 23kw additional solar. • Updates to the existing hot water solar for the jail (Currently 12 years old). The system would generate approximately $11k in annual savings, for a payback over time. A copy of the grant application is in the packet. Funding for the County share would come from Fund Balance with a payoff over time. If acceptable in this format, this could be referred onto the full board for a budget amendment to be prepared. Item 14. Reports: • Financial Report for end of March, we are at the end of the first quarter. All expense total for funds are below 25%. Net revenues over expenditures show us up $140,000 over last year. • Treasurer’s Report: Highest balance in multiple years • We are hoping to have reports on the generator/microgrid project grant by next week. 1 Minutes of the Bayfield County Executive Committee Meeting 4:00pm, February 11, 2021 Meeting was held Remotely through Microsoft Teams and in person in the Bayfield County Board Room, Washburn, WI Members Present: Brett Rondeau, Jeff Silbert, Dennis Pocernich, Fred Strand, Mary Dougherty, Larry Fickbohm Members Excused: Others Present: Mark Abeles-Allison-County Administrator, Kristine Kavajecz-Human Resources Director, Jan Victorson-Emergency Management Director, Cole Rabska-Economic Development Director, Bill Bailey, Mary Motiff-Tourism Director, Marty Milanowski, Kim Mattson, Jim Crandall, Jeremy Oswald, Barb Flynn-Criminal Justice Coordinator Meeting Called to Order at 4:00pm by Rondeau. Public Comment: None Received Motion Pocernich, Strand to approve minutes of the February 11, 2021 Executive Committee meeting. Motion Carried (). Emergency Management Report: Victorson reported that she has been spending the last 2 weeks providing orientation to Meagan Quaderer. She read a thank you to the committee for all of the accomplishments that have occurred during her 33 years of service. The concept of a county EMS committee was brought to the EMS Association and the association was open to the concept. County Board Chairman Pocernich presented Victorson with a “Key to the County”. 2020 Energy Analysis, Bill Bailey: Bailey reviewed energy utilization in county facilities and transportation. Energy cost savings have reduced by approximately $100,000 in 2020 versus 2017. The average return on investment is approximately 7%. Criminal Justice Annual Report 2020, Barb Flynn: Flynn provided an update on department activities over the past year, which have been impacted by the COVID pandemic. 194 Treatment Court review hearings in 2020. Flynn reviewed statistics of from 2018 and 2019. She also explained changes that occurred in 2020. A data dashboard has been introduced in 2021.The recidivism rate in 2019 was just over 21%. 2 Department 2022 Budget Review, Multiple Department Review: Abeles-Allison reported that departments were asked to provide information for the 2022 budget in the event that revenues fall short. 2021 Contingency Budget Review: Abeles-Allison reviewed an estimate of where the contingency fund currently is projected. $159,806 was budgeted. $80,000 was originally anticipated to be used for wage adjustments. Due to staffing changes, it is currently estimated that will not be needed. Treasurer is estimating that investment returns will be less than anticipated. Fairgrounds Electrical Funding Request: Mary Motiff explained that the fairgrounds is at phase 3 of electrical improvements at the fairgrounds. This was originally planned for 2020, but was postponed due to uncertainty with the budget (COVID). Costs for the project have increased significantly. Motiff reported that there may be some monies available through WEDC for county owned fairs for revenue losses due to the COVID pandemic. If the funding comes through, the funds could be used for the bid overage. $80,000 was budgeted for the project. The revised bid, with proposed reductions/adjustments, would be $122,985, leaving a shortage of $48,375. Motion Pocernich, Dougherty to authorize an amount not to exceed $50,000 from contingency for the Phase 3 electrical project at the fairgrounds. Motion Carried (6-0) Business Park Electrical Utility Extension: Rabska reported that KV Tech has broken ground for their new facility at the business park. There is currently not 3-Phase power available. BCEDC is currently in discussions about how to make the project a reality. 3- Phase is available at the corner of the property owned by Mrnak. Several easements will be necessary to extend that service as well as permitting with the Department of Transportation. The cost to run the line would be approximately $30 per foot with an estimated distance of 1200 feet. The county could consider bringing the power to the edge of the business park and the business would be responsible for bringing the power from that point to the business. Courthouse Stair and Sidewalk Project: Bid was received from Nasi Construction for $35,000 for stair replacement and $19,000 for sidewalk replacements. Request is made for $26,000 from contingency to complete the projects. Pocernich questioned the need for epoxy rebar and suggested an alternative to bolting the handrails (set in PVC instead). Motion Pocernich to transfer up to $26,000 from contingency to be used for the courthouse steps and sidewalk replacement project and a budget adjustment to move $20,000 that was budgeted for highway to remove the steps, to a contractual item. The County Administrator to discuss the epoxy rebar and handrail set with the engineer. Motion Carried (6-0) 3 Resolution, Budget Amendment WEDC Bayfield Wild Rice Retreat, Community Development Investment Grant: Pass through grant from WEDC, through Bayfield County to the Wild Rice Retreat through the Community Development Investment Grant. Motion Silbert, Dougherty to approve the budget amendment resolution regarding the WEDC Bayfield Wild Rice Retreat, Community Development Investment Pass-Through Grant and forward to the full county board for approval. Motion Carried (6-0) 5-Year Capital Planning: Abeles-Allison reported that the American Recovery Act was approved and signed by the president. Bayfield County is expected to receive several million dollars. The funds will be received over a 2 year period. Municipalities will also receive funding. There are no details at this time on what the funds can be used for. This topic is brought up as a consideration for future budget planning. Silbert suggested improvements for the Nursing Home including wireless services, a phone system upgrade, and lift for residents. Budget Survey Discussion: Draft budget survey was reviewed with the committee. Suggestion was made to include a general topic for other items of budget importance and also to include a question on how citizens would like to prioritize use of the anticipated COVID funding. Reports: a. City of Bayfield Property Update: City has indicated that they are not interested in the parcels that were donated to the county. b. Financial Report, end of February 2021: Revenues and expenditures are down from the previous year and are within budget. Overall, revenues down about $400,000 and expenses down about $800,000. c. Treasurer’s Report, end of February 2021: Cash balance is stronger than the previous year. d. Rural EMS: Ashland County considering a county-wide EMS. There are currently 3 towns that are without EMS services. e. Northern Lights Update: Silbert reported that there have been a couple of new board members that will be very good. Census is up. 90% of residents and 75% of employees have been vaccinated, no cased of COVID since December. Emphasis on strategic planning. Report that the there are concerns with the effectiveness of the board. The committee did not go into closed session. Meeting adjourned at 6:20pm. Respectfully submitted by Kris Kavajecz. Account Number Debit Credit 235-03-43560-682.107 CCS, St/Fed Revenue, CCS, EDS 940,728.68$ 235-07-54311-121.000 CCS, Full-Time 151,764.97$ 235-07-54311-122.000 CCS, Part-Time 50,670.67$ 235-07-54311-140.000 CCS, Per Diem 1,000.00$ 235-07-54311-151.000 CCS, FICA 15,562.83$ 235-07-54311-152.000 CCS, Retirement, Employer 13,664.41$ 235-07-54311-154.000 CCS, Health 44,546.87$ 235-07-54311-155.000 CCS, Life 24.96$ 235-07-54311-225.000 CCS, Telephone 2,000.00$ 235-07-54311-299.000 CCS, Direct Services 500,000.00$ 235-07-54311-310.000 CCS, Office Supplies 500.00$ 235-07-54311-311.000 CCS, Postage 200.00$ 235-07-54311-313.000 CCS, Printing & Duplication 500.00$ 235-07-54311-320.000 CCS, Pub, Due, Subscript 4,000.00$ 235-07-54311-325.000 CCS, Registration, Fees, Tuition 2,500.00$ 235-07-54311-332.000 CCS, Miles 7,500.00$ 235-07-54311-332.001 CCS, Miles Board 500.00$ 235-07-54311-335.000 CCS, Meals 750.00$ 235-07-54311-336.000 CCS, Lodging 750.00$ 235-07-54311-604.000 CCS, Case Management 5,000.00$ 235-03-54311-121.000 FS, CCS, Full-Time 151,764.97$ 235-03-54311-122.000 FS, CCS, Part-Time 50,670.67$ 235-03-54311-140.000 FS, CCS, Per Diem 1,000.00$ 235-03-54311-151.000 FS, CCS, FICA 15,562.83$ 235-03-54311-152.000 FS, CCS, Retirement, Employer 13,664.41$ 235-03-54311-154.000 FS, CCS, Health 44,546.87$ 235-03-54311-155.000 FS,CCS, Life 24.96$ 235-03-54311-225.000 FS, CCS, Telephone 2,000.00$ 235-03-54311-299.000 FS, CCS, Direct Services 500,000.00$ 235-03-54311-310.000 FS, CCS, Office Supplies 500.00$ 235-03-54311-311.000 FS, CCS, Postage 200.00$ 235-03-54311-313.000 FS, CCS, Printing & Duplication 500.00$ 235-03-54311-320.000 FS,CCS, Pub, Due, Subscript 4,000.00$ 235-03-54311-325.000 FS, CCS, Registration, Fees, Tuition 2,500.00$ 235-03-54311-332.000 FS, CCS, Miles 7,500.00$ 235-03-54311-332.001 FS, CCS, Miles Board 500.00$ 235-03-54311-335.000 FS, CCS, Meals 750.00$ 235-03-54311-336.000 FS, CCS, Lodging 750.00$ 235-03-54311-604.000 FS, CCS, Case Management 5,000.00$ 235-07-43560-682.107 CCS, St/Fed Revenue, CCS, EDS 940,728.68$ Totals 1,742,163.39$ 1,742,163.39$ DHS 2021 Budget Amendment Creates Comprehensive Community Services Section (Budget Neutral, Line Item Transfer Only) Account Number Debit Credit 235-47-54311-50121 CCS, Full-Time 151,764.97$ 235-47-54311-50122 CCS, Part-Time 50,670.67$ 235-47-54311-50140 CCS, Per Diem 1,000.00$ 235-47-54311-50151 CCS, FICA 15,562.83$ 235-47-54311-50152 CCS, Retirement, Employer 13,664.41$ 235-47-54311-50154 CCS, Health 44,546.87$ 235-47-54311-50155 CCS, Life 24.96$ 235-47-54311-50225 CCS, Telephone 2,000.00$ 235-47-54311-50290 CCS, Contractual 5,000.00$ 235-47-54311-50299 CCS, Direct Services 500,000.00$ 235-47-54311-50310 CCS, Office Supplies 500.00$ 235-47-54311-50311 CCS, Postage 200.00$ 235-47-54311-50313 CCS, Printing & Duplication 500.00$ 235-47-54311-50320 CCS, Pub, Due, Subscript 4,000.00$ 235-47-54311-50325 CCS, Registration, Fees, Tuition 2,500.00$ 235-47-54311-50332 CCS, Miles 8,000.00$ 235-47-54311-50335 CCS, Meals 750.00$ 235-47-54311-50336 CCS, Lodging 750.00$ 235-53-54311-50121 FS, CCS, Full-Time 151,764.97$ 235-53-54311-50122 FS, CCS, Part-Time 50,670.67$ 235-53-54311-50140 FS, CCS, Per Diem 1,000.00$ 235-53-54311-50151 FS, CCS, FICA 15,562.83$ 235-53-54311-50152 FS, CCS, Retirement, Employer 13,664.41$ 235-53-54311-50154 FS, CCS, Health 44,546.87$ 235-53-54311-50155 FS,CCS, Life 24.96$ 235-53-54311-50225 FS, CCS, Telephone 2,000.00$ 235-53-54311-50290 FS, CCS, Contractual 5,000.00$ 235-53-54311-50299 FS, CCS, Direct Services 500,000.00$ 235-53-54311-50310 FS, CCS, Office Supplies 500.00$ 235-53-54311-50311 FS, CCS, Postage 200.00$ 235-53-54311-50313 FS, CCS, Printing & Duplication 500.00$ 235-53-54311-50320 FS,CCS, Pub, Due, Subscript 4,000.00$ 235-53-54311-50325 FS, CCS, Registration, Fees, Tuition 2,500.00$ 235-53-54311-50332 FS, CCS, Miles 8,000.00$ 235-53-54311-50335 FS, CCS, Meals 750.00$ 235-53-54311-50336 FS, CCS, Lodging 750.00$ Totals 801,434.71$ 801,434.71$ DHS 2021 Budget Amendment Creates Comprehensive Community Services Section (Budget Neutral, Line Item Transfer Only) Bayfield County Administrator 117 E 5th Street, PO Box 878, Washburn, WI 54891 Ph: 715-373-6181 Fx: 715-373-6153 Mark Abeles-Allison, County Administrator Kristine Kavajecz, Human Resources Director Paige Terry, Clerk March 29, 2021 To: County Board From: Mark Abeles-Allison Re: “COMMUNITY PROJECTS” / EARMARKS ================== Attached is a late addition to the County Board packet, listed now as item 20. Discussion in Washington is that federal earmarks will be returning. ICMA shared these slides about how to proceed and plan to submit potential projects. In their description they noted that projects must be summited to our House representatives by April 1. We are proposing either the establishment of a Task Force of County Board Supervisors OR designation of an existing committee to help review project topics and make proposals to our elected officials in Washington. Here are some infrastructure projects that come to mind that we have discussed in the past (all over $1 million in cost): Projects: • County Highway N rebuilding • Tribal Land Repatriation (1200 acres) • County Bayfield County Business Park Water/Sewer Utilities • Northern Lights Nursing Home Renovation and Assisted Living Expansion • Broadband Expansion (working with providers now on specific projects). • County Forest Outdoor Recreation Expansion, Trails, Parks, Fishing Docks and Ramps Adopted Budget Amended Current Month YTD YTD Budget - YTD % Used/ Organization Budget Amendments Budget Transactions Encumbrances Transactions Transactions Rec'd Prior Year Total Fund 100 - General Fund 100 - General Totals REVENUE TOTALS 16,797,812.00 724,064.00 17,521,876.00 1,598,501.24 .00 16,403,899.22 1,117,976.78 94%17,074,772.18 EXPENSE TOTALS 16,797,812.00 724,064.00 17,521,876.00 2,201,554.68 .00 16,146,869.65 1,375,006.35 92%18,322,728.96 Fund 100 - General Totals $0.00 $0.00 $0.00 ($603,053.44)$0.00 $257,029.57 ($257,029.57)($1,247,956.78) Fund 210 - Social Services Fund 210 - Social Services Totals EXPENSE TOTALS .00 .00 .00 .00 .00 .00 .00 +++.00 Fund 210 - Social Services Totals $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 Fund 220 - Employee Health Fund Fund 220 - Employee Health Fund Totals REVENUE TOTALS 74,459.00 .00 74,459.00 .00 .00 .00 74,459.00 0%.00 EXPENSE TOTALS 74,459.00 .00 74,459.00 88.00 .00 4,332.00 70,127.00 6%4,005.50 Fund 220 - Employee Health Fund Totals $0.00 $0.00 $0.00 ($88.00)$0.00 ($4,332.00)$4,332.00 ($4,005.50) Fund 225 - Intoxicated Driver Program Fund 225 - Intoxicated Driver Program Totals REVENUE TOTALS .00 .00 .00 .00 .00 .00 .00 +++.00 EXPENSE TOTALS .00 .00 .00 .00 .00 .00 .00 +++.00 Fund 225 - Intoxicated Driver Program Totals $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 Fund 235 - Human Services Fund 235 - Human Services Totals REVENUE TOTALS 7,373,277.00 775.00 7,374,052.00 840,724.65 .00 6,966,135.57 407,916.43 94%6,511,246.16 EXPENSE TOTALS 7,373,277.00 775.00 7,374,052.00 1,117,107.09 .00 6,048,046.01 1,326,005.99 82%6,506,410.95 Fund 235 - Human Services Totals $0.00 $0.00 $0.00 ($276,382.44)$0.00 $918,089.56 ($918,089.56)$4,835.21 Fund 240 - Community Development Block Gran Fund 240 - Community Development Block Gran Totals REVENUE TOTALS .00 .00 .00 .00 .00 .00 .00 +++.00 EXPENSE TOTALS .00 .00 .00 .00 .00 .00 .00 +++.00 Fund 240 - Community Development Block Gran Totals $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 Fund 241 - Housing Rehab Fund 241 - Housing Rehab Totals REVENUE TOTALS .00 .00 .00 317.12 .00 2,040.38 (2,040.38)+++96,499.80 EXPENSE TOTALS .00 .00 .00 130.00 .00 9,514.00 (9,514.00)+++1,123.43 Fund 241 - Housing Rehab Totals $0.00 $0.00 $0.00 $187.12 $0.00 ($7,473.62)$7,473.62 $95,376.37 Run by Mark Abeles-Allison on 04/01/2021 01:19:39 PM Page 1 of 4 Budget by Organization Report Through 12/31/20 Prior Fiscal Year Activity Included Summary Listing Adopted Budget Amended Current Month YTD YTD Budget - YTD % Used/ Organization Budget Amendments Budget Transactions Encumbrances Transactions Transactions Rec'd Prior Year Total Fund 245 - Jail Assessment Fund 245 - Jail Assessment Totals REVENUE TOTALS 20,000.00 .00 20,000.00 2,748.86 .00 15,724.25 4,275.75 79%18,228.78 EXPENSE TOTALS 20,000.00 .00 20,000.00 .00 .00 7,182.74 12,817.26 36%7,322.26 Fund 245 - Jail Assessment Totals $0.00 $0.00 $0.00 $2,748.86 $0.00 $8,541.51 ($8,541.51)$10,906.52 Fund 250 - Veterans Relief Fund 250 - Veterans Relief Totals REVENUE TOTALS 2,500.00 .00 2,500.00 .00 .00 2,300.00 200.00 92%2,340.00 EXPENSE TOTALS 2,500.00 .00 2,500.00 35.75 .00 1,604.89 895.11 64%1,622.52 Fund 250 - Veterans Relief Totals $0.00 $0.00 $0.00 ($35.75)$0.00 $695.11 ($695.11)$717.48 Fund 292 - UWEX Program Fund 292 - UWEX Program Totals REVENUE TOTALS 48,405.00 .00 48,405.00 17,619.54 .00 41,327.07 7,077.93 85%59,645.40 EXPENSE TOTALS 48,405.00 .00 48,405.00 3,485.91 .00 31,511.53 16,893.47 65%56,607.58 Fund 292 - UWEX Program Totals $0.00 $0.00 $0.00 $14,133.63 $0.00 $9,815.54 ($9,815.54)$3,037.82 Fund 295 - Lake Protection Grant Fund 295 - Lake Protection Grant Totals REVENUE TOTALS .00 .00 .00 .00 .00 .00 .00 +++.00 EXPENSE TOTALS .00 .00 .00 .00 .00 .00 .00 +++.00 Fund 295 - Lake Protection Grant Totals $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 Fund 350 - Nursing Home Expansion Debt Serv Fund 350 - Nursing Home Expansion Debt Serv Totals REVENUE TOTALS .00 .00 .00 .00 .00 .00 .00 +++.00 EXPENSE TOTALS .00 .00 .00 .00 .00 .00 .00 +++.00 Fund 350 - Nursing Home Expansion Debt Serv Totals $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 Fund 380 - Northern Lights Bond Issuance Fund 380 - Northern Lights Bond Issuance Totals REVENUE TOTALS 442,217.00 .00 442,217.00 3.09 .00 439,508.45 2,708.55 99%446,511.05 EXPENSE TOTALS 442,217.00 .00 442,217.00 35,871.25 .00 442,819.50 (602.50)100%443,017.50 Fund 380 - Northern Lights Bond Issuance Totals $0.00 $0.00 $0.00 ($35,868.16)$0.00 ($3,311.05)$3,311.05 $3,493.55 Fund 430 - Capital Projects Fund Fund 430 - Capital Projects Fund Totals REVENUE TOTALS 1,156,449.00 1,340,473.00 2,496,922.00 191,459.93 .00 1,389,331.48 1,107,590.52 56%1,775,067.39 EXPENSE TOTALS 1,156,449.00 1,340,473.00 2,496,922.00 136,135.39 .00 1,419,869.98 1,077,052.02 57%1,015,289.58 Run by Mark Abeles-Allison on 04/01/2021 01:19:39 PM Page 2 of 4 Budget by Organization Report Through 12/31/20 Prior Fiscal Year Activity Included Summary Listing Adopted Budget Amended Current Month YTD YTD Budget - YTD % Used/ Organization Budget Amendments Budget Transactions Encumbrances Transactions Transactions Rec'd Prior Year Total Fund 430 - Capital Projects Fund Totals $0.00 $0.00 $0.00 $55,324.54 $0.00 ($30,538.50)$30,538.50 $759,777.81 Fund 710 - Highway Fund 710 - Highway Totals REVENUE TOTALS 6,859,866.00 705,132.00 7,564,998.00 375,202.78 .00 7,382,097.16 182,900.84 98%6,543,413.12 EXPENSE TOTALS 6,859,866.00 705,132.00 7,564,998.00 223,783.78 .00 6,794,648.43 770,349.57 90%6,873,292.05 Fund 710 - Highway Totals $0.00 $0.00 $0.00 $151,419.00 $0.00 $587,448.73 ($587,448.73)($329,878.93) Fund 720 - County Motor Pool Fund 720 - County Motor Pool Totals REVENUE TOTALS 192,935.00 .00 192,935.00 11,332.75 .00 162,473.61 30,461.39 84%203,880.92 EXPENSE TOTALS 192,935.00 .00 192,935.00 18,610.24 .00 187,525.55 5,409.45 97%194,302.16 Fund 720 - County Motor Pool Totals $0.00 $0.00 $0.00 ($7,277.49)$0.00 ($25,051.94)$25,051.94 $9,578.76 Fund 730 - Copy Machine Fund 730 - Copy Machine Totals REVENUE TOTALS 24,260.00 .00 24,260.00 464.49 .00 7,418.45 16,841.55 31%18,359.22 EXPENSE TOTALS 24,260.00 .00 24,260.00 998.99 .00 12,084.12 12,175.88 50%22,057.33 Fund 730 - Copy Machine Totals $0.00 $0.00 $0.00 ($534.50)$0.00 ($4,665.67)$4,665.67 ($3,698.11) Fund 760 - Sheriff's Squad Car Fund Fund 760 - Sheriff's Squad Car Fund Totals REVENUE TOTALS 226,000.00 30,166.00 256,166.00 40,414.10 .00 272,469.57 (16,303.57)106%224,594.06 EXPENSE TOTALS 226,000.00 30,166.00 256,166.00 16,102.24 .00 256,459.55 (293.55)100%249,655.81 Fund 760 - Sheriff's Squad Car Fund Totals $0.00 $0.00 $0.00 $24,311.86 $0.00 $16,010.02 ($16,010.02)($25,061.75) Fund 770 - Industrial Development Fund 770 - Industrial Development Totals REVENUE TOTALS .00 .00 .00 .00 .00 .00 .00 +++.00 EXPENSE TOTALS .00 .00 .00 .00 .00 .00 .00 +++.00 Fund 770 - Industrial Development Totals $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 Fund 810 - Dog License Fund Fund 810 - Dog License Fund Totals REVENUE TOTALS 24,500.00 .00 24,500.00 2,186.65 .00 20,155.10 4,344.90 82%20,962.70 EXPENSE TOTALS 24,500.00 .00 24,500.00 9,290.66 .00 21,788.25 2,711.75 89%19,996.13 Fund 810 - Dog License Fund Totals $0.00 $0.00 $0.00 ($7,104.01)$0.00 ($1,633.15)$1,633.15 $966.57 Fund 815 - Funds Held in Trust Fund 815 - Funds Held in Trust Totals EXPENSE TOTALS .00 .00 .00 .00 .00 .00 .00 +++.00 Run by Mark Abeles-Allison on 04/01/2021 01:19:39 PM Page 3 of 4 Budget by Organization Report Through 12/31/20 Prior Fiscal Year Activity Included Summary Listing Adopted Budget Amended Current Month YTD YTD Budget - YTD % Used/ Organization Budget Amendments Budget Transactions Encumbrances Transactions Transactions Rec'd Prior Year Total Fund 815 - Funds Held in Trust Totals $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 Fund 850 - Retirement HRA Fund Fund 850 - Retirement HRA Fund Totals REVENUE TOTALS .00 .00 .00 .00 .00 .00 .00 +++.00 EXPENSE TOTALS .00 .00 .00 .00 .00 .00 .00 +++.00 Fund 850 - Retirement HRA Fund Totals $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 Fund 900 - General Fixed Assets Fund 900 - General Fixed Assets Totals REVENUE TOTALS .00 .00 .00 .00 .00 .00 .00 +++23,487.88 EXPENSE TOTALS .00 .00 .00 .00 .00 .00 .00 +++872,357.48 Fund 900 - General Fixed Assets Totals $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 ($848,869.60) Fund 950 - General Long Term Debt Fund 950 - General Long Term Debt Totals REVENUE TOTALS .00 .00 .00 .00 .00 .00 .00 +++.00 EXPENSE TOTALS .00 .00 .00 .00 .00 .00 .00 +++.00 Fund 950 - General Long Term Debt Totals $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 Grand Totals REVENUE TOTALS 33,242,680.00 2,800,610.00 36,043,290.00 3,080,975.20 .00 33,104,880.31 2,938,409.69 92%33,019,008.66 EXPENSE TOTALS 33,242,680.00 2,800,610.00 36,043,290.00 3,763,193.98 .00 31,384,256.20 4,659,033.80 87%34,589,789.24 Grand Totals $0.00 $0.00 $0.00 ($682,218.78)$0.00 $1,720,624.11 ($1,720,624.11)($1,570,780.58) Run by Mark Abeles-Allison on 04/01/2021 01:19:39 PM Page 4 of 4 Budget by Organization Report Through 12/31/20 Prior Fiscal Year Activity Included Summary Listing Adopted Budget Amended Current Month YTD YTD Budget - YTD % Used/ Organization Budget Amendments Budget Transactions Encumbrances Transactions Transactions Rec'd Prior Year Total Fund 100 - General REVENUE Department 00 - General Fund 8,933,569.00 2,299.00 8,935,868.00 297,423.47 .00 7,692,927.09 1,242,940.91 86 8,138,981.55 Department 02 - Clerk of Courts 263,175.00 621.00 263,796.00 32,835.99 .00 269,756.87 (5,960.87)102 266,496.79 Department 04 - Criminal Justice 166,457.00 2,841.00 169,298.00 9,461.00 .00 143,285.19 26,012.81 85 125,965.88 Department 05 - Family Court Commissioner .00 .00 .00 .00 .00 .00 .00 +++.00 Department 06 - Coroner 5,750.00 138.00 5,888.00 1,574.40 .00 7,753.97 (1,865.97)132 5,201.54 Department 07 - Administrator 15,000.00 55.00 15,055.00 15,000.00 .00 30,215.00 (15,160.00)201 15,264.40 Department 08 - District Attorney 28,000.00 1,012.00 29,012.00 1,147.65 .00 15,429.64 13,582.36 53 26,526.35 Department 09 - Child Support 222,187.00 .00 222,187.00 43,525.25 .00 197,007.64 25,179.36 89 217,996.34 Department 10 - County Clerk 11,438.00 38,772.00 50,210.00 8,396.64 .00 58,459.20 (8,249.20)116 11,962.00 Department 12 - Treasurer 643,936.00 .00 643,936.00 36,096.82 .00 645,349.82 (1,413.82)100 696,930.17 Department 13 - Land Records 209,000.00 5,610.00 214,610.00 62,948.78 .00 360,670.85 (146,060.85)168 279,857.18 Department 14 - Court House 500.00 23,336.00 23,836.00 18,046.12 .00 37,150.96 (13,314.96)156 4,691.61 Department 15 - Register of Deeds 175,000.00 .00 175,000.00 48,020.17 .00 235,230.75 (60,230.75)134 183,350.17 Department 17 - Sheriff 447,282.00 1,617.00 448,899.00 59,438.92 .00 375,837.80 73,061.20 84 575,299.89 Department 18 - Emergency Management 136,678.00 13,357.00 150,035.00 4,151.44 .00 145,960.70 4,074.30 97 101,009.80 Department 19 - Veteran's Services 11,450.00 .00 11,450.00 1,546.24 .00 25,136.24 (13,686.24)220 10,674.42 Department 20 - Health 580,832.00 377,738.00 958,570.00 268,499.02 .00 891,611.15 66,958.85 93 552,670.50 Department 22 - Fair .00 .00 .00 .00 .00 .00 .00 +++.00 Department 23 - Tourism 173,210.00 3,393.00 176,603.00 1,728.43 .00 63,083.05 113,519.95 36 178,853.19 Department 25 - UW Extension 3,660.00 280.00 3,940.00 .00 .00 3,940.03 (.03)100 3,067.00 Department 26 - Zoning 214,800.00 28,838.00 243,638.00 20,772.00 .00 288,121.67 (44,483.67)118 253,948.98 Department 28 - Land Conservation 384,529.00 70,588.00 455,117.00 194,704.52 .00 376,399.42 78,717.58 83 543,575.84 Department 31 - Information Services 44,550.00 74,477.00 119,027.00 32,209.29 .00 124,666.09 (5,639.09)105 14,244.00 Department 34 - Forestry 4,105,333.00 79,092.00 4,184,425.00 440,975.09 .00 4,413,956.09 (229,531.09)105 4,868,204.58 Department 77 - Agricultural Station 21,476.00 .00 21,476.00 .00 .00 1,950.00 19,526.00 9 .00 REVENUE TOTALS $16,797,812.00 $724,064.00 $17,521,876.00 $1,598,501.24 $0.00 $16,403,899.22 $1,117,976.78 94%$17,074,772.18 EXPENSE Department 00 - General Fund 2,427,642.00 33,665.00 2,461,307.00 98,424.45 .00 2,365,271.35 96,035.65 96 4,637,107.18 Department 01 - County Board 99,603.00 .00 99,603.00 18,422.71 .00 83,327.27 16,275.73 84 76,969.81 Department 02 - Clerk of Courts 490,165.00 621.00 490,786.00 82,863.17 .00 476,065.14 14,720.86 97 450,059.18 Department 04 - Criminal Justice 350,860.00 2,841.00 353,701.00 36,573.81 .00 290,251.34 63,449.66 82 306,310.84 Department 05 - Family Court Commissioner .00 .00 .00 .00 .00 .00 .00 +++.00 Department 06 - Coroner 30,901.00 138.00 31,039.00 3,700.79 .00 22,640.50 8,398.50 73 30,891.69 Department 07 - Administrator 289,453.00 15,162.00 304,615.00 34,855.42 .00 304,615.62 (.62)100 278,768.04 Department 08 - District Attorney 186,403.00 1,012.00 187,415.00 20,947.49 .00 182,917.78 4,497.22 98 174,511.96 Department 09 - Child Support 253,121.00 .00 253,121.00 28,863.47 .00 236,112.91 17,008.09 93 237,099.63 Department 10 - County Clerk 406,441.00 38,772.00 445,213.00 58,005.87 .00 429,672.50 15,540.50 97 369,065.47 Department 12 - Treasurer 182,329.00 .00 182,329.00 18,643.13 .00 160,072.22 22,256.78 88 177,671.54 Department 13 - Land Records 596,373.00 5,610.00 601,983.00 121,419.35 .00 615,493.14 (13,510.14)102 534,976.96 Run by Mark Abeles-Allison on 04/01/2021 01:22:08 PM Page 1 of 2 Budget by Organization Report Through 12/31/20 Prior Fiscal Year Activity Included Summary Listing Adopted Budget Amended Current Month YTD YTD Budget - YTD % Used/ Organization Budget Amendments Budget Transactions Encumbrances Transactions Transactions Rec'd Prior Year Total Fund 100 - General EXPENSE Department 14 - Court House 474,687.00 24,963.00 499,650.00 71,544.28 .00 471,489.17 28,160.83 94 472,361.26 Department 15 - Register of Deeds 180,572.00 .00 180,572.00 22,165.00 .00 178,000.60 2,571.40 99 171,154.55 Department 17 - Sheriff 4,925,661.00 (51,483.00)4,874,178.00 555,999.85 .00 4,611,975.44 262,202.56 95 4,763,696.44 Department 18 - Emergency Management 318,492.00 13,357.00 331,849.00 72,931.80 .00 313,221.03 18,627.97 94 308,976.69 Department 19 - Veteran's Services 133,556.00 .00 133,556.00 16,114.39 .00 131,428.91 2,127.09 98 118,899.28 Department 20 - Health 1,026,407.00 377,738.00 1,404,145.00 147,765.29 .00 1,088,670.99 315,474.01 78 1,006,189.54 Department 22 - Fair .00 .00 .00 .00 .00 .00 .00 +++.00 Department 23 - Tourism 414,923.00 3,393.00 418,316.00 29,259.76 .00 271,750.97 146,565.03 65 397,143.61 Department 25 - UW Extension 291,970.00 280.00 292,250.00 14,681.03 .00 274,438.39 17,811.61 94 280,965.37 Department 26 - Zoning 472,976.00 28,838.00 501,814.00 58,907.22 .00 483,806.07 18,007.93 96 442,145.74 Department 28 - Land Conservation 571,201.00 70,588.00 641,789.00 62,503.95 .00 502,650.67 139,138.33 78 583,129.35 Department 29 - Land Use Planning .00 .00 .00 .00 .00 .00 .00 +++.00 Department 31 - Information Services 568,812.00 79,477.00 648,289.00 58,603.13 .00 612,084.90 36,204.10 94 487,076.98 Department 34 - Forestry 2,101,014.00 79,092.00 2,180,106.00 568,359.32 .00 2,040,632.74 139,473.26 94 2,017,507.85 Department 77 - Agricultural Station 4,250.00 .00 4,250.00 .00 .00 280.00 3,970.00 7 50.00 EXPENSE TOTALS $16,797,812.00 $724,064.00 $17,521,876.00 $2,201,554.68 $0.00 $16,146,869.65 $1,375,006.35 92%$18,322,728.96 Fund 100 - General Totals REVENUE TOTALS 16,797,812.00 724,064.00 17,521,876.00 1,598,501.24 .00 16,403,899.22 1,117,976.78 94%17,074,772.18 EXPENSE TOTALS 16,797,812.00 724,064.00 17,521,876.00 2,201,554.68 .00 16,146,869.65 1,375,006.35 92%18,322,728.96 Fund 100 - General Totals $0.00 $0.00 $0.00 ($603,053.44)$0.00 $257,029.57 ($257,029.57)($1,247,956.78) Grand Totals REVENUE TOTALS 16,797,812.00 724,064.00 17,521,876.00 1,598,501.24 .00 16,403,899.22 1,117,976.78 94%17,074,772.18 EXPENSE TOTALS 16,797,812.00 724,064.00 17,521,876.00 2,201,554.68 .00 16,146,869.65 1,375,006.35 92%18,322,728.96 Grand Totals $0.00 $0.00 $0.00 ($603,053.44)$0.00 $257,029.57 ($257,029.57)($1,247,956.78) Run by Mark Abeles-Allison on 04/01/2021 01:22:08 PM Page 2 of 2 Budget by Organization Report Through 12/31/20 Prior Fiscal Year Activity Included Summary Listing 2022 Departmental Budget Planning Suggestions County Administrator .......................................... ............................................ 1 Child Support ...................................................... ............................................ 3 Clerk of Court/Circuit Court ............................... ............................................ 4 District Attorney .................................................. ............................................ 6 Forestry and Parks ............................................... ............................................ 8 Human Services .................................................. ............................................ 9 Land Records ...................................................... .......................................... 13 Maintenance ........................................................ .......................................... 15 Sheriff’s Office ..................................................... .......................................... 16 Tourism/Fair ....................................................... .......................................... 17 UW Extension ..................................................... .......................................... 24 Bayfield County Administrator 117 E 5th Street, PO Box 878, Washburn, WI 54891 Ph: 715-373-6181 Fx: 715-373-6153 Mark Abeles-Allison, County Administrator Kristine Kavajecz, Human Resources Director Paige Terry, Clerk February 16, 2021 To: Bayfield County Executive Committee From: Mark Abeles-Allison Re: 2022 Budget Considerations The County Administrator budget in 2021 is: $303,862. Revenues of $15,000 are budgeted in 2021. The Budgeted LEVY in 2021 is: $288,862 • A 2% reduction in the levy equals: $5772 • A 5% reduction in the levy equals: $14,443 • A 7% reduction in the levy equals: $20,220 Overview: The County has requested the departments provide ideas on revenue enhancements, expenditure reductions Revenue Review: Revenues are very limited today in the County Administrator’s Office. Nearly 100% comes from the County’s founding membership with the Public Finance Authority (PFA). This amount, $15,000 is based on a percent of annual business the Authority conducts. Other sources of revenue include copy fees and fees for quit claim deeds associated with the railroad right of way although these are minimal and irregular. PFA funding is level at $15,000. The County Administrator helps obtain grant revenues attributed to other departments and funds. Potential new revenues could include: 1. Facility rentals: A number of groups utilize county facilities. We could charge a fee. I would not recommend this at this time. The revenues generated would be minimal and I believe the result would be to discourage usage of county facilities. I think it is good that people look at the courthouse as a resource. 2. Office space rental. We have some space in the Annex basement that could be rented out? 3. Naming/Sponsorships/Advertising: Some units of government have raised funds by allowing sponsorship or advertising at a facility, on a vehicle, etc. Sometimes this is for a specific cause, ie: free community broadband, other times for a new project, ie: new 4H building, etc. Bayfield County has done this in the past at the Fairgrounds. 1 Expenditure Review Expenditures in the County Administrator’s Office total $303,862 and are broken down as follows: • Personal Services and Health Insurance: $278,223 (91%) • Contractual: $20,364 (6.7%) • Supplies and Expense: $5275 (1.7%) Expenditure Review: 1. Health Insurance represents 16.7% of the overall budget at $50,925. In 2022 we go off the state surcharge, a 5% reduction in insurance in 2022 is reasonable to expect. This reduction equates to a savings of $2,546. We will need to consider future health insurance increases in the 6% range. 2. Wages: The County Clerk and County Administrator are sharing a staff person. This has reduced our joint FTE by .5. Previously we had Allison and Paige. Now just Paige. For the County Admin Office however this would be an increase as benefits are provided. A 2022 projection for Personal Services is $290,874. 3. Wages are impacted by Step increases, cost of living increases and state and federal adjustments on WRS (retirement) and Social Security. Estimated cost of a .5% COLA in 2022 would be a net increase in wages of 2% for our department or: $6,000. No overtime is budgeted for wages. 4. Contractual expenditures include Legal Fees, Telephone and Software contracts in the amount of $18,144 for NeoGov and New World (Insight and Perform). 5. Could the County provide services for a fee to other units of government. Budget Recommendations Revenues and Expenditures 1. Increase revenues by $5000 in 2022. a. Explore CNG / Electric Vehicle Charging Revenue in 2022: b. Donations to county initiative, Criminal Justice, Solar, Construction Projects, Housing and Shelter Issues, etc. 2. EFax Expenditure Savings 3. Eliminate NeoGOV PERFORM software and create in house evaluation system using Laserfieche. Savings $7000. 4. Mobile Phone Policy, eliminate county phones, provide monthly stipend on personal phones. Eliminate mobile phone. Savings $360. (assuming $20 personal phone stipend). 5. Telecommuting Savings: With more staff working from home in the past, are there savings we can find by sharing equipment, space, furniture, etc. 0 budget for furniture/equipment in 2022. 6. Delay COLA in 2022, savings, $1400, 2 3 2022 Circuit Court/Clerk of Court/Register in Probate/ Family Court Commissioner Budget Reduction Possibilities Budget Area 2021 Expense 2% reduction 5% reduction 7% reduction Circuit Court 43,100.00$ 862.00$ 2,155.00$ 3,017.00$ Clerk of Court 374,062.00$ 7,481.24$ 18,703.10$ 26,184.34$ Register in Probate 32,061.00$ 641.22$ 1,603.05$ 2,244.27$ Family Ct Comm.24,900.00$ 498.00$ 1,245.00$ 1,743.00$ CIP 5,000.00$ 100.00$ 250.00$ 350.00$ Total 479,123.00$ 9,582.46$ 23,956.15$ 33,538.61$ Anticipated Revenue 257,168.00$ Anticipated Levy 221,955.00$ 4,339.10$ 11,097.75$ 15,536.95$ The direction of the County Administrator was not totally clear if we were to forecast 2022 based on the expenses only, or anticipated levy, so I have calculated both for this activity. The Circuit Court budgets are quite different from other County Offices. We have no control over what types of cases come through the Court. No control over which parties will require an attorney/GAL and ask the Court to appoint representation by Statute. Which parties will be in need of an interpreter, which language will be needed and can an interpreter attend by zoom or are they required to attend in person. There are many unknowns with our cases/processes for us to offer a reduction in any expense. In recent years, we have changed processes of what options we have available to help with our collection of court-ordered obligations. In 2020, with the help of the Wisconsin Department of Revenue- State Debt Collection Program, there was approximately $110,000. collected of our delinquent debt. We are hopeful this trend will continue into the future. With our current staff, we have been able to research for updated addresses of delinquent debtors, establish prison wage assignments for debtors who are in prison and voluntary wage assignment for delinquent debtors whom are working. We need our current level of staff in order to accomplish the business we are tasked with. Once we are streamlined with collection efforts and researching current addresses for delinquent debtors, we can re-assess how to best use the staff hours available to perform all required tasks. Budget History: Wages and benefits makes up 62% of the overall expenses for our offices; $303,041.00. For budget year 2020, our offices over collected anticipated revenue by 2%; $5,960.87 For budget year 2020, our offices under spent anticipated expenses by 6%; $27,777.22 Budget year 2020 realized actual levy dollars for our offices was $207,251.91; budgeted levy was $240,990.00 Budget year 2019 realized actual levy dollars for our offices was $183,562.39 Budget year 2018 realized actual levy dollars for our offices was $214,203.76 Budget year 2017 realized actual levy dollars for our offices was $213,304.04 Cuts would be very hard to forecast because of all the unknowns we work with on a daily basis. Recommended Reduction for 2022: Cut the CIP funds of $5,000.00 to $0.00. Possible Increased Revenue for 2022: We are hopeful that our collection efforts will yield higher revenues generated for the County. 4 es 2019 State Debt Collection revenues: $ 22,254.68 2020 State Debt Collection revenues: $110,000.00 5 Kimberly A. Lawton BAYFIELD COUNTY DISTRICT ATTORNEY 117 E. Fifth St P.O. Box 487 Washburn, WI 54891 Office: 715-373-6111 bayfieldda@da.wi.gov February 15, 2021 TO: Mark Abeles-Allison; Executive Committee. FROM: Kimberly Lawton RE: Planning for 2022 Budget Please see the following answers in regard to the District Attorney Budget planning: 1. If the county needed to reduce expenditures by 2%, 5% or 7%. How would you respond? Please be as detailed as possible and present options for each of the three scenarios. Please describe anticipated impacts on service delivery this would have. A: My office is already implementing the most efficient systems possible for reducing costs. We have transitioned to electronic files in the office and electronic referrals from law enforcement. We do not print more than what is absolutely necessary. This leads to less office supplies, but does not eliminate the need for office supplies. The most substantial costs I envision going forward are jury trial expenses. I attempt to be as frugal as possible in those expenses. I am mindful in making reasonable offers that protect the public and hold offenders accountable, while trying to avoid unnecessary jury trials. I use evidence based decision making not only with the participants entering the pre-charge diversion program I created or treatment court, but also in every case. This leads to a reduction in costs in the long term as seen in reduced recidivism and jail costs. The unpredictable nature of certain cases though makes avoid jury trial costs impossible. If there were a 2%, 5% or 7% reduction, I do not know if I would have everything I would need to successfully prosecute a high level case. Currently there are two murder cases, multiple child sexual assaults, and many other terrible cases. It would be unconscionable for the victims and society to not prosecute based on budget concerns. I know the county wouldn’t let that happen. My budget should be among the last to be considered for budget cuts due to the public safety and victim concerns. 2. What revenue enhancing options does your department have? Please be as specific as possible. A: We receive revenue from Victim Witness program with Department of Justice as well as from copies made for discovery. The legislature is hopefully working to increase the 6 reimbursement from victim witness program. Discovery revenue is stagnant due to amount the State Public Defender Office will pay, however, we are doing everything to minimize the expenditures with discovery such as transferring files electronically. Ethically, there are no other revenue sources allowable for District Attorneys’ offices. 3. Please describe the relationship between expenditures and levy in your department. A: Other than the Victim Witness partial reimbursement and discovery revenue, we are entirely dependent on the levy. There is no other source of revenue to support the DA’s office. I would be happy to discuss ideas in regard to the budget and answer any questions. 7 Forestry and Parks Department: 1. The forest carbon project will have the greatest potential impact on the Forestry and Parks Department budget as well as the County levy. a. Forest carbon is expected to generate a new direct source of net revenue with an average of about $1.0 million/year in each of the next 10 years. i. It is highly likely that actual net returns to the county will exceed $1.0 million per year over this time period and could approach $1.5 million annually. ii. Project development would begin in 2021, revenues are expected to begin in 2022 and will continue for the next 38 years. b. For the length of a contract with Bluesource, there will be $0.00 spent directly on the carbon project. Expenses associated with carbon project development, including the contractor fee, are removed from the gross earnings prior to final payment to Bayfield County. Therefore, for as long as we are under contract with Bluesource, there will be zero direct out of pocket expenses associated with this carbon project. c. After the contract with Bluesource is over, and depending on how we structure the management of carbon, it will cost between $50k to $100k/year to maintain the carbon project. d. There was also some discussion on earmarking some of the carbon revenue for forestry related projects i.e. reforestation, recreation, land acquisition. With some creativity, we may be able to restructure the way we currently manage the expense budgets for various programs by using carbon revenue. 2. Traditional forestry revenues (stumpage) are expected to remain steady, if not improve slightly over the next few years (as industry starts to recover from COVID related impacts). While it’s virtually impossible to predict returns for 2022 and beyond, our sustainable harvest goal is expected to remain relatively stable (though may decrease slightly as we start to incorporate more carbon metrics….which would mean more returns from carbon). a. We actually reduced our forestry revenue budget in 2021 ($3.0 million). I’m optimistic that there would be a slight increase in that budget for 2022 (possibly at least $3.1 million). 3. The Forestry and Parks Committee made a statement that, as one of the only Department’s to generate revenue, most of our expenses are required and/or needed to maintain existing operations/obligations. However, as part of the annual budgeting process, we will continue to look for ways to become more efficient and economize. 8 (715) 373-6144 Phone/TDD • (715) 373-6130 FAX • www.bayfieldcounty.wi.gov • baycodhs@bayfieldcounty.wi.gov Department of Human Services 117 East Fifth Street P.O. Box 100 Washburn, WI 54891-0100 TO: Mark Abeles-Allison FROM: Elizabeth Skulan DATE: March 25, 2021 RE: 2022 Proposed Budget Reductions In response to the December 16, 2020 memo and directive to identify where the Department of Human Services might reduce expenditures by 2%, 5%, and 7% in fiscal 2022. 1. If the county needed to reduce expenditures by 2%,5%, and 7%. How would you respond? Please be as detailed as possible and present options for each of the three scenarios. Please describe anticipated impacts on service delivery this would have. If the county levy in DHS was reduced in the 2022 budget, the Department would do everything in its power – as it does every year – to balance the budget. DHS would not recommend reducing staff. • Most staff provide mandated services. • Those staff who do not provide mandated services administer or support programs and provide services that are primarily focused at prevention or early intervention. • As such, their time is an investment in vulnerable populations that save money in the long run. • Reductions would be made in purchased services and including any discretionary line items the Department may have. Two percent (2%) of the DHS county levy ($1,817,788) is $36,356. In any given year, DHS may save this amount of funding if there is turnover due to retirement, resignation, or termination – as a result of short-term vacancies. 9 Funds budgeted for wages and fringe are generally not reallocated. It is possible, there would be no need for the Department to make other reductions. Expenses would be closely monitored throughout the year. (Estimate $40,000) Five Percent (5%) of the DHS County Levy $90,889 A. DHS would monitor short-term vacancies for unexpended dollars. (Estimate $40,000) B. DHS would limit travel as much as possible. (Estimate $15,000) C. DHS would limit trainings to virtual whenever possible. (Estimate $2,000) D. DHS would postpone purchasing equipment, supplies, etc. whenever possible. ($5,000) E. DHS would deny any request for voluntary mental health and/or substance use services. Alternatively, DHS has requested HSRA Implementation grant dollars to help fund voluntary mental health or substance use disorder treatment and room and board fees for residential substance use disorder treatment for Medicaid eligible individuals. (Estimate $20,000) F. DHS would establish a waitlist for the Community Services Program (Estimate $0, would reduce additional costs). G. DHS would hope to cover the balance through increased revenues proposed in the state’s 2021-2023 budget or by moving unspent line items to those areas that need funding. If this was not possible, DHS would look at reducing or suspending any services that are not mandated once state and federal allocations are exceeded. Much of the Department’s discretionary spending is in Aging Programs, such as Elderly Nutrition. (Estimate $8,889) Seven Percent (7%) of the DHS County Levy $127,245 A. DHS would monitor short-term vacancies for unexpended dollars. (Estimate $40,000) B. DHS would limit travel as much as possible. (Estimate $15,000) C. DHS would limit trainings to virtual whenever possible. (Estimate $2,000) D. DHS would postpone purchasing equipment, supplies, etc. whenever possible. ($5,000) E. DHS would deny any request for voluntary mental health and/or substance use services. Alternatively, DHS has requested HSRA Implementation grant dollars to help fund voluntary mental health or substance use disorder treatment and room and board fees for residential substance use disorder treatment for Medicaid eligible individuals. (Estimate $20,000) F. DHS would establish a waitlist for the Community Services Program (Estimate $0, would reduce additional costs). G. DHS would hope to cover the balance through increased revenues proposed in Human Services in the state’s 2021-2023 budget or by moving unspent line items to those areas that need funding. If this was not possible, DHS would look at reducing or suspending any services that are not mandated once state and 10 (715) 373-6144 Phone/TDD • (715) 373-6130 FAX • www.bayfieldcounty.wi.gov • baycodhs@bayfieldcounty.wi.gov Department of Human Services 117 East Fifth Street P.O. Box 100 Washburn, WI 54891-0100 federal allocations are exceeded. Much of the Department’s discretionary spending is in Aging Programs, such as Elderly Nutrition. (Estimate $45,245) Balancing the DHS budget, in any given year, hinges on who needs the services DHS provides. DHS must fund mandated services, such as: • Eligibility determination for public assistance • Services to children with disabilities (Birth to Three Program; Children’s Long- Term Service (CLTS), and Children’s Community Options Programs (CCOP) • Child protective services • Child welfare • Children placed out of home by the circuit and tribal courts • Adult protective services • Crisis mental health treatment • Crisis substance use disorder services Even if the annual DHS budget is exceeded, the county must find the means to fund these services if they are needed. DHS is legally required to find the least restrictive placement to meet the needs of the individual. High cost placements (or a lack of them) for children and adults (e.g. institutions such as Mendota Mental Health Institute, Lincoln Hills, or Residential Child Caring Facilities) drive whether the Department can balance the budget in any given year. Some of these placements can be over $1,000 a day. Placement costs add up quickly, the cost of multiple placements during the year adds up even more. 2. What revenue enhancing options does your department have? Please be as specific as possible. The Department currently collects a limited amount of fees for: • Repayment of voluntary mental health and substance use services • Repayment of General Assistance - a small monthly stipend ($200/month) provided to individuals who are applying for or appealing a denial for a disability determination from the Social Security Administration • Parental repayment of fees paid for children who are sent to secure detention for failing to comply with court orders 11 • Parents for children who are placed out of home for six months or more are referred to Child Support. Funds collected offset the cost of the placement. 3. Please describe the relationship between expenditures and levy in your department. • Approximately 25% of the DHS budget is county levy. • The remaining 75% is funded by the state and federal government • Some county levy must be used when a mandated program requires a maintenance of effort (e.g. Family Care - $179,000; Birth to Three - $34,000, etc.). • Some county levy must be used as the minimum match for many of the grants and allocations the Department receives for non-mandated services. • The Department claims all state and federal funding prior to using county levy. 12 Bayfield County Land Records 117 E 5th Street, PO Box 878, Washburn, WI 54891 Ph: 715-373-6156 Scott M. Galetka, Land Records Administrator/LIO Carmen Novak, GIS Technician Pam Ledin, Real Property Lister Robby Turnquist, Surveyor Perri Campbell, Tax Deed Clerk Claire Glafke, UAS/GIS Technician John Zmyslony, LTE March 31st, 2021 To: Bayfield County Executive Committee From: Scott M. Galetka Re: 2022 Budget Considerations The Land Records budget in 2021 is: $622,016. Revenues of $234,000 are budgeted in 2021. The Budgeted LEVY in 2021 is: $388,016 • A 2% reduction in the levy equals: $7760 • A 5% reduction in the levy equals: $19,400 • A 7% reduction in the levy equals: $27,161 Overview: The County has requested the departments provide ideas on revenue enhancements, expenditure reductions Revenue Review: Much of our non-tax levy funds come from Wisconsin Land Information Grant and Retained fees. These funds have specific uses and are around $150,000.00 per year used specifically for items in our Land Record Modernization Plan. These funds depend on the amount the County has recorded from deeds and by the entire state. Another source of revenue our department has been able to capitalize on is our Land Sales, we were able to bring in $177,000.00 to the County, $132,000.00 over the budgeted amount, but these funds can be very irregular depending on the parcels we take in though the INREM process and the value of the property. The plat book has brought in revenue as much as $17,000.00 in one year (2017) then dramatically drops off the years after. We have also in the past been awarded Coastal Management grants, two in the past 12 years in the amounts around $50,000.00. Potential new revenues could include: 1. Charge other department for software uses: Many departments use our GIS software, and they could pay part of the maintenance. I would not recommend this at this time. The revenues generated would be from other departments looking to make the same cuts in the budget. Other employees use us as a resource to find efficiencies in their work, we do not want to discourage this activity. 13 2. Spend more time developing land sale parcels: We have done some minor cleanup and have split some parcels to create higher value parcels when we sell them. I would like to see a savings fund where we could self-fund our projects for cleanup, dividing parcels, breaking in a driveway/road or bringing in electric to a parcel so we have build ready parcels at a much higher value. We have expanded on this in recent years, but this may need significant time on this. 3. Print less plat books on a regular basis: If we could have staff regularly build our plat book, we may be able to make additional revenue on a biannual basis by selling advertising more often and printing less books, after we hit the 800 books sales slow dramatically. We currently have in-house contract workers though Premier work on them and the past three books the person working on the book has left for a different job, putting us behind many months and having to recreate the book after getting halfway or more though, we want to create the most up-to-date book. We would have to make this job a County employee, so we have stability in this position. 4. Land Records has taken on Rural Addressing: We could increase the fees to $100 for people who complete the application with paper and keep the $75 fee for people who apply online through our application. The field and administration time is much greater for the paper applications. 5. Drone flights/Non-Metallic Mines: We are responsible for flying the non-metallic mines for Zoning Department for each permit. We could charge $300 for each pit (70) permitted pit for the yearly renewal, this would pay for the mapping of each site and hardware replacement. Expenditure Review Expenditures in the Land Records Office total $622,016 and are broken down as follows: • Personal Services and Health Insurance: $335,431.00 • The remainder of our budget is Software, Operating Supplies, Mapping expenses, Hardware, Contractual Services. Summary: Our department touches almost every department in the County. We provide services and data to the Sherriff’s department, Zoning, Forestry, EMS and Conservation, the critical data to keep certain aspects of their mission operating efficiently. We have even helped the Health department and Human Resources this past year quite a bit. The key for us to continue working and being efficient is that the IT department needs to keep us running with advancing technology so we can help everyone we serve in the county. Our flagship is our interactive maps, there are private businesses that cannot operate their business without the data we provide online. We do have options to increase revenues. Decreased expenditures in our technology will cause a technical failure in the future that will cost more in the long term. Land Record Modernization is an investment to reduce future expenditures and reduce inefficacies. Our biggest struggle is keeping up with the technology, retaining and filling positions. 14 The 2021 Courthouse Maintenance budget is $482,441. Revenue budgeted for 2021 is $200. The budgeted levy for 2021 is $482.221. A 2% reduction in the levy would be $9,644. A 5% reduction in the levy would be $24,110. A 7% reduction in the levy would be $33,754. The places where I can see that there will or could be a decrease in next year’s budget would be: 1. Employee Wages 2. Repair and Maintenance Supplies 3. Janitorial Supplies 4. Jail Electric 1. Jeff Lightner, Maintenance Person, intends to retire at the end of 2020. There would be about $5,800 less in wages paid out a year on a new hire. There is also a possibility the Frances Johnson, FT afternoon cleaner, could retire. There would be about $12,800 less in wages paid out a year on a new hire. Rachel Garz, PT morning cleaner, is budgeted for 3 extra hours a day in 2021 to help with increased sanitation related to COVID. This position will likely return back to half time in 2022. This will decrease next year’s budget about $12,800. 2. Repair and Maintenance Supplies could be a little less if enough employees continue to work from home. Less wear and tear on offices and restrooms, desk mats, plumbing, lighting, etc. Could also mean using a little less of all the utilities. 3. Janitorial Supplies could be a little less if enough employees continue to work from home. Less money would be spent on paper products, trash bags, hand soap, etc. 4. This year’s Jail electric usage was budgeted conservatively with the addition of the new solar panels. Another whole year with the solar panels up and running will give a better history of what effect they will have on the bill. It will be easier to get a more accurate number for 2022. That may mean a reduction to next year’s budget request. Many of the other expenses remain constant or go up slightly every year with little room for any savings, Contractual Services, Telephone, Mileage, etc. 15 Sheriff’s Office: A 2% reduction is roughly 90,000. That’s one person’s employment. 5% or 7% is even worse. If we were faced with that much loss again it would dramatically impact our ability to provide effective services. Our current budget for everything besides wages is bare minimum. Crime trends just like culture is ever changing. We must adapt constantly. Part of that costs money including the ability to effectively investigate such alleged crimes. Example being the investigation division. Everyone uses smartphones and they record things. Obtaining video data can’t be done by just plugging phone into any computer often times. Criminal behavior that victimizes our citizens also happens over the internet. Almost everyday someone has been defrauded or attempted. The time and cost of this keeps climbing as well. Just serving Google a subpoena or warrant costs $250 for processing it with them. Everyone uses google or some other internet bases data storage company. A lot of equipment here is coming to end of life. Specifically, squad cameras are failing. What once costed $1000 now costs $5000 to have something that will last and have integrity. Tasers are a good example as well. They work for about 5 years. After that they begin failing and are no longer repairable. These devices go up every year in cost. These devices are crucial to citizen wellbeing, and especially employees. Being faced each year with reduction in supplied funding will not work however if we spend the money on better quality equipment now it typically does save on the cost over the next coming years. Maintenance of buildings. The Grand View garage needs repairing. The door has fallen off now twice. We’ve moved the hinge down the door to hopefully let a couple screws find some solid wood in the frame to keep it up. The frost heaves compromised the threshold and the door. The design of the overhang above the door forces water to seep into the block walls and quickly deteriorate the stone wall corner. Things like this, that I don’t know who’s budget it comes out of, can’t be maintained especially when a 2% reduction happens. Revenue- We make revenue from certain grants each year. Occasionally we get a surprise grant funding opportunity that allows us to buy equipment for highway safety concerns or other things like most recently tracks for our UTV from Enbridge. Without that opportunity we would never ask for in budgeting, because we’ve never used it in the past. However just over this weekend and through today it was utilized by Ashland County in the search and rescue operation where no other vehicle in the area could go. Inmate housing I imagine should continue coming up, as Covid restrictions are lessened and other counties start having the need board. This is huge revenue from my understanding. I hope we see revenue in the virtue of electric car grants. We could dramatically keep impacting the cost of fleet vehicles if they’re paid for by energy conservation idea funding. CNG trucks look to be good savings right now to run with gasoline prices. Cost of those vehicles upfront is expensive but by going with rugged vehicles, like the F150, that sustain the everyday operations on will lessen the cost of repairs in comparison to the SUV’s we use. The downside is the smaller, less cost vehicles that can’t perform the duties need them to do can’t be outfitted with CNG. However, electric vehicles can provide our investigators with transportation. 16 Tourism/Fair budget in 2021 Expenditures $402,025 Revenues $153,600 Budgeted LEVY is $248,425 • 2% reduction - $4,969 • 5% reduction - $12,421 • 7% reduction - $17,390 Potential new revenues: • Increase in Winter Storage fees (this was approved for 2021): Projected revenue increase is $2,200 • Increase in beer sales at County Fair if “roaming” were allowed instead of having to stay in fenced area: Projected revenue increase of $600 • Increase in camping fees during County Fair (this was done in 2020, but none collected): Projected increase $500 Potential expenditure savings: • Decreased cost of printing as of 2021: Projected reduction is $3,000 17 TARGET EXPENSES TOURISM DEPT 401,673.00$ 393,639.54$ 381,589.35$ 373,555.89$ NUMBERS NEED TO MATCH CELLS ABOVE 392,539.59$ 386,759.59$ 384,679.59$ PROJECTED REDUCTION N/A 10,474.04$ 22,524.23$ 30,557.69$ ACTUAL REDUCTION % DUE TO SALARY INCREASES -3%-6%-8% Account Account Description 2021 County Board Budget 2% . Comments 5% .Comments 7% .Comments Fund 100 - General REVENUE Department 23 - Tourism Intergovmt Revenues State Grants 43571 Fairs-State Grant $ 2,000.00 $ 6,000.00 $ 6,000.00 $ 6,000.00 $ 2,000.00 $ 6,000.00 $ 6,000.00 $ 6,000.00 State grants Totals $ 2,000.00 $ 6,000.00 $ 6,000.00 $ 6,000.00 Intergovmt Revenues Totals $ 2,000.00 $ 6,000.00 $ 6,000.00 $ 6,000.00 Public Charges for Services Culture,Recreation and Education 46740 County Fair Gate Receipts $ 76,000.00 $ 76,000.00 $ 76,000.00 $ 76,000.00 46742 Vendor Space & Privileges $ 3,400.00 $ 3,400.00 $ 3,400.00 $ 3,400.00 46743 County Fair Exhibitor Fees $ 6,000.00 $ 6,000.00 $ 6,000.00 $ 6,000.00 46745 Use of Grounds/Horse Shows $ 4,000.00 $ 4,000.00 $ 4,000.00 $ 4,000.00 46746 Use of Grounds/Other Events $ 200.00 $ 200.00 $ 200.00 $ 200.00 46747 County Fair Beer Sales $ 6,400.00 $ 7,000.00 $ 7,000.00 $ 7,000.00 46748 County Fair Camping Fees $ 4,000.00 $ 4,500.00 $ 4,500.00 $ 4,500.00 $ 100,000.00 $ 101,100.00 $ 101,100.00 $ 101,100.00 Culture,Recreation and Education Totals $ 100,000.00 $ 101,100.00 $ 101,100.00 $ 101,100.00 Public Charges for Services Totals $ 100,000.00 $ 101,100.00 $ 101,100.00 $ 101,100.00 Misc Revenues Rent 48202 Winter Storage $ 9,700.00 $ 11,900.00 $ 11,900.00 $ 11,900.00 Rent Totals $ 9,700.00 $ 11,900.00 $ 11,900.00 $ 11,900.00 48500 Donations $ 6,800.00 $ 7,000.00 $ 7,000.00 $ 7,000.00 $ 6,800.00 $ 7,000.00 $ 7,000.00 $ 7,000.00 Other miscellaneous revenues 48900 All Other Revenue $ - $ 100.00 $ 100.00 $ 100.00 Donations/contributions from private organizations or individual Totals Run by Ursula Garrison on 02/15/2021 14:39:20 PM Page 118 TARGET EXPENSES TOURISM DEPT 401,673.00$ 393,639.54$ 381,589.35$ 373,555.89$ NUMBERS NEED TO MATCH CELLS ABOVE 392,539.59$ 386,759.59$ 384,679.59$ PROJECTED REDUCTION N/A 10,474.04$ 22,524.23$ 30,557.69$ ACTUAL REDUCTION % DUE TO SALARY INCREASES -3%-6%-8% Account Account Description 2021 County Board Budget 2% . Comments 5% .Comments 7% .Comments 48900- 100 All Other Revenue-Fair $ 150.00 $ 150.00 $ 150.00 $ 150.00 48904- 100 Promotional Revenue-Fair $ 250.00 $ 250.00 $ 250.00 $ 250.00 48970 Advertising Revenue $ 34,700.00 $ 34,700.00 $ 34,700.00 $ 34,700.00 Other miscellaneous revenues Totals $ 35,100.00 $ 35,200.00 $ 35,200.00 $ 35,200.00 Misc Revenues Totals $ 51,600.00 $ 54,100.00 $ 54,100.00 $ 54,100.00 Department 23 - Tourism Totals $ 153,600.00 $ 161,200.00 $ 161,200.00 $ 161,200.00 REVENUE TOTALS $ 153,600.00 $ 161,200.00 $ 161,200.00 $ 161,200.00 EXPENSE Department 23 - Tourism State Account 55301 - Tourism Personal Services 50111 T Department Head $ 62,884.00 $ 64,770.52 $ 64,770.52 $ 64,770.52 50122 T Part Time $ 18,020.00 $ 18,560.60 $ 18,560.60 $ 18,560.60 50151 T Fica/Medicare $ 6,189.00 $ 6,374.67 $ 6,374.67 $ 6,374.67 50152 T Co. Share Retirement $ 4,245.00 $ 4,372.35 $ 4,372.35 $ 4,372.35 50155 T Life Insurance $ 30.00 $ 30.12 $ 30.12 $ 30.12 50156 T HRA $ - $ - $ - $ - Personal Services Totals $ 91,368.00 $ 94,108.26 $ 94,108.26 $ 94,108.26 Health Insurance 50154 Health Insurance $ 25,111.00 $ 25,059.43 $ 25,059.43 $ 25,059.43 Health Insurance Totals $ 25,111.00 $ 25,059.43 $ 25,059.43 $ 25,059.43 Contractual Services 50225 Telephone $ 1,242.00 $ 1,200.00 $1860 in 2019 $ 1,200.00 $1603 5yr avg $ 1,200.00 Contractual Services Totals $1,242.00 $ 1,200.00 $ 1,200.00 $ 1,200.00 Supplies and Expense 50310 Office Supplies $ 800.00 $ 750.00 $ 720.00 $ 700.00 50311 Postage $ 3,000.00 $ 3,000.00 $ 3,000.00 $ 3,000.00 50313 Printing & Duplication $ 1,500.00 $ 1,500.00 $ 1,500.00 $ 1,500.00 50315 Advertising $ 25,000.00 $ 25,000.00 $ 25,000.00 $ 25,000.00 Run by Ursula Garrison on 02/15/2021 14:39:20 PM Page 219 TARGET EXPENSES TOURISM DEPT 401,673.00$ 393,639.54$ 381,589.35$ 373,555.89$ NUMBERS NEED TO MATCH CELLS ABOVE 392,539.59$ 386,759.59$ 384,679.59$ PROJECTED REDUCTION N/A 10,474.04$ 22,524.23$ 30,557.69$ ACTUAL REDUCTION % DUE TO SALARY INCREASES -3%-6%-8% Account Account Description 2021 County Board Budget 2% . Comments 5% .Comments 7% .Comments 50320 Publication,Subscriptions & Dues $ 1,092.00 $ 1,092.00 $1570 in 2017 $ 1,092.00 $1314 5yr avg $ 1,092.00 50325 Registration Fees & Tuition $ 400.00 $ 400.00 $ 400.00 $ 400.00 50332 Mileage $ 1,800.00 $ 1,800.00 $2,600 in 2016 $ 1,800.00 $1848 5yr Avg $ 1,800.00 50335 Meals $ 250.00 $ 250.00 $ 250.00 $ 250.00 50336 Lodging $ 600.00 $ 600.00 $ 600.00 $ 600.00 50340- 001 Promotional Items $ 500.00 $ 500.00 $ 250.00 $ - 50356 Sundry Items $ 200.00 $ 200.00 $ 100.00 $ 50.00 Supplies and Expense Totals $ 35,142.00 $ 35,092.00 $ 34,712.00 $ 34,392.00 State Account 55301 - Tourism Totals $ 152,863.00 $ 155,459.69 $ 155,079.69 $ 154,759.69 State Account 55461 - Fair Personal Services 50122 F Part Time $ 26,234.00 $ 27,123.79 $ 27,123.79 $ 27,123.79 50123 F Temporary Employee $ 29,780.00 $ 29,448.52 $ 29,448.52 $ 29,448.52 50135 F Overtime $ 6,582.00 $ 5,627.34 $ 5,627.34 $ 5,627.34 50140 F Per Diem $ 4,000.00 $ 4,000.00 $7,050 $ 4,000.00 $3767 5 yr Avg $ 4,000.00 50151 F Fica/Medicare $ 5,515.00 $ 5,200.06 $ 5,200.06 $ 5,200.06 50152 F Co. Share Retirement $ 1,771.00 $ 1,830.86 $ 1,830.86 $ 1,830.86 50155 F Life Insurance $ 25.00 $ 25.32 $ 25.32 $ 25.32 Personal Services Totals $ 73,907.00 $ 73,255.89 $ 73,255.89 $ 73,255.89 Contractual Services 50210 F Professional Services $ - 50220 F Utilities $ 8,428.00 $ 8,428.00 $ 8,428.00 $ 8,428.00 50225 F Telephone $ 1,764.00 $ 1,700.00 $ 1,700.00 $ 1,700.00 50250 F Special Services $ 3,000.00 $ 3,000.00 $ 3,000.00 $ 3,000.00 Run by Ursula Garrison on 02/15/2021 14:39:20 PM Page 320 TARGET EXPENSES TOURISM DEPT 401,673.00$ 393,639.54$ 381,589.35$ 373,555.89$ NUMBERS NEED TO MATCH CELLS ABOVE 392,539.59$ 386,759.59$ 384,679.59$ PROJECTED REDUCTION N/A 10,474.04$ 22,524.23$ 30,557.69$ ACTUAL REDUCTION % DUE TO SALARY INCREASES -3%-6%-8% Account Account Description 2021 County Board Budget 2% . Comments 5% .Comments 7% .Comments 50290 F Contractual Services $ 8,000.00 $ 8,000.00 $8950 in 2015 $ 8,000.00 $7717 5 yr Avg $ 8,000.00 50299 F Special Contract. Services $ 75,000.00 $ 75,000.00 $ 74,000.00 $ 74,000.00 Contractual Services Totals $ 96,192.00 $ 96,128.00 $ 95,128.00 $ 95,128.00 Supplies and Expense 50310 F Office Supplies $ 475.00 $ 475.00 $ 400.00 $ 350.00 50311 F Postage $ 550.00 $ 550.00 $900 in 2019 $ 525.00 $680 5 yr Avg $ 525.00 50313 F Printing & Duplication $ 2,200.00 $ 2,200.00 $ 1,750.00 $ 1,500.00 50315 F Advertising $ 6,500.00 $ 6,500.00 $7000 in 2020 $ 6,000.00 $6349 5yr Avg $ 5,500.00 50320 F Publication,Subscriptions & Dues $ 750.00 $ 750.00 $ 650.00 remove IAFE membership $ 555.00 remove IAFE and Iron River Chamber membership 50325 F Registration Fees & Tuition $ 250.00 $ 185.00 2 Staff + 2 Comm. Mbrs at Convention (registration) + 3 at District meeting $ 135.00 2 Staff + 1 Comm. Mbrs at Convention + 2 at District meeting $ 105.00 2 staff + 1 Comm Mbr at convention - no district meetings. 50332 F Mileage $ 1,086.00 $ 1,086.00 $ 1,086.00 $ 1,086.00 50332-009 F Mileage-Fair Board $ 400.00 $ 350.00 $ 300.00 $ 250.00 50335 F Meals $ 250.00 $ 225.00 $ 200.00 $ 175.00 50336 F Lodging $ 1,800.00 $ 1,500.00 $ 1,200.00 $ 890.00 50340 F Operating Supplies $ 6,000.00 $ 6,000.00 $ 5,500.00 $5744 5 yr Avg. $ 5,250.00 50340- 001 F Promotional Items $ 1,200.00 $ - $ - $ - Run by Ursula Garrison on 02/15/2021 14:39:20 PM Page 421 TARGET EXPENSES TOURISM DEPT 401,673.00$ 393,639.54$ 381,589.35$ 373,555.89$ NUMBERS NEED TO MATCH CELLS ABOVE 392,539.59$ 386,759.59$ 384,679.59$ PROJECTED REDUCTION N/A 10,474.04$ 22,524.23$ 30,557.69$ ACTUAL REDUCTION % DUE TO SALARY INCREASES -3%-6%-8% Account Account Description 2021 County Board Budget 2% . Comments 5% .Comments 7% .Comments 50350 F Repair & Maintenance Supplies $ 3,700.00 $ 3,600.00 $3400 in 2020 $ 3,500.00 $3576 5yr Avg. $ 3,400.00 50351 F Fuel $ 900.00 $ 875.00 $ 850.00 $ 850.00 50356 F Sundry Items $ 1,800.00 $ 1,800.00 $2500 in 2019 $ 1,800.00 $2497 5yr Avg. $ 1,800.00 50360 F Other Repairs & Maint Supplies $ 600.00 $ 1,200.00 $1925 in 2018 $ 600.00 $928 5yr Avg. $ 600.00 50390 Other Supplies and Expense $ 500.00 $ 250.00 $ - $ - $ 28,961.00 $ 27,546.00 $ 24,496.00 $ 22,836.00 Fixed charges 50510 Insurance $ 5,000.00 $ 5,000.00 $ 5,000.00 $ 5,000.00 50530 Rents & Leases $ 750.00 $ 750.00 $ 400.00 $ 300.00 $ 5,750.00 $ 5,750.00 $ 5,400.00 $ 5,300.00 Grants, Contributions, Indemnities and Other 50730 Awards and Indemnities $ 8,500.00 $ 8,500.00 $ 8,500.00 $ 8,500.00 $ 8,500.00 $ 8,500.00 $ 8,500.00 $ 8,500.00 State Account 55461 - Fair Totals $ 213,310.00 $ 211,179.89 $ 206,779.89 $ 205,019.89 Contractual Services 50290 Contractual Services $ - $ - $ - $ - $ - $ - $ - $ - State Account 56702 - ITBEC Supplies and Expense 50320 Publication,Subscriptions & Dues $ 3,000.00 $ 3,000.00 $ 3,000.00 $ 3,000.00 Supplies and Expense Totals $ 3,000.00 $ 3,000.00 $ 3,000.00 $ 3,000.00 $ 3,000.00 $ 3,000.00 $ 3,000.00 $ 3,000.00 State Account 56770 - Visitor Guide Contractual Services 50290 Contractual Services $ 8,500.00 $ 8,500.00 $ 8,500.00 $ 8,500.00 $ 8,500.00 $ 8,500.00 $ 8,500.00 $ 8,500.00 Supplies and Expense 50313 Printing & Duplication $ 24,000.00 $ 22,000.00 $ 21,000.00 $ 21,000.00 $ 24,000.00 $ 22,000.00 $ 21,000.00 $ 21,000.00 Run by Ursula Garrison on 02/15/2021 14:39:20 PM Page 522 TARGET EXPENSES TOURISM DEPT 401,673.00$ 393,639.54$ 381,589.35$ 373,555.89$ NUMBERS NEED TO MATCH CELLS ABOVE 392,539.59$ 386,759.59$ 384,679.59$ PROJECTED REDUCTION N/A 10,474.04$ 22,524.23$ 30,557.69$ ACTUAL REDUCTION % DUE TO SALARY INCREASES -3%-6%-8% Account Account Description 2021 County Board Budget 2% . Comments 5% .Comments 7% .Comments State Account 56770 - Visitor Guide Totals $ 32,500.00 $ 32,500.00 $ 32,500.00 $ 32,500.00 $ 401,673.00 $ 400,139.59 $ 394,359.59 $ 392,279.59 EXPENSE TOTALS $ 401,673.00 $ 400,139.59 $ 394,359.59 $ 392,279.59 Fund 100 - General Totals REVENUE TOTALS $ 153,600.00 $ 161,200.00 $ 161,200.00 $ 161,200.00 EXPENSE TOTALS $ 401,673.00 $ 400,139.59 $ 394,359.59 $ 392,279.59 Fund 100 - General Totals $ (248,073.00) $ (238,939.59) $ (233,159.59) $ (231,079.59) Fund 430 - Capital Projects Fund Run by Ursula Garrison on 02/15/2021 14:39:20 PM Page 623 Bayfield County Extension Budget Reduction Exercise Narrative Mary Pardee, Area Extension Director Ag & Extension Committee Meeting – March 10, 2021 In a memo dated December 16, 2020, Administrator Abeles-Allison requested all department heads to complete the following three questions and share with the department’s committee: 1. If the county needed to reduce expenditures by 2%, 5% or 7%. How would you respond? Please be as detailed as possible and present options for each of the three scenarios. Please describe anticipated impacts on service delivery this would have. 2.What revenue enhancing options does your department have? Please be as specific as possible. 3.Please describe the relationship between expenditures and levy in your department. In response, I worked out a three-stage reduction on the attached spreadsheet and assigned each percentage with a color. 2% Reduction – Yellow: Reductions to: •Printing & Duplication •Operating Supplies in all Program Areas •Educational Supplies in all Program Areas except Ag •Mileage reimbursement for all educators Elimination of: •Meals & Lodging reimbursement for all educators •Teen Court •4-H Awards A 2% reduction will result in a decreased ability to provide supplies and printing for programming, as well as a reduction in mileage for educators. Mileage can be used for both in-county travel as well as professional development travel outside of the county. It will eliminate meals and lodging which were available for professional development opportunities. Some professional development funding is available at the state level, so educators would need to use that funding only and reduce their overall travel. The reduced mileage allocation for 4-H includes funding for transporting youth. A 2% reduction would result in funding for Teen Court being eliminated. It would also result in the elimination of county funding for awards and recognition of 4-H members and leaders, which occurs in an annual awards night. If such awards were to continue, the 4-H Leaders Association would need to contribute additional funding to the event. 24 5% Reduction – Green – All of the above, plus: Elimination of: • Part Time Bookkeeper position (10 hrs/week) In addition to the 2% list above, a 5% reduction would eliminate the Extension bookkeeping position, which takes care of invoicing and processing vouchers, as well as general support functions for educators such as creating brochures and flyers, transcribing podcasts, and updating the website. Eliminating this position would mean an additional workload for the full-time Office Manager. 7% Reduction – Orange – All of the above, plus: Reduction to: • Youth Board funding (Superior Days expenditure) Elimination of: • Summer Employee for Superior Adventures • All operational costs for Superior Adventures In addition to the 2% and 5% lists above, a 7% reduction would eliminate all available county funding for the Lake Superior Adventure Program, which includes a summer staff member and programming supplies. These county funds have been used as base funds, and the program has been enhanced by grant funding for the purchase of outdoor gear. This level of reduction would also mean reductions in the amount of county funding going towards youth participation in Superior Days, and families would need to contribute more. OPTION: A 7% reduction would be about $20,000. This could be met by reducing or eliminating the above services and costs, or reducing the Contractual Services line (annual contract for Extension educators). This could be met by eliminating the 4-H Operations & Communications Associate position, or by changing one of the full-time educators to half-time. Revenue Enhancing Options Currently, Extension charges zero or minimal fees for programs. Those programs that have a charge, such as summer camp, use the funds to pay for charges incurred by the program. Extension utilizes grants or donations for vegetable trials, equipment procurement, and other needs that are beneficial to program outcomes but funding is not available in the budget. Increased grantwriting/fundraising requires additional time on the part of educators as that is not a current responsibility of anyone on the staff. Increased or mandatory program fees would result in underserved audiences not being able to participate in programming. Expenditures & Levy Although Extension does have some specific funding from grants and specific program fees that carry over from year to year, it is limited and only expenditures on the levy were used for this exercise. The bulk of the expense (90%) is personnel costs. 25 Account Account Description Approved 2021 Reduced 2%Reduced 5%Reduced 7% REVENUE Department 25-UW Extension 47471 UW-Extension Reimbursements 3,660$ 3,660$ 3,660$ 3,660$ 48900 All Other Revenue REVENUE TOTALS 3,660$ 3,660$ 3,660$ 3,660$ EXPENSE 55621-UWEX 50121 Full Time 45,580$ 45,580$ 45,580$ 45,580$ 50122 Part Time (at 10 hr/wk)8,604$ 8,604$ -$ -$ 50123 Temporary Employee (summer)3,500$ 3,500$ 3,500$ -$ 50151 FICA/Medicare 4,413$ 4,413$ 4,413$ 4,413$ 50152 Co. Share Retirement 3,077$ 3,077$ 3,077$ 3,077$ 50154 Health Insurance 25,111$ 25,111$ 25,111$ 25,111$ 50155 Life Insurance 40$ 40$ 40$ 40$ 50156 HRA 50158 Unemployment Compensation 50225 Telephone 2,400$ 2,400$ 2,400$ 2,400$ 50251 UWEX Communication Service 575$ 575$ 575$ 575$ 50290 Contractual Services 167,000$ 167,000$ 167,000$ 167,000$ 50310 Office Supplies 1,500$ 1,500$ 1,500$ 1,500$ 50311 Postage 3,660$ 3,660$ 3,660$ 3,660$ 20313 Printing & Duplication 2,500$ 2,000$ 2,000$ 2,000$ 50315 Advertising 50320 Publication, Subscription, Dues 400$ 400$ 400$ 400$ 20322 Professional Improvements 50325 Registration Fees & Tuition 50$ 50$ 50$ 50$ 50332 Mileage 150$ 150$ 150$ 150$ 50335 Meals 30$ 30$ 30$ 30$ 50336 Lodging 94$ 94$ 94$ 94$ 50390 Other Supplies & Expense 55621-UWEX TOTALS 268,684$ 268,184$ 259,580$ 256,080$ 55622-UWEX Board 50140 Per Diem 2,000$ 2,000$ 2,000$ 2,000$ 50151 FICA/Medicare 153$ 153$ 153$ 153$ 50325 Registration Fees/Tuition 150$ 150$ 150$ 150$ 50332 Mileage 700$ 700$ 700$ 700$ 50335 Meals 50$ 50$ 50$ 50$ 50336 Lodging 150$ 150$ 150$ 150$ 55322-UWEX Board TOTALS 3,203$ 3,203$ 3,203$ 3,203$ 55620-UWEX-Hort Educator 50325 Registration Fees/Tuition 200$ 200$ 200$ 200$ 50332 Mileage 700$ 700$ 700$ 700$ 50335 Meals 80$ -$ -$ -$ 26 50336 Lodging 25$ -$ -$ -$ 50340 Operating Supplies 400$ 200$ 200$ 200$ 50348 Educational Supplies 100$ 100$ 100$ 100$ 55620-UWEX-Hort Educator TOTALS 1,505$ 1,200$ 1,200$ 1,200$ 55623-UWEX Agri Agent 50325 Registration Fees/Tuition 50332 Mileage 400$ 400$ 400$ 400$ 50335 Meals 50336 Lodging 50340 Operating Supplies 240$ 200$ 200$ 200$ 50348 Educational Supplies 150$ 150$ 150$ 150$ 55620-UWEX-Agri Agent TOTALS 790$ 750$ 750$ 750$ 55625-UWEX Family Living 50325 Registration Fees/Tuition 250$ 250$ 250$ 250$ 50332 Mileage 1,250$ 1,000$ 1,000$ 1,000$ 50335 Meals 25$ -$ -$ -$ 50336 Lodging 200$ -$ -$ -$ 50340 Operating Supplies 400$ 200$ 200$ 200$ 50348 Educational Supplies 650$ 300$ 300$ 300$ 55620-UWEX-Family Living TOTALS 2,775$ 1,750$ 1,750$ 1,750$ 55626-UWEX-CRD Agent 50290 Contractual Services 50325 Registration Fees/Tuition 250$ 250$ 250$ 250$ 50332 Mileage 1,200$ 1,000$ 1,000$ 1,000$ 50335 Meals 25$ -$ -$ -$ 50336 Lodging 400$ -$ -$ -$ 50340 Operating Supplies 700$ 200$ 200$ 200$ 50348 Educational Supplies 300$ 300$ 300$ 300$ 55620-UWEX-CRD Agent TOTALS 2,875$ 1,750$ 1,750$ 1,750$ 55627-UWEXNutrition Ed Prog 50313 Printing & Duplication 55627-UWEXNutrition Ed Prog TOTALS 55628-UWEX-Youth Board 50325 Registration Fees/Tuition 250$ 250$ 250$ -$ 50332 Mileage 200$ -$ -$ -$ 50335 Meals 150$ 150$ 150$ -$ 50336 Lodging 600$ 600$ 600$ 600$ 50340 Operating Supplies 55628-UWEX-Youth Board TOTALS 1,200$ 1,000$ 1,000$ 600$ 55629-UWEX-4-H 50325 Registration Fees/Tuition 100$ 100$ 100$ 100$ 50332 Mileage 3,475$ 2,475$ 2,475$ 2,475$ 50335 Meals 25$ -$ -$ -$ 27 50336 Lodging 200$ -$ -$ -$ 50340 Operating Supplies 900$ 700$ 700$ 700$ 50348 Educational Supplies 500$ 500$ 500$ 500$ 50730 Awards and Indemnities 700$ -$ -$ -$ 55629-UWEX-4-H TOTALS 5,900$ 3,775$ 3,775$ 3,775$ 55644-Teen Court 50340 Operating Supplies 300$ -$ -$ -$ 55644-Teen Court TOTALS 300$ -$ -$ -$ 55651-Youth Summer Adventure 50290 Contractual Services 750$ 750$ 750$ -$ 50332 Mileage 300$ 300$ 300$ -$ 50340 Operating Supplies 750$ 750$ 750$ -$ 55651-Youth Summer Adv TOTALS 1,800$ 1,800$ 1,800$ -$ EXPENSE TOTALS 289,032$ 283,412$ 274,808$ 269,108$ TOTALS Revenue Totals 3,660$ 3,660$ 3,660$ 3,660$ Expense Totals 289,032$ 283,412$ 274,808$ 269,108$ Fund 100-General Totals 285,372$ 279,752$ 271,148$ 265,448$ TARGET 279,665$ 271,103$ 265,396$ DISTANCE FROM TARGET 87$ 45$ 52$ 28 Public Service Commission of Wisconsin Office of Energy Innovation Energy Innovation Grant Program ATTACHMENT A - Application Cover Sheet 1 (R 10/20) SECTION I - Provide information summarizing the project proposal. Project Title: Bayfield County Microgrid Project PSC Grant Request ($): Applicant Cost Share ($): Project Total ($): 273,714 254,171 527,884 Choose one Eligible Activity ☒ Renewable Energy & Energy Storage ☐ Energy Efficiency & Demand Response ☐ Electric & RNG Vehicles & Infrastructure ☐ Comprehensive Energy Planning Acknowledgement of ARRA Applicability. Check all that apply. (see Section 1.3 of Application Instructions) ☒ Buy American: Project: Alteration, maintenance or repair of a public building or public work. ☒ Davis Bacon and Related Acts: Use of laborers or mechanics employed by contractors and subcontractors. ☐ Historic Preservation: Project involves historical (over 50 years old), archeological or cultural resources. ☐ National Environmental Policy Act (NEPA): Project activity is NOT covered by the list shown in Section 1.3.4. SECTION II - Provide information for your organization, signatory, and primary contact for the project. Applicant Type: ☐ City ☐ Village ☐ Town ☒ County ☐ Tribal Nation ☐ Manufacturer ☐ K-12 School District ☐ University of Wisconsin System ☐ Wisconsin Technical College System ☐ 501(c)(3) nonprofit ☐ Municipal Utility (water, wastewater, electric, natural gas) ☐ Hospital (public or nonprofit) Name (on W-9): Bayfield County Address (on W-9): 117 E Fifth Street, PO 878 County or Counties Served by Project: Bayfield County DUNS Number or CAGE Code: 152121419 NAICS Code: 91110403 Authorized Representative/Signatory (Person authorized to submit applications and sign contracts) Primary Contact (if different from Authorized Representative) Name: Mark Abeles-Allison Name: Title: County Administrator Title: Phone: 715-373-6181 Phone: E-mail: MarkAA@bayfieldcounty.org E-mail: Signature of the Authorized Representative Line Description PSC Grant Request Applicant Cost Share Total Project Cost 1 Personnel $27,746 $27,746 2 Fringe $0 3 Equipment $0 4 Supplies $0 5 Travel $0 6 Contractual $273,714 $226,425 $500,139 7 Other $0 8 Indirect $0 Totals $273,714 $254,171 $527,885 % of Total 52% 48% Bayfield County Bayfield County Microgrid Project Summary of Project Budget Additional budgetary information, including a breakdown of Contractual and Cost Share costs can be found in the Reference Materials List, 7a Budget Support. 1 3.3. Application Executive Summary Project Description Bayfield County (County) intends to be the first Wisconsin customer to take advantage of Xcel Energy’s newly proposed Resiliency Services Pilot Tariff to create the Bayfield County Courthouse and Jail Complex Microgrid (Bayfield Microgrid or Microgrid). The buildings are adjacent to each other and currently separately metered. The project will: • Install a 60 kW 120kWh battery electric storage system (BESS) • Add 23.4 kW DC of additional PV (the Jail currently has 116 kW DC of PV) • Master meter the two buildings and reengineer the Xcel utility interconnection to: o Form the Microgrid using a cutting-edge Cloud and Artificial Intelligence (AI) - based control system • Remove Jail’s aging, less reliable back-up generator • Repair and update the Jail’s 12-year-old solar thermal water heating system to extend its life for 12 years The Bayfield Microgrid will result in: • One of Wisconsin’s first intelligent microgrids of multiple master-metered buildings • Increase the Courthouse and Jail complexes resilience o This project extends the operating period of the backup generator by 27 hours at 50% confidence and by 10 hours at 98% confidence o Bayfield County’s 911 center and two-county, two-tribe and several municipalities law enforcement and emergency services systems, are sited at the County Jail, demanding high reliability and resilience • Reduce the County’s electricity, diesel, and natural gas costs • Reduce the County Jail’s generator replacement and O&M costs • Reduce the two building’s generator’s diesel use and air emissions • Operate the Jail’s solar hot water heating system for another 12-years • An intelligent microgrid pilot for a county correctional facility; a model for the State of Wisconsin and the country Key Partners and Stakeholders Subcontractor: William Bailey (Bill), Cheq Bay Renewables (CBR), www.cheqbayrenewables.org Key areas of activity: Overall project oversight and team coordination, local communications with County, Xcel, community, and overall team communications CBR is a 501(c)(3) nonprofit organization working to make renewable energy more accessible in Ashland and Bayfield counties. Bill Bailey, CBR’s president, has demonstrated experience in solar project development, financial analysis, utility coordination, project ally communications, and team management. Over the last 6 years Bill has developed concepts and strategies as well as lead in the implementation of more than 5 MW of Photovoltaic (PV) projects including: two PV group buy programs, an OEI funded projects at Bayfield County’s Jail and Garage, City of Washburn’s wastewater treatment plant (WWTP), Bayfield’s WWTP, the Washburn Elementary School and three PV and BESS projects with the Bad River Tribe (US DOE funded). Subcontractor: Niels Wolter, Madison Solar Consulting (MSC), Madisonsolarconsulting.com Key areas of activity: RFP process, installation contract review and negotiations, grant writing Wolter has 20 years’ experience in all aspects of PV project development, including project strategy, PV and BESS feasibility studies, grant writing, project financing, leading the RFP process, bidder negotiations, contract review and implementation support Niels has worked with dozens of clients, as their owner’s agent, supporting over 37 MW of customer-sited PV systems. Subcontractors: Amy Simpkins, Travis Simpkins, and Michael Wood muGrid Analytics (muGA), muGrid.com 2 Key areas of activity: PV, BESS and control systems modeling and specification for optimal project economics, interconnection and master metering engineering, and microgrid control, load shedding and ongoing operations muGA has the technical expertise and analytical techno-economic software to design and optimize solar plus BESS systems, back-up generation, load shedding and controls. muGA will assist the County’s with the project’s final design (including the Xcel interconnection and master metering design), developing specs for the RFP, support the RFP process, provide bid review, support the implementation process, setting up and operating the microgrid and monitoring the microgrid. The CBR, muGA and MSC Bayfield County Team (Team) The CBR and MSC team worked together successfully on the four Bayfield County area PV projects. Since 2019 the CBR, muGA, and MSC Team is working to develop and implement three Bad River BESS plus PV microgrids (525 KW PV, and 520 KW and 1035 kWh BESS) at the Tribe’s Wellness Center, WWTP and Administrative building. The Bad River projects should be energized in the second quarter of 2021. The Bayfield Microgrid Project Team (Team) composed of CBR, muGA and MSC, will support Bayfield County Administrator, Mark Abeles-Allison and staff with the implementation of the Bayfield Microgrid project. Project Partner: Xcel Energy Mark Abeles-Allison, the Bayfield County Administrator and Bill Bailey are in regular contact with Xcel representatives on a variety of solar, conservation and planning projects. The Microgrid Team has been working with a large team of Xcel staff since September 2020 to plan the Bayfield Microgrid’s interconnection and master metering. This project will complement the communities 2019 EIGP project that added 140 kW of Solar PV. Project Objectives (Tasks) and Metrics The Microgrid’s success will be measured using the following objectives and metrics for each task. 1. Working closely with Xcel to determine their master metering and interconnection design, specifications and cost. Keep these costs as low as possible, but still achieve objectives, as the County will cover these costs without assistance from Xcel a. Metric: The project will seek the most competitive solution that fits the County’s needs, completed early during the first four months/quarter after the EIGP contract is signed (Q1) 2. Techno-economic modeling to optimize the design and economics of the Microgrid project. This includes determining the on-site generator needs and load shedding strategies a. Metric: Present analysis to County quantifying economic and resiliency outcomes, showing an improvement in resiliency, completed early Q1 (ongoing as project costs and savings estimates improve) 3. Based on objectives 1&2, detailed specifications for the County’s Microgrid project (including all control systems for microgrid operations and load shedding) a. Metric: Completed Q1 4. The Microgrid project’s request for proposal (RFP) is developed, issued and the RFP process (site visit, Q&A, references, etc.) implemented a. Metric: The RFP shared with at least six qualified bidders is issued in late Q1 b. Metric: RFP process completed early Q2 5. Invite local contractors to inspect the existing solar thermal system and develop bids a. Metric: completed early Q2 6. Microgrid and solar thermal contractors are selected, contracts negotiated and signed a. Metric: Completed Q2 7. Apply for co-funding, including: Focus on Energy a. Metric: Additional funding covers 10% to 15% of PV project costs, Q2 (and ongoing as needed) 3 8. Final microgrid design and interconnection application approved by Xcel a. Metric completed early Q3 9. The Microgrid’s operational strategy is finalized and the operation agreement is signed a. Metric: Completed early Q3 10. Final Microgrid project financial and resiliency analysis a. Metric: with all costs and benefits finalized, the County has sufficient resilience than current system and has utility bill savings to offset their investment. Completed Q3 11. The improvements to the solar thermal system are made a. Metric: Within budget and on time in Q3 12. The Microgrid project, including all control systems, is constructed a. Metric: Completed within budget, and on time in Q4 13. The new master meter/interconnection is completed, tested and approved by Xcel a. Metric: Completed within budget and on time in Q4 14. The Bayfield County Microgrid is energized a. Metric: Completed Q4 15. The Microgrid’s control systems are tested and optimized a. Metric: The Jail and Courthouse’s resilience during outage periods is maintained or improved, beginning Q4 and ongoing 16. Informational materials are developed for community and statewide education a. Metric: beginning Q4 and ongoing Reference Materials List 1. Letters of Support/Commitment a. Bayfield County Executive Committee b. Cheq Bay Renewables c. Xcel Energy 2. Consulting Team Credentials a. CV Niels Wolter, Madison Solar Consulting b. CV Amy Simpkins, muGrid Analytics c. CV Travis Simpkins, muGrid Analytics d. CV Bill Bailey, Cheq Bay Renewables e. CV Michael Wood, muGrid Analytics 3. Vendor Quotes a. MSC SOW for project implementation b. muGA SOW for project implementation 4. Cost Estimates a. Jolma Electric, solar PV estimate b. Jolma Electric, service entrance upgrade c. muGA, budgetary estimates d. KBK solar thermal repair estimate 5. Techno-economic Analysis a. Resiliency Analysis b. Economic Analysis, utility savings 6. Engineering Documents a. Microgrid one-line diagram and Site Plans b. 23.4kW Solar PV Helioscope c. Service Automatic Disconnect Switch Specifications d. Solar thermal historic BTUs collected 7. Economics a. Budget Support 4 3.4. Application Narrative Bayfield County has been on the forefront of energy innovation for the last decade and a half. Mark Abeles-Allison, Bayfield County Administrator, is continually pursuing: • Conservation • Maintaining or improving County services (e.g., resiliency) • Improving County finances • Increasing sustainability • Asking: “What more can the County do?” This grant application responds to each of those questions. The Bayfield Microgrid is the County’s next logical step for achieving these goals, by implementing an innovative, highly resilient smart grid at its Jail and Courthouse complex. Machine leaning, AI, real-time fluid interaction, technologies we read about in science fiction are now a reality and accepted practice and will be used to optimize the Microgrid’s operations. The future is here as the County, with its Partner and Subcontractors, take experiences from the NREL and Lockheed-Martin’s rocket science to create the next generation of customer grid interface and operations. 3.4.1. Eligibility Bayfield County is an eligible applicant, per the OEI EIGP RFP materials. Bayfield County acknowledges, as a public body, the ARRA requirements of the project, including the Buy American requirements, Davis Bacon, and the National Environmental Policy Act requirements. Mr. Mark Abeles-Allison, Bayfield County Administrator, will manage the Bayfield Microgrid Project. For almost two years, Bill Bailey’s, of CBR, and Mark Abeles-Allison's close relationship has included communicating weekly if not daily to lead successful initiatives at the County. For example, they worked together to fund, install and operate PV on the Jail and created the County’s energy use tracking system. Mark and Bill’s regular communications will continue during the Microgrid project’s implementation. Mark and Bill will bring in the other Team members when needed. When the project is active, brief weekly team Zoom meetings will be held. Bayfield County, Mark and his staff have completed many energy-efficiency projects and four PV projects. Those projects include adding 117 kW of PV at the County Jail and 44 kW of PV at the County Garage as well as two smaller installations at other County facilities. The two large PV projects, as well as alternative fuel upgrades (CNG) and building energy efficiency upgrades were installed using funding from the first EIGP round. In addition, Bayfield County is a founding member (18% owner) of the Xcel 1 MW Solar Garden in Ashland and an owner in the solar garden with Bayfield Electric Cooperative in Iron River, WI. The selected project’s subcontractors (i.e., Subcontractors) are: • Cheq Bay Renewables (CBR), Bill Bailey, in-kind only as per CBR’s mission • muGrid Analytics (muGA), Amy Simpkins, Travis Simpkins and Michael Wood, paid and in-kind • Madison Solar Consulting (MSC), Niels Wolter, paid and in-kind The Subcontractors have been involved in many MW of solar PV and BESS studies and installations. In 2019 the three Subcontractors helped the Bad River Tribe write an almost $1 million US DOE grant to locate PV and BESS microgrid systems at three of the Tribe’s critical facilities, the WWTP, Health Care Clinic and Administration Office. The project was funded late in 2019. The Tribe, with the support of the 5 Subcontractors, specified the projects’ design: ran the RFP process for installation, financing and operation of the microgrids: selected the contractor: negotiated their contract: and supported the interconnection negotiations with the electricity provider. The Subcontractors met weekly with the Tribe to best ensure the success of the project. Construction is nearly complete with interconnection and testing expected to occur in March 2021. The Subcontractors are currently supporting the Tribe with developing and funding phase two of this project. The Subcontractors have excellent working relationships, are well aware of each other’s skills, problem solve together well, and will effectively complete all Bayfield Microgrid project tasks. For more information about the subcontractors please refer to their CVs in Reference Materials 3.4.2. Budget Justification and Cost Share The Budget Support spreadsheet in the reference materials contains a breakdown of project costs and funding sources, including the County cost share. This information is in addition to 3.2. Application Budget Sheet (Attachment B). The project has a 48% County cost share. This project is comprised of three components: 1. Master metering the two buildings (including updating the site’s electrical service), installing a BESS and thus creating a microgrid 2. Adding 23.4kW of new solar PV 3. Updating/repairing the existing solar thermal The solar PV and solar thermal upgrade, components 2 & 3 stated above, have defined economic benefits which are laid out in Economic Analysis contained in the Reference Materials List. Master metering the two buildings and installing a BESS, while producing some economic and environmental benefits, are not based on traditional financial metrics because standard metrics such as payback period or IRR do not measure resiliency, the Microgrid’s primary purpose. In addition, improvements will be made to the antiquated 3-phase 240v high leg Xcel service at the Courthouse. It will be upgrade to a modern underground 3-phase 208v service. This adds resilience, with lines underground and modern voltage. Jolma Electric, a qualified local electric company has provided a cost estimate for this upgrade (included in the Reference Materials List). The value of resiliency, while a new and dynamic national conversation, is hard to identify for most industries, other than maybe manufacturing where down-time equals loss of revenue. In government, and especially in Bayfield County government, resiliency is measured in the value of emergency response for a two-county, two-tribe and 40 municipality law enforcement and emergency services systems which is sited at the Jail complex. What is the value of reduced heartache or loss of life during a natural disaster or a cyberattack on the grid? The capacity of local government to withstand a grid-based power outage and to enter islanding mode and sustain essential operations could be literally invaluable. The most important objective of the BayfieldMicrogrid is to, with a high degree of confidence, improve the resilience of the Jail and Courthouse Complex. 3.4.3. Savings and Payback County Cost Savings By implementing the Bayfield Microgrid several cost savings streams are realized: • The jail’s backup generator will not need to be 6 o Replaced o Tested, fueled, maintained and insured • The buildings’ peak demands are reduced o The two sites are not peak coincident o BESS will be discharged during peak demand periods • The buildings’ kWh costs are reduced o With the installation of an additional 23.4 kW of solar PV generation • Xcel’s monthly customer charges is reduced by half as the two sites, currently each on the Xcel General Time of Day Service Rate (CG7) are switched to one customer on the (CG7) rate • Potentially the BESS system will be able to participate in the ancillary grid support services market and draw additional income (per recent FERC rulings) • The Jail’s solar thermal water heating system will be optimized, reducing natural gas-fired water- heating costs Microgrid Project Costs The Microgrid project, costs include: • Xcel’s master metering and interconnection cost • 60 kW and 120 kWh BESS • 23.4 kW DC PV awning systems at the Jail • Automated microgrid control system • Engineering, design and planning service fees • Microgrid operation • Microgrid maintenance • Microgrid BESS and inverter replacements estimated in years 10 and 15, respectively • Solar water heating system upgrade costs In year 1, the BESS, PV and solar hot-water heating systems will generate the following savings to the County. Note, the resiliency and back-up generator benefits/savings are not included. Electricity Savings Savings from Combining Meters $1,466 Avoided Energy Charges $2,199 Expected Demand Charge Savings $5,875 Distribution Demand Charge Savings $223 Heat Savings Solar Thermal Expected Savings $1,407 Total Year 1 Utility Bill Savings $11,171 The Microgrid has the following expected costs and funding sources Costs New Solar PV $55,289 Battery System + Microgrid Integration $433,300 Solar Thermal Refurbishment $11,550 Grant Funding Focus Grant for Solar PV $4,000 EIGP for Solar PV $12,164 EIGP for Battery System $250,000 EIGP for Solar Thermal $11,550 Capital Cost to County $222,425 7 Mandatory Capital Expense: Generator Replacement $150,000 Net Capital Cost to County above Mandatory Expense $72,425 The Bayfield Microgrid has a simple payback period of 6.6 years for the County. A detailed cost analysis spreadsheet, including savings and payback calculations are included in the Reference Materials and titled “5. b. Economic Analysis” 3.4.4. Energy Savings and Environmental Impact Solar Photovoltaic The County will reduce grid power use resulting in both economic and environmental benefits. The additional 23.4 kW solar PV will generate 29,120 kWh annually while the BESS will reduce the amount of kWh purchased from Xcel, capturing more “green” energy behind the meter. The BESS will also allow the Jail’s 139 kW of solar PV to function during grid outages, something it cannot do now, providing fossil fuel free energy while replacing diesel fuel and its emissions. The new PV system will eliminate 23 tons/year of CO2 from entering the atmosphere. Solar Thermal System Repair The existing solar thermal system was commissioned in May 2009 on the Jail. It is comprised of 16, 4’x10’ collectors with a total area of 640 ft2. producing 2345 therms annually. The systemeduces natural gas- fired domestic hot water heating (the historic energy data is based on recorded pump runtime and is included in the Reference Materials List). This avoids 13.7 tons of CO2/year from being emitted into the atmosphere. The solar thermal system is estimated to have annual savings of $1407. Included in the system is a 738-gallon storage tank that has an EDPM liner and 4 copper coil heat exchangers. The system needs a replacement tank liner, replacement heat exchangers and a new pump. A cost estimate of $11,550 for these repairs is included in the Reference Materials List. 8 In total, the new PV system and repaired solar thermal system will eliminate 36.7 tons of CO21 annually from being emitted into the atmosphere. 3.4.5. Equity and Energy Justice Bayfield County has been investing in energy savings and environmental benefits for the last 15 years, saving taxpayers money and health benefits from reduced emissions. All County taxpayers benefit from the County’s economic and environmental stewardship. County Public Safety Services, Jail, Sheriff’s Office and 911 Center will directly benefit from their increased resilience. The County’s server room, located in the basement of the Jail, supports County, City and Tribal law enforcement officials in both Bayfield and Ashland Counties. As a result, the Microgrid’s reliability benefits will extend to over 40 municipalities including four cities, a village and two native American tribes. As the Microgrid reduces the County’s operating costs, those financial resources can be used by other County services including: child support, health, human services, land and water conversation and veterans’ services. The region includes some of the State’s lowest income and economically deprived communities. Ashland County is 11.7% native American. Ashland is second from the bottom of WI counties in per capita income and 17.8% of its population is in poverty according to the U.S. Census2. Bayfield County is 10.5% native American, is below the state average in per capita income and 10.3% of its population is in poverty. The Bayfield Microgrid project reduces fossil fuel use from utility power generation, natural gas water heating and the Jail’s diesel backup generator. The production, transmission, air emissions, waste streams and climate impacts of these fossil fuels disproportionately impact disadvantaged communities. Thus, their reduced use benefit disadvantaged communities. 3.4.6. Financial Leverage and Economic Impact The Project Team will apply for all likely funding opportunities. Currently the only other available funding opportunity is the Focus on Energy prescriptive incentive program. The PV awning system qualifies for a ~$4,000 Focus on Energy reward. The Focus on Energy reward reservation will be submitted immediately after signing the PV installation contract. Any grant writing, if needed, will be led by MSC. The Team will track other potential funding opportunities. Microgrid resiliency projects are not historically quantified by economic benefit but rather by increased resiliency. Monetizing the value of resiliency is difficult to impossible. Without significant financial assistance from multiple sources, resiliency projects are generally not cost-effective. Without the EIGP this project would not be possible. The balance of funds required will be provided by the County. Substantial County funds were invested in earlier projects adding 140 kW of PV at County facilities. Utility bill savings are estimated at $11,171 in the first year, escalating annually utility rates increase. A microgrid support subscription service, for optimizing the Microgrid’s operations, will be piloted for the first 2 project years and is included in this proposal. Beginning in year-3 microgrid optimization services will be provided by a qualified company at the County’s discretion. As new smart-grid tariffs (e.g., for 1 Greenhouse Gas Equivalencies Calculator | Energy and the Environment | US EPA 2 U.S. Census Bureau QuickFacts: Wisconsin 9 ancillary grid services) are implemented by American Transmission Company, and Xcel Energy, the BESS should generate modest additional income for the County. The greatest economic impact might be demonstrating the machine-learning microgrid control algorithms for economically optimized control of microgrids. These control systems will become integral to a truly smart grid. Their impact could be felt far beyond Bayfield County: Xcel’s operates in 8 states throughout the Midwest and other utilities are also likely to be interested. 3.4.7. Existing Energy Planning Efforts On February 25th, 2020 the County received a commendation from Governor Tony Evers for reaching his 100% carbon reduction goals 30 years ahead of Executive Order #38. Bayfield County is the only county in the state to achieve this goal. Also, in February 2020 Bayfield County commissioned its new OEI co-fund 116 kW dc PV installation at the County Jail. With an energy tracking system in place the County documented that 75% of its electric needs came from carbon-free sources. Once again, the County partnered with Xcel Energy by enrolling in Xcel’s Renewable*Connect program to offset the remaining 25% and reach 100% carbon-free electricity for all County-owned infrastructure. Past Efforts In 2005 Washburn, WI (Bayfield County’s seat) along with Ashland and Madison became the first cities in the United States to pass resolutions declaring themselves Eco-municipalities. This set the stage for a multi- decade long community initiative to reduce carbon emissions and achieve a level of sustainability and resilience that would move the area forward into the new century. The common thread of the area is the Chequamegon Bay, nestled in the southwest corner of Lake Superior, is its pristine environment that energizes its residents to search for innovative solutions for reducing fossil-fuel dependance. In 2009 Bayfield County, City of Bayfield, Town of Bayfield, City of Washburn, City of Ashland, Ashland County, as well as the Red Cliff and Bad River Band of Lake Superior Tribe of Chippewa Indians, all coastal communities of the Chequamegon Bay, passed resolutions designating themselves Energy Independent Communities through OEI and set goals of attaining 25% of their energy from renewable sources by 2025. All of these communities were part of the original 50 Wisconsin communities that received grant funding to perform sustainable energy planning and represents a significant community block within the state even though it maintains a small population. By 2016 the Bayfield County had joined the Green Tier Legacy Communities Charter, collaborating with other Green Tier communities, non-profits, and state agencies to advance their sustainability goals. The Bayfield County Administrator currently serves on the Executive Committee of this organization. In 2017, Bayfield County achieved the designation of a SolSmart Bronze Community. The SolSmart program recognizes municipalities that streamlined their process for permitting solar installation. The SolSmart designation tells the community that it is “open for solar business”. Also, in 2017, Cheq Bay Renewables, a local 401(c)(3) nonprofit, received funding from the U.S. DOE’s SunShot Initiative Solar in Your Community Challenge. The initial $10,000 grant was used to fund a solar PV feasibility study, which looked at 21 sites within the city limits of Washburn, WI. In January 2018, $40,000 of additional funds were awarded to advance the initial study and expand the focus to the surrounding community. Multiple municipal buildings within the City of Bayfield, the Bayfield School District and the Greater Bayfield WWTP were added to the project as well as sites in the two area tribes, Red Cliff and Bad River Band of Lake Superior Chippewa. Madison Solar Consulting, muGrid Analytics, and Baker Tilly were engaged as consultants. MSC focused on the Bayfield/Washburn area, while muGA conducted a microgrid analysis for Red Cliff. 10 The MSC technical and economic feasibility studies - covered 12 sites owned by seven different local governmental organizations including the County Jail and Garage. Reports summarizing this activity are available at: http://www.cheqbayrenewables.org/ Meanwhile in 2018 and 2019 Cheq Bay Renewables’ ran the two most successful Solar PV Group Buys in Wisconsin. The two Group Buys resulted installed 1.1 MW of solar PV. These installations helped make PV “normal” in Bayfield County. From 2019 to 2020 the CBR and MSC team assisted with the implementation of 280 kW DC of OEI- funded PV projects at the Bayfield County Jail and Garage and the Washburn School District’s Elementary School. Parallel to these projects, and bid out as a group, Bill and Niels supported Bayfield and Washburn with adding PV to their WWTPs. In total, all the 528 kW DC of PV projects were installed and are currently operating. In 2020 CBR assisted Bayfield County in adding eGauge devices on the County Courthouse and Jail complexes for collecting detailed electrical usage and solar generation data. In 2021 Bayfield County joined the US DOE’s Corrections Accelerator Program an energy based technical assistance program for correctional facilities in the United States. Bayfield Microgrid Project Tasks Completed The County’s next innovative project, the subject of this application, is the Bayfield Microgrid. Since the Fall of 2020 the County and the Subcontractors have been developing this project. That work includes: 1. Working closely with Xcel to determine their master metering and interconnection design, specifications and cost The Team, led by muGA, is in discussions with Xcel staff (Michael Bebeau, Jeff Klaver, Deborah Erwin, Tyrel Zich, Tim Blodgett, Raymond Jasicki, and Richard Sobtzak) since September 2020 regarding the details of the interconnection/master metering and the proposed BESS and PV sizes and operational parameters. muGA created one-line-diagrams and shared them with Xcel (see below). On January 13th, 2021 Xcel provided engineering and costs estimates of this work which is included in the Reference Materials. These estimates are preliminary. These fruitful interactions will continue as the project is developed and implemented. Preliminary Bayfield Microgrid One-Line Diagram and Site plan are included in the Reference Materials. Included here is a snapshot of the microgrid’s one-line diagram. 11 2. Installing data-loggers (eGauges) in each building to collect real-time data on building electricity use and solar generation. This data is used as the baseline for preliminary modeling as well as ongoing system evaluation. 3. Techno-economic modeling to optimize the design and economics of the Microgrid. This includes determining the on-site generator needs, battery size and load shedding strategies. Summary graphs and charts of this analysis is included in the Reference Materials. The mGA team completed the initial Microgrid techno-economic analysis and optimization based on the sites’ electricity use, resilience goals, Xcel rates, backup generator savings, estimated BESS, PV, control system, and master metering/interconnection costs, etc. This grant application incorporates the findings of that analysis. As data and assumptions are improved and pricing is solidified this analysis will be repeated to ensure that the Microgrid project is optimized. During the RFP process, Microgrid installation and control system bids may differ from what the RFP3 specified, so the bids may need to be individually modeled. 3.4.8. Energy Resiliency The Bayfield County Jail houses the County’s 911 call and dispatch center and bi-county law enforcement records management system and computer server system, so reliability and resilience are extremely critical. The dispatch center is critically important because it is the main contact resource for officers, fire and EMS staff in addition to 911 response, phone and radio. The server room is also critically important because it includes all County computer operations but also two-county law enforcement. Bayfield and Ashland Counties are the only two counties in the state with a shared law enforcement records management system. This agreement, initially between Bayfield and Ashland counties and City of Ashland, now includes most all municipalities and tribes in the two counties. Officers logging information in their vehicles or searching info log into the system use Bayfield County’s server room in the Jail. 3 For example, different battery manufacturers have different battery size increments and thus offerings. 12 With the County’s need to replace the Jail’s 200 kW aging diesel generator and Xcel’s newly proposed Resiliency Services Pilot, creating the Microgrid is the next logical step to continue the County’s sustainability and resiliency goals. The Jail has 116 kW DC of existing PV, which is not currently available in islanded mode, and the Courthouse has a relatively new 200 kW backup diesel generator. To create the Microgrid, the two buildings, currently separately metered will be master metered together, a BESS and control systems will be installed, and the Jail’s existing backup generator will be removed. The addition of the BESS allows solar power to be used during periods of islanding (I.e., when the grid is down) and it improves efficiency of the generator. In the future, more solar PV will be added to further improve the resiliency of the Jail and Courthouse complex. However, the best PV site is the Courthouse roof but all roofing is aged and will be replaced in the next 10 to 15-years, after which PV will be installed. The Bayfield Microgrid also improves the resilience of the Xcel grid as it will reduce Xcel’s peak loads, flattening their load shape, and may provide ancillary grid support services. Bayfield Microgrid Resiliency Analysis Included in the preliminary techno-economic analysis, completed by muGrid Analytics, is a resiliency study that quantifies time-to-first failure (TTFF) comparing existing backup systems to the proposed Microgrid. The proposed Bayfield Microgrid extends the operating period of the Courthouse and Jail’s existing backup generator by 27 hours at 50% confidence and by 10 hours at 98% confidence, after removing the Jail’s generator. This analysis is summarized in the image below and in Section 3.5 Reference Materials. The analysis identifies the hours of increased resilience with the new Microgrid and aids the County in placing a value on the added resiliency. Although hard to place a finite value on resiliency, the exercise is paramount to determining the cost-effectiveness of the Bayfield Microgrid. 3.4.9. Education and Awareness. Interest in the Bayfield Microgrid project is expected to be high.It will be one of Xcel’s, the State’s and perhaps Nation’s first true microgrids with the master metering of multiple critical buildings including a 13 correctional facility, 991 center and critical data-center and the Microgrid will allow one of the site’s backup generators to be removed. CBR will work with the County and other team members to write up materials for both local and statewide information dissemination. The Bayfield Microgrid project will include a publicly available web-based and County Courthouse sited kiosks monitoring the operation of the Microgrid. Informational materials will be provided at both the County’s and the Cheq Bay Renewable’s websites. The County and CBR will co-host a ribbon cutting event for the Microgrid. Xcel, the installation firm, local media, OEI and Focus on Energy Representatives, local Officials, the Governor and other important project partners will be invited to attend. The ribbon cutting event will include invitations, news releases, a fact sheet and presentations by key stakeholders. If invited the County will be happy to participate in OEI activities to share information about this project and other OEI-funded activities. 3.4.10. Innovation. Multiple Building Microgrid The Bayfield County Microgrid will be one of the first in the State to master meter two adjacent buildings, avoiding the cost of replacing a diesel generator while improving resilience, leveraging solar PV installations, reducing operating costs, increasing opportunities for sustainability and serving as a pilot. This is a great model and stepping stone for existing facilities with onsite renewable energy generation and traditional generation equipment to add BESS systems in lieu of additional customer-sited backup generators. Microgrid Automated Control Systems The Microgrid’s control systems will be operated to improve the sites’ resilience in islanded mode during grid outages, but it will also be operated for maximum economic benefit in grid-connected mode. Microgrids that operate in islanded mode are well-established technology, but optimizing resilient microgrid operations for maximum economic benefit in grid-connected mode is truly innovative. Resilience is the Microgrid’s primary objective. During islanded mode, the system will use a state-of-the-art microgrid controller designed to deliver resilient power to the facilities while protecting both the facilities’ infrastructure and the Microgrid hardware. The islanded controller will actively monitor the load, the production of the solar arrays, the state of charge of the BESS, and the status of the generator to determine which assets should be used to meet the site load. The islanded controller’s primary objectives are reliability and system safety. During grid-connected mode, the microgrid control system will continually optimize the microgrid’s operations for maximum economic benefit using an innovative AI-based program developed by muGA. The AI system will optimize the microgrid’s operations based on the building’s and BESS’s current and future modeled status; the solar resource; the weather forecast; the Xcel rate structure; and any potential ancillary market service payments. The optimization will consider both resilience of the Jail and Courthouse when the grid goes down and maximizing the financial returns of the Microgrid. The AI system will continually learn to improve with machine learning and will be periodically updated as forecasting systems and control algorithms are improved and utility service costs, fees and payments change. The Microgrid will use muGrid’s proprietary software for economic grid-connected dispatch for the project’s demonstration period. The economic dispatch function of the microgrid controller will use a cloud- based interface for real time updates, backed up by preloaded dispatch instructions in case of outage. 14 Bayfield County receives redundant internet service from two separate sources, to enable the success of this cloud-based solution. In islanded mode, all critical microgrid control functionality is hosted locally at the Microgrid. After the initial 2-year demonstration period, the County will select a qualified vendor to operate the County’s Microgrid interface with the grid, using the open-source access point API gateway, to optimize the energy dispatch and savings/income. While the software used during the first two years is proprietary, the results will be made publicly available through the County’s project status reports. Diesel Generator Replacement Cost Savings The timing of the Bayfield Microgrid is critical to the project’s financial viability because the Jail’s diesel generator is near the end of its life. This generator is estimated to cost $150,000 to replace. With the Microgrid’s BESS, which allows both existing and new solar generation to be used in islanded mode, and state-of-the-art control systems, resilience will be improved, and the Jail’s generator will not be needed. Thus, the generator’s replacement cost is a savings to both the County and the Microgrid project. Xcel Resiliency Services Pilot Tariff This project will be one of the first in the state under Xcel’s new Resiliency Services Pilot Tariff. This project is already serving as an educational experience for the County, the project’s Subcontractors and Xcel staff. Once implemented it will be an excellent case study for other Xcel-Wisconsin customers and Wisconsin electric utilities considering a similar tariff. The Project’s Subcontractors are not aware of any other utility allowing master metering for microgrids, so it is likely that this project is also innovative nationally. Microgrid Operating in the Snow Belt Most PV and BESS systems are designed for sunnier and more moderate climates. This project will show how a renewable microgrid operates and can be financially attractive in areas will less sunshine and more snow cover. The PV awning system is specified to improve winter solar power generation. This includes: • With a tilt angle of 40 o, it will better shed snow then the Jail’s flat-roof 10o tilt PV array • In the winter the white snow-covered roof and ground surfaces will reflect sunlight onto the array, thereby increasing production as well as increasing snow shedding • If cost-effective and available, black-framed modules will be used, to enhance snow shedding Able to Participate in Ancillary Service Markets The Federal Regulatory Commission’s (FERC) order 841, will allow PV and BESS systems to sell ancillary services, such as frequency support, to the Wisconsin electric grid in the nearer future. The Bayfield Microgrid, the Xcel interconnection and the automated control systems will be specified to ensure that the County, if desired, can make use of this future potential revenue stream. 15 3.5 Reference Materials List 1. Letters of Support/Commitment a. Bayfield County Executive Committee b. Cheq Bay Renewables c. Xcel Energy 2. Consulting Team Credentials a. CV Niels Wolter, Madison Solar Consulting b. CV Amy Simpkins, muGrid Analytics c. CV Travis Simpkins, muGrid Analytics d. CV Bill Bailey, Cheq Bay Renewables e. CV Michael Wood, muGrid Analytics 3. Vendor Quotes a. MSC SOW for project implementation b. mGA SOW for project implementation 4. Cost Estimates a. Jolma Electric, solar PV estimate b. Jolma Electric, service entrance upgrade c. muGA, budgetary estimates d. KBK solar thermal repair estimate 5. Techno-economic Analysis a. Resiliency Analysis b. Economic Analysis, utility savings 6. Engineering Documents a. Microgrid one-line diagrams and site plans b. 23.4kW Solar PV Helioscope c. Service Automatic Disconnect Switch Specifications d. Solar thermal historic BTUs collected 7. Economics a. Budget Support Bayfield County Administrator 117 E 5th Street, PO Box 878, Washburn, WI 54891 Ph: 715-373-6181 Fx: 715-373-6153 Mark Abeles-Allison, County Administrator Kristine Kavajecz, Human Resources Director Paige Terry, Clerk January 16, 2021 Energy Innovations Grant Program, 2021 Office of Energy Independence RE: Support Letter for Bayfield County EIGP Application To Whom it May Concern: On December 10 the Bayfield County Executive Committee voted unanimously to support the Energy Innovations Grant application being submitted this month. Bayfield County is very concerned about energy reliability and resilience in the County Jail and Courthouse complex. This application will build on previous renewable energy initiatives and created additional efficiencies, savings and reliability, topics the Bayfield County Board endorses. Sincerely, Mark Abeles-Allison County Administrator Cheq Bay Renewables www.CheqBayRenewables.org Letter of Commitment Ref: Bayfield County Energy Innovation Grant Program Application To Whom it May Concern: It seems like we are faced with daunting challenges today. Maybe the moment always takes precedence, but with existential threats from climate change, a pandemic, foreign and domestic terrorism, and a divisive political system, it does seem like today’s situation is unique. The challenges, however, will make us stronger. The solution to national and global problems starts at the local level. It’s the million small things that create the greater good. Cheq Bay Renewables obviously has a renewable energy focus, but it is really the community-building that may ultimately have the most impact. Bayfield County, and adjacent Ashland County and the Bad River tribal nation located within, is our community. We started in this community putting up solar PV wherever we could find a spot. We now average the equivalent of one solar module for each household in the two-county area, arguably one the Wisconsin’s densest per capita concentrations in an unlikely northern, snow-infested climate. We’re working on battery storage and microgrid systems now, with the completion of Wisconsin’s largest battery energy storage system at the Bad River Reservation in March of 2021. Lessons learned from that project are being implemented at Bayfield County’s courthouse and law enforcement complex. Xcel Energy’s Resiliency Service Pilot, before the Wisconsin Public Service Commission, is another timely development. Without their innovative approach, the solutions found for master metering Bayfield County’s buildings would not be possible. And then there is the next level: a microgrid that is controlled with cloud-based, real-time, machine-learning interface. That is a mouthful and would not be possible without muGrid Analytics’ vision. This project is a demonstration of that technology. To my knowledge a comparable system does not exist in Wisconsin, and even nationally on this small and customized scale. Cheq Bay Renewables is committed to Bayfield County’s leadership under the tenure of Mark Abeles-Allison. We are committed to Bayfield County’s sustainability and resilience, and in this case, these are not just overused words but data-based, modeled resources. I encourage the OEI to support this project. Sincerely, William (Bill) Bailey President, Cheq Bay Renewables 1414 West Hamilton Ave. P.O. Box 8 Eau Claire, WI 54702 January 20, 2021 Public Service Commission of Wisconsin North Tower, 6th Floor Hills Farms State Office Building 4822 Madison Yards Way Madison, WI 53705 I’m writing to share Xcel Energy’s strong support for Bayfield County to receive a grant for its proposed microgrid project as part of the Energy Innovation Grant Program from the Public Service Commission of Wisconsin. This project may be one of the first supported by Xcel Energy’s proposed Resiliency Service Pilot. As Wisconsin’s #1 provider of renewable energy, Xcel Energy has a strong relationship with Bayfield County that goes far beyond helping the county meet its sustainability goals. Our company has been serving Bayfield County for more than 100 years and we are a vital part of the region's economy, powering homes and businesses, providing good jobs and increasing the use of renewable energy in northern Wisconsin. Bayfield County was one of the first participants in Xcel Energy’s Solar*Connect Community program that includes a 1 MW community solar array located in nearby Ashland. Bayfield County is also a large subscriber to Xcel Energy's Renewable*Connect program which helped Bayfield County become the first county in Wisconsin to achieve 100% renewable energy for it’s own facilities. Xcel Energy also continues to support Bayfield County's ongoing energy efficiency and renewable energy efforts on the development of a rural EV transit project which will be one of the first participants in Xcel Energy’s new Commercial Electric Vehicle Service Program. We are excited about the opportunities that a grant would provide Bayfield County as they continue their work to advance innovative projects in the region and encourage approval of their application. Sincerely, Brian Elwood General Manager Customer & Community Service Niels Wolter Madison WI, 608.216.4452, Madison.Solar@me.com Madison Solar Consulting Services Owner’s Agent: Site assessments, Feasibility studies, Third-party tax equity ownership options, Grant writing, Installation and financing request for proposal process and selection, Technology selection, Warranty and replacement strategies, Permitting and Interconnection support, Education/outreach Analyst: 15-minute solar resource and electric use, Utility rates and fees, Battery economics, Optimizing system sizing, Estimating project cost, Life cycle economics, Environmental impacts, Regulatory/legal/policy review, Market assessments 20 Years Solar Experience Madison Solar Consulting, Owner March 2011 to Present Providing solar owners agent and analysis services, and supporting efforts to reduce barriers to solar Wisconsin Energy Conservation Corporation, Senior Program Manager April 2007 to March 2011 Designed, operated and managed the State of Wisconsin’s Focus on Energy, Solar PV program MSB Energy Associates, Associates May 1998 to April 2007 Designed, operated and managed the State of Wisconsin’s Focus on Energy, PV program, the Wisconsin Solar Use Network (WisconSUN) and USDOE’s Wisconsin Million Solar Roofs program Recent Projects – Since 2013 GS Solar (solar project developer and finance company targeting not-for-profit sites) • Winnebago Co-housing, ~85 kW PV system, building use and system sizing, array and component siting, grant writing, RFP process, etc. (June 2018 to present) • Northland Pines School District, 415 kW, leading preliminary interconnection request, installation RFP process and installer selection, final design and specification, grant program relations (2017 – 2018 and LLC board member) • Darlington School District, 157 kW, supported installation and third party financing processes, authored USDA and Focus on Energy grants ($125,000 grant funding) (2015 – 2016 and LLC board member) • Holy Wisdom Monastery, 126 kW, Analyst and Owner’s agent and analyst installed and financed through third-party participation with co-ownership (2014 and LLC board member) • Madison Country Day School, 89 kW, Analyst and Owner’s Agent, installed and third party financed, also supported the system’s reinstallation after a new school addition (2013 – 2016) Hoffman Planning, Design & Construction Inc. (known for creating sustainable buildings at competitive costs) • Sinsinawa Dominicans technical and financial feasibility study for siting solar at three meters, senior living, waste water treatment facility and drinking water system (250 kW total), grant writing ($80,000), etc. (2017 to 2018) • Sauk County Feasibility study 675 kW of solar at Law Enforcement Center and Health Care Center, feasibility study, schematic design, 3rd party financial analysis, grant writing ($146,000 funding), interconnection review, RFP process for installation and financing, installation and financing contracting support, installation oversight (2017 to present) • Northland Pines School District Eagle River WI 415 kW at three sites feasibility study, schematic design, third-party financial analysis, preliminary bidding, and grant writing ($92,000 funding) (2017 to 2018) • Congregation of St. Joseph at four Mid-Western sites, 625 kW of PV including solar carports, technical and financial feasibility assessments, schematic design, RFP process, and supporting contractor selection (2016 – 2017) • Our Lady of Victor, Indiana, 60 kW, PV financial assessment, pre-feasibility study, and schematic design (2016) • Darlington (WI) School district 157 kW projects at two schools, technical and economic feasibility study, schematic design, 3rd party financial analysis, community education (2015) and Zero Energy School Study (currently underway) • Financial assessments and pre-feasibility studies for 3 Wisconsin school districts (2015 – 2016) City and County of Eau Claire, Site visits, siting options, schematic design, energy & net metering assessment, and 3rd party financing analysis for 15 buildings, including: water treatment plant, waste water treatment plant, court house, city hall, fire stations, jail, library, ice arena (2018) City and County of La Crosse Site visits, siting options, schematic design, energy & net metering assessment, and direct and 3rd party financing analysis for 12 sites, including: waste water treatment plant, conference center, city hall, library, court house and law enforcement center, healthcare center, and landfill, potential for 1.4 MW, (2018). Niels Wolter, Madison Solar Consulting, Madison.Solar@me.com 2 Madison Metropolitan School District, solar project and negotiation support services for ~100 kW sited on West High School (currently underway) City of Wauwatosa WI Siting options, schematic design, energy & net metering assessment, bonding and 3rd party financing analysis, and Office of Energy Innovation grant writing for DPW Garage and Police Department, potential for 500 kW (2018). Bayfield WI, with Cheq. Bay Renewables, Site visits, solar siting, schematic design, energy and net metering assessment, energy efficient and demand side management integration, third party financing analysis, grant writing, preliminary bids, installation RFP process, outreach/education support, for City of Washburn, Bayfield County, Washburn School District, Greater Bayfield Waste Water Treatment Plant, and Washburn Housing Authority; and Bayfield School District, 650 kW (February 2018 - present) City of Madison (Sustainable Engineering Group) Financing options analysis for three city-owned buildings 530 kW (2018) City of Milwaukee site selection, schematic design, sizing, preliminary pricing, financial analysis, grant writing, installation and financing RFP process, contractor selection, contract negotiations, 1.1 MW at six buildings (2017 to 2018) Dane County • Alliant Energy Center and Jobs Center, 755 kW, Owner’s agent: project sizing, 15-minute production and bill impact analysis, interconnection cost and system cost estimation, economic analysis, and schematic design (2016) • Dane County Airport, PV system sizing analysis, 15-minute solar and concurrent electric meter usage analysis for all of Dane County’s larger electric meters, potential for 8 MW (2018) • Lussier Center and Lake Farm Park Campground, 160 kW, Owner’s agent: project sizing, 15-minute production and bill analysis, system cost estimation, economic analysis, schematic design and pricing and sizing of battery, vehicle charging, hot water heating and system monitoring options (2018) City of Fort Atkinson WI, up to 1.5 MW, detailed solar PV assessment at 15 sites from the wastewater treatment plant to senior center, includes site analysis, optimal sizing, valuing of energy produced, interconnection issues, utility discussions, project economics, third-party ownership options, scenario analysis, environmental benefits (2016 to 2017) Componex, Edgerton WI, 240 kW, Owner’s agent: client education, technical and economic feasibility study, 15-minute energy analysis, lead installation RFP process, supported installer and technology selection (2016), supporting the decision process for installing 350 kWh battery system providing demand reduction and grid frequency regulation support (2017). Wisconsin Foam Products, First Unitarian Society of Madison, Fort Health Care, Hoard Dairyman’s Farm, Johnson Screens, Capital Lakes Retirement Community, Benjamin Plumbing, Spruce Street Real Estate, Blackhawk Senior Residences, Fountain of Life Church general support services, completed feasibility studies and owners agent for businesses/organizations considering solar PV systems (35 kW to 350 kW) (2015 to present) Magid Glove leading RFP process, bid review, contract review, component selection support for 3.5 MW rooftop project Chicago, IL (2017 to 2018) AMY SIMPKINS 8989 South Murphy Gulch Road, Littleton, Colorado, USA · 720.281.0482 amyls@alum.mit.edu · LinkedIn · Twitter Entrepreneurial executive - Visionary innovator - Dynamic, intuitive team leader Dynamic, versatile startup executive in the energy sector. Broad expertise from the design, modeling, and integration of complex technical systems to entrepreneurial ventures to innovation facilitation and thought leadership to deeply intuitive coaching. Integrates this diversity of experience to comprehensively serve client needs and build highly collaborative teams. AREAS OF EXPERTISE • System and software architecture • Modeling of complex technical systems • Critical system operations • Cross-functional team leadership • Distributed energy resource design and dispatching • Innovation facilitation • Product development • Strategic vision crafting and execution • Innovation and creative frameworks • Bootstrapped startups • Speaking and thought leadership EXPERIENCE OCTOBER 2017 – PRESENT CEO, MUGRID ANALYTICS Growing a bootstrapped consulting/technology startup in the energy sector. Led exponential growth of company revenue in first two years. Responsible for strategic vision, strategic partnerships, sales, and marketing, as well as providing oversight of product development. OCTOBER 2013 – PRESENT FOUNDER, AMY SIMPKINS INTERNATIONAL Speaker, author, and thought leader on the subject of innovation and creativity for entrepreneurs, organizations, and individuals. Facilitates workshops on implementing innovation thinking in different domains. Coaches and consults for entrepreneurs on business strategy, strategic vision, and product development. JUNE 2004 – MAY 2014 SR. SYSTEMS ENGINEER, LOCKHEED MARTIN Modeling, simulation, and performance analysis of Earth-observing radar satellites. Big picture architecture assessment of multi-satellite constellations. Requirements development and design integration for manned spacecraft. New business capture and proposals for design-to-cost satellites. Flight operations for interplanetary exploration spacecraft. 2 EDUCATION JUNE 2006 MS, ASTRONAUTICAL ENGINEERING, UNIVERSITY OF SOUTHERN CALIFORNIA JUNE 2003 SB, AERONAUTICS AND ASTRONAUTICS, MIT Minor in Vocal Music Performance PUBLICATIONS & POSTERS • A. Simpkins, T. Simpkins, J. Bedard, G. Bulson, “Analyzing the Demand Charge Savings from Solar Using Statistical Arbitrage,” Solar Power International / Energy Storage International, Anaheim, CA, 2018. • Simpkins, Amy. Spiral: A Catalyst for Innovation and Expansion. Positively Powered, 2018. PRESENTATIONS & INVITED LECTURES • “How to Incentivize Customers of Utilities to Do What You Want,” Distributed Energy Conference, Golden, CO, 2018 • “Startup Showcase at North American Energy Startup Week,” Solar Power International / Energy Storage International, Anaheim, CA, 2018 • “Energy 101 for Growers,” AmericanHort’s Cultivate, Columbus, OH, 2018. • “Spiral Business Development,” Boost Biz Ed, 2017. PROFESSIONAL • Distributed Energy Conference, Golden, CO, 2018-2019, Advisory Board. • Solar Power International / Energy Storage International, Anaheim, CA, 2018. Education Committee for 2019. PERSONAL Taekwondo Green Belt (7th Gup) Avid traveler – have visited 53 countries and 48 US states Travis L. Simpkins, PhD 8989 S. Murphy Gulch Rd. Littleton, CO 80127 617-501-3287 simpkins@alum.mit.edu _____________________________________________________________________________________________________________________________________________________________________________________________ EXPERIENCE muGrid Analytics, LLC, Golden, CO CTO and Founder, 2016-present • Designs and analyzes the economics of microgrids and energy storage systems. • Leads tool development and architecture • Works with project developers, investors, owner / operators, and equipment manufacturers to help optimally size and dispatch energy assets to insure they achieve the expected economic returns and meet the goals of the project. National Renewable Energy Lab, Energy Analysis and Decision Support, Golden, Colorado Sr. Research Engineer, 2010 – 2016 • Founded and led NREL’s client-sited energy storage techno-economic modeling team and grew it to $5M over 5 years. Architected a quantitative modeling platform for behind-the-meter energy storage. • Nationally recognized expert on the economics of energy storage. Gave invited lectures and seminars to Army Office of Energy Indicatives, Air Force Office of Energy Assurance, and Navy Renewable Energy Program Office, as well as numerous conferences and workshops. Optron Systems, Inc., Bedford, MA Sr. Research Scientist, 2005 –2009 Consultant, 2010-2015 • Principal investigator and chief architect on multiple Phase I and Phase II Air Force SBIR programs ($2M) related to visible and infrared projection displays, adaptive optics, and holographic applications. • Led a team which demonstrated a membrane-mirror-on-VLSI spatial light modulator (SLM) projection display system • Designed, fabricated, and tested multiple very large format mixed-signal driver chips as well as the accompanying PCB and interface electronics. This custom driver chip designed in Dalsa Semiconductor’s high-voltage process became the platform which enabled significant advances in the optical MEMs technology and is still in use by the company. • As a consultant, I designed a next-generation 2” x 2” high-voltage driver chip which utilized wafer-stitching technology to exceed the reticle limit on chip size. This chip was successfully tested in April 2015, and is one of the largest dies ever made. MIT Microsystems Technology Labs, Cambridge, Massachusetts Researcher, 2000 – 2005 • Ph.D. research focused on the modeling, design, and simulation of a custom ASIC for an optically-interconnected neural network processor. I created a software testbed for developing and testing various neural hardware training algorithms that could be implemented on actual silicon. I designed and successful tested a chip that would become the building block for the eventual device. I regularly interfaced with optics and holography researchers. • S.M. research focused on active clock distribution for integrated circuits. I designed and fabricated a test chip. EDUCATION Massachusetts Institute of Technology, Cambridge, Massachusetts. Ph.D. Electrical Engineering and Computer Science. Thesis: Modeling, Design, and Simulation of a Compact Optoelectronic Neural Co-processor S.M. Electrical Engineering and Computer Science. Thesis: Active Optical Clock Distribution MIT Sloan School of Management, Cambridge, Massachusetts. Certificate in Financial Engineering Case Western Reserve University, Cleveland, Ohio B.S. Electrical Engineering and Applied Physics. Minor in History. PUBLICATIONS • Simpkins, T., O’Donnell, C. “Optimizing Battery Sizing and Dispatching To Maximize Economic Return,” BattCon, Proceedings of the International Stationary Battery Conference, 2016. • Simpkins, T., Anderson, K., Cutler, D., Olis, D., “Optimal Sizing of a Solar-Plus-Storage System For Utility Bill Savings and Resiliency Benefits”, IEEE Conference on Smart Grid Technologies, 2016. • Anderson, K., Burman, K., Simpkins, T., Helson, E., Lissell, L., “New York Solar Smart DG Hub-Resilient Solar Project: Economic and Resiliency Impact of PV and Storage on New York Critical Infrastructure,” NREL Publications Database, 2016. • Anderson, K., DiOrio, N., Richards, A, Elgqvist, E., Simpkins, T., Deprizio, J. Portfolio Analysis of Renewable Energy Opportunities. Proceedings of Society of Telecommunication Engineers Cable-Tec Expo 2016, Philadelphia, PA, 2016. • Long, M., Simpkins, T., Cutler, D., Anderson, K., “A Statistical Analysis of the Economic Drivers of Battery Energy Storage in Commercial Buildings,” IEEE North American Power Conference, 2016. • Ruth, M., Cutler, D., Flores-Espino, F., Stark, G., Jenkin, T., Simpkins, T, and Macknick, J. “The Economic Potential of Two Nuclear-Renewable Hybrid Energy Systems,” NREL Publications Database, 2016. • Simpkins, T., Cutler, D., Hirsch, B., Olis, D., Anderson, K., Olis, D., “Cost-Optimal Pathways To 75% Fuel Reduction in Remote Alaskan Villages,” IEEE Conference on Technologies for Sustainability, 2015. (Invited paper) • Olis, D., Simpkins, T., and Shirazi, M., “Consolidated Utility Base Energy (CUBE) Report,” NREL Publications Database, 2015. • Simpkins, T., Cutler, D., Anderson, K., Olis, D., Elgqvist, E., Callahan, M., and Walker, A., “REopt: A Platform for Energy System Integration and Optimization,” ASME Energy and Sustainability, 2014. CONFERENCE PRESENTATIONS • T. Simpkins “Optimizing Battery Sizing & Dispatching to Maximize the Economic Return of Grid-Connected Microgrids,” Critical Power Expo / The Battery Show, Novi, Michigan, 2018. • T. Simpkins, A. Simpkins “Optimal Design And Dispatch Of A Tightly Coupled CHP Plant And Greenhouse Microgrid,” Microgrid Innovation, Washington DC, 2018. • T. Simpkins, “Optimal Sizing and Dispatching of Microgrid Components to Maximize Economic Gain and Increase Resiliency,” Critical Power Expo / The Battery Show, Novi, Michigan, 2017. (panelist) • T. Simpkins, C. O’Donnell, “Optimizing Battery Sizing & Dispatching to Maximize Economic Return,” BattCon, Orlando, Florida, 2017. • T. Simpkins, “Economic Optimization of Microgrids and Energy Storage,” Natural Energy Laboratory Hawaii Authority (NEHLA) Energy Storage Conference, 2016. (Panelist) • T. Simpkins, “Optimal Battery Dispatching to Maximize Economic Return in Grid Connected Microgrids,” On-Site Energy Conference, Charlotte, NC, April 2016. (Panelist) INVITED LECTURES & INTERVIEWS • “Maximize Your Solar Investment by Adding Battery Energy Storage,” Solar Works for Illinois, Webinar, 2018. • “Resilient Power in Practice: Lessons Learned From the Field,” Clean Energy Group, Webinar, 2018 • “Optimizing Battery Sizing and Dispatching to Maximize Economic Return,” Colorado Renewable Energy Society, Boulder, CO, 2018. • “The Future of Microgrids,” Suncast Podcast, 2017. • “Solar, Storage, Microgrids and the Future of the Electricity Grid,” Orrville Exchange Club, Orrville, Ohio, 2017. • “Solar, Storage, Microgrids and the Future of the Electricity Grid,” Orrville Rotary Club, Orrville, Ohio, 2017. • “Economics of Energy Storage,” Solar Market Pathways, Boston, MA, 2016. • “Microgrids and Energy Storage,” US Army Office of Energy Initiatives, April 2016. • “REopt: A Modeling Platform for Energy System Integration and Optimization,” Integrated Graduate Education and Research Traineeship: From Data to Solutions, Columbia University, April 9, 2015 POSTERS • T. Simpkins, G. Oxnam, S. Mullendore, “Battery Revenue Stacking in Grid Connected Microgrids: A Case Study,” Solar Power International / Energy Storage International, 2018. • A. Simpkins, T. Simpkins, J. Bedard, G. Bulson, “Analyzing the Demand Charge Savings from Solar Using Statistical Arbitrage,” Solar Power International / Energy Storage International, Anaheim, CA, 2018. • T. Simpkins, J. Bedard, G. Bulson, “Calculating The Demand Charge Reduction Of A 598-kW Commercial Solar Array,” Solar Conference 2017, American Solar Energy Society, Denver, Colorado, 2017. • T. Simpkins, J. Bedard, G. Bulson, “Calculating The Demand Charge Reduction Of A 598-kW Commercial Solar Array,” Solar Power International, 2017. HONORS NREL, Staff Award 2016 National Defense Science and Engineering Graduate (NDSEG) Fellow, 2000 - 2003 www.cheqbayrenewables.org William Bailey 33430 Whiting Rd. Bayfield, WI 54814 phone: (715) 779-3231 cell: (715) 209-7727 baileys-bayfield@centurytel.net CHEQ BAY RENEWABLES (CBR) President of the Board CBR OBJECTIVE • Regional renewable energy education and advocacy • Regional collaboration and strategic planning to achieve community sustainability goals INITIATIVES • Bad River Band Solar + Storage Project 2019-present • Washburn/Bayfield Solar Project 2017-2020 • 2018 & 2019 Cheq Bay Renewables Solar Group Buy • Annual Solar Tour • Renewable Energy Education Series, 2017-2018 • 2017 Commercial Solar Group Buy PERSONAL BACKGROUND 1980-2015 Owner Bailey’s Greenhouse - Retired • 2007-2013 Installed renewable energy systems to provide 90% of electric and 80% of heat requirements for 10,000 sq. ft. of wholesale commercial greenhouse space • 2015 Installed new solar heated greenhouse with advanced energy efficiency, solar thermal, integrated controls and LED lights. Prototype greenhouse for winter growing in northern WI. • 2016-2017 Two-year research project with UW-Extension on winter growing of spinach with no-heat, minimal heat, with and without supplemental LED lights • 2015-2018, Engagement with area tribes, schools and young farmers to advance local food initiatives PAST PROJECTS/COMMUNITY EDUCATION • Feb 2018, “At the Table: Communities & Utilities Working Together to Deliver Renewable Energy & an Upgraded Grid”. Community discussion in collaboration with UW-Extension and the City of Ashland • 2017-2018 “Renewable Energy Workshop Series”. Six educational sessions with two additional breakout sessions detailing solar finance for homeowners, business and government. • Fall 2017, Seven community workshops on CBR’s Solar PV Group Buy • Oct. 2017, Solar Tour of area homes and businesses, featuring Bayfield Electric’s Community Solar Garden • Oct. 2016, Solar Tour of area homes and businesses featuring the Northern Great Lakes Visitor Center’s new 100 kW solar array and energy efficiency measures • Spring 2016, Six town hall meetings for Bayfield Electric Cooperative to advance their Community Solar Garden www.cheqbayrenewables.org • May 2015, Renewable Energy Field Day at Bailey’s Greenhouse in collaboration with the Sigurd Olson Environmental Institute of Northland College • Sept. 2014, Initiated Bayfield Electric’s Community Solar Garden • May 2014 Energy Open House at Bailey’s Greenhouse Michael J. Wood Via Roma 15, Lecco 23900, Italy +39.349.838.9053 woodjmichael@gmail.com linkedin.com/in/woodjmichael woodjmichael.github.io WORK EXPERIENCE Jan 2021 - present MUGRID ANALYTICS - Littleton CO, USA Director of Engineering ●Supervising and performing microgrid and PV design, data science, dispatch modelling, real time controller algorithm development, interconnection assessment Jun 2018 - Dec 2020 MUGRID ANALYTICS - Littleton CO, USA Design Engineer ●PV and battery storage microgrid design, equipment selection and costing, load modeling and forecasting, dispatch optimization Jul-Aug 2017 BETA HATCH - Seattle WA, USA Industrial Automation Consultant ●Material sorting machine design, analyzed pilot scale production data for scalability, identified engineering limitations to production growth Jun 2012 - Sep 2018 SOLAFLECT ENERGY - Norwich VT, USA Engineer ●Fourth employee and only electrical engineer of solar energy tech startup ●Lead designer on dual-axis PV tracking controller and remote communication ●Manufacturing and maintenance of controller and PV tracker ●Technology research and specification - normal, bifacial, and concentrating PV panels; inverters and module level electronics ●Design of hundreds of 4 kW residential and three 150 kW PV installs ●National Electric Code compliance RESEARCH EXPERIENCE Feb 2019 - Dec 2020 Jun 2012 - Sep 2018 Mar 2017 Aug 2016 Mar-Jun 2011 Jun-Aug 2011 POLITECNICO DI MILANO (MILAN POLYTECHNIC UNIVERSITY) - Milan, Italy Thesis:Building Electric Load 24 h Forecasting With Empirical Mode Decomposition and Long Short-Term Memory Machine Learning (Prof. Emanuele Ogliari) SOLAFLECT ENERGY - Norwich VT, USA Embedded solar tracking controller (PI William Bender, PhD) Bifacial PV energy production with high albedo backdrop (PI William Bender, PhD) Lightning EMI resiliency of embedded tracking controller (PI William Bender, PhD) THAYER SCHOOL of ENGINEERING at DARTMOUTH - Hanover, NH USA Embedded acoustic beamforming (Prof. Kofi Odame) Student designed micro hydroelectric plant in Rwanda (Prof. Charles Sullivan) Michael Wood CV 2 Jun 2009 DARTMOUTH COLLEGE - Hanover NH, USA Magnetic components characterization research (Prof. Charles Sullivan) EDUCATION Jan 2021 - present POLITECNICO DI MILANO (MILAN POLYTECHNIC UNIVERSITY) - Milan, Italy PhD Candidate, Department of Energy Dissertation: electric power consumption forecasting and data science and real time optimal microgrid dispatch. Sep 2018 - Dec 2020 POLITECNICO DI MILANO (MILAN POLYTECHNIC UNIVERSITY) - Milan, Italy Master of Science in Electrical Engineering (Smart Grid track) Notable courses - Electric Power Systems, Measurement Systems, Communication Networks, Electricity Markets and Regulation, Distribution Systems, Electromagnetic Compatibility, Smart Grid Components, Network Automation and Protection Sep 2010 - Mar 2011 THAYER SCHOOL of ENGINEERING at DARTMOUTH - Hanover NH, USA Bachelor of Engineering - Concentration in Power Electronics & Control The Thayer “fifth year” bridges the Dartmouth B.A. to an ABET accredited B.E. Notable Courses - Optimization, Numerical Methods in Computation, Electromagnetic Fields and Waves, Energy Conversion, Microcontrollers, Intermediate Electrical Circuits Sep 2006 - Jun 2010 DARTMOUTH COLLEGE - Hanover NH, USA Bachelor of Arts - Engineering Sciences Notable Courses -Semiconductor Theory, Science of Materials, Distributed Systems and Fields, Engineering Design and Methodology, Power Electronics, Modern Control Theory, Classical Control Theory, Analog and Linear Devices, Discrete Systems GRANTS 2012 2011 SOLAFLECT ENERGY - Norwich VT, USA ●U.S. Department of Energy Sunshot Initiative: Incubator 7, Tier 2 - $1M ●U.S. Department of Energy Sunshot Initiative: Incubator 6, Tier 1 - $1M TEACHING EXPERIENCE 2011, 2010 2010 THAYER SCHOOL OF ENGINEERING - Hanover NH, USA Electronics Linear and Digital teaching and lab assistant (Prof. Kofi Odame) DARTMOUTH COLLEGE - Hanover NH, USA Introduction to Engineering (Prof. William Lotko) SKILLS ●Proficient in: Eagle PCB, C/C++, Python, MATLAB, SPICE, PCB construction and repair, PowerFactory ●Capable in: Machine learning, QGIS, Linux, Solidworks, SAM, HOMER, machining, hand tools ●Interests: running, reading, backcountry skiing, cycling, cooking, rock climbing, quilting ●Native language English, conversational Italian, basic Spanish Scope of Work and Budget Bayfield Microgrid Project Niels Wolter Madison Solar Consulting January 2021 Scope of Work Support Bayfield County – with the bid process for a Microgrid systems at the Bayfield County Jail and Courthouse and other services Tasks Task Hours Coordinate with County and Team to write the Request for Proposals (RFP) 24 Support structural review of PV awnings 1 Identify, screen potential bidders and create bidders list 2 Issue the RFP 1 Work with team to respond to bidders’ questions 6 Prepare for and hold bidders’ Zoom meeting to discuss RFP 4 Coordinate bidders’ site visits, to be led by County staff 2 Collect and organize bids in shared folder 1 Create bid scoring and questions sheets for all Project Team reviewers 1 Read all bids, score all bids, create summary and scoring sheets, collect scoring sheets and questions from Project Team reviewers, summarize scores from all reviewers, develop follow-up questions for bidders 8 Organize and hold initial Project Team bid review conference call to review all bids, develop questions, choose "leading bidders" 1 Ask leading bidders' the Project Team's questions, check leading bidder references, summarize bidder responses and references and share with Project Team 4 Project Team conference call to recommend winning bidder 1 Contract negotiations support (installation and O&M contracts) 1 Participate in discussion regarding the decision to go forward or not 1 Bidder communications and follow up with those not selected 1 Subtotal RFP 59 Other Services Grant writing and OEI reporting Support 6 Team Coordination and Meetings 12 Subtotal Other 18 Total 77 Contingency (15%) 11.55 Grand Total 88.55 Hourly Rate $110.00 Total Cost $9,740.50 Cost share $1,270.50 Maximum billed to County $8,470.00 1 Bayfield County Microgrid Project Wisconsin Energy Innovation Grant Program - 2020 muGrid Analytics Proposed Scope of Work and Budget, 1/18/21 Background: Bayfield County desires to lead Wisconsin and increase sustainability and resilience at the county jail and county courthouse facilities, building on their existing distributed energy infrastructure. Bayfield County wishes to develop a microgrid at their courthouse and jail facilities to achieve site resilience in islanded mode with economic benefits while in grid-connected mode. An experienced team comprising muGrid Analytics, Cheq Bay Renewables, and Madison Solar Consulting are well prepared to support the county in these objectives. Project Description: The objective of this phase of the project is to assist in the development of a final technical microgrid design and operational strategy. This will include • Iterating and finalizing the microgrid sizing and design and project financials as decisions are made and firm quotes are available. • Providing financial models, pro formas, and analytics for assessment by the county • Recommending and working with hardware partners to finalize quotes and performance parameters. • Working with Cheq Bay Renewables and Madison Solar Consulting to release and evaluate an RFP for equipment procurement, construction, and installation. • Developing optimized microgrid dispatch strategies and controls for grid-connected and islanded modes. • System performance monitoring and algorithm adjustment of the installed microgrid through the first two years of operations. • and supporting the development, implementation, and commissioning of the project with technical and economic advisory services 2 Budget: The project will be billed actual hours according to the rate schedule below: Work Type Hourly Rate Principal Consultant $225 Design Engineer $145 Analyst $55 muGrid will be pleased to contribute 15 hours of Principal Consultant time as an in-kind contribution to the project and cost share. 3 The Work Breakdown for each task is expected as follows: Task Principal hrs Design Engr hrs Analyst hrs Trips Final Engineering Design iteration and refinement 5 15 Financial and resilience modeling iteration 15 5 28 Final Engineering 60 Coordination with hardware partners 5 5 Developing microgrid dispatch strategies and algorithms for grid-connected and islanded modes. 10 20 48 Miscellaneous technical and advisory support, outreach, presentations, ribbon cutting, etc. 50 50 2 In-kind contribution / cost share -15 Engineering subtotal $15,750 $22,475 $4,180 $2,000 $44,405 RFP Oversight RFP Preparation 5 10 Bidder Calls 6 6 Bid Review 10 20 RFP Oversight Subtotal $4,725 $5,220 $0 $0 $9,945 Operations Ongoing system performance monitoring and algorithm adjustment during the first 2 years of operations 24 24 120 Operations subtotal $5,400 $3,480 $6,600 $0 $15,480 TOTAL HOURS 115 215 196 2 Cost each $225 $145 $55 $1,000 TOTAL COSTS $25,875 $31,175 $10,780 $2,000 TOTAL PROJECT BUDGET $69,830 JOLMA ELECTRIC, LLC 3100B Ellis Avenue / Ashland, WI 54806 / 715.685.1144 Bayfield County/Jail Distribution Upgrade The following budgetary proposal if to complete the scope of work described below. Anything above and beyond the scope of work description below. The work is broke down per section of the medium voltage upgrade. Directional Bore Complete 2 directional bore shots. One bore will be from the existing jail transformer to the new proposed transformer for the courthouse which will include the 6” conduit. The second bore will be from the new proposed courthouse transformer to the courthouse service which will involve (2) 4” conduits. Total = $17,184.00 Feeder/Transformer Installation Provide and set fiberglass basement at proposed courthouse transformer location, provide and set 150kva transformer, provide and pull 3 phase primary cable from jail transformer to the courthouse transformer and (2) 3 phase cable from the proposed courthouse transformer to the courthouse service, provide and terminate at jail/courthouse transformers, complete all grounding, provide and install new service to accommodate for new underground service. Total = $75,439.00 Micro Grid Disconnect Metering Install and provide switch gear/metering equipment pad, install 6” conduit from jail transformer to switchgear, install 3 phase cable, perform outage to set gear and tie in to Xcel feeder, complete all low voltage wiring for pt/ct, and verify switch gear works in sync with generator in an outage situation. Total = $58,376.00 Total $150,999.00 Exclusions - Any delays due to utility will be billed time, material, and equipment. - All equipment must be approved before purchase. - Any additional work beyond the courthouse feeder. Bayfield County Microgrid Project System Sizing and Cost Estimates PV Size [kW] Helioscope 23.4 PV Size [kW] Quoted 21.45 Downsized because of racking requirement PV Cost 51,289$ quote from Jolma for 21.45 kW Battery Power [kW]60 Battery Energy [kWh]120 Battery Duration 2 hours Battery Installed Cost 120,000$ Site Electrical Upgrades 20,000$ Microgrid Controller Cost 65,000$ Total Solar + Storage System Cost November 6, 2020 Bayfield County 615 2nd Ave East Washburn Wi 54891 Re: Annex Solar System Attention: Mark The following is the price you requested at the above project, Maintenance on Solar system: Remove and replace tank liner Remove and replace heat exchanger coils Remove and replace system pump For the sum of $ 10,500 Sincerely, Chris Kontny Chris Kontny KBK Services 5.a. Resiliency Analysis The Bayfield County Courthouse/Jail microgrid will allow the retirement of the aging Jail generator and allow the site to use the solar PV generation asset in islanded mode. muGrid Analytics conducted an in- depth resilience analysis based on the expected performance of all microgrid components. Resilience performance is stochastic – that is it is dependent upon statistical and unpredictable parameters such as the time of day of the outage, the time of year of the outage, the weather, and the instantaneous demand at the facilities just prior to and during the outage. For this reason, we do not represent resilience as a simple duration of outage that can be endured. Instead, we represent resilience durations along with a probability or confidence level, to reflect the probabilistic nature of outage parameters. The confidence levels are not random – they are tied primarily to time of day and time of year. 1. Base Case In their current states, the Bayfield County courthouse and jail are on separate electrical services and have separate generators to provide backup power when necessary. The courthouse generator backs up 100% of its normal load, while the jail’s generator backs up 66% of its normal load through a critical loads panel. The jail’s generator provides 74 hours of backup at 98% confidence and the courthouse’s generator provides 98 hours of backup at 98% confidence. Due to the limited fuel tank size, however, the confidence curve falls off steeply after these durations, unless the fuel tank is replenished. Generator refueling is reasonably possible even in an extreme disaster situation. The Bayfield transportation department right down the street keeps 8000 gallons of diesel onsite. Figure 1.1 Base case jail generator performance Figure 1.2 Base case courthouse generator performance However, while this is the current backup configuration, the jail generator is aging and will need to be retired. It could be replaced at the county’s expense, giving another fossil-fuel-based generation asset. Alternatively, it could be retired, if the buildings were combined onto a single backup bus. If this was done and both buildings were run on the courthouse generator alone, this system would only be able to provide 56 hours of backup at 98% Figure 1.3 Both buildings on the courthouse generator alone degrades outage duration significantly 2. Resilient Microgrid The proposed resilient microgrid would allow the county to use the existing 117.1 kW of solar along with a new 23.4 kW solar, for a total of 140.5kW of solar. This solar would be paired with a 60 kW/120 kWh battery energy storage system (BESS) and the existing courthouse generator (200 kW with a 380 gallon diesel tank) to form a multi-asset microgrid system. This combined microgrid extends the lifetime of the generator by 15 hours with 98% confidence and 27 hours with 50% confidence. This means that the system can sustain an outage of 71 hours with 98% confidence – very close to the jail’s original expected resilience performance. However, because the curve degrades much more gracefully, there are a significant number of times during the year when the expected system duration prior to the first failure will be much longer than 71 hours. Figure 2.1 Solar PV and battery extend outage survivability The following plot shows when to expect those longer duration outages. We ran a resilience simulation for every hour of the year and showed how long an outage the system could sustain if the outage occurred at that hour. The plot showed that much longer outage durations can be supported in the spring and summer, specifically from March through September. Figure 2.2 This heat map shows the expected outage duration if the outage occurs at any hour of the year The following table reports the expected confidence of sustaining an outage of a given duration. Table 2.1 Confidence in supporting various outage durations Duration (hr) Duration (days) Confidence 24 1 100% 48 2 100% 72 3 97.0% 96 4 49.9% 120 5 16.0% 144 6 4.0% 168 7 0% These analyses were conducted as if the jail and courthouse were operating with their current critical load (66% and 100% of normal, respectively), which represents a combined 85% reduction over the normal combined load at the two buildings. If the county were to be able to strategically reduce the load by either manual or automated means, we may improve the confidence at various outage durations significantly. The following plot shows that if the critical load were reduced from 85% to 65%, for example, 98% confidence outage duration would jump to nearly 5 days. Figure 2.3 Reduction of critical load improves resilience performance 5.b. Economic Analysis The Bayfield County Courthouse/Jail microgrid will provide resilience when grid power is unavailable, but it will also operate in grid-connected mode for the economic benefit of the County. muGrid Analytics conducted an economic dispatch optimization and economic analysis based on the expected performance of the solar plus storage in grid-connected mode. We assume that the generator will not be used in grid- connected mode. 1. Utility Bill Savings In year 1, the system will generate the following savings to the county: Electricity Savings Savings from Combining Meters $1,466 Avoided Energy Charges $2,199 Expected Demand Charge Savings $5,875 Distribution Demand Charge Savings $223 Heat Savings Solar Thermal Expected Savings $1,407 Total Year 1 Utility Bill Savings $11,171 These utility bill savings are expected to escalate along with the escalation rate. They will simultaneously degrade as the equipment ages. Both factors are considered in the project lifecycle analysis. 2. Capital Cost As provided in the 7.a. Budget Support Spreadsheet, we expect the following costs and funding sources for this project. Since the base case would require the purchase of a new generator for the jail, estimated at $150,000, we count this avoided cost as a credit against the installation of a resilient microgrid. Costs New Solar PV $55,289 Battery System + Microgrid Integration $433,300 Solar Thermal Refurbishment $11,550 Grant Funding Focus Grant for Solar PV $4,000 EIGP for Solar PV $12,164 EIGP for Battery System $250,000 EIGP for Solar Thermal $11,550 Capital Cost to County $222,425 Mandatory Capital Expense: Generator Replacement or apply to BESS $150,000 Net Capital Cost to County above Mandatory Expense $72,425 3. Other Assumptions We assume operations and maintenance costs as follows: Economic dispatch control subscription fee $7.50/kWh of battery capacity* Annual PV Degradation 0.7% Demand Reduction Efficacy 75% Demand Savings Reduction due to ESS Degradation 1% per year Solar Inverter Replacement $0.04/kW of solar PV after year 15 Battery Capacity Replacement Supplement 20% capacity at $500/kWh after year 10 Battery Inverter Replacement $150/kW battery inverter after year 10 Utility rate escalation 3.0% O&M escalation 2.5% *subscription fee applies starting in year 3. Years 1-2 are included in capital expenditure. 4. Economic Results The summary financial metrics show a promising project for the county. Metric IRR 14.3% NPV @ 4% Discount Rate $101,137 Simple Payback Period (years) 6.6 The 25 year proforma is included on the following pages. 25-year Proforma: Upfront Year 1 Year 2 Year 3 Year 4 Year 5 Year 6 Year 7 Year 8 Cash Project Costs ($72,425) Software Expense $0 $0 ($900) ($923) ($946) ($969) ($993) ($1,018) Battery Replacement Expense $0 $0 $0 $0 $0 $0 $0 $0 ESS Inverter Replacement Expense $0 $0 $0 $0 $0 $0 $0 $0 Solar PV Inverter Replacement Expense $0 $0 $0 $0 $0 $0 $0 $0 Utility Bill Savings $11,171 $11,352 $11,536 $11,723 $11,913 $12,106 $12,302 $12,502 Cash ($72,425)$11,171 $11,352 $10,636 $10,800 $10,967 $11,137 $11,309 $11,484 Total Cash Flow ($72,425)$11,171 $11,352 $10,636 $10,800 $10,967 $11,137 $11,309 $11,484 Cumulative Cash Flow ($72,425) ($61,254) ($49,902) ($39,267) ($28,466) ($17,499) ($6,362)$4,947 $16,431 Year 9 Year 10 Year 11 Year 12 Year 13 Year 14 Year 15 Year 16 Year 17 Cash Project Costs Software Expense ($1,044) ($1,070) ($1,097) ($1,124) ($1,152) ($1,181) ($1,210) ($1,241) ($1,272) Battery Replacement Expense $0 $0 ($12,000)$0 $0 $0 $0 $0 $0 ESS Inverter Replacement Expense $0 $0 ($9,000)$0 $0 $0 $0 $0 $0 Solar PV Inverter Replacement Expense $0 $0 $0 $0 $0 $0 $0 ($6,244)$0 Utility Bill Savings $12,705 $12,911 $13,121 $13,334 $13,550 $13,770 $13,994 $14,221 $14,452 Cash $11,661 $11,841 ($8,976)$12,210 $12,398 $12,589 $12,783 $6,736 $13,180 Total Cash Flow $11,661 $11,841 ($8,976)$12,210 $12,398 $12,589 $12,783 $6,736 $13,180 Cumulative Cash Flow $28,092 $39,933 $30,957 $43,167 $55,565 $68,154 $80,937 $87,673 $100,853 Year 18 Year 19 Year 20 Year 21 Year 22 Year 23 Year 24 Year 25 Totals Cash Project Costs ($72,425) Software Expense ($1,303) ($1,336) ($1,369) ($1,404) ($1,439) ($1,475) ($1,512) ($1,549) ($1,588) Battery Replacement Expense $0 $0 $0 $0 $0 $0 $0 $0 ($12,000) ESS Inverter Replacement Expense $0 $0 $0 $0 $0 $0 $0 $0 ($9,000) Solar PV Inverter Replacement Expense $0 $0 $0 $0 $0 $0 $0 $0 ($6,244) Utility Bill Savings $14,687 $14,925 $15,168 $15,414 $15,665 $15,919 $16,178 $16,441 $341,058 Cash $13,383 $13,589 $13,798 $14,011 $14,226 $14,445 $14,667 $14,892 $239,801 Total Cash Flow $13,383 $13,589 $13,798 $14,011 $14,226 $14,445 $14,667 $14,892 $213,863 Cumulative Cash Flow $114,236 $127,825 $141,623 $155,634 $169,860 $184,304 $198,971 $213,863 - Jail Utility Pole(s) Courthouse VER DESCRIPTION DATE See last sheet Golden, CO USA www.mugrid.com THE INFORMATION CONTAINED IN THIS DRAWING IS THE SOLE PROPERTY OF MUGRID ANALYTICS LLC. ANY REPRODUCTION IN PART OR AS A WHOLE WITHOUT THE WRITTEN PERMISSION OF MUGRID LLC IS PROHIBITED. NOTES 1. One line diagram: not all conductors, shielding, and grounds are in depiction 2. Associations are estimated based on best available information 3. Technical drawing only, no ownership implied 4. Load, and battery and solar PV inverters implied 5. All communication, control, and metering may not be depicted 6. Load shedding estimated to reduce jail peak power by 34% 7. Tie together existing 5 kWp and new solar PV TITLE Bayfield County Courthouse and Jail Microgrid DRAWN MJW DATE 2020-12-1 DRAWING MG137 SHEET 1 CT Cabinet 120/208 V 3ph Main Distribution Panel (MDP) 1200 A M Emergency Distribution Panel (EMDP) 600 A eGauge Meter Utility Transformer Pad Mounted 150 kVA Microgrid One-Line Diagram: Option 1 480 V 3ph Solar Transformer 112.5 kVA Existing Equipment New Equipment Island Capable Power (AC unless noted) Communication Physical Boundary CT CabinetUtility Transformer 150 kVA ATS 1000 A Generator 250 kVA Main Distribution Panel (MDP-1) 1200 A M Sub-panels eGauge Meter Overhead 3p Branch Overhead 3p Branch Ma i n F e e d e r 120/240 V 3ph "B" phase hi M master Microgrid Disconnect Battery 60 kW 120 kWh eGauge Meter Load Shedding Switch Solar PV 5 kWp Solar PV 24.3 kWp Solar PV 17.6 kWp Elevator Panel Panel M3 Load Shedding Switch Solar PV 94.5 kWp Jail Courthouse Golden, CO USA www.mugrid.com THE INFORMATION CONTAINED IN THIS DRAWING IS THE SOLE PROPERTY OF MUGRID ANALYTICS LLC. ANY REPRODUCTION IN PART OR AS A WHOLE WITHOUT THE WRITTEN PERMISSION OF MUGRID LLC IS PROHIBITED. NOTES 1. One line diagram: not all conductors, shielding, and grounds are in depiction 2. Associations are estimated based on best available information 3. Technical drawing only, no ownership implied 4. Load, and battery and solar PV inverters implied 5. All communication, control, and metering may not be depicted 6. Load shedding estimated to reduce jail peak power by 34% 7. Tie together existing 5 kWp and new solar PV 8. Convet courthouse mains to 120/208 V 3ph and upgrade necessary equipment (HVAC, lighting, etc) DRAWN MJW DATE 2020-12-1 DRAWING MG137 SHEET 2 CT Cabinet 120/208 V 3ph Main Distribution Panel (MDP) 1200 A M Emergency Distribution Panel (EMDP) 600 A eGauge Meter Utility Transformer Pad Mounted 150 kVA Microgrid One-Line Diagram: Option 2 480 V 3ph Solar Transformer 112.5 kVA Existing Equipment New Equipment Island Capable Power (AC unless noted) Communication Physical Boundary CT Cabinet Utility Transformer Pad Mounted 150 kVA ATS 1000 A Generator 250 kVA Main Distribution Panel (MDP-1) 1200 A M Sub-panels eGauge Meter Overhead 3p Branch Overhead 3p Branch Ma i n F e e d e r 120/208 V 3ph M Master Microgrid Disconnect Battery 60 kW 120 kWh eGauge Meter Load Shedding Switch Solar PV 5 kWp Solar PV 24.3 kWp Solar PV 17.6 kWp Elevator Panel Panel M3 Load Shedding Switch Solar PV 94.5 kWp Underground service TITLE Bayfield County Courthouse and Jail Microgrid VER DESCRIPTION DATE See last sheet Jail Golden, CO USA www.mugrid.com THE INFORMATION CONTAINED IN THIS DRAWING IS THE SOLE PROPERTY OF MUGRID ANALYTICS LLC. ANY REPRODUCTION IN PART OR AS A WHOLE WITHOUT THE WRITTEN PERMISSION OF MUGRID LLC IS PROHIBITED. DRAWN MJW DATE 2020-12-1 DRAWING MG137 SHEET 3 CT Cabinet 120/208 V 3p Main Distribution Panel (MDP) M Emergency Distribution Panel (EMDP) eGauge Solar PV 17.6 kWp 480 V 3ph Utility Transformer Pad Mounted 150 kVA Solar PV 5 kWp Status Quo One-Line Diagram Connection location unknown Solar PV 94.5 kWp Generator 250 kVA User Transformer eGauge Existing Equipment New Equipment Island Capable Power (AC unless noted) Communication Physical Boundary CT Cabinet Overhead drop: 120/240 V 3p "B" phase hi Utility Transformer Pole Mounted 150 kVA ATS 1000 A Generator 250 kVA Main Distribution Panel MDP-1 M Sub-panels and Loads eGauge Overhead 3p Branch Overhead 3p Branch Ma i n F e e d e r M Underground "drop" ATS 600 A Courthouse NOTES 1. One line diagram: not all conductors, shielding, and grounds are in depiction 2. Associations are estimated based on best available information 3. Technical drawing only, no ownership implied 4. Load, and battery and solar PV inverters implied 5. All communication, control, and metering may not be depicted TITLE Bayfield County Courthouse and Jail Microgrid Golden, CO USA www.mugrid.com THE INFORMATION CONTAINED IN THIS DRAWING IS THE SOLE PROPERTY OF MUGRID ANALYTICS LLC. ANY REPRODUCTION IN PART OR AS A WHOLE WITHOUT THE WRITTEN PERMISSION OF MUGRID LLC IS PROHIBITED. DRAWING NOTES 1. One line diagram: not all conductors, shielding, and grounds are in depiction 2. Associations are estimated based on best available information DRAWN MJW DATE 2020-12-1 DRAWING MG137 SHEET 4 Utility overhead lines T M M Site Schematic: Option 1 Jail Courthouse Utility underground cable G EV B NOTES 1. Secondary voltages unchanged 2. Prefer to reuse existing transformers 3. Assess if Jail transformer could be replaced under the normal maintenance program S S S T M+D S TITLE Bayfield County Courthouse and Jail Microgrid Golden, CO USA www.mugrid.com THE INFORMATION CONTAINED IN THIS DRAWING IS THE SOLE PROPERTY OF MUGRID ANALYTICS LLC. ANY REPRODUCTION IN PART OR AS A WHOLE WITHOUT THE WRITTEN PERMISSION OF MUGRID LLC IS PROHIBITED. DRAWING NOTES 1. One line diagram: not all conductors, shielding, and grounds are in depiction 2. Associations are estimated based on best available information DRAWN MJW DATE 2020-12-1 DRAWING MG137 SHEET 5 Utility overhead lines M M Site Schematic: Option 2 Jail Courthouse (convert to 208 V 3ph) G EV B NOTES 1. Courthouse mains voltage conversion to 120-208 3ph 2. New Xcel transformer for Courthouse 3. Bore under road from Courthouse transformer to meter S S S T M D S T Utility underground cable 208 V 3ph TITLE Bayfield County Courthouse and Jail Microgrid Golden, CO USA www.mugrid.com THE INFORMATION CONTAINED IN THIS DRAWING IS THE SOLE PROPERTY OF MUGRID ANALYTICS LLC. ANY REPRODUCTION IN PART OR AS A WHOLE WITHOUT THE WRITTEN PERMISSION OF MUGRID LLC IS PROHIBITED. DRAWING NOTES 1. One line diagram: not all conductors, shielding, and grounds are in depiction 2. Associations are estimated based on best available information DRAWN MJW DATE 2020-12-1 DRAWING MG137 SHEET 6 Utility overhead lines T M M Site Schematic: Status Quo Jail Courthouse G G EV TS S S TITLE Bayfield County Courthouse and Jail Microgrid Golden, CO USA www.mugrid.com THE INFORMATION CONTAINED IN THIS DRAWING IS THE SOLE PROPERTY OF MUGRID ANALYTICS LLC. ANY REPRODUCTION IN PART OR AS A WHOLE WITHOUT THE WRITTEN PERMISSION OF MUGRID LLC IS PROHIBITED. DRAWING NOTES 1. One line diagram: not all conductors, shielding, and grounds are in depiction 2. Associations are estimated based on best available information DRAWN MJW DATE 2020-12-1 DRAWING MG137 SHEET 7 Versions VER DESCRIPTION DATE 1 Initial release 2 Solar capacity, Jail service, egauges 2020.12.6 3 Scrap Jail gen 2020.12.15 4 Site schematic, transformers sizes, disconnect and master meter location 2020.12.21 5 Load shedding, site option 2 2020.12.28 6 Option 2 paths 2021.1.6 7 Latest PV and battery sizes 2021.1.18 TITLE Bayfield County Courthouse and Jail Microgrid Annual Production Report produced by Niels Wolter © 2021 Folsom Labs 1/3 January 16, 2021 kW h Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec 0 1k 2k 3k 4k Shading: 1.0%Shading: 1.0% Reflection: 3.0%Reflection: 3.0% Soiling: 4.3%Soiling: 4.3% Irradiance: 0.9%Irradiance: 0.9% Temperature: 0.8%Temperature: 0.8% Mismatch: 0.0%Mismatch: 0.0% Optimizers: 1.5%Optimizers: 1.5% Wiring: 0.3%Wiring: 0.3% Clipping: 0.8%Clipping: 0.8% Inverters: 2.5%Inverters: 2.5% AC System: 0.4%AC System: 0.4% Annual Production Report produced by Niels Wolter © 2021 Folsom Labs 2/3 January 16, 2021 Annual Production Report produced by Niels Wolter © 2021 Folsom Labs 3/3 January 16, 2021 Date: 1/13/21 G Project Name: Bayfield County Court House To: Ryan Jolma We are pleased to submit our quotation for the following Federal Pacific products; Metal Enclosed Specification Comments/Clarifications - This quotation is based upon information supplied to the Factory, which may or may not have been complete. Customer is responsible for reviewing this quotation for compliance, deviations, exclusions, and improper information supplied. If you feel an error or omission has been made, please contact Factory immediately. - Terminators/connectors by others. - No specifications provided with RFQ, therefore none accounted for in this proposal. - Pricing is based upon “LTL” freight charges. Contact Factory for revised pricing if “dedicated” shipment is required. ITEM #1: Metal Enclosed Switchgear Bay 1 – Incoming Switch Qty (1) 600 amp, 15 KV Autojet®II Load Interrupter Switch, non-fused. One (1) 120VAC shunt trip with blown fuse / phase loss tripping. With one (1) current sensor switch, one (1) phase loss relay, and three (3) window type CT’s. One control power PT wired Line to Line. Bottom entry. Three (3) 15KV distribution class lightning arresters. Copper ground bus. UL Listed. Bay 2 – XCEL Energy utility metering section with provisions for (utility provided) bar type CT’s and fused PT’s. Copper ground bus. Bay 3 – Outgoing termination section for bottom exit with copper ground bus. Characteristics: Item #1 -- Outdoor NEMA 3R, Category B (Accessible by authorized personnel only) Item #1 -- Approximate dimensions are 95.5”H x 102”W x 48”D - Bolted Modular Construction - 11Gauge Hot Rolled Pickled and Oiled Steel - Space Heaters with Thermostat (120V control power from external source) - Ground Studs as Required by XCEL - Finish: ANSI 61 - UL Listed as Noted Date: 1/13/21 Ratings Voltage: 15KV Frequency: 60HZ BIL: 95KV Bus Rating: 600 Amps Bus Type: Silver Plated Copper Insulators: Cycloaliphatic Epoxy Switch Continuous: 600 Amps Interrupting: 600 Amps Momentary: 40,000 Amps RMS ASYM Fault Close: 40,000 Amps RMS ASYM Short Circuit: 25,000 Amps RMS SYM Normal Shipments shall begin in approximately 8-10 weeks after our acceptance of your formal purchase order, complete with all technical details and data required to release the equipment for manufacture. If a better shipping schedule is required, please consult the factory for review of current manufacturing schedule. When drawing approval is required, the above shipping estimates must be increased by the time necessary for the drawing approval process. Approval drawings (if required) will be submitted 1-2 weeks after receipt of an order. The shipping estimates are subject to change at time of order based on current production backlog. This proposal is valid for 30 days. Freight will be EXW Factory allowed with the seller paying the freight. The seller will determine the method of transportation and the routing of the shipment. Where the purchaser requires shipment by a method of transportation or routing other than that of the seller's selection, any additional transportation and/or packing expense is to be borne by the purchaser. “All transactions are subject to EMC’s Sales Terms and Conditions found at: https://www.electro- mechanical.com/sales-terms-and-conditions/ Please contact your customer service representative if you are unable to access the site listed above.” Bayfield County Solar Thermal Historical Data where Q = Heat (BTU/deg F)Q 144.8 BTU required to raise 1 gallon glycol 50% solution 20 deg. F m = mass (lbs.)m 8.52 Glycol 50% solution lbs. per gallon Cp = heat capacity of 50% Glycol solution Cp 0.85 Heat capacity of Glycol 50% solution BTU/lbs Deg F delta T = Temperature difference collecters and tank delta T 20 Temperature difference collectors to tank Q/hr 156,427 BTU gained/hour pump running efficiency 80% Natural Gas $0.60 per therm Inflation 1% UPDATED JAN 17, 2021 HOURS PUMPED GALLONS DELTA T Lifetime TERMS ANNUAL SAVINGS DAILY DAILY Annual % Increase (RESOL 1)PER HOUR Temp Diff (1 THERM =THERMS (THERMS SAVINGS SAVING Savings Annual collector to tank (18 GPM) HRS*Q/HR*Eff.100,000 BTU)GENERATED $.6 PER)THERMS DOLLARS 1.01 20 yr payback May-09 4033 20706 1080 20 2,591,185,283 25,912 2,345 15,547$ 6.4 3.9$ 1,407$ 30,982.18$ PAYBACK PLAN YEAR ANNUAL CUMULATIVE 1 $1,407 2 $1,421 $2,828 3 $1,435 $4,264 4 $1,450 $5,713 5 $1,464 $7,177 6 $1,479 $8,656 7 $1,494 $10,150 12430 hours running, resol 1 8 $1,509 $11,658 as of December 29, 2016 9 $1,524 $13,182 706 AS OF JAN 17, 2021 / gone through 10,000 hour cycle twice 10 $1,539 $14,721 11 $1,554 $16,275 START DATE: May-09 12 $1,570 $17,845 LAST MODIFIED SPREADSHEET 29-Dec-16 13 $1,586 $19,431 TODAYS UPDATE; JAN 17 2021 14 $1,601 $21,032 15 $1,617 $22,649 16 $1,634 $24,283 17 $1,650 $25,933 second resol hours: 7314 18 $1,666 $27,599 19 $1,683 $29,282 20 $1,700 $30,982 30,982.18$ Month Commissioned Days of Operation SOLAR THERMAL SAVINGS CHART Lifetime BTU GENERATED Formula for heat generated: Q = m * Cp * deltaT Bayfield County Microgrid Project Budgetary Summary Contractual Costs Budget EIGP Focus County 1) Microgrid/battery activity $433,300 $250,000 $183,300 2) Solar PV activity $55,289 $12,164 $4,000 $39,125 3) Solar Thermal activity $11,550 $11,550 Total $500,139 $273,714 $4,000 $183,300 Breakdown of Costs EIGP Cost Share Total Personnel $27,746 $27,746 Fringe $0 Equipment $0 Supplies $0 Travel $0 Contractual $273,714 $226,425 $500,139 Other $0 Indirect $0 Totals $273,714 $254,171 $527,884 Breakdown of Contractual Costs Final Engineering - muGrid $44,405 Consulting - RFP/project oversight muGrid Analytics $9,945 Madison Solar Consulting $8,470 Electric Service Upgrade $150,000 Construction Battery component $120,000 Microgrid controls $65,000 Electrical upgrades $20,000 2-year operations - muGrid $15,480 Total storage component $433,300 Solar Component - 22kW awning $54,489 Solar PV inspection $800 Total solar component $55,289 Solar Thermal upgrade $10,500 Solar thermal contingency $1,050 Total solar thermal component $11,550 Total all components $500,139 Bayfield County Microgrid Project Cost Share Summary In-kind Hours Rate/Hr Total Note muGrid Analytics 15 $225 $3,375 Firms principal hours Madison Solar Consulting 11.55 $110 $1,271 15% contingency in-kind Cheq Bay Renewables 100 $100 $10,000 Ave. 2hr/wk * 50 weeks Bayfield County Administrator 100 $83 $8,300 Ave. 2hr/wk * 50 weeks Staff 100 $48 $4,800 Ave. 2hr/wk * 50 weeks Total $27,746 Adopted Budget Amended Current Month YTD YTD Budget - YTD % Used/ Organization Budget Amendments Budget Transactions Encumbrances Transactions Transactions Rec'd Prior Year YTD Fund 100 - General REVENUE Department 00 - General Fund 8,473,391.00 10,000.00 8,483,391.00 30,251.68 .00 5,783,036.66 2,700,354.34 68 5,782,905.86 Department 02 - Clerk of Courts 257,168.00 .00 257,168.00 17,577.90 .00 59,124.72 198,043.28 23 66,236.78 Department 04 - Criminal Justice 155,188.00 .00 155,188.00 517.00 .00 3,613.00 151,575.00 2 16,384.00 Department 05 - Family Court Commissioner .00 .00 .00 .00 .00 .00 .00 +++.00 Department 06 - Coroner 5,750.00 .00 5,750.00 416.50 .00 1,275.50 4,474.50 22 1,386.14 Department 07 - Administrator 15,000.00 .00 15,000.00 .00 .00 .00 15,000.00 0 15,000.00 Department 08 - District Attorney 26,500.00 .00 26,500.00 8,777.79 .00 8,921.79 17,578.21 34 549.65 Department 09 - Child Support 208,008.00 .00 208,008.00 87.35 .00 203.70 207,804.30 0 928.71 Department 10 - County Clerk 10,825.00 .00 10,825.00 (3,319.30).00 (3,152.80)13,977.80 -29 511.21 Department 12 - Treasurer 479,940.00 .00 479,940.00 42,995.87 .00 78,087.73 401,852.27 16 77,579.48 Department 13 - Land Records 234,000.00 .00 234,000.00 5,017.07 .00 11,004.02 222,995.98 5 73,863.24 Department 14 - Court House 200.00 .00 200.00 .00 .00 49.40 150.60 25 .00 Department 15 - Register of Deeds 175,000.00 .00 175,000.00 18,690.78 .00 35,531.53 139,468.47 20 28,398.03 Department 17 - Sheriff 447,232.00 .00 447,232.00 68,307.61 .00 73,854.58 373,377.42 17 60,899.59 Department 18 - Emergency Management 139,822.00 .00 139,822.00 45,748.62 .00 79,636.09 60,185.91 57 90,814.15 Department 19 - Veteran's Services 11,200.00 .00 11,200.00 .00 .00 100.00 11,100.00 1 8,500.00 Department 20 - Health 643,199.00 .00 643,199.00 44,522.50 .00 51,295.46 591,903.54 8 98,465.93 Department 22 - Fair .00 .00 .00 .00 .00 .00 .00 +++.00 Department 23 - Tourism 153,600.00 .00 153,600.00 1,398.00 .00 20,240.50 133,359.50 13 22,185.00 Department 25 - UW Extension 3,660.00 .00 3,660.00 1,737.45 .00 1,737.45 1,922.55 47 2,423.00 Department 26 - Zoning 244,000.00 .00 244,000.00 36,952.50 .00 47,158.26 196,841.74 19 19,355.00 Department 28 - Land Conservation 364,456.00 .00 364,456.00 6,002.24 .00 13,102.24 351,353.76 4 35,861.50 Department 31 - Information Services 53,728.00 .00 53,728.00 552.00 .00 11,988.26 41,739.74 22 828.00 Department 34 - Forestry 3,712,143.00 .00 3,712,143.00 717,911.04 .00 1,342,952.66 2,369,190.34 36 886,363.94 Department 77 - Agricultural Station 10,000.00 .00 10,000.00 29,460.00 .00 29,460.00 (19,460.00)295 1,476.00 REVENUE TOTALS $15,824,010.00 $10,000.00 $15,834,010.00 $1,073,604.60 $0.00 $7,649,220.75 $8,184,789.25 48%$7,290,915.21 EXPENSE Department 00 - General Fund 1,912,624.00 .00 1,912,624.00 130,958.56 .00 685,734.17 1,226,889.83 36 722,642.52 Department 01 - County Board 82,789.00 .00 82,789.00 10,117.67 .00 21,744.61 61,044.39 26 16,625.41 Department 02 - Clerk of Courts 474,123.00 .00 474,123.00 33,307.71 .00 91,938.87 382,184.13 19 96,020.48 Department 04 - Criminal Justice 299,086.00 .00 299,086.00 15,566.56 .00 49,220.99 249,865.01 16 81,787.20 Department 05 - Family Court Commissioner .00 .00 .00 .00 .00 .00 .00 +++.00 Department 06 - Coroner 30,473.00 .00 30,473.00 7,587.85 .00 10,979.99 19,493.01 36 5,216.78 Department 07 - Administrator 303,160.00 .00 303,160.00 23,167.25 .00 65,972.58 237,187.42 22 81,369.84 Department 08 - District Attorney 179,592.00 .00 179,592.00 13,587.43 .00 40,671.33 138,920.67 23 41,223.93 Department 09 - Child Support 251,010.00 .00 251,010.00 16,259.02 .00 46,018.48 204,991.52 18 57,899.58 Department 10 - County Clerk 396,086.00 .00 396,086.00 31,687.59 .00 96,534.78 299,551.22 24 102,281.24 Department 12 - Treasurer 177,711.00 .00 177,711.00 16,843.73 .00 43,360.79 134,350.21 24 42,942.32 Department 13 - Land Records 622,061.00 .00 622,061.00 38,654.09 .00 142,984.75 479,076.25 23 125,912.76 Run by Paige Terry on 04/01/2021 01:51:52 PM Page 1 of 4 Financial Report Through 3/31/2021 Through 03/31/21 Prior Fiscal Year Activity Included Summary Listing Adopted Budget Amended Current Month YTD YTD Budget - YTD % Used/ Organization Budget Amendments Budget Transactions Encumbrances Transactions Transactions Rec'd Prior Year YTD Fund 100 - General EXPENSE Department 14 - Court House 481,816.00 .00 481,816.00 35,706.34 .00 102,009.27 379,806.73 21 91,771.03 Department 15 - Register of Deeds 190,806.00 .00 190,806.00 11,504.77 .00 35,657.02 155,148.98 19 40,946.58 Department 17 - Sheriff 4,676,759.00 .00 4,676,759.00 322,888.67 .00 1,011,890.82 3,664,868.18 22 1,094,873.24 Department 18 - Emergency Management 305,278.00 .00 305,278.00 60,804.99 .00 124,411.46 180,866.54 41 47,855.61 Department 19 - Veteran's Services 124,791.00 .00 124,791.00 7,507.42 .00 22,428.25 102,362.75 18 27,599.73 Department 20 - Health 1,039,002.00 .00 1,039,002.00 97,445.65 .00 262,300.82 776,701.18 25 220,892.66 Department 22 - Fair .00 .00 .00 .00 .00 .00 .00 +++.00 Department 23 - Tourism 401,673.00 .00 401,673.00 13,012.08 .00 66,187.66 335,485.34 16 73,102.35 Department 25 - UW Extension 289,032.00 .00 289,032.00 8,384.32 .00 21,876.38 267,155.62 8 29,230.57 Department 26 - Zoning 470,804.00 .00 470,804.00 32,974.52 .00 96,380.90 374,423.10 20 109,349.93 Department 28 - Land Conservation 533,757.00 .00 533,757.00 27,057.90 .00 80,906.40 452,850.60 15 89,775.79 Department 29 - Land Use Planning .00 .00 .00 .00 .00 .00 .00 +++.00 Department 31 - Information Services 594,699.00 .00 594,699.00 31,445.59 .00 149,897.29 444,801.71 25 154,227.49 Department 34 - Forestry 1,982,878.00 .00 1,982,878.00 98,314.80 .00 412,419.17 1,570,458.83 21 309,417.58 Department 77 - Agricultural Station 4,000.00 .00 4,000.00 .00 .00 .00 4,000.00 0 .00 EXPENSE TOTALS $15,824,010.00 $0.00 $15,824,010.00 $1,084,784.51 $0.00 $3,681,526.78 $12,142,483.22 23%$3,662,964.62 Fund 100 - General Totals REVENUE TOTALS 15,824,010.00 10,000.00 15,834,010.00 1,073,604.60 .00 7,649,220.75 8,184,789.25 48%7,290,915.21 EXPENSE TOTALS 15,824,010.00 .00 15,824,010.00 1,084,784.51 .00 3,681,526.78 12,142,483.22 23%3,662,964.62 Fund 100 - General Totals $0.00 $10,000.00 $10,000.00 ($11,179.91)$0.00 $3,967,693.97 ($3,957,693.97)$3,627,950.59 Fund 235 - Human Services REVENUE Department 50 - Human Services 5,696,686.00 .00 5,696,686.00 352,717.56 .00 2,234,800.25 3,461,885.75 39 2,618,740.93 REVENUE TOTALS $5,696,686.00 $0.00 $5,696,686.00 $352,717.56 $0.00 $2,234,800.25 $3,461,885.75 39%$2,618,740.93 EXPENSE Department 00 - General Fund .00 .00 .00 140.53 .00 140.53 (140.53)+++624.64 Department 51 - Regional Crisis Initiative 59,400.00 .00 59,400.00 8,862.25 .00 17,671.49 41,728.51 30 17,710.00 Department 52 - AMSO 671,605.00 .00 671,605.00 51,031.74 .00 155,086.22 516,518.78 23 150,486.72 Department 53 - Family Services 2,792,171.00 .00 2,792,171.00 136,158.75 .00 255,554.38 2,536,616.62 9 344,519.90 Department 54 - Economic Support 412,404.00 .00 412,404.00 30,676.47 .00 87,096.80 325,307.20 21 102,357.58 Department 55 - Aging and Disabilities 757,502.00 .00 757,502.00 38,975.07 .00 113,057.01 644,444.99 15 105,582.06 Department 56 - GWAAR 766,028.00 .00 766,028.00 36,682.38 .00 99,821.89 666,206.11 13 135,548.31 Department 58 - ADRC-Bayfield Co 116,808.00 .00 116,808.00 9,399.96 .00 20,393.78 96,414.22 17 21,383.76 Department 59 - ADRC-North 120,768.00 .00 120,768.00 9,372.56 .00 26,802.07 93,965.93 22 53,341.65 EXPENSE TOTALS $5,696,686.00 $0.00 $5,696,686.00 $321,299.71 $0.00 $775,624.17 $4,921,061.83 14%$931,554.62 Fund 235 - Human Services Totals REVENUE TOTALS 5,696,686.00 .00 5,696,686.00 352,717.56 .00 2,234,800.25 3,461,885.75 39%2,618,740.93 Run by Paige Terry on 04/01/2021 01:51:52 PM Page 2 of 4 Financial Report Through 3/31/2021 Through 03/31/21 Prior Fiscal Year Activity Included Summary Listing Adopted Budget Amended Current Month YTD YTD Budget - YTD % Used/ Organization Budget Amendments Budget Transactions Encumbrances Transactions Transactions Rec'd Prior Year YTD EXPENSE TOTALS 5,696,686.00 .00 5,696,686.00 321,299.71 .00 775,624.17 4,921,061.83 14%931,554.62 Fund 235 - Human Services Totals $0.00 $0.00 $0.00 $31,417.85 $0.00 $1,459,176.08 ($1,459,176.08)$1,687,186.31 Fund 430 - Capital Projects Fund REVENUE Department 00 - General Fund .00 .00 .00 .00 .00 .00 .00 +++.00 Department 01 - County Board .00 .00 .00 .00 .00 .00 .00 +++.00 Department 13 - Land Records .00 .00 .00 .00 .00 .00 .00 +++.00 Department 14 - Court House .00 .00 .00 .00 .00 .00 .00 +++.00 Department 17 - Sheriff 1,500.00 .00 1,500.00 .00 .00 5,270.00 (3,770.00)351 .00 Department 18 - Emergency Management .00 .00 .00 .00 .00 .00 .00 +++.00 Department 22 - Fair .00 .00 .00 .00 .00 .00 .00 +++.00 Department 23 - Tourism .00 .00 .00 .00 .00 .00 .00 +++.00 Department 34 - Forestry 797,506.00 .00 797,506.00 .00 .00 .00 797,506.00 0 .00 Department 50 - Human Services .00 .00 .00 .00 .00 .00 .00 +++.00 Department 70 - Capital Projects 690,349.00 .00 690,349.00 .00 .00 .00 690,349.00 0 .00 Department 71 - Highway Dept .00 .00 .00 .00 .00 .00 .00 +++.00 REVENUE TOTALS $1,489,355.00 $0.00 $1,489,355.00 $0.00 $0.00 $5,270.00 $1,484,085.00 0%$0.00 EXPENSE Department 00 - General Fund .00 .00 .00 .00 .00 .00 .00 +++.00 Department 01 - County Board .00 .00 .00 .00 .00 .00 .00 +++.00 Department 02 - Clerk of Courts 5,000.00 .00 5,000.00 .00 .00 .00 5,000.00 0 .00 Department 04 - Criminal Justice 6,500.00 .00 6,500.00 .00 .00 .00 6,500.00 0 .00 Department 05 - Family Court Commissioner .00 .00 .00 .00 .00 .00 .00 +++.00 Department 06 - Coroner .00 .00 .00 .00 .00 .00 .00 +++.00 Department 07 - Administrator .00 .00 .00 .00 .00 .00 .00 +++.00 Department 08 - District Attorney .00 .00 .00 .00 .00 .00 .00 +++.00 Department 09 - Child Support .00 .00 .00 .00 .00 .00 .00 +++.00 Department 10 - County Clerk 350.00 .00 350.00 .00 .00 .00 350.00 0 .00 Department 11 - Elections .00 .00 .00 .00 .00 .00 .00 +++.00 Department 12 - Treasurer .00 .00 .00 .00 .00 .00 .00 +++.00 Department 13 - Land Records 72,434.00 .00 72,434.00 .00 .00 .00 72,434.00 0 .00 Department 14 - Court House 156,561.00 .00 156,561.00 3,186.14 .00 13,136.14 143,424.86 8 87,951.49 Department 15 - Register of Deeds .00 .00 .00 .00 .00 .00 .00 +++5,405.00 Department 17 - Sheriff 44,100.00 .00 44,100.00 150.00 .00 18,094.05 26,005.95 41 25,931.84 Department 18 - Emergency Management 40,000.00 .00 40,000.00 .00 .00 .00 40,000.00 0 .00 Department 19 - Veteran's Services .00 .00 .00 .00 .00 .00 .00 +++.00 Department 20 - Health 22,300.00 .00 22,300.00 .00 .00 .00 22,300.00 0 .00 Department 22 - Fair .00 .00 .00 .00 .00 .00 .00 +++.00 Department 23 - Tourism 80,000.00 .00 80,000.00 .00 .00 .00 80,000.00 0 .00 Department 25 - UW Extension .00 .00 .00 .00 .00 .00 .00 +++.00 Department 26 - Zoning .00 .00 .00 .00 .00 .00 .00 +++.00 Run by Paige Terry on 04/01/2021 01:51:52 PM Page 3 of 4 Financial Report Through 3/31/2021 Through 03/31/21 Prior Fiscal Year Activity Included Summary Listing Adopted Budget Amended Current Month YTD YTD Budget - YTD % Used/ Organization Budget Amendments Budget Transactions Encumbrances Transactions Transactions Rec'd Prior Year YTD Fund 430 - Capital Projects Fund EXPENSE Department 27 - Board of Adjustment .00 .00 .00 .00 .00 .00 .00 +++.00 Department 28 - Land Conservation .00 .00 .00 .00 .00 .00 .00 +++.00 Department 29 - Land Use Planning .00 .00 .00 .00 .00 .00 .00 +++.00 Department 30 - Wildlife Abatement .00 .00 .00 .00 .00 .00 .00 +++.00 Department 31 - Information Services 165,000.00 .00 165,000.00 .00 .00 41,377.49 123,622.51 25 .00 Department 34 - Forestry 837,750.00 .00 837,750.00 2,704.45 .00 2,704.45 835,045.55 0 .00 Department 52 - AMSO 59,360.00 .00 59,360.00 .00 .00 .00 59,360.00 0 21,969.75 Department 53 - Family Services .00 .00 .00 .00 .00 .00 .00 +++.00 Department 54 - Economic Support .00 .00 .00 .00 .00 .00 .00 +++.00 Department 55 - Aging and Disabilities .00 .00 .00 .00 .00 .00 .00 +++.00 Department 56 - GWAAR .00 .00 .00 .00 .00 .00 .00 +++.00 Department 70 - Capital Projects .00 .00 .00 .00 .00 .00 .00 +++.00 Department 71 - Highway Dept .00 .00 .00 .00 .00 .00 .00 +++.00 EXPENSE TOTALS $1,489,355.00 $0.00 $1,489,355.00 $6,040.59 $0.00 $75,312.13 $1,414,042.87 5%$141,258.08 Fund 430 - Capital Projects Fund Totals REVENUE TOTALS 1,489,355.00 .00 1,489,355.00 .00 .00 5,270.00 1,484,085.00 0%.00 EXPENSE TOTALS 1,489,355.00 .00 1,489,355.00 6,040.59 .00 75,312.13 1,414,042.87 5%141,258.08 Fund 430 - Capital Projects Fund Totals $0.00 $0.00 $0.00 ($6,040.59)$0.00 ($70,042.13)$70,042.13 ($141,258.08) Fund 710 - Highway REVENUE Department 71 - Highway Dept 7,031,348.00 .00 7,031,348.00 71,087.18 .00 4,041,076.80 2,990,271.20 57 4,232,482.99 REVENUE TOTALS $7,031,348.00 $0.00 $7,031,348.00 $71,087.18 $0.00 $4,041,076.80 $2,990,271.20 57%$4,232,482.99 EXPENSE Department 00 - General Fund .00 .00 .00 .00 .00 .00 .00 +++.00 Department 71 - Highway Dept 7,031,348.00 .00 7,031,348.00 184,293.10 .00 1,108,080.49 5,923,267.51 16 1,255,272.30 EXPENSE TOTALS $7,031,348.00 $0.00 $7,031,348.00 $184,293.10 $0.00 $1,108,080.49 $5,923,267.51 16%$1,255,272.30 Fund 710 - Highway Totals REVENUE TOTALS 7,031,348.00 .00 7,031,348.00 71,087.18 .00 4,041,076.80 2,990,271.20 57%4,232,482.99 EXPENSE TOTALS 7,031,348.00 .00 7,031,348.00 184,293.10 .00 1,108,080.49 5,923,267.51 16%1,255,272.30 Fund 710 - Highway Totals $0.00 $0.00 $0.00 ($113,205.92)$0.00 $2,932,996.31 ($2,932,996.31)$2,977,210.69 Grand Totals REVENUE TOTALS 30,041,399.00 10,000.00 30,051,399.00 1,497,409.34 .00 13,930,367.80 16,121,031.20 46%14,142,139.13 EXPENSE TOTALS 30,041,399.00 .00 30,041,399.00 1,596,417.91 .00 5,640,543.57 24,400,855.43 19%5,991,049.62 Grand Totals $0.00 $10,000.00 $10,000.00 ($99,008.57)$0.00 $8,289,824.23 ($8,279,824.23)$8,151,089.51 Run by Paige Terry on 04/01/2021 01:51:52 PM Page 4 of 4 Financial Report Through 3/31/2021 Through 03/31/21 Prior Fiscal Year Activity Included Summary Listing Beginning Balance Account 1/1/2021 January February March April May June July August September October November December Office $1,000.00 $1,000.00 $1,000.00 $1,000.00 No. 2 Account $100.00 $100.00 $100.00 $100.00 Bremer Checking $462,342.76 $443,484.19 $825,586.53 $836,808.09 Bremer Money Market $106,995.63 $2,357,025.19 $6,857,123.71 $4,607,251.11 H.R.A. / Flex Benefits $1,113,235.02 $1,227,872.24 $1,221,172.06 $1,195,285.85 Jail Assessment $19,165.89 $20,591.09 $21,868.86 $23,124.43 # 85.21 $99,542.17 $99,546.67 $99,550.90 $99,553.96 Credit Card Acct. (clerk)$1.00 $1.00 $1.00 $1.00 Credit Card Acct. (taxes)$1.00 $1.00 $1.00 $1.00 Co Rehab. Fund $140,871.93 $140,878.69 $140,884.67 $160,837.00 L.G.I.P.$3,029,681.19 $3,029,949.20 $3,030,187.71 $7,030,364.54 OTHER INVESTMENTS $14,650,000.00 $11,000,000.00 $11,000,000.00 $11,000,000.00 N.L. Debt Service Fund 380 $5,316.80 $450,359.04 $450,375.12 $449,786.94 N.L. Collateral Pledge (250K)$251,755.50 $251,766.89 $251,777.58 $251,785.30 N.L. Collateral Pledge (75.032K)$75,559.83 $75,563.25 $75,566.46 $75,568.78 Ending Monthly Balance $19,955,568.72 $19,098,138.45 $23,975,195.60 $25,731,468.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 2020 Balances $19,443,090.28 $22,440,538.97 $23,224,941.12 $23,271,363.35 $22,863,945.12 $22,550,175.73 $29,805,316.43 $20,462,753.76 $20,503,894.03 $22,285,170.65 $20,999,361.27 $19,955,568.72 2019 Balances $18,045,161.00 $21,832,798.83 $22,237,684.41 $21,925,528.67 $21,606,991.52 $22,128,650.41 $31,870,207.25 $21,522,039.97 $21,168,567.50 $21,412,514.44 $20,253,753.16 $19,452,296.18 2018 Balances $20,812,570.87 $23,499,888.91 $23,755,773.98 $23,519,738.72 $23,081,242.60 $22,900,248.27 $32,008,164.17 $22,203,243.28 $21,578,713.04 $21,324,769.20 $21,175,553.33 $16,874,631.86 2017 Balances $20,923,479.36 $24,882,039.31 $23,116,826.95 $22,990,456.96 $22,628,007.19 $23,528,937.74 $32,965,824.56 $23,697,897.80 $20,311,997.35 $19,979,973.63 $19,908,168.56 $19,187,234.41 2016 Balances $19,614,812.17 $22,687,249.11 $23,710,009.04 $22,854,702.81 $22,938,784.63 $23,125,197.77 $32,235,685.99 $23,825,526.13 $21,521,323.85 $21,550,842.27 $21,050,046.46 $20,077,235.25 2015 Balances $17,667,630.09 $21,186,444.09 $22,263,556.87 $21,030,287.90 $20,901,022.81 $20,768,338.22 $33,140,667.23 $20,567,555.45 $20,979,539.97 $19,538,852.72 $19,732,588.28 $19,558,422.50 $200,000.00 Invest. Agreement $200,000.00 $200,000.00 $200,000.00 $200,000.00 (I.R. Incubator Bldg.-June 2003) $240,019.64 World Class Loan $85,493.07 $84,943.51 $84,322.57 $83,699.25 (Bayfield- Nov. 2009) $500,000.00 Loan to Northern $405,145.25 $397,128.49 $389,094.29 $381,042.62Lights (November 2019) Totals $690,638.32 $682,072.00 $673,416.86 $664,741.87 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 County Loans (Short Term Loans)-$1,650,000.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 TREASURER'S REPORT 2021 End Of Month Account Balances 2021 Notes / Agreements - (Principal Balance)