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HomeMy WebLinkAboutExecutive Committee - Agenda - 7/14/2022K:\Executive Committee\2022 EXECUTIVE COMMITTEE\07 July 14 2022\Exec Comm Notice Agenda 2022-07-14.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 Jeremy Oswald, Vice-Chair *** AGENDA *** Dear Committee Members: This letter is written to inform you of the Bayfield County Executive Committee Meeting scheduled for 4:00pm Thursday, July 14, 2022 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 join by entering a meeting ID Meeting ID: 262 961 711 825 Passcode: NwT5aU Or call in (audio only) +1 715-318-2087,,932752081# United States, Eau Claire Phone Conference ID: 932 752 081# 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. K:\Executive Committee\2022 EXECUTIVE COMMITTEE\07 July 14 2022\Exec Comm Notice Agenda 2022-07-14.doc 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. 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) Approval of Minutes of June 9, 2022 3) Public Comment, 3 minutes 4) Discussion and Possible Action, Northwoods Resort Presentation, Jim Kelley, James Bolen 5) Mason Area Ambulance Building Funding Request, Joe Schick, Dan Vaillancourt 6) Discussion and Possible Action regarding 40-unit Residential Housing RFP Release on 10- acre parcel adjacent to Nursing Home, City of Washburn 7) Discussion and Possible Action Regarding Opioid Settlement Funds 8) Discussion and Possible Action, Clean Water Referendum 9) Discussion and Possible Action Regarding Courthouse Unleaded Gas Pump Pedestal and Software Upgrade 10) Budget 2023 Review Topics 11) Reports: a. ARPA Project Review b. Sales Tax Chart, Revenues still strong c. Financial Report, end of June 2022 d. Treasurer’s Report, end of June 2022 e. Comprehensive Planning Meeting, July 20 f. EMS Advisory Committee Update 12) Next Meeting a) Next meeting date, proposed change to Thursday, July 28 b) September meeting, propose to move to September 22, 2022 K:\Executive Committee\2022 EXECUTIVE COMMITTEE\07 July 14 2022\Exec Comm Notice Agenda 2022-07-14.doc 13) Adjourn EXECUTIVE COMMITTEE NARRATIVE, JULY 2022 Item 5: Jim Kelley and James Bolen will provide an update on the Northwoods Resort Project. They may also make a request for earnest money funds ($50k). Attached in the packet are four documents they shared about recent land acquisitions. BCEDC will meet to consider this on Monday of this coming week. If approved no action by Executive is required. The Intro letter from Cole in the packet summarizes the documents attached. Also please find a letter from Linda Coleman, representing Northwoods Resort attached. Item 6. Attached is a letter from Joe Schick with Mason Ambulance requesting financial assistance from Bayfield County for an ambulance facility expansion. Dan Vaillancourt has contacted the county several times as well regarding this. Their original request was for ARPA dollars. Bayfield County has expended all of ours ARPA funding. We have connected the town with some other potential sources of funding also. Item 7. Bayfield County owns 10 acres of land adjacent to the Nursing Home. The Nursing home recently completed a Needs Assessment. The County was waiting on that prior to proceeding with potential development of the site for housing. The City of Washburn has expressed interest in the site for housing development to help address current shortages. I am working on a draft RFP and will place it in the dropbox once complete. The importance of getting this out now is that tax credits are applied for by developers in December, providing adequate time to do this is important so that developers can prepare and submit applications by then. Otherwise Item 8. Bayfield County is scheduled to receive $348,803 of the $281 million distributed to Wisconsin local units of government to be used for approved uses as listed in Appendix E Attached. WCA is asking for feedback on how counties wish to proceed as it relates to fund distribution. Two options are proposed. 1. Up front, lump sum payment: Approximately 60% of total 2. Or annual payments over approximately 18 years totaling $348k. The Health and Human Services committees have discussed this topic and feel that an annual allotment would be good to keep regular focus on this issue. These department notes are attached here. The term “securitization” is being used regarding this concept as 18 years is a long time and there is a chance funds might not be available down the road. Below, attached please find a variety of information. The County could use either method to schedule annual payments if we wish. The lump sum could be distributed over a number of years, or the annual payments could be used incrementally as well. A webinar on this is being offered by WCA on Monday, July 11. Please see the highlighted link and registration below. Opioid Settlement Resources: • Informational webinar through WCA: Monday, July 11, 1pm, Webinar Registration - Zoom • $166 million to local governments state wide. Bayfield County: $ • PMA Securitization Summary: f30cc01a-5fa5-40c3-aa17-761927c91d7c.pdf (constantcontact.com) • County Specific breakdown: Opioid-Settlements_Wisconsin_Example-Cash- Flows_updated-2022-06-30_All-87.pdf (wicounties.org) Item 9. Attached is a Clean Water Referendum being proposed for the November 8 election. This is an advisory referendum the intent of which is to share how important clean water is to the entire state and urge bi partisan action to protect and restore waters. Item 10. Bayfield County has a 10,000 gallon underground fuel tank at the courthouse. This is used for courthouse fleet and sheriff vehicles. The pedestal base used for controlling gasoline disbursement is old and failing. We have contacted multiple providers and have settled on the current provider used by the Highway Department, Walts Petroleum Service, Inc. The cost of the replacement is $22,376.89 and includes materials, labor, software and complete installation including electrical. In evaluating this Craig, Lynn, Jeran, Dag and I considered a number of factors including current old technology dependent on a functioning dot matrix printer in the basement necessary to clean the memory, intermittent failures of the current system and overall physical deterioration of the existing setup. We also considered the future of gas located at the courthouse and the need in the next decade to replace the existing underground tank. As an emergency service provider having quick (no lines) and reliable access to fuel is important for both the county and potentially municipalities in the event of a shortage or long-term power outage impacting area fuel vendors. Item 11: Budget 2023 is underway. Departments will submit final budgets by August 18. Here are several topics under review on for county board and county admin departments and budgets we oversee. General Accounts: • Considering bidding out Workers Comp Insurance: This has the potential to have all county insurances with Wisconsin Counties Association providers. A 5% discount on liability coverage ($7k) would be awarded if we were to do this. Workers’ comp is based on set fees, but the risk management services are the major differences. We are planning meetings to discuss their processes and procedures regarding case management. • Including $30,000 for grant consulting in 2023 • Increasing County Highway Department Work for County to address additional county department projects, ie: forestry roads, etc. • County Bridge Aid: Move to Highway Department • Northern Great Lakes Visitor Center: Currently funded at $9k, if we can’t use the facility, would this change? County Board Department: • Youth Local Government Scholarship: Noone applied in 2022. Should we move to a guaranteed award if you apply? Ie: $2000, 10 applicants, each receives $200. Max of $500. • Superior Days: Increase contribution level, currently $1500, change to $5000? • County Admin Department: • No major changes proposed besides wage and 40-hour payroll changes Business Park: • Potential new business locates after Xcel leaves staging site Copy Fund: No major changes Fleet Fund: • Gas Fuel Pump upgrade • CNG Compressor upgrade Animal Control: • Increase in animal control response expenses as part of a new three-year contract, 2023- 2025 Item 12: • ARPA projects moving ahead. We are updating this chart now, 0 funds left. Will review status of the various projects. • Sales Tax, up 8.8% for the year in comparison with last year, $60k • June Financial and Treasurer Report review o General fund at 50% o HS: 37% o Highway: 26% o Treasurer: $31.1 million, up from $26.7 last year, includes second traunch of ARPA. • The first comprehensive planning meeting is scheduled for 10am on July 20. Northwest Regional Planning will help lead the session. • At the last Board meeting the EMS Advisory Committee received and placed on file the Committee report. One of the topics of discussion was the topic of levy limit authority as it relates to “county wide EMS”. There is an exemption in the state law allowing counties to exceed the levy limit for “countywide” EMS. The County has no expertise nor interest ( I believe) in running EMS. If however we could help EMS agencies secure some additional funding to ensure they are both stable and self sufficient that may be something to explore. In order to become a “countywide” service we must be approved by DHS who forwards the recommendation / authorization to the Department of Revenue. We are exploring this now. Last week Meagan shared the concept with the EMS Council to ensure there was basic understanding and transparency. 1 Minutes of the Bayfield County Executive Committee Meeting 4:00pm, June 9, 2022 Meeting was held Remotely through Microsoft Teams and in person in the Bayfield County Board Room, Washburn, WI Members Present: Jeff Silbert, Dennis Pocernich, Fred Strand, Brett Rondeau, Mary Dougherty, Jeremy Oswald Members Excused: Others Present: Mark Abeles-Allison-County Administrator, Kristine Kavajecz-Human Resources, Meagan Quaderer-Emergency Management Director, Mary Pardee-UW Extension, Ian Meeker-UW Extension, Marty Milanowski, Sara Wartman-Public Health Director, Madelaine Rekemeyer Called to order at 4:00 by Chairman Rondeau. Public Comment: None Received Approval of Minutes of May 12, 2022: Motion Silbert, Oswald to approve minutes of the May 12, 2022 Executive Committee meeting. Motion Carried (6-0) 4-H Recreation Staging Building Plan: Abeles-Allison explained that this is a follow up to the discussion from the last meeting. An estimate of approximately $160,000 was provided for a new structure in place of the current facility that was previously used by the VFW. Ian Meeker thanked the committee for access to the existing building. Meeker provided an overview of what the facility is being used for. Various comments were shared supporting programming for youth and the best use of the property and facility. Motion Silbert, Strand to authorize repairs to the existing building doorway not to exceed $3,000. Discussion about the desire to build a coalition for expanding youth programming. Motion Carried (5-1) Pocernich stated that he supports youth programming, but does not support improvements to this building. Consensus of the committee is to discuss the Contingency Fund Expenditure Agenda Item. Contingency Fund Expenditures: Quaderer explained a proposal to purchase a mass notification system/subscription. The proposal has been discussed by the Sheriff’s Committee. The proposal is to utilize Genasys at an estimated cost of $3.361 with a recurring cost of approximately $3,000 per 2 year. Quaderer has spoken with Highway, Sheriff, and Health Departments to gauge the need for this type of system. Motion Oswald, Dougherty to allocate $3,361 from contingency for a mass notification system. Motion Carried (6-0) Wartman discussed the Health Infrastructure grant program. 6 of 13 requests were able to be funded for 2022. A request is being made for an additional $20,000 of funding for four additional project requests. The four projects would be able to leverage the county’s $20,000 of funding for an additional $353,000 of funds from other non-county sources. The projects were reviewed briefly. Motion Silbert, Dougherty to allocate an additional $20,000 for the Health Infrastructure Grant programs. Motion Carried (6-0) Abeles-Allison provided information supporting a request for one-time funding for the EverGrow Learning Center. The center has experienced significant funding challenges as a result of the pandemic. Several other entities are also being asked to provide temporary support for this endeavor. Motion Dougherty, Pocernich to allocate a one-time appropriation of $30,000 to the EverGrow Learning Center. Discussion regarding other requests that could be made and also a concern regarding the dollar figure included in the motion. Motion Oswald, Strand to amend the motion to be a $20,000 allocation rather than a $30,000 allocation. Question was asked if a roll call vote is required. These are budgeted funds (contingency), which do not require roll-call vote. The committee voted on the amended motion. Motion Carried (4-2) (Pocernich and Dougherty opposed) The committee voted on the original motion as amended. Motion Carried (5-1) Town of Cable Triangle Quit Claim Deed: Motion Strand, Dougherty to authorize a quit-claim deed to the Town of Cable for the parcel identified. Motion Carried (6-0) Superior Days 2023: Abeles-Allison explained that Douglas County has expressed some concern that they are paying a disproportionate share of costs toward this event. Bayfield County has contributed approximately $1500 per year toward the organizing of this event. 3 Budget Planning Session, Survey review and general discussion for the 2023 budget: Results of the 2023 budget survey were reviewed. Reports: a. Financial Report, end of May 2022: The full report was provided in the meeting packet. Revenues are down about $100,000 from 2021. Expenditures are on target for this time of year. Human Services is down slightly on revenue and expenses from this time last year. Highway Department is up slightly on revenues and down slightly from this time last year. Across the board, revenues are up about $600,000 and expenses up about $800,000 over this time last year. b. Treasurer’s Report, end of May 2022: Report was provided in the meeting packet. Oswald announced that a Jail Tour will be conducted at 5pm on June 20th. Board Supervisors are invited to attend. Motion Pocernich, Dougherty to receive the financial reports and place them on file. Motion Carried (6-0) Abeles-Allison reported on discussions regarding the UW Extension Housing Committee. Meeting Adjourned at 5:30 pm. Hello board members, I am sending you documentation pertaining to a request for temporary funding from BCEDC. The meeting agenda and other attachments will be sent out later on this. Because of the nature of this request, I wanted to provide you with information about this particular request so that you would have ample time to review. Please read and review all documents as this is an action item to be voted on Monday July 11th. To provide a brief summary: The Resorts of the Northwoods (RNW)- James Bolen and Jim Kelly - is requesting $50,000 to help cover their earnest money expenses in the purchase of the Telemark Golf Course property. If approved by the BCEDC board, this funding will go into an escrow account held by the title company. If the sale were not to close, all funds would be returned. (There is an attached letter by Attorney Coleman explaining this situation.) They have proposed a repayment date of August 31st, 2022. Attached for your review you will find: - RNW request summary page - Full project document provided for BCEDC Board review - Letter from Linda Coleman, attorney - Spears, Carlson, & Coleman in Washburn, WI - Signed sales agreement between RNW and Titus Family (Telemark Golf Course owners) As you know this is a very large project that I have been assisting with. SBDC, NWRPC, and BCEDC have spent countless hours discussing the project, options, and impact to the area. This project would have a major impact on our county along with the surrounding areas. Their overall project will not only bring additional visitors to Bayfield County, their vision may also help with the limited housing supply crisis we are facing. It is a very good opportunity for BCEDC to assist in a project and show additional value to the county board without having a revolving loan fund to operate/control. We do tremendous amounts of work helping to assist businesses in our county and a majority of them are small businesses. We may not have many opportunities for large scale development and this could be a great opportunity for our area. Some questions that I personally had which others may also have are: Why doesn't the county provide the funding? It took a very long time for the Titus family to produce a clear title due to previous titling during the original purchase. Now that the title has been cleared they were able to execute the sales agreement and move forward with the sale. They found that the county would not be able to produce the funds in a timely manner as the earnest money is due on 7/15/2022 and the full county board does not meet until the end of July.(I believe the 28th) It was suggested by Mark AA and Brett Rondeau that RNW ask BCEDC if we would be able to assist them considering it is a major economic development project for the county. What effect will this have on our 501c6 status and our financials? I did touch base with Ritch Setzke from Maitland, Singlar, VanVlack and he indicated that the short term loan funding would not affect our 501c6 status. We would only need to create a new line item in our statements. Do we even have the money? We would have the amount requested in reserves located in our savings account. The beginning of 2022 showed a net asset of $99,623 with the anticipation of using $10,000 of those assets toward our 2022 budget as the county did not fulfill our full budget request. This provides us with a remaining balance of $89,623 in reserves in 2022. What does BCEDC get out of the deal for taking the risk? I have spoken with Ken Pearson at NWRPC to a great extent about this situation. I asked about interest fees and it was suggested that there be an administrative fee included into the documents. This will produce a guaranteed income on the loan and we won't have to calculate the days that the loan is out. That fee can be up to the boards discretion but a 10% fee isn't far out of line due to the nature of the timeline of the request. Does this mean we are starting a revolving loan fund that we have to produce for everyone? NO. This is a special circumstance with the repayment being very short term. It is less than a 60 day window so it will not effect our taxes/finances as it will be a quick turnaround. The money will be dispersed and returned within the same quarter so it will have no ill effect and not require special financial duties or auditing. We have no obligation to provide this opportunity to other business ventures in the future. Later on this week, I will be attempting to reach individuals to discuss the matter since this is outside of any normal requests BCEDC has received in the recent past. If you have free time and would like to call me instead of waiting for me to call you, please do so, and I will hopefully be able to talk with you then. You can call me at 715-685-1210. Thank you, Cole Rabska Executive Director Bayfield County Economic Development Corporation PO Box 704 Washburn, WI 54891 Email: info@bayfieldcountyedc.com Phone: 715-685-1210 www.bayfieldcountyedc.com Resorts of the Northwoods, LLC SUMMARY AND REQUEST • The RNW project is the largest, most coordinated, and feasible development located in Bayfield County on the former 495 acre Telemark Golf Course property • The RNW project is poised to raise Bayfield County and the region to its rightful place as one of the top tourism and recreation destinations in the county. • RNW has put in over two-years of due diligence and legal agreements to free up the land, ensure clear titles, and build its existing general partnership structures o Without a clear title to the former Telemark Golf Course property, no general partner would agree to the purchase or to inject capital into the development o Having a clear title is the reason for the project’s acceleration to a signed purchase agreement—something that has never been accomplished until now o Where other developments have failed, RNW has been able to successfully navigate the title issues that have long plagued the Telemark area and built a strong partnership with ABSF and adjacent landowners along the way o RNW is the best suited, strongest vetted, and strategically sound company to take interest in this portion of Bayfield County • With all the development near Cable regarding silent sports, recreational activities, and outdoor interest, RNW is the centrally located and operated entity that will market and deliver on all the expectations sophisticated travelers have toward this part of the nation and world • The partnership between the ABSF and RNW will only magnify the areas ability to become the economic and tourism generator for Bayfield County and the surrounding region • Cable and the surrounding area in general have been a growing small business economic force within the last five-years, including adding a coffee shop, high end eateries, and an emerging Main Street—RNW will be the capstone project that will enhance all the local efforts in the community and strengthen the economic base for the local small businesses • A TIF district has already been approved by the State which includes the identified property • Resorts of the Northwoods, LLC (RNW) is seeking from the Bayfield County Economic Development Corporation (BCEDC) a fully refundable, repaid at closing earnest money injection of $50,000 to secure the greater property purchase by the general partners and RNW principal owners in Cable Wisconsin from the current ownership, the Titus family • The purchase agreement for the property was signed on June 28, 2022, with the expectation the earnest money is in place at the title company by July 15, 2022 • This money would only be tied up until the closing which is scheduled for August 31, 2022. (approximately 6 weeks) • The general partners who will devote the largest share if injections to finance the multi- million-dollar development (up to $110 million over the next two years) have requested the local community and the RNW ownership to participate in the project before the general partner monies are contributed Resorts of the Northwoods, LLC • The RNW principals of James Bolen and Jim Kelly will have injected $398,700 since the beginning stages of planning through closing • The general partners working on this project have a required expectation that local communities (economic development, local units of government, county government) invest in their projects, as is standard in many nationally known developments of this scale • The $50,000 of earnest money sought from the BCEDC in a risk mitigated injection with assured return to show the general partners the local community involvement and interest To learn more about the Resorts of the Northwoods project visit: www.resortsofthenorthwoods.com Further detailed request documentation to follow. Resorts of the Northwoods, LLC 1 PROJECT REQUEST AND CAPITALIZATION STRATEGY SUMMARY WWW.RESORTSOFTHENORTHWOODS.COM Click through to learn more about our premier resort complex • Resort of the Northwoods, LLC (RNW) is seeking from the Bayfield County Economic Development Corporation (BCEDC) a fully refundable, repaid at closing earnest money injection of $50,000 to secure the greater property purchase in Cable Wisconsin by RNW principal owners which will then bring in the general partners funding at closing. • The general partners, who will fund the multi-million-dollar development, (up to $110 million over the next two years) have requested the local community and the RNW ownership to participate in the project before the general partner monies are contributed • The general partners working on this project have a required expectation that local communities (economic development, local units of government, county government) invest in their projects, as is standard in many nationally known developments of this scale • The purchase agreement for the property was signed on June 28, 2022, with the expectation the earnest money is in place at the title company by July 15, 2022 • The $50,000 of earnest money sought from the BCEDC in a risk mitigated injection with assured return to show the general partners the local community involvement and interest • This money would only be tied up until the closing which is scheduled for August 31, 2022. (Approximately 6 weeks) • The RNW principals will have injected $398,700 since the beginning stages of planning through closing. o Includes Attorney Fees, Surveys, Soil Samplings, Architectural Drawings, Phase 1 Study $42,000 o Taxes, Security, Insurance, Pace Application Fee $23,700 o Admin. Costs & Travel Expenses $33,000 o Operating Capital that includes: Printing, Website Costs, Office Supplies, Memberships, Development Costs and Staffing $300,000 • The Phase 1 portion of the overall project is estimated to become a $25 million plus annual revenue property within the next five years when broken down between the resorts, stand- alone restaurant and resort rental villas. Phase 2 will deliver addition revenue and will include upscale residential properties, vacation homes, additional villas, condominiums and workforce housing, plus a corporate training center campus, Activity Center and festival grounds. • Sometime after closing the State of Wisconsin is allocating resources to inject into the project during the development and construction phases. Resorts of the Northwoods, LLC 2 • A TIF district has already been approved by the State which includes the identified property • The Principles are committed to an eco-friendly resort development and therefore have already secured initial approval for 16 million dollars in PACE funding to be made available after closing. EXPECTED IMPACTS AND OUTCOMES FROM PROPERTY PURCHASE • During the pre-opening, construction phase the expected economic impact is $106,068,015. This figure includes construction costs estimates and is based on the conclusions of Hotel R&D, WhiteStar Advisors and the Entrepreneur Fund. • This includes $16,120,000 in lodging and local spending from construction workers • A significant portion of the 61 million dollar construction budget will be infused into several local businesses such as Todd’s Redimix, Cable Lumber and Home, Omar Nelson Electric, Andry Rasmussen and Sons, Mark Rasmussen Excavating, Bayfield Electric, Norvado and several others. • The immediate impact upon the area will be revitalizing an available but non-performing asset to full capacity, occupancy, and earnings for the region • Re-purposing the former Telemark Golf Course Property will result in more jobs and increases in room tax, sales tax, liquor tax, property tax and valuation, and other government revenue generating fees and resources. • The total tax increase for the first full year of operations is estimated to be $3,290,753. • RNW is expected to spend nearly $5.5 million dollars annually with other local vendors for supplies, food and beverages as well as purveyors of locally sourced meats, cheeses, fish, wines and micro-brews as part of its garden to table program. • The project will leverage existing tourism dollars with a comprehensive marketing campaign that captures all of the great amenities (culture, cuisine, silent and motorized recreational sports) under one flagship brand, resulting in a variety of socioeconomic visitors and tourists from a diverse background of experiences (which will enrich the area demographically and culturally) • In addition to their higher end residences and vacation homes RNW’s 300 acre housing development addresses the areas housing shortage by building moderate, market rate housing that includes both individual residences and condo’s and abundant workforce housing. There is also an additional 100 acres dedicated for housing in Phase 2 for a total of 400 acres available for home development. • If you are looking for additional State and Federal investment in our region the increased demand for the properties will enhance and encourage infrastructure improvement for the area by increasing usage data for roads, broadband and transportation companies. Resorts of the Northwoods, LLC 3 RESORT OF THE NORTHWOODS BACKGROUND AND DEVELOPMENT PLAN • Resort of the Northwoods, LLC (RNW) Bayfield County project is a moderate to higher- end lodging, hospitality and residential complex committed to developing 250 individual resort room accommodations within the next two years on the former Telemark Golf Course Property • One resort will include a family-style hotel and resort rental villas. The second is a luxury resort comprised of individual villas and guest rooms. RNW hopes to have a majority of the units completed in time for the 2024 Cross Country Skiing World Cup. Strengths: The Resorts of the Northwoods, LLC’s Bayfield County project’s ultimate goal is to revitalize an available but underperforming asset to full capacity and occupancy building upon the tourism industry of Bayfield County Principals have a strong marketing background and understanding of how the overall properties should execute a comprehensive marketing approach to all the amenities of Northern Wisconsin. With an immediately available property that fits the overall Resort of the Northwood’s Phased Expansion, the former Telemark Golf Course property allows the further expansion of the corporate vision A return analysis was conducted by Miranda Kischel of the Entrepreneur Fund, in conformity with the Professional Standards of the National Association of Certified Valuators and Analysts (NACVA), and shows it is a sound investment with a compounded annual return of 18.75% after five-years. Resorts of the Northwoods, LLC 4 PROPERTY OPERATIONAL ANALYSIS: • The Resorts of the Northwoods property of resorts, lodging and hospitality centers consists of 495 acres o RNW anticipates 100 acres will be utilized for the hotels, restaurant and beach walk in pool o This map denotes roughly 160 acres for housing development o Approximately 235 acres will be dedicated RNW strolling paths, gardens and activities like horseback riding, trout ponds, snow tubing, tennis & pickle ball courts, ice skating ponds and festival grounds and destination wedding sites • Area shaded in blue identified for housing development are due to their proximity to bike, ski and hiking trails • Additional villa, condo, private and vacation home sites will be dispersed throughout those locations as well as others deemed desirable by the housing developer • Resorts of the Northwoods property carries a direct connection to the Birkie trailhead, current liquor license, banquet facility and space for multi-faceted housing developments to bring in greater revenue potential and value to the property’s operation • The family friendly lodging will be the ‘experiential base camp’ to connect guests with all of the outdoor adventure opportunities that unfold in the natural beauty of the 495 acre resort, as well as what the region has to offer • The complex will be positioned for families and sport participants in a more moderate price range Resorts of the Northwoods, LLC 5 • It will also be available for small to medium size conferences, which is currently lacking in the area • RNW will be creating a housing development on the former Telemark Golf Course Property that will include upscale private homes, vacation homes, condominiums, and at an applicable distance, workforce housing • Latest census data shows that the area population has increased faster than housing construction — Bayfield Co. growing by 8.1% • Regional study by UW-River Falls shows need for additional 809 owner occupied homes and 537 rental units in addition to high demand second homes • According to Wisconsin Realtors Association, home sales in Northern Wisconsin were up 27.7% in 2021—the largest regional increase in Wisconsin It would be very hard to find such a location in the United States with the attributes of the land upon which the project is to the built. From trout streams, golf fairways, waterfront, championship caliper cross-country ski trails and a vast network of hiking and bike trails plus the benefits of World Class Resort facilities and culinary experiences will create a completely new Community from the ground up. PHASE 1 PROJECT COSTS Resorts of the Northwoods, LLC 6 • Information contained in the development budget is based on current data collected from the U.S Hotel Development Cost Survey 2020 and Hospitality Valuation Services(HVS), with consideration for the Northern Wisconsin contruction market provided by RSMeans. • Additional construction costs were collected by WhiteStar Advisors from Marshal and Swift. Contruction materials contingency funds in the development budget are offered by the Midwest Directors of Development from both Hilton and Marriott Hotels’ Corporations from current projects. • Development of the Resorts of the Northwoods LLC project contains data from actual development budgets for similar size and class franchised hotels in Wisconsin and Minnesota. • RNW will be using strong partnerships with additional vetted and enlisted developers, consultants and local government. MARKET SUMMARY • Total population within strategic feeder markets- 450-mile radius: 34,353,090 • This market delivers annual overnight expenditures of 4.88 Billion (USD). 77% of that is spent on lodging, restaurant/food and recreation. • In the same metro and state region, the following numbers represent the number of enthusiasts in each activity: Outdoor recreation in general: 1,828,933 Health and fitness activities: 1,796,790 Cooking and wine: 1,812,285 Travel: 1,696,319 • The region appeals to their high end sporting sophistication, their love of great, fresh dining experiences and a place to get away and leave all of their urban anxiety behind • According to Tourism Economics; Lodging sales have increased at a faster rate than overall taxable sales in Wisconsin. Spending on both lodging and food & beverage have made up more than half of all visitor spending growth in the state since 2014 • According to the Bureau of Economic Analysis Wisconsin’s outdoor recreation economy is growing faster than the overall state economy: • Between 2012 and 2017, GDP from outdoor recreation grew by 12% while overall state GDP grew by 7% • December 2021 housing study by University of Wisconsin Extension found Bayfield County is a national well-known tourism destination ‘hot spot’ for concentrated recreational housing (40- 84.8% of homes are seasonal or recrational units) Resorts of the Northwoods, LLC 7 RESOURCE AND CONSULTANT PARTNERSHIPS RNW has recruited the best resources and consultants in their respective industries The RNW partnerships have all vetted the project, delivered valuable input, and the efforts have resulted in the conceptual design and modeling as presented within this document Local economic development team members include: Cole Rabska-Director-BECDC, Mark Abeles-Allison-Administrator-Bayfield County, Ken Pearson-Business Development Specialist-NWRPC and Andy Donahue-UW Superior Small Business Development Center. • The Entrepreneurial Fund’s Miranda Kischel, Business Developer, has provided the expertise needed to develop the evolving Business Valuation and Projected Return Reports that have been critical in engaging and securing the existing general partners for the major capital injections. Her calculations show this project to be a sound, profitable venture well into the future. • BuildCore has been selected as the development and construction management company. Their experience in construction management offers innovative ideas through performance- driven leadership that delivers real-world, cost-effective solutions and strategic initiatives • Leo A Daly is the Resort Community Design Architecture firm and is recognized as one of the top 10 resort architects in the world. Their diverse portfolio includes world-class projects in more than 87 countries, all 50 US states, and the District of Columbia • HOTEL R&D was selected to develop the initial and ongoing pro-forma and feasibility studies that have spurred the continued interest from partners and resource providers • Whitestar Advisors’ CEO, President and Founder, Jim Bishop has over 40 years of real estate investing and lending experience. Prior to founding WhiteStar, Jim served as a senior officer at a major New York investment banking firm, where he was responsible for the financing and development of real estate, energy and infrastructure projects that included major resort and hotel developments. Jim is currently involved in building the tallest multi- use building along the Milwaukee waterfront. • Spears, Carlson, Coleman S.C. and Attorney Linda Coleman is RNW’s legal counsel • Diaz & Cooper Advertising and Omi Diaz is the electronic marketing firm of RNW digital Intellectual Property. Diaz & Cooper is known for on-target creative and digital strategy, growth driven web development, and personalized customer service • Chris Frasch with CF Webservices oversees RNW’s website and online presence • Alice Marshall Public Relations and founder Alice Marshall has been identified as the public relations consultant for RNW. Alice Marshall Public Relations is an authority on international luxury hotels and goods for over 20 years and is adept at identifying trends and are dedicated to reporting clients’ news in a carefully crafted, nuanced way • The American Birkebeiner Ski Foundation has been an immeasurable and willing partner with RNW. Our partnership includes RNW donating the Korteloppet Trail to the Birkie, working collaboratively to clean up land issues related to the Telemark area, future trail development throughout the RNW property to create ski-in ski-out, bike-in, bike-out opportunities, a partnership on the upcoming 2024 World Cup and collaboration on future sporting events. OPIOID FEEDBACK HEALTH Hi Mark, As you know, Public Health is about prevention-based programming. In general, we try to prevent problems from happening or occurring through implementing educational programs, recommending policies, administering services and conducting research. This contrasts with other sectors including clinical care or emergency care that typically focuses on treating individuals after they become sick or injured. There is a lot of research out there and studies showing that investment in prevention-based programs have a higher Return on Investment (ROI) in comparison to secondary or tertiary-based programs that respond after there’s already an initial problem. I have voiced at our Board of Health meeting in June that I feel that the opioid settlement funds would have the best ROI for Bayfield County citizens if it were to be invested in these upstream, public health based programs. I realize we are all looking for our departments at how we might use these funds. I don’t want to create competition for use of these funds within each department and sort of “pit” one department against another. However, I feel strongly that these funds would be best used in an approach that considers education and programming with youth that helps to prevent opioid or other drug use before it ever happens and addiction/dependency occurs. Or, to invest in youth-based initiatives that help keep children socially-connected so they have more resiliency in their lives and to help provide more protective factors that help prevent drug use and addiction in the first place. The following are areas from Exhibit E that our Health Department is already doing or could build upon using funding from the opioid settlement: 1. Narcan Direct Program a. We already are providing training to different community groups including law enforcement, schools, social workers, families of those with addiction, persons in recovery, and more. b. We have no funding to provide this program currently - we are using County Tax Levy. The Narcan comes free to us for distribution from state/federal funds. 2. Provide Education to School-based and youth-focused programs that discourage or prevent misuse a. We do this in several ways currently – through providing training and curriculum to school staff regarding AODA (SAMSHA approved, evidence-based). We also do the Hidden In Plain Site displays and demos for community members, parents, school teachers, etc. b. We have no funding specifically earmarked to pay for this training, education or staff time in schools. (We do get grant funding to purchase the curriculum/books and the backpack display, bedroom display, etc.) We use County Tax Levy currently for this work. c. If we had additional funding, we could expand on this programming by increasing staff time invested in these activities. There is a great need. 3. We currently work with pregnant and postpartum women through our PNCC and MCH programs. Included in these visits we try to address any drug addiction issues. a. We currently do not offer SBIRT services, but could do so in the future. b. We currently visit postpartum women for up to 2 months postpartum. This opioid settlement funding could allow us to expand services for up to 12 months postpartum. c. Public Health could look at partnering with other departments such as Criminal Justice or Human Services Department to help with comprehensive wrap-around services for persons with OUD to refer these clients for assistance in obtaining housing, transportation, job placement, childcare, etc. 4. We currently assess babies for Neonatal Abstinence Syndrome (NAS) when applicable at MCH postpartum visits. a. We do not receive any additional funds for doing NAS assessments, but typically if we find a positive screening (meaning the infant is going through withdrawals) we are obligated as nurses/healthcare staff to follow-up with a positive screening. Follow-up beyond the normal time of a home visit is not covered by our grants. We use County Tax Levy for this additional work time. b. Partnership with Human Services on these cases is really critical. Making sure families have the resources and supports that they need during this time is important to the overall wellbeing of the infant. We could use this funding to expand our programming coordinating between Human Services and Public Health. 5. We typically do outreach and media campaigns on drug use in partnership with the Sheriff’s Office about once every two or three years. It’s been some time since we have done a huge media campaign. Funds could be used to do additional or more frequent campaigns including radio, billboard and Facebook ads. Funding for previous media campaigns are/were largely dependent upon state and local grant funding. There’s no funding for this in our Public Health general budget. We do get creative with our Prevention (PHHS) grant, since our Community Health Assessment (CHA) and Community Health Improvement Plan (CHIP) are always AODA/MH at the top of the list. We are allowed to use some prevention funds on advertising/media campaigns but it’s usually eaten up by staff time for the other AODA work. a. kNOw meth b. Real Cost c. Have You Had Enough? 6. We are responsible to make sure that there are sufficient Drug Takeback Days for Bayfield County. a. We partner with Sheriff’s Office to coordinate these events – typically twice per year. b. We get a lump sum amount of $1,000 per drug takeback event and we split the money with Sheriff’s Office, who staffs the event. We advertise and promote the event. This money comes from Marshfield Clinic system. c. There’s no funding for our staff to manage the drop-offs of medications that comes throughout the rest of the year (ex. on non-take back days, when someone has a loved one who passes and they need to get rid of their unused medications, etc.). We bill these walk-ins through County Tax Levy as there’s no specific grant funding earmarked for Public Health for AODA work outside of the scope of our AODA projects/activities. 7. We also have the medication lock boxes, lock bags, and DeTerra deactivation bags. We get funding to be able to purchase these items, but we do not have funding for the distribution and education portion of handing these items out to community members. This also comes out of County Tax Levy. a. We could work on using the opioid settlement funds to help support and increase the education and outreach portion of this project in partnership with other departments. 8. We do not currently have a comprehensive syringe services program – it was not the direction our Board of Health wanted to take about 6 years ago. However, we do give out free sharps boxes to those who request/need them and we do accept used syringes/containers from community members. There’s no funding at all for this. We use our grants such as COVID, PHEP, or general Public Health to help cover these costs. It’s worth it to not have dirty needles along our highways and in public places like beaches. Funding through the opioid settlement could be used to design/create a syringe exchange program, or it could be used to help enhance the existing sharps collection program to avoid accidental needlesticks, which can lead to infections such as HIV, Hep B, etc. We typically partner on this project with Sheriff’s Office and Highway Department, who tend to find these sharps containers more often. There’s more that we do related to AODA than just the above (like coalition work), but those are the sort of high points. In summary, we do A LOT of AODA work that goes unfunded by grants. It’s typically taken out of Public Health General Expenses – County Tax Levy. If Public Health had more funding to do primary prevention-based programs, we would then be able to not only do the current level of work we are doing, but possibly EXPAND our offering of services. Ideally, I’d love to see us sending more Public Health Nurses or Public Health Educators into schools to provide AODA curriculum. There’s some really neat things in Exhibit E that are really intriguing to me, besides what we are already working on in Public Health. For example, right now, there’s really not a great tracking system for how many times people overdose or use naloxone and are revived (or not revived). That would be amazing to build a new data tracking system or software platform that access could be shared between LE, Coroner’s Office, Public Health and Human Services. That information could be very useful. Another possibility is the creation of an Opioid Death Review Team. Holly, Tom Renz and I all are trying to work on this, but we don’t have enough staff time/support to get it off the ground yet and so far, we have no funding (though we are applying for CDR funding). Through the results of an Opioid Death Review team, we can create more prevention-based programming ultimately (which is an area covered under Part J, Leadership, Planning & Coordination – local planning identifies root causes of addiction and overdose, goals for reducing harms, etc.). We currently do not offer testing for HIV and Hep C, but this is something we have coordinated with the ARCW(Thrivent) and the Bayfield County Jail in the past, and we could potentially expand on in the future if there’s determined to be a need. Lastly, I’d like to point out that this isn’t a competition. The intent of this funding is really to help our Bayfield County citizens – I think we all can get behind that. However, my question for all of you is: What is in the best interest of our citizen in the long-term? $18,000/yr is not a lot of money in the grand scheme of things. For us, that amount of money would help us be able to increase staff hours so we could expand on our programming. I would love to see this money be invested in youth more so than the adult population; not because I’m not empathetic of those with addiction – I am, but more so because of the long-term ROI for our community. Imagine if we were able to offer AODA training/classes in Bayfield County schools for the next 20 years – that could have a tremendous impact on the health of our community. I would love to hear how other department heads feel that the funds could or should be used. Respectfully submitted, Sara Sara Wartman, BSN, RN Director / Health Officer Bayfield County Health Department (715) 373-3315 HUMAN SERVICES: Mark: The DHS staff and the committee have briefly spoken about the settlement funds. The preference in DHS is to receive the money over time and use it whenever possible to provide treatment. Thanks. Peppy Elizabeth Skulan Director Bayfield County Department of Human Services PO Box 100 117 E. 5th St. Washburn, WI 54891 715-373-6144 ext. 83340, FAX 715-373-6130 elizabeth.skulan@bayfieldcounty.wi.gov CRIMINAL JUSTICE Very well said Sara! As you and I have previously discussed prevention should be key to these settlement funds. We have discussed billboards with local Opioid facts. I did reach out to Lamar advertising to learn that their set up for 6-12 months is quite reasonable. It has been over two years since clients in our Treatment Court program have identified as Opioid addicted. The majority of our clients have been Alcohol, Methamphetamine and THC. This is not to say that there are not individuals in Bayfield County that battle Opioid specific addictions, but they seem to not rise to the surface with criminal charges placing them in recovery programming. I support all of the initiatives you have identified. Barb FINAL AGREEMENT 3.25.22 E-1 EXHIBIT E List of Opioid Remediation Uses Schedule A Core Strategies States and Qualifying Block Grantees shall choose from among the abatement strategies listed in Schedule B. However, priority shall be given to the following core abatement strategies (“Core Strategies”).14 A. NALOXONE OR OTHER FDA-APPROVED DRUG TO REVERSE OPIOID OVERDOSES 1. Expand training for first responders, schools, community support groups and families; and 2. Increase distribution to individuals who are uninsured or whose insurance does not cover the needed service. B. MEDICATION-ASSISTED TREATMENT (“MAT”) DISTRIBUTION AND OTHER OPIOID-RELATED TREATMENT 1. Increase distribution of MAT to individuals who are uninsured or whose insurance does not cover the needed service; 2. Provide education to school-based and youth-focused programs that discourage or prevent misuse; 3. Provide MAT education and awareness training to healthcare providers, EMTs, law enforcement, and other first responders; and 4. Provide treatment and recovery support services such as residential and inpatient treatment, intensive outpatient treatment, outpatient therapy or counseling, and recovery housing that allow or integrate medication and with other support services. 14 As used in this Schedule A, words like “expand,” “fund,” “provide” or the like shall not indicate a preference for new or existing programs. FINAL AGREEMENT 3.25.22 E-2 C. PREGNANT & POSTPARTUM WOMEN 1. Expand Screening, Brief Intervention, and Referral to Treatment (“SBIRT”) services to non-Medicaid eligible or uninsured pregnant women; 2. Expand comprehensive evidence-based treatment and recovery services, including MAT, for women with co- occurring Opioid Use Disorder (“OUD”) and other Substance Use Disorder (“SUD”)/Mental Health disorders for uninsured individuals for up to 12 months postpartum; and 3. Provide comprehensive wrap-around services to individuals with OUD, including housing, transportation, job placement/training, and childcare. D. EXPANDING TREATMENT FOR NEONATAL ABSTINENCE SYNDROME (“NAS”) 1. Expand comprehensive evidence-based and recovery support for NAS babies; 2. Expand services for better continuum of care with infant- need dyad; and 3. Expand long-term treatment and services for medical monitoring of NAS babies and their families. E. EXPANSION OF WARM HAND-OFF PROGRAMS AND RECOVERY SERVICES 1. Expand services such as navigators and on-call teams to begin MAT in hospital emergency departments; 2. Expand warm hand-off services to transition to recovery services; 3. Broaden scope of recovery services to include co-occurring SUD or mental health conditions; 4. Provide comprehensive wrap-around services to individuals in recovery, including housing, transportation, job placement/training, and childcare; and 5. Hire additional social workers or other behavioral health workers to facilitate expansions above. FINAL AGREEMENT 3.25.22 E-3 F. TREATMENT FOR INCARCERATED POPULATION 1. Provide evidence-based treatment and recovery support, including MAT for persons with OUD and co-occurring SUD/MH disorders within and transitioning out of the criminal justice system; and 2. Increase funding for jails to provide treatment to inmates with OUD. G. PREVENTION PROGRAMS 1. Funding for media campaigns to prevent opioid use (similar to the FDA’s “Real Cost” campaign to prevent youth from misusing tobacco); 2. Funding for evidence-based prevention programs in schools; 3. Funding for medical provider education and outreach regarding best prescribing practices for opioids consistent with the 2016 CDC guidelines, including providers at hospitals (academic detailing); 4. Funding for community drug disposal programs; and 5. Funding and training for first responders to participate in pre-arrest diversion programs, post-overdose response teams, or similar strategies that connect at-risk individuals to behavioral health services and supports. H. EXPANDING SYRINGE SERVICE PROGRAMS 1. Provide comprehensive syringe services programs with more wrap-around services, including linkage to OUD treatment, access to sterile syringes and linkage to care and treatment of infectious diseases. I. EVIDENCE-BASED DATA COLLECTION AND RESEARCH ANALYZING THE EFFECTIVENESS OF THE ABATEMENT STRATEGIES WITHIN THE STATE FINAL AGREEMENT 3.25.22 E-4 Schedule B Approved Uses Support treatment of Opioid Use Disorder (OUD) and any co-occurring Substance Use Disorder or Mental Health (SUD/MH) conditions through evidence-based or evidence-informed programs or strategies that may include, but are not limited to, the following: PART ONE: TREATMENT A. TREAT OPIOID USE DISORDER (OUD) Support treatment of Opioid Use Disorder (“OUD”) and any co-occurring Substance Use Disorder or Mental Health (“SUD/MH”) conditions through evidence-based or evidence- informed programs or strategies that may include, but are not limited to, those that:15 1. Expand availability of treatment for OUD and any co-occurring SUD/MH conditions, including all forms of Medication-Assisted Treatment (“MAT”) approved by the U.S. Food and Drug Administration. 2. Support and reimburse evidence-based services that adhere to the American Society of Addiction Medicine (“ASAM”) continuum of care for OUD and any co- occurring SUD/MH conditions. 3. Expand telehealth to increase access to treatment for OUD and any co-occurring SUD/MH conditions, including MAT, as well as counseling, psychiatric support, and other treatment and recovery support services. 4. Improve oversight of Opioid Treatment Programs (“OTPs”) to assure evidence- based or evidence-informed practices such as adequate methadone dosing and low threshold approaches to treatment. 5. Support mobile intervention, treatment, and recovery services, offered by qualified professionals and service providers, such as peer recovery coaches, for persons with OUD and any co-occurring SUD/MH conditions and for persons who have experienced an opioid overdose. 6. Provide treatment of trauma for individuals with OUD (e.g., violence, sexual assault, human trafficking, or adverse childhood experiences) and family members (e.g., surviving family members after an overdose or overdose fatality), and training of health care personnel to identify and address such trauma. 7. Support evidence-based withdrawal management services for people with OUD and any co-occurring mental health conditions. 15 As used in this Schedule B, words like “expand,” “fund,” “provide” or the like shall not indicate a preference for new or existing programs. FINAL AGREEMENT 3.25.22 E-5 8. Provide training on MAT for health care providers, first responders, students, or other supporting professionals, such as peer recovery coaches or recovery outreach specialists, including telementoring to assist community-based providers in rural or underserved areas. 9. Support workforce development for addiction professionals who work with persons with OUD and any co-occurring SUD/MH conditions. 10. Offer fellowships for addiction medicine specialists for direct patient care, instructors, and clinical research for treatments. 11. Offer scholarships and supports for behavioral health practitioners or workers involved in addressing OUD and any co-occurring SUD/MH or mental health conditions, including, but not limited to, training, scholarships, fellowships, loan repayment programs, or other incentives for providers to work in rural or underserved areas. 12. Provide funding and training for clinicians to obtain a waiver under the federal Drug Addiction Treatment Act of 2000 (“DATA 2000”) to prescribe MAT for OUD, and provide technical assistance and professional support to clinicians who have obtained a DATA 2000 waiver. 13. Disseminate of web-based training curricula, such as the American Academy of Addiction Psychiatry’s Provider Clinical Support Service–Opioids web-based training curriculum and motivational interviewing. 14. Develop and disseminate new curricula, such as the American Academy of Addiction Psychiatry’s Provider Clinical Support Service for Medication– Assisted Treatment. B. SUPPORT PEOPLE IN TREATMENT AND RECOVERY Support people in recovery from OUD and any co-occurring SUD/MH conditions through evidence-based or evidence-informed programs or strategies that may include, but are not limited to, the programs or strategies that: 1. Provide comprehensive wrap-around services to individuals with OUD and any co-occurring SUD/MH conditions, including housing, transportation, education, job placement, job training, or childcare. 2. Provide the full continuum of care of treatment and recovery services for OUD and any co-occurring SUD/MH conditions, including supportive housing, peer support services and counseling, community navigators, case management, and connections to community-based services. 3. Provide counseling, peer-support, recovery case management and residential treatment with access to medications for those who need it to persons with OUD and any co-occurring SUD/MH conditions. FINAL AGREEMENT 3.25.22 E-6 4. Provide access to housing for people with OUD and any co-occurring SUD/MH conditions, including supportive housing, recovery housing, housing assistance programs, training for housing providers, or recovery housing programs that allow or integrate FDA-approved mediation with other support services. 5. Provide community support services, including social and legal services, to assist in deinstitutionalizing persons with OUD and any co-occurring SUD/MH conditions. 6. Support or expand peer-recovery centers, which may include support groups, social events, computer access, or other services for persons with OUD and any co-occurring SUD/MH conditions. 7. Provide or support transportation to treatment or recovery programs or services for persons with OUD and any co-occurring SUD/MH conditions. 8. Provide employment training or educational services for persons in treatment for or recovery from OUD and any co-occurring SUD/MH conditions. 9. Identify successful recovery programs such as physician, pilot, and college recovery programs, and provide support and technical assistance to increase the number and capacity of high-quality programs to help those in recovery. 10. Engage non-profits, faith-based communities, and community coalitions to support people in treatment and recovery and to support family members in their efforts to support the person with OUD in the family. 11. Provide training and development of procedures for government staff to appropriately interact and provide social and other services to individuals with or in recovery from OUD, including reducing stigma. 12. Support stigma reduction efforts regarding treatment and support for persons with OUD, including reducing the stigma on effective treatment. 13. Create or support culturally appropriate services and programs for persons with OUD and any co-occurring SUD/MH conditions, including new Americans. 14. Create and/or support recovery high schools. 15. Hire or train behavioral health workers to provide or expand any of the services or supports listed above. C. CONNECT PEOPLE WHO NEED HELP TO THE HELP THEY NEED (CONNECTIONS TO CARE) Provide connections to care for people who have—or are at risk of developing—OUD and any co-occurring SUD/MH conditions through evidence-based or evidence-informed programs or strategies that may include, but are not limited to, those that: FINAL AGREEMENT 3.25.22 E-7 1. Ensure that health care providers are screening for OUD and other risk factors and know how to appropriately counsel and treat (or refer if necessary) a patient for OUD treatment. 2. Fund SBIRT programs to reduce the transition from use to disorders, including SBIRT services to pregnant women who are uninsured or not eligible for Medicaid. 3. Provide training and long-term implementation of SBIRT in key systems (health, schools, colleges, criminal justice, and probation), with a focus on youth and young adults when transition from misuse to opioid disorder is common. 4. Purchase automated versions of SBIRT and support ongoing costs of the technology. 5. Expand services such as navigators and on-call teams to begin MAT in hospital emergency departments. 6. Provide training for emergency room personnel treating opioid overdose patients on post-discharge planning, including community referrals for MAT, recovery case management or support services. 7. Support hospital programs that transition persons with OUD and any co-occurring SUD/MH conditions, or persons who have experienced an opioid overdose, into clinically appropriate follow-up care through a bridge clinic or similar approach. 8. Support crisis stabilization centers that serve as an alternative to hospital emergency departments for persons with OUD and any co-occurring SUD/MH conditions or persons that have experienced an opioid overdose. 9. Support the work of Emergency Medical Systems, including peer support specialists, to connect individuals to treatment or other appropriate services following an opioid overdose or other opioid-related adverse event. 10. Provide funding for peer support specialists or recovery coaches in emergency departments, detox facilities, recovery centers, recovery housing, or similar settings; offer services, supports, or connections to care to persons with OUD and any co-occurring SUD/MH conditions or to persons who have experienced an opioid overdose. 11. Expand warm hand-off services to transition to recovery services. 12. Create or support school-based contacts that parents can engage with to seek immediate treatment services for their child; and support prevention, intervention, treatment, and recovery programs focused on young people. 13. Develop and support best practices on addressing OUD in the workplace. FINAL AGREEMENT 3.25.22 E-8 14. Support assistance programs for health care providers with OUD. 15. Engage non-profits and the faith community as a system to support outreach for treatment. 16. Support centralized call centers that provide information and connections to appropriate services and supports for persons with OUD and any co-occurring SUD/MH conditions. D. ADDRESS THE NEEDS OF CRIMINAL JUSTICE-INVOLVED PERSONS Address the needs of persons with OUD and any co-occurring SUD/MH conditions who are involved in, are at risk of becoming involved in, or are transitioning out of the criminal justice system through evidence-based or evidence-informed programs or strategies that may include, but are not limited to, those that: 1. Support pre-arrest or pre-arraignment diversion and deflection strategies for persons with OUD and any co-occurring SUD/MH conditions, including established strategies such as: 1. Self-referral strategies such as the Angel Programs or the Police Assisted Addiction Recovery Initiative (“PAARI”); 2. Active outreach strategies such as the Drug Abuse Response Team (“DART”) model; 3. “Naloxone Plus” strategies, which work to ensure that individuals who have received naloxone to reverse the effects of an overdose are then linked to treatment programs or other appropriate services; 4. Officer prevention strategies, such as the Law Enforcement Assisted Diversion (“LEAD”) model; 5. Officer intervention strategies such as the Leon County, Florida Adult Civil Citation Network or the Chicago Westside Narcotics Diversion to Treatment Initiative; or 6. Co-responder and/or alternative responder models to address OUD-related 911 calls with greater SUD expertise. 2. Support pre-trial services that connect individuals with OUD and any co- occurring SUD/MH conditions to evidence-informed treatment, including MAT, and related services. 3. Support treatment and recovery courts that provide evidence-based options for persons with OUD and any co-occurring SUD/MH conditions. FINAL AGREEMENT 3.25.22 E-9 4. Provide evidence-informed treatment, including MAT, recovery support, harm reduction, or other appropriate services to individuals with OUD and any co- occurring SUD/MH conditions who are incarcerated in jail or prison. 5. Provide evidence-informed treatment, including MAT, recovery support, harm reduction, or other appropriate services to individuals with OUD and any co- occurring SUD/MH conditions who are leaving jail or prison or have recently left jail or prison, are on probation or parole, are under community corrections supervision, or are in re-entry programs or facilities. 6. Support critical time interventions (“CTI”), particularly for individuals living with dual-diagnosis OUD/serious mental illness, and services for individuals who face immediate risks and service needs and risks upon release from correctional settings. 7. Provide training on best practices for addressing the needs of criminal justice- involved persons with OUD and any co-occurring SUD/MH conditions to law enforcement, correctional, or judicial personnel or to providers of treatment, recovery, harm reduction, case management, or other services offered in connection with any of the strategies described in this section. E. ADDRESS THE NEEDS OF PREGNANT OR PARENTING WOMEN AND THEIR FAMILIES, INCLUDING BABIES WITH NEONATAL ABSTINENCE SYNDROME Address the needs of pregnant or parenting women with OUD and any co-occurring SUD/MH conditions, and the needs of their families, including babies with neonatal abstinence syndrome (“NAS”), through evidence-based or evidence-informed programs or strategies that may include, but are not limited to, those that: 1. Support evidence-based or evidence-informed treatment, including MAT, recovery services and supports, and prevention services for pregnant women—or women who could become pregnant—who have OUD and any co-occurring SUD/MH conditions, and other measures to educate and provide support to families affected by Neonatal Abstinence Syndrome. 2. Expand comprehensive evidence-based treatment and recovery services, including MAT, for uninsured women with OUD and any co-occurring SUD/MH conditions for up to 12 months postpartum. 3. Provide training for obstetricians or other healthcare personnel who work with pregnant women and their families regarding treatment of OUD and any co- occurring SUD/MH conditions. 4. Expand comprehensive evidence-based treatment and recovery support for NAS babies; expand services for better continuum of care with infant-need dyad; and expand long-term treatment and services for medical monitoring of NAS babies and their families. FINAL AGREEMENT 3.25.22 E-10 5. Provide training to health care providers who work with pregnant or parenting women on best practices for compliance with federal requirements that children born with NAS get referred to appropriate services and receive a plan of safe care. 6. Provide child and family supports for parenting women with OUD and any co- occurring SUD/MH conditions. 7. Provide enhanced family support and child care services for parents with OUD and any co-occurring SUD/MH conditions. 8. Provide enhanced support for children and family members suffering trauma as a result of addiction in the family; and offer trauma-informed behavioral health treatment for adverse childhood events. 9. Offer home-based wrap-around services to persons with OUD and any co- occurring SUD/MH conditions, including, but not limited to, parent skills training. 10. Provide support for Children’s Services—Fund additional positions and services, including supportive housing and other residential services, relating to children being removed from the home and/or placed in foster care due to custodial opioid use. PART TWO: PREVENTION F. PREVENT OVER-PRESCRIBING AND ENSURE APPROPRIATE PRESCRIBING AND DISPENSING OF OPIOIDS Support efforts to prevent over-prescribing and ensure appropriate prescribing and dispensing of opioids through evidence-based or evidence-informed programs or strategies that may include, but are not limited to, the following: 1. Funding medical provider education and outreach regarding best prescribing practices for opioids consistent with the Guidelines for Prescribing Opioids for Chronic Pain from the U.S. Centers for Disease Control and Prevention, including providers at hospitals (academic detailing). 2. Training for health care providers regarding safe and responsible opioid prescribing, dosing, and tapering patients off opioids. 3. Continuing Medical Education (CME) on appropriate prescribing of opioids. 4. Providing Support for non-opioid pain treatment alternatives, including training providers to offer or refer to multi-modal, evidence-informed treatment of pain. 5. Supporting enhancements or improvements to Prescription Drug Monitoring Programs (“PDMPs”), including, but not limited to, improvements that: FINAL AGREEMENT 3.25.22 E-11 1. Increase the number of prescribers using PDMPs; 2. Improve point-of-care decision-making by increasing the quantity, quality, or format of data available to prescribers using PDMPs, by improving the interface that prescribers use to access PDMP data, or both; or 3. Enable states to use PDMP data in support of surveillance or intervention strategies, including MAT referrals and follow-up for individuals identified within PDMP data as likely to experience OUD in a manner that complies with all relevant privacy and security laws and rules. 6. Ensuring PDMPs incorporate available overdose/naloxone deployment data, including the United States Department of Transportation’s Emergency Medical Technician overdose database in a manner that complies with all relevant privacy and security laws and rules. 7. Increasing electronic prescribing to prevent diversion or forgery. 8. Educating dispensers on appropriate opioid dispensing. G. PREVENT MISUSE OF OPIOIDS Support efforts to discourage or prevent misuse of opioids through evidence-based or evidence-informed programs or strategies that may include, but are not limited to, the following: 1. Funding media campaigns to prevent opioid misuse. 2. Corrective advertising or affirmative public education campaigns based on evidence. 3. Public education relating to drug disposal. 4. Drug take-back disposal or destruction programs. 5. Funding community anti-drug coalitions that engage in drug prevention efforts. 6. Supporting community coalitions in implementing evidence-informed prevention, such as reduced social access and physical access, stigma reduction—including staffing, educational campaigns, support for people in treatment or recovery, or training of coalitions in evidence-informed implementation, including the Strategic Prevention Framework developed by the U.S. Substance Abuse and Mental Health Services Administration (“SAMHSA”). 7. Engaging non-profits and faith-based communities as systems to support prevention. FINAL AGREEMENT 3.25.22 E-12 8. Funding evidence-based prevention programs in schools or evidence-informed school and community education programs and campaigns for students, families, school employees, school athletic programs, parent-teacher and student associations, and others. 9. School-based or youth-focused programs or strategies that have demonstrated effectiveness in preventing drug misuse and seem likely to be effective in preventing the uptake and use of opioids. 10. Create or support community-based education or intervention services for families, youth, and adolescents at risk for OUD and any co-occurring SUD/MH conditions. 11. Support evidence-informed programs or curricula to address mental health needs of young people who may be at risk of misusing opioids or other drugs, including emotional modulation and resilience skills. 12. Support greater access to mental health services and supports for young people, including services and supports provided by school nurses, behavioral health workers or other school staff, to address mental health needs in young people that (when not properly addressed) increase the risk of opioid or another drug misuse. H. PREVENT OVERDOSE DEATHS AND OTHER HARMS (HARM REDUCTION) Support efforts to prevent or reduce overdose deaths or other opioid-related harms through evidence-based or evidence-informed programs or strategies that may include, but are not limited to, the following: 1. Increased availability and distribution of naloxone and other drugs that treat overdoses for first responders, overdose patients, individuals with OUD and their friends and family members, schools, community navigators and outreach workers, persons being released from jail or prison, or other members of the general public. 2. Public health entities providing free naloxone to anyone in the community. 3. Training and education regarding naloxone and other drugs that treat overdoses for first responders, overdose patients, patients taking opioids, families, schools, community support groups, and other members of the general public. 4. Enabling school nurses and other school staff to respond to opioid overdoses, and provide them with naloxone, training, and support. 5. Expanding, improving, or developing data tracking software and applications for overdoses/naloxone revivals. 6. Public education relating to emergency responses to overdoses. FINAL AGREEMENT 3.25.22 E-13 7. Public education relating to immunity and Good Samaritan laws. 8. Educating first responders regarding the existence and operation of immunity and Good Samaritan laws. 9. Syringe service programs and other evidence-informed programs to reduce harms associated with intravenous drug use, including supplies, staffing, space, peer support services, referrals to treatment, fentanyl checking, connections to care, and the full range of harm reduction and treatment services provided by these programs. 10. Expanding access to testing and treatment for infectious diseases such as HIV and Hepatitis C resulting from intravenous opioid use. 11. Supporting mobile units that offer or provide referrals to harm reduction services, treatment, recovery supports, health care, or other appropriate services to persons that use opioids or persons with OUD and any co-occurring SUD/MH conditions. 12. Providing training in harm reduction strategies to health care providers, students, peer recovery coaches, recovery outreach specialists, or other professionals that provide care to persons who use opioids or persons with OUD and any co- occurring SUD/MH conditions. 13. Supporting screening for fentanyl in routine clinical toxicology testing. PART THREE: OTHER STRATEGIES I. FIRST RESPONDERS In addition to items in section C, D and H relating to first responders, support the following: 1. Education of law enforcement or other first responders regarding appropriate practices and precautions when dealing with fentanyl or other drugs. 2. Provision of wellness and support services for first responders and others who experience secondary trauma associated with opioid-related emergency events. J. LEADERSHIP, PLANNING AND COORDINATION Support efforts to provide leadership, planning, coordination, facilitations, training and technical assistance to abate the opioid epidemic through activities, programs, or strategies that may include, but are not limited to, the following: 1. Statewide, regional, local or community regional planning to identify root causes of addiction and overdose, goals for reducing harms related to the opioid epidemic, and areas and populations with the greatest needs for treatment FINAL AGREEMENT 3.25.22 E-14 intervention services, and to support training and technical assistance and other strategies to abate the opioid epidemic described in this opioid abatement strategy list. 2. A dashboard to (a) share reports, recommendations, or plans to spend opioid settlement funds; (b) to show how opioid settlement funds have been spent; (c) to report program or strategy outcomes; or (d) to track, share or visualize key opioid- or health-related indicators and supports as identified through collaborative statewide, regional, local or community processes. 3. Invest in infrastructure or staffing at government or not-for-profit agencies to support collaborative, cross-system coordination with the purpose of preventing overprescribing, opioid misuse, or opioid overdoses, treating those with OUD and any co-occurring SUD/MH conditions, supporting them in treatment or recovery, connecting them to care, or implementing other strategies to abate the opioid epidemic described in this opioid abatement strategy list. 4. Provide resources to staff government oversight and management of opioid abatement programs. K. TRAINING In addition to the training referred to throughout this document, support training to abate the opioid epidemic through activities, programs, or strategies that may include, but are not limited to, those that: 1. Provide funding for staff training or networking programs and services to improve the capability of government, community, and not-for-profit entities to abate the opioid crisis. 2. Support infrastructure and staffing for collaborative cross-system coordination to prevent opioid misuse, prevent overdoses, and treat those with OUD and any co- occurring SUD/MH conditions, or implement other strategies to abate the opioid epidemic described in this opioid abatement strategy list (e.g., health care, primary care, pharmacies, PDMPs, etc.). L. RESEARCH Support opioid abatement research that may include, but is not limited to, the following: 1. Monitoring, surveillance, data collection and evaluation of programs and strategies described in this opioid abatement strategy list. 2. Research non-opioid treatment of chronic pain. 3. Research on improved service delivery for modalities such as SBIRT that demonstrate promising but mixed results in populations vulnerable to opioid use disorders. FINAL AGREEMENT 3.25.22 E-15 4. Research on novel harm reduction and prevention efforts such as the provision of fentanyl test strips. 5. Research on innovative supply-side enforcement efforts such as improved detection of mail-based delivery of synthetic opioids. 6. Expanded research on swift/certain/fair models to reduce and deter opioid misuse within criminal justice populations that build upon promising approaches used to address other substances (e.g., Hawaii HOPE and Dakota 24/7). 7. Epidemiological surveillance of OUD-related behaviors in critical populations, including individuals entering the criminal justice system, including, but not limited to approaches modeled on the Arrestee Drug Abuse Monitoring (“ADAM”) system. 8. Qualitative and quantitative research regarding public health risks and harm reduction opportunities within illicit drug markets, including surveys of market participants who sell or distribute illicit opioids. 9. Geospatial analysis of access barriers to MAT and their association with treatment engagement and treatment outcomes. Clean Water Referendum Resolution RESOLUTION NUMBER: WHEREAS, Bayfield County is surrounded by abundant clean water; and, WHEREAS, clean water is essential to life, health and the wellbeing of families, ecosystems across our communities and lands; and, WHEREAS, clean water is the foundation of a vibrant community, economy and high quality of life; and, WHEREAS, the laws of the State of Wisconsin hold all navigable waters in public trust for use by all; and, WHEREAS, Bayfield County retains the authority to exercise water stewardship responsibilities; and, WHEREAS, Bayfield County is a protector of water and natural resources, and recognizes the importance of addressing threats to surface and ground waters that impact the health, wellbeing and future of our communities; NOW THEREFORE BE IT RESOLVED that the Bayfield County Board of Supervisors, in legal session assembled, does hereby approve that the following question be placed on the _____________, 2022 ballot as an advisory referendum: Question: Should the State of Wisconsin establish a right to clean water to protect human health, the environment, and the diverse cultural and natural heritage of Wisconsin YES_____ NO_____; and, BE IT FURTHER RESOLVED, that this resolution and the referendum shall be filed with the Bayfield County Clerk no later than 70 days prior to the ______________, 2022 election, at which the question will appear on the ballot, and the Clerk shall prepare a Notice of Referendum to be published in accordance with statutory requirements; and, BE IT FURTHER RESOLVED, that the Bayfield County Clerk is directed to send results of the referendum to the Governor of the State of Wisconsin, the Wisconsin Counties Association, and to local members of the State Legislature. FISCAL NOTE. There are no fiscal obligations associated with this resolution. Dated this ____ day of ____________, 2022. Respectfully submitted, 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 9,707,545.00 (366,957.00)9,340,588.00 172,165.42 .00 6,567,952.83 2,772,635.17 70 6,635,496.55 Department 02 - Clerk of Courts 277,595.00 .00 277,595.00 27,133.07 .00 140,792.61 136,802.39 51 130,080.64 Department 04 - Criminal Justice 193,214.00 .00 193,214.00 32,959.56 .00 77,179.53 116,034.47 40 50,067.00 Department 05 - Family Court Commissioner .00 .00 .00 .00 .00 .00 .00 +++.00 Department 06 - Coroner 6,250.00 .00 6,250.00 1,292.50 .00 3,363.00 2,887.00 54 2,716.50 Department 07 - Administrator 15,000.00 .00 15,000.00 .00 .00 15,060.00 (60.00)100 15,000.00 Department 08 - District Attorney 26,500.00 .00 26,500.00 177.20 .00 2,238.60 24,261.40 8 10,477.89 Department 09 - Child Support 197,067.00 20,000.00 217,067.00 8,291.64 .00 59,179.03 157,887.97 27 39,954.37 Department 10 - County Clerk 53,690.00 .00 53,690.00 16,650.21 .00 18,474.28 35,215.72 34 31,615.61 Department 12 - Treasurer 330,482.00 .00 330,482.00 14,740.94 .00 98,732.91 231,749.09 30 293,849.07 Department 13 - Land Records 276,000.00 .00 276,000.00 15,762.14 .00 173,851.38 102,148.62 63 164,283.82 Department 14 - Court House 300.00 .00 300.00 .00 .00 200.00 100.00 67 49.40 Department 15 - Register of Deeds 200,000.00 .00 200,000.00 19,514.28 .00 84,375.85 115,624.15 42 103,591.21 Department 17 - Sheriff 296,750.00 .00 296,750.00 40,841.83 .00 166,438.50 130,311.50 56 105,274.88 Department 18 - Emergency Management 143,788.00 .00 143,788.00 3,949.64 .00 110,200.22 33,587.78 77 121,546.10 Department 19 - Veteran's Services 11,550.00 .00 11,550.00 182.84 .00 9,841.04 1,708.96 85 8,716.40 Department 20 - Health 856,763.00 .00 856,763.00 178,485.53 .00 383,567.53 473,195.47 45 404,448.93 Department 22 - Fair .00 .00 .00 .00 .00 .00 .00 +++.00 Department 23 - Tourism 163,850.00 .00 163,850.00 7,808.51 .00 56,625.64 107,224.36 35 40,052.93 Department 25 - UW Extension 3,660.00 .00 3,660.00 .00 .00 1,830.00 1,830.00 50 1,830.00 Department 26 - Zoning 253,200.00 .00 253,200.00 22,887.70 .00 115,798.20 137,401.80 46 150,017.51 Department 28 - Land Conservation 380,063.00 10,090.00 390,153.00 2,500.02 .00 95,531.53 294,621.47 24 23,377.24 Department 31 - Information Services 51,400.00 .00 51,400.00 276.00 .00 36,876.72 14,523.28 72 23,696.26 Department 34 - Forestry 3,894,156.00 .00 3,894,156.00 852,521.87 .00 3,274,737.31 619,418.69 84 2,834,348.15 Department 77 - Agricultural Station 22,500.00 .00 22,500.00 .00 .00 .00 22,500.00 0 29,460.00 REVENUE TOTALS $17,361,323.00 ($336,867.00)$17,024,456.00 $1,418,140.90 $0.00 $11,492,846.71 $5,531,609.29 68%$11,219,950.46 EXPENSE Department 00 - General Fund 3,102,701.00 (448,461.00)2,654,240.00 7,224.96 .00 2,551,241.89 102,998.11 96 1,890,398.27 Department 01 - County Board 85,426.00 .00 85,426.00 5,712.40 .00 39,220.32 46,205.68 46 38,531.89 Department 02 - Clerk of Courts 487,577.00 .00 487,577.00 39,494.69 .00 194,529.89 293,047.11 40 197,476.35 Department 04 - Criminal Justice 326,094.00 .00 326,094.00 19,763.39 .00 146,453.75 179,640.25 45 127,397.60 Department 05 - Family Court Commissioner .00 .00 .00 .00 .00 .00 .00 +++.00 Department 06 - Coroner 31,911.00 .00 31,911.00 1,322.23 .00 10,250.26 21,660.74 32 13,852.35 Department 07 - Administrator 316,509.00 .00 316,509.00 23,989.90 .00 156,713.39 159,795.61 50 155,503.29 Department 08 - District Attorney 178,946.00 .00 178,946.00 16,371.75 .00 83,041.96 95,904.04 46 84,242.12 Department 09 - Child Support 246,887.00 30,000.00 276,887.00 18,323.37 .00 106,862.57 170,024.43 39 96,382.20 Department 10 - County Clerk 411,162.00 .00 411,162.00 29,331.11 .00 192,446.15 218,715.85 47 197,142.30 Department 12 - Treasurer 174,722.00 .00 174,722.00 13,221.17 .00 68,647.40 106,074.60 39 85,147.78 Department 13 - Land Records 634,287.00 .00 634,287.00 52,112.94 .00 271,080.24 363,206.76 43 276,364.84 Run by Paige Terry on 07/08/2022 08:07:16 AM Page 1 of 5 Financial Report Through 6/30/2022 Through 06/30/22 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 493,971.00 .00 493,971.00 33,462.57 .00 208,659.47 285,311.53 42 203,367.70 Department 15 - Register of Deeds 191,762.00 .00 191,762.00 13,584.28 .00 85,703.71 106,058.29 45 73,785.06 Department 17 - Sheriff 4,643,213.00 .00 4,643,213.00 319,109.38 .00 1,968,921.01 2,674,291.99 42 2,042,719.48 Department 18 - Emergency Management 267,660.00 6,461.00 274,121.00 16,099.33 .00 168,138.57 105,982.43 61 205,106.97 Department 19 - Veteran's Services 134,748.00 .00 134,748.00 10,653.19 .00 57,027.66 77,720.34 42 48,847.66 Department 20 - Health 891,190.00 .00 891,190.00 71,621.92 .00 443,505.59 447,684.41 50 349,079.29 Department 22 - Fair .00 .00 .00 .00 .00 .00 .00 +++.00 Department 23 - Tourism 405,380.00 .00 405,380.00 25,191.26 .00 133,677.92 271,702.08 33 123,078.85 Department 25 - UW Extension 295,684.00 .00 295,684.00 94,098.30 .00 130,845.22 164,838.78 44 132,183.94 Department 26 - Zoning 530,970.00 .00 530,970.00 44,733.51 .00 206,806.16 324,163.84 39 211,861.91 Department 28 - Land Conservation 545,645.00 10,090.00 555,735.00 39,409.50 .00 205,774.07 349,960.93 37 193,156.66 Department 29 - Land Use Planning .00 .00 .00 .00 .00 .00 .00 +++.00 Department 31 - Information Services 598,716.00 .00 598,716.00 51,311.83 .00 294,139.60 304,576.40 49 259,099.89 Department 34 - Forestry 2,105,449.00 .00 2,105,449.00 133,073.72 .00 625,905.83 1,479,543.17 30 727,653.08 Department 77 - Agricultural Station 22,500.00 .00 22,500.00 .00 .00 500.00 22,000.00 2 .00 EXPENSE TOTALS $17,123,110.00 ($401,910.00)$16,721,200.00 $1,079,216.70 $0.00 $8,350,092.63 $8,371,107.37 50%$7,732,379.48 Fund 100 - General Totals REVENUE TOTALS 17,361,323.00 (336,867.00)17,024,456.00 1,418,140.90 .00 11,492,846.71 5,531,609.29 68%11,219,950.46 EXPENSE TOTALS 17,123,110.00 (401,910.00)16,721,200.00 1,079,216.70 .00 8,350,092.63 8,371,107.37 50%7,732,379.48 Fund 100 - General Totals $238,213.00 $65,043.00 $303,256.00 $338,924.20 $0.00 $3,142,754.08 ($2,839,498.08)$3,487,570.98 Fund 235 - Human Services REVENUE Department 50 - Human Services 5,300,785.00 120,640.00 5,421,425.00 355,870.18 .00 3,050,589.32 2,370,835.68 56 3,165,772.43 REVENUE TOTALS $5,300,785.00 $120,640.00 $5,421,425.00 $355,870.18 $0.00 $3,050,589.32 $2,370,835.68 56%$3,165,772.43 EXPENSE Department 00 - General Fund .00 .00 .00 297.35 .00 297.35 (297.35)+++982.70 Department 47 - Comprehensive Community Support 463,690.00 .00 463,690.00 47,605.49 .00 186,313.50 277,376.50 40 175,171.44 Department 48 - Community Support Program (CSP)134,025.00 .00 134,025.00 13,044.39 .00 53,448.14 80,576.86 40 .00 Department 51 - Regional Crisis Initiative 59,400.00 .00 59,400.00 12,483.33 .00 68,351.13 (8,951.13)115 53,535.35 Department 52 - AMSO 620,919.00 .00 620,919.00 49,133.93 .00 268,462.53 352,456.47 43 316,383.78 Department 53 - Family Services 1,945,756.00 .00 1,945,756.00 116,467.90 .00 703,261.16 1,242,494.84 36 667,179.63 Department 54 - Economic Support 417,024.00 .00 417,024.00 28,026.77 .00 148,651.52 268,372.48 36 188,006.38 Department 55 - Aging and Disabilities 720,867.00 .00 720,867.00 121,947.56 .00 263,878.03 456,988.97 37 310,146.72 Department 56 - GWAAR 698,299.00 .00 698,299.00 52,628.67 .00 237,896.21 460,402.79 34 240,947.32 Department 58 - ADRC-Bayfield Co 122,959.00 .00 122,959.00 9,607.32 .00 48,431.50 74,527.50 39 48,996.41 Department 59 - ADRC-North 117,846.00 120,640.00 238,486.00 8,882.83 .00 53,121.88 185,364.12 22 196,465.79 EXPENSE TOTALS $5,300,785.00 $120,640.00 $5,421,425.00 $460,125.54 $0.00 $2,032,112.95 $3,389,312.05 37%$2,197,815.52 Run by Paige Terry on 07/08/2022 08:07:16 AM Page 2 of 5 Financial Report Through 6/30/2022 Through 06/30/22 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 235 - Human Services Totals REVENUE TOTALS 5,300,785.00 120,640.00 5,421,425.00 355,870.18 .00 3,050,589.32 2,370,835.68 56%3,165,772.43 EXPENSE TOTALS 5,300,785.00 120,640.00 5,421,425.00 460,125.54 .00 2,032,112.95 3,389,312.05 37%2,197,815.52 Fund 235 - Human Services Totals $0.00 $0.00 $0.00 ($104,255.36)$0.00 $1,018,476.37 ($1,018,476.37)$967,956.91 Fund 276 - American Rescue Plan 2021 Grant REVENUE Department 00 - General Fund 1,640,513.00 555,809.00 2,196,322.00 1,460,283.50 .00 2,563,991.76 (367,669.76)117 1,460,283.50 REVENUE TOTALS $1,640,513.00 $555,809.00 $2,196,322.00 $1,460,283.50 $0.00 $2,563,991.76 ($367,669.76)117%$1,460,283.50 EXPENSE Department 00 - General Fund 698,868.00 .00 698,868.00 .00 .00 25,000.00 673,868.00 4 .00 Department 14 - Court House 600,000.00 565,043.00 1,165,043.00 14,089.32 .00 24,915.82 1,140,127.18 2 .00 Department 18 - Emergency Management .00 .00 .00 .00 .00 15,618.94 (15,618.94)+++.00 Department 20 - Health 59,645.00 (41,000.00)18,645.00 .00 .00 2,671.87 15,973.13 14 .00 Department 23 - Tourism 25,000.00 .00 25,000.00 .00 .00 .00 25,000.00 0 .00 Department 31 - Information Services .00 31,766.00 31,766.00 .00 .00 31,766.00 .00 100 .00 Department 34 - Forestry 60,000.00 .00 60,000.00 48,415.00 .00 48,955.00 11,045.00 82 .00 Department 56 - GWAAR 197,000.00 .00 197,000.00 4,682.11 .00 26,417.16 170,582.84 13 .00 EXPENSE TOTALS $1,640,513.00 $555,809.00 $2,196,322.00 $67,186.43 $0.00 $175,344.79 $2,020,977.21 8%$0.00 Fund 276 - American Rescue Plan 2021 Grant Totals REVENUE TOTALS 1,640,513.00 555,809.00 2,196,322.00 1,460,283.50 .00 2,563,991.76 (367,669.76)117%1,460,283.50 EXPENSE TOTALS 1,640,513.00 555,809.00 2,196,322.00 67,186.43 .00 175,344.79 2,020,977.21 8%.00 Fund 276 - American Rescue Plan 2021 Grant Totals $0.00 $0.00 $0.00 $1,393,097.07 $0.00 $2,388,646.97 ($2,388,646.97)$1,460,283.50 Fund 430 - Capital Projects Fund REVENUE Department 00 - General Fund 815,159.00 .00 815,159.00 .00 .00 .00 815,159.00 0 .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 273,714.00 .00 273,714.00 .00 .00 .00 273,714.00 0 .00 Department 17 - Sheriff 2,500.00 .00 2,500.00 .00 .00 .00 2,500.00 0 6,494.54 Department 18 - Emergency Management .00 .00 .00 .00 .00 .00 .00 +++14,044.79 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 547,000.00 2,118,000.00 2,665,000.00 997,810.00 .00 1,518,133.00 1,146,867.00 57 .00 Department 50 - Human Services .00 .00 .00 .00 .00 .00 .00 +++.00 Department 70 - Capital Projects 1,586,098.00 (326,600.00)1,259,498.00 .00 .00 1,429,761.56 (170,263.56)114 630,574.00 Department 71 - Highway Dept .00 .00 .00 .00 .00 .00 .00 +++.00 REVENUE TOTALS $3,224,471.00 $1,791,400.00 $5,015,871.00 $997,810.00 $0.00 $2,947,894.56 $2,067,976.44 59%$651,113.33 EXPENSE Department 00 - General Fund .00 .00 .00 .00 .00 .00 .00 +++.00 Department 01 - County Board 1,000.00 .00 1,000.00 .00 .00 .00 1,000.00 0 .00 Run by Paige Terry on 07/08/2022 08:07:16 AM Page 3 of 5 Financial Report Through 6/30/2022 Through 06/30/22 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 02 - Clerk of Courts 5,000.00 .00 5,000.00 .00 .00 .00 5,000.00 0 .00 Department 04 - Criminal Justice .00 .00 .00 .00 .00 .00 .00 +++.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 12,000.00 .00 12,000.00 .00 .00 1,359.00 10,641.00 11 .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 52,700.00 .00 52,700.00 8,135.08 .00 216,640.08 (163,940.08)411 371.27 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 118,666.00 .00 118,666.00 .00 .00 9,990.00 108,676.00 8 5,388.26 Department 14 - Court House 1,038,747.00 8,420.00 1,047,167.00 592.05 .00 159,846.75 887,320.25 15 72,049.83 Department 15 - Register of Deeds 3,000.00 .00 3,000.00 .00 .00 2,355.00 645.00 78 .00 Department 17 - Sheriff 42,425.00 .00 42,425.00 .00 .00 14,726.94 27,698.06 35 172,675.44 Department 18 - Emergency Management 57,373.00 .00 57,373.00 .00 .00 17,276.00 40,097.00 30 39,985.93 Department 19 - Veteran's Services .00 .00 .00 .00 .00 .00 .00 +++.00 Department 20 - Health 41,254.00 .00 41,254.00 .00 .00 4,823.24 36,430.76 12 .00 Department 22 - Fair .00 .00 .00 .00 .00 .00 .00 +++.00 Department 23 - Tourism 7,801.00 .00 7,801.00 .00 .00 .00 7,801.00 0 41,880.60 Department 25 - UW Extension 1.00 .00 1.00 .00 .00 .00 1.00 0 .00 Department 26 - Zoning .00 .00 .00 .00 .00 .00 .00 +++.00 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 141,500.00 48,906.00 190,406.00 1,401.00 .00 94,242.09 96,163.91 49 48,713.09 Department 34 - Forestry 1,576,002.00 1,086,000.00 2,662,002.00 22,641.08 .00 45,026.03 2,616,975.97 2 4,324.45 Department 52 - AMSO 87,002.00 .00 87,002.00 .00 .00 .00 87,002.00 0 .00 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 48,074.00 48,074.00 .00 .00 30,482.20 17,591.80 63 .00 Department 71 - Highway Dept 40,000.00 .00 40,000.00 21,821.60 .00 58,966.60 (18,966.60)147 .00 EXPENSE TOTALS $3,224,471.00 $1,191,400.00 $4,415,871.00 $54,590.81 $0.00 $655,733.93 $3,760,137.07 15%$385,388.87 Fund 430 - Capital Projects Fund Totals REVENUE TOTALS 3,224,471.00 1,791,400.00 5,015,871.00 997,810.00 .00 2,947,894.56 2,067,976.44 59%651,113.33 EXPENSE TOTALS 3,224,471.00 1,191,400.00 4,415,871.00 54,590.81 .00 655,733.93 3,760,137.07 15%385,388.87 Run by Paige Terry on 07/08/2022 08:07:16 AM Page 4 of 5 Financial Report Through 6/30/2022 Through 06/30/22 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 Totals $0.00 $600,000.00 $600,000.00 $943,219.19 $0.00 $2,292,160.63 ($1,692,160.63)$265,724.46 Fund 710 - Highway REVENUE Department 71 - Highway Dept 8,482,456.00 .00 8,482,456.00 .00 .00 5,038,271.35 3,444,184.65 59 4,664,541.13 REVENUE TOTALS $8,482,456.00 $0.00 $8,482,456.00 $0.00 $0.00 $5,038,271.35 $3,444,184.65 59%$4,664,541.13 EXPENSE Department 00 - General Fund .00 .00 .00 .00 .00 .00 .00 +++.00 Department 71 - Highway Dept 8,482,456.00 .00 8,482,456.00 258,677.49 .00 2,176,014.67 6,306,441.33 26 2,312,589.67 EXPENSE TOTALS $8,482,456.00 $0.00 $8,482,456.00 $258,677.49 $0.00 $2,176,014.67 $6,306,441.33 26%$2,312,589.67 Fund 710 - Highway Totals REVENUE TOTALS 8,482,456.00 .00 8,482,456.00 .00 .00 5,038,271.35 3,444,184.65 59%4,664,541.13 EXPENSE TOTALS 8,482,456.00 .00 8,482,456.00 258,677.49 .00 2,176,014.67 6,306,441.33 26%2,312,589.67 Fund 710 - Highway Totals $0.00 $0.00 $0.00 ($258,677.49)$0.00 $2,862,256.68 ($2,862,256.68)$2,351,951.46 Grand Totals REVENUE TOTALS 36,009,548.00 2,130,982.00 38,140,530.00 4,232,104.58 .00 25,093,593.70 13,046,936.30 66%21,161,660.85 EXPENSE TOTALS 35,771,335.00 1,465,939.00 37,237,274.00 1,919,796.97 .00 13,389,298.97 23,847,975.03 36%12,628,173.54 Grand Totals $238,213.00 $665,043.00 $903,256.00 $2,312,307.61 $0.00 $11,704,294.73 ($10,801,038.73)$8,533,487.31 Run by Paige Terry on 07/08/2022 08:07:16 AM Page 5 of 5 Financial Report Through 6/30/2022 Through 06/30/22 Prior Fiscal Year Activity Included Summary Listing Beginning Balance Account 1/1/2022 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 $1,000.00 $1,000.00 $1,000.00 No. 2 Account $100.00 $100.00 $100.00 $100.00 $100.00 $100.00 $100.00 Bremer Checking $539,632.21 $643,316.48 $1,501,213.96 $2,781,436.55 $1,925,879.96 $2,131,768.51 $3,119,732.13 Bremer Money Market $1,317,140.01 $1,317,199.05 $6,817,257.02 $6,317,314.87 $3,317,483.22 $3,317,579.81 $3,917,664.34 H.R.A. / Flex Benefits $1,026,998.92 $1,140,053.82 $1,125,519.75 $1,081,690.08 $1,069,890.93 $1,061,699.84 $1,039,366.93 Jail Assessment $28,346.56 $27,334.55 $29,978.24 $31,098.87 $33,036.94 $34,968.78 $36,910.05 # 85.21 $99,576.92 $99,579.46 $99,582.00 $99,584.29 $99,586.83 $99,589.28 $99,591.82 DHS CCOP Risk Reserve $7,267.85 $7,267.91 $7,267.98 $7,268.03 $7,268.09 $6,062.06 $6,062.12 Credit Card Acct. (clerk)$1.00 $1.00 $1.00 $1.00 $1.00 $1.00 $1.00 Credit Card Acct. (taxes)$1.00 $1.00 $1.00 $1.00 $1.00 $1.00 $1.00 Co Rehab. Fund $173,219.63 $173,724.16 $181,888.58 $181,892.67 $181,897.30 $181,901.79 $182,106.42 L.G.I.P.$4,033,069.57 $4,033,276.56 $4,033,508.36 $4,033,778.28 $7,034,335.77 $7,035,899.49 $7,039,590.29 OTHER INVESTMENTS $14,650,000.00 $13,000,000.00 $13,000,000.00 $13,000,000.00 $13,000,000.00 $13,000,000.00 $13,000,000.00 N.L. Debt Service Fund 380 $3,785.62 $448,278.72 $448,287.94 $448,298.26 $448,309.68 $448,320.74 $28,160.91 N.L. Collateral Pledge (250K)$251,843.39 $251,849.81 $251,856.22 $251,862.02 $251,868.44 $251,874.65 $251,881.07 N.L. Collateral Pledge (75.032K)$75,586.21 $75,588.14 $75,590.06 $75,591.80 $75,593.73 $75,595.59 $75,597.52 American Recovery Act Funds $1,107,695.48 $1,092,034.64 $1,086,507.30 $1,008,238.65 $1,001,325.90 $995,549.90 $2,388,646.97 Community Dev. Block Grant $100.00 $100.00 $100.00 $100.00 $100.00 $100.00 $100.00 Ending Monthly Balance $23,315,364.37 $22,310,705.30 $28,659,659.41 $29,319,256.37 $28,447,678.79 $28,642,012.44 $31,186,512.57 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 2021 Balances $19,104,055.75 $23,981,112.94 $25,737,385.39 $25,376,587.35 $26,564,234.67 $26,751,199.48 $34,957,004.23 $25,798,555.65 $25,307,854.40 $26,107,310.73 $25,443,149.62 $23,315,364.37 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 $200,000.00 Invest. Agreement $200,000.00 $200,000.00 $200,000.00 $200,000.00 $200,000.00 $200,000.00 $200,000.00 (I.R. Incubator Bldg.-June 2003) $240,019.64 World Class Loan $78,241.45 $77,648.40 $77,010.11 $69,631.70 $69,003.76 $69,003.76 $67,721.94 (Bayfield- Nov. 2009) $500,000.00 Loan to Northern $307,784.95 $299,556.43 $291,310.02 $283,045.67 $274,763.34 $266,463.00 $258,144.61 Lights (November 2019) Totals $586,026.40 $577,204.83 $568,320.13 $552,677.37 $543,767.10 $535,466.76 $525,866.55 $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 2022 End Of Month Account Balances 2022 Notes / Agreements - (Principal Balance)