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HomeMy WebLinkAboutExecutive Committee - Agenda - 12/8/2022K:\Executive Committee\2022 EXECUTIVE COMMITTEE\12 December 08 2022\Exec Comm Notice Agenda 2022-12-08.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, December 8, 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, mobile app or room device Click here to join the meeting Meeting ID: 214 197 366 607 Passcode: gR52Qf Download Teams | Join on the web Or call in (audio only) +1 715-318-2087,,454280681# United States, Eau Claire Phone Conference ID: 454 280 681# 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\12 December 08 2022\Exec Comm Notice Agenda 2022-12-08.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 November 10, 2022 3) Public Comment, 3 minutes per person, up to 15 minutes total 4) Presentation and Report, 911 Joint Dispatch Presentation, Stacy Banker, Mission Critical Partners 5) Discussion and Possible Action Regarding Bridge Aid to Town of Kelly and Town of Pilsen. 6) Discussion and Possible Action Regarding Coroner Budget Amendment Resolution 7) Discussion and Possible Action Regarding 2022 Year End Squad Car Fund Budget Amendment – Sheriff’s Office Resolution 8) Discussion Regarding County Carbon Offset Reserve (CCOR) and Forestry Carbon Offset Reserve Draft Proposals 9) Discussion and Possible Action Regarding LATCF Project Prioritization 10) Discussion and Possible Action Regarding UW / UMN Research at Business Park 11) Reports: a) Financial Report, end of November 2022 b) Treasurer’s Report, end of November 2022 c) Child Care Facility Updates 12) The Committee may entertain a motion to move in and out of Closed Session pursuant to §19.85(1) (c) Considering employment, promotion, compensation or performance evaluation data of any public employee over which the governmental body has jurisdiction or exercises responsibility. K:\Executive Committee\2022 EXECUTIVE COMMITTEE\12 December 08 2022\Exec Comm Notice Agenda 2022-12-08.doc a) November 10, 2022 Closed Session Minutes b) Administrator Evaluation 13) Adjourn Executive Committee Narrative, December 8, 2022 Item 4: Stacy Banker with Mission Critical Partners will present the final report for the Joint Dispatch program. An Executive Summary is in the packet. A full report will be available and put in the drop box next week. Item 5. This bridge aid budget amendment for the Town of Kelly is for a cost overrun the Town incurred. The County has sufficient funds to cover this additional cost. A second amendment from the Town of Pilsen will also be discussed. Materials to be provided next week. Item 6. The Corner has incurred additional autopsy and transportation costs in 2022 due to number of deaths requiring autopsy. This resolution addresses overages ($7242) in the Special Services Category incurred to date. The coroner still has some outstanding bills for autopsies, we are hoping this will be sufficient. Item 7. The squad budget (760) is over budget due to repairs and maintenance expenses. This budget amendment is for a total of $73,613 due to numerous overages. Item 8. Under the leadership of Jason Bodine, Bayfield County Forest Administrator, the Bayfield County Forest Committee and the Full County Board, Bayfield County entered county forest lands into the voluntary carbon offset market in early 2021. This is a long-term commitment that allows the county to earn the rewards of years of quality forest management. This program is expected to provide significant financial resources to the county through the sale of carbon offsets. In short businesses can voluntarily purchase these official and audited carbon offsets to help sequester/capture/reduce carbon in the environment. We are proposing a twofold program to continue and enhance Bayfield County’s well-maintained forest and provide supplementary funds to county operations. The two program areas are called: FCOR and CCOR. FCOR stands for Forestry Carbon Offset Reserve. CCOR stands for County Carbon Offset Reserve. The proposal includes a roughly 75/25% breakout of CCOR to FCOR revenues, with front loading to the Forestry program. Attached please find the FCOR draft prepared and reviewed by the Forestry Committee. A proposed draft of the CCOR (County Carbon Offset Reserve) program will be available before the meeting. This is listed as a discussion item with possible action at the January Executive Committee meeting with referral to the full board the end of January. Item 9. The LATCF program provides counties with significant federal properties assistance for county projects. Bayfield County will receive $1,040,000 in total over two years. These are one-time funds. The attached memo provides specific details. Item 10. The University of Wisconsin and Minnesota partnered on a hybrid poplar project years ago at the Bayfield County Business Park. They would like to extend that for five more years based on new product interest and opportunities in our areas. The parcel is 1 acre and designated on the attached map. Our current agreement has expired, and they have requested a five-year renewal. If authorized by the Executive Committee I will review with Corporation Counsel and Execute. Attached is the previous agreement. Item 11. • The November Financial Report shows General Fund revenues at 92% slightly higher than last year at the same time. Expenditures are 84%, about $600k over last year. • Human Services: is at 78% revenues, very similar to last year and Expenditures of $68% about $300k over last year. • Highway is at 76% revenues, up about 400k from last year with expenditures of 85% up $2.5 million over last year. • The Treasurer Report shows balances down $250k from last month but up from last year due to interim one-time funds, ARPA, Opioid and LATCF. 1 Minutes of the Bayfield County Executive Committee Meeting 4:00pm, November 10, 2022 Meeting was held Remotely through Microsoft Teams and in person in the Bayfield County Board Room, Washburn, WI Members Present: Fred Strand, Dennis Pocernich, Brett Rondeau, Mary Dougherty, Jeff Silbert (remote) Members Excused:, Jeremy Oswald Others Present: Mark Abeles-Allison-County Administrator, Kristine Kavajecz-Human Resources Director, Marty Milanowski, Scott Galetka-Land Records Administrator, Larry Fickbohm, Bill Bailey, Annalisa Bermel, Meagan Quaderer-Emergency Management Director Called to order at 4:00 p.m. by Rondeau. Approval of Minutes of October 13, 2022: Motion Strand, Pocernich to approve minutes of the October 13, 2022 Executive Committee meeting. Motion carried (6-0) Public Comment: None Received. City of Bayfield, St. James Hotel Memorandum of Understanding, WEDC CDI Grant: True Historic restoration of 140 year old structure in Bayfield. Boutique hotel with lounge. Motion Dougherty, Silbert to approve the MOU for the WEDC CDI Grant application and send to full county board for approval. Motion Carried (5-0). Letter of Interest for DOT Thriving Communities Program: This is a technical assistance program to aid communities in working together on project concepts. Motion Strand, Pocernich to approve a letter of interest for the DOT Thriving Communities Program. Motion Carried (5-0) Emergency Management 2022 Budget Amendment Resolution: The budget amendment is Motion Pocernich, Dougherty to approve the budget amendment resolutions for the Emergency Management, Land Records, Jail Microgrid and Health Department. Abeles-Allison explained that the Microgrid project will have items that will need to be approved by the County Board. Motion Carried (5-0) Land Records Budget Amendment Resolution Bayfield County Jail/Courthouse Microgrid Project Budget Amendment Resolution Health Department Budget Amendments 2 LATCF Funding: Local Assistance and Tribal Consistency Funds of just over $1 million will be received oven the next 2 years. Suggestions from several departments were reviewed for use of the funds. Items include: • Child Care collab oration with schools. • Business Park Infrastructure • Housing Repair or New Housing Assistance Incentives • Pigeon Lake Condition Report • Community Wellness • Vehicle Fueling Infrastructure • Highway All Season Road on CTH N • Recovery Home Services for those reintegrating from incarceration • Highways • Housing • Bayfield County Marketing Campaign • Camp Facility on Pigeon Lake Housing Development Selection Resolution: Formal resolution needed for the project. Motion Pocernich, Silbert to forward the Housing Development Selection Resolution to the full county board for action. Motion Carried (5-0) Reports: a. Financial Report, end of October 2022: Revenues and expenditures are both slightly higher than this time last year. Overall, all departments are doing well. Overall expenditures are within budget. b. Treasurer’s Report, end of October 2022: Net balance about $29.5 million. c. Bill Bailey reported that up to 40% of the microgrid project may be able to be reimbursed through the Federal Reduction Act. This may cover the cost overruns that have occurred for the project. Motion Pocernich, Dougherty to enter into closed session pursuant to Wisconsin Statutes §19.85(1) (c) Considering employment, promotion, compensation or performance evaluation data of any public employee over which the governmental body has jurisdiction or exercises responsibility and (e) Deliberating or negotiating the purchasing of public properties, the investing of public funds, or conducting other specified public business, whenever competitive or bargaining reasons require a closed session. (g) Conferring with legal counsel for the governmental body who is rendering oral or written advice concerning strategy to be adopted by the body with respect to litigation in which it is or is likely to become involved. Discussion and Possible action Regarding: October 13, 2022 Closed Session Minutes, Purchase or Sale of Property, County Administrator Evaluation, Housing Development Purchase and Sale agreement and Joint Venture Agreement, Lawsuit Report. Motion Carried (5-0) Entered Closed session at 4:30 pm. Motion Dougherty, Strand to return to open session. Motion Carried (5-0). Returned to open session at 4:51pm. 3 Meeting adjourned at 4:51p.m. Respectfully submitted by Kristine Kavajecz. Ashland and Bayfield Consolidation Feasibility Study Executive Summary In response to the rapidly changing 911 ecosystem and technical advancements sweeping the country, the counties of Ashland and Bayfield, Wisconsin, engaged Mission Critical Partners, LLC (MCP) to determine if merging the operations of two public safety answering points (PSAPs) within their counties was feasible and could improve emergency response outcomes. To accomplish this task, MCP completed a comprehensive assessment of the current state of public safety communications services, including the organizational structure, operational configuration, staffing, training, quality assurance (QA), leadership, performance management, facilities, and technology of both PSAPs. In addition, MCP provided the two counties with an initial targeted grant recommendation to provide supportive recommendations for the State of Wisconsin (State) Department of Military Affairs (DMA) PSAP and geographic information systems (GIS) grants. The PSAP grant would support a consolidation by providing funding to cover the transitional capital impact costs for technology, equipment, furniture, and consulting services. MCP is pleased to provide this feasibility study, which presents the findings of our analysis and opportunities to enhance public safety communications capabilities for the counties, their constituents, and field responders. This report—while a comprehensive overview of Ashland and Bayfield counties’ emergency communications services—is based on operations when this phase of the project began in October 2022. A diverse group of stakeholders participated in the project—representatives from emergency management, Ashland County Sheriff’s Office, Bayfield County Sheriff’s Office, and each county, as well as PSAP personnel and field responders. Representatives were interviewed as the primary point of contact for each participating agency—individually or as part of a focus group. Additional input was sought from a variety of internal and external personnel. At the onset of this project, stakeholders highlighted the current challenges and definitions of success that follow, which MCP kept at the forefront when developing the key findings and recommendations. • Improve public safety services provided to citizens and field responders • Streamline processes when requesting field responders by reducing transfers • Expand emergency medical dispatch (EMD) to Bayfield County • Improve PSAP staffing • Reduce duplicate systems and streamline costs • Increase resources and accessibility • Improve situational awareness and mutual aid response • Improve or eliminate disparate procedures and workflows • Combine money, equipment, personnel, and expertise, which may result in the best service they can afford • Improve uniformity of operations through joint training and regular communications • Allow every agency to have a voice in consolidation planning Based on extensive analysis using national standards, best practices, Wisconsin legislation, industry knowledge, and experience, MCP determined that Ashland County and Bayfield County constituents and field responders would benefit from physically consolidating the two PSAPs into a single PSAP. To be clear, no one single aspect drives the consolidation determination—the holistic collective and the interrelationships among the various factors (key findings) introduce risk into the public safety communications system that can be mitigated through consolidation. This report provides an answer to the “if” and “why” consolidation in the counties is feasible, but more importantly, it lays the groundwork for an implementation plan to be developed in the future, and factors that must be addressed through collaborative planning between the agencies involved. Opportunities exist for improvement across the board in PSAP operations, policies and procedures, personnel and workforce, QA and performance management, facilities, leadership and planning, technology, training, and governance. Fortunately, the motivation exists to pursue these opportunities and position Ashland and Bayfield counties to improve public safety service delivery by implementing the recommendations within this report—which includes consolidating PSAP operations into a single facility. The recommendations overall address the key findings noted below and lend themselves well to support the current activities and future consolidation planning efforts in the counties. Priority Key Findings • Consolidation is necessary to reduce the risk and improve operating and fiscal efficiencies. • There is consensus that a consolidated PSAP would be more appropriately placed under a hierarchy that is independent intergovernmental board consisting of stakeholders from both counties. • Some of the mission critical systems and technologies in use in the two PSAPs are operating independently and with limited or no interoperability (call handling equipment and radio systems). • Staffing concerns (low applicant pool, minimal staffing, etc.) play a significant role in the consolidation recommendation. • With a combined workforce of 14 to 20 telecommunicators, a consolidation model would reduce risk exposure by providing minimum staffing of two to three telecommunicators per shift. • Consolidation has the potential to reduce operating costs by improving economies of scale and reducing redundant and duplicate equipment, including the reduction or elimination of ongoing maintenance and replacement costs. • Disparities in salaries exist between PSAP staff that will need to be rectified in any consolidation scenario. • The consensus of the staff and stakeholders from each PSAP is that their current staff members are outstanding, dedicated employees that do a very good job in a very difficult and complex position. MCP’s findings support that the future success of the two counties’ public safety communications configuration will be better served if consolidation of telecommunicator personnel from both PSAPs and the requisite technology is pursued—with leadership working in concert to support the workforce as they deliver services to the community and field responders. The primary driver of this recommendation is the current state of PSAP staffing in the counties—this recommendation provides a pathway for one consolidated PSAP to operate with a minimum of two to three telecommunicators on duty 24 hours a day, seven days a week (24 x 7). Both PSAPs reported issues with retention, low applicant pools, and heavy turnover. Aside from improving staffing efficiencies, a full physical consolidation would eliminate call transfers between the two PSAPs, which are susceptible to delays and repetitive caller interrogation. Without consolidation, the PSAPs are bound to the current state and constrained in their efforts to provide a higher, more efficient level of service. In this case, the current state may impact future grant opportunities because the two PSAPs are not compliant with the State of Wisconsin’s grant compliance requirements to staff a minimum of two on duty 24-7 and to provide emergency medical dispatch (EMD) to callers. To provide this level of coverage individually, would require a minimum of 20 telecommunicators (25 if turnover is factored in). As highlighted above, a consolidated PSAP with a minimum staffing of two would require 14 (20 if turnover is factored in), which is a staffing efficiency of six. 2022 Bridge Aid Town of Kelly WHEREAS, Bayfield County budgeted $4,500 for bridge work on Brown Road to US 63; and, WHEREAS, work was not complete until 2022; and, WHEREAS, project prices were more than expected and totaled $17,474; and, WHEREAS, Town of Kelly is requesting reimbursement for half the expense; and, WHEREAS, the Bayfield County Highway Committee approved the additional expense at a meeting on November 2, 2022; and, WHEREAS, the Bayfield County Executive Committee approved the additional expense at a meeting on December 8, 2022; NOW, THEREFORE, BE IT RESOLVED, that the Bayfield County Board of Supervisors assembled this 31st day of January, 2023, approves the additional expense of $4,237; and BE IT FURTHER RESOLVED, that the following line-item adjustments be made to the 2022 budget: Increase Fund Balance Applied Revenue: 100-00-49301 by $8,737 Increase County Bridge Aid to Towns: 100-00-53319-50790 by $8,737 By Action of the: Bayfield County Board of Supervisors ____________________________________________ Dennis M. Pocernich, Chair STATE OF WISCONSIN ) ) ss. COUNTY OF BAYFIELD ) I, Lynn M. Divine, Bayfield County Clerk, hereby certify that the foregoing is a true and correct copy of Resolution No. xxx Volume xx, adopted by the Bayfield County Board of Supervisors at their meeting held on the xxst day of xxxx. _________________________________________ Lynn M. Divine, Bayfield County Clerk Resolution No. 20xx-xx Resolution No. 202x-xx 2022 Coroner Budget Amendment WHEREAS, Multiple homicides by gun and vehicular homicides have occurred in 2022; and, WHEREAS, Multiple drug overdoses and suicides have occurred in 2022; and, WHEREAS, Autopsy and autopsy transportation expenses are higher in 2022; NOW THEREFORE BE IT RESOLVED, that the Bayfield County Board of Supervisors assembled this xx day of xxx 202x, does hereby authorize an increase in the Special Services line item of the 2022 budget of $7,242: Increase Fund Balance Applied: 100-00-49301 by $7,242 Increase Special Services Expenditures: 100-06-51205-50250 by $7,242 By Action of the: Bayfield County Board of Supervisors ____________________________________________ Dennis M. Pocernich, Chair STATE OF WISCONSIN ) ) ss. COUNTY OF BAYFIELD ) I, Lynn M. Divine, Bayfield County Clerk, hereby certify that the foregoing is a true and correct copy of Resolution No. 202x-xx, Volume 29, adopted by the Bayfield County Board of Supervisors at their meeting held on the xx day of xxx 202x. _________________________________________________ Lynn M. Divine, Bayfield County Clerk 2022 Year End Squad Car Fund Budget Amendment – Sheriff’s Office WHEREAS, the 2022 Sheriff’s Squad Car Fund expense budget is used for squad related expenses with revenues coming from insurance recoveries, sale of vehicles and depreciation (squad mileage charges); and, WHEREAS, Repair and Maintenance service costs exceeded budgeted expenses; and, WHEREAS, Fuel costs far exceeded budgeted figures; and, WHEREAS, Oil, Grease, Anti-Freeze costs exceeded budget figures; and, WHEREAS, CNG Fuel costs exceeded budgeted figures; and, WHEREAS, Tires & Battery costs exceeded budgeted figures; and, WHEREAS, Insurance on Vehicles exceeded budgeted figures; and, WHEREAS, Insurance Deductible costs exceeded budgeted figures; and, WHEREAS, Depreciation and Amortization costs came under budgeted figures; and, WHEREAS, CNG Fuel Tax costs came under budgeted figures; and, WHEREAS, Interest Expense Capital Lease costs exceeded budgeted figures; and, WHEREAS, the Sheriff’s Squad Fund account has a sufficient balance to cover these expenses; NOW, THEREFORE, BE IT RESOLVED, that the Bayfield County Board of Supervisors assembled this 31st day of January, 2023, does hereby authorize the 2022 Sheriff’s Squad Car Fund budget be amended to reflect the expenses from unexpected costs to: Increase Insurance Recoveries 760-76-48401 by $19,293 Apply Fund Balance 760-76-49301 by $54,320 Total Revenue: $73,613 Increase Repair & Maintenance Expenses 760-76-52120-50350 by $48,390 Increase Fuel Expenses 760-76-52120-50351 by $31,050 Increase Oil, Grease, Anti-Freeze Expenses 760-76-52120-50352 by $ 535 Increase CNG Fuel Expenses 760-76-52120-50354 by $ 4,275 Increase Tires & Batteries Expenses 760-76-52120-50355 by $ 1,733 Increase Insurance on Vehicles Expenses 760-76-52120-50512 by $ 1,872 Increase Insurance Deductible Expenses 760-76-52120-50513 by $ 5,231 Decrease Depreciation & Amortization Exp 760-76-52120-50540 by ($20,000) Decrease CNG Fuel Tax Expense 760-76-52120-50563 by ($ 233) Increase Interest Expense Capital Lease 760-76-52120-50621 by $ 760 Total Expenditures: $73,613 Resolution No. 20xx-xx By Action of the: Bayfield County Board of Supervisors ____________________________________________ Dennis M. Pocernich, Chair STATE OF WISCONSIN ) ) ss. COUNTY OF BAYFIELD ) I, Lynn M. Divine, Bayfield County Clerk, hereby certify that the foregoing is a true and correct copy of Resolution No. xxx Volume xx, adopted by the Bayfield County Board of Supervisors at their meeting held on the xxst day of xxxx. _________________________________________ Lynn M. Divine, Bayfield County Clerk 1 BAYFIELD COUNTY Forest Carbon Offset Reserve Fund Proposed Allocation and Implementation Plan Bayfield County has registered nearly 160,000 acres (roughly 90%) of the Bayfield County Forest (Forest) for participation in the voluntary carbon credit (offset) market under the American Carbon Registry (ACR) Improved Forest Management (IFM) program. As part of the ACR IFM program standard, landowners are required to maintain a certificate from an independent, third-party forest certification program (e.g. Forest Stewardship Council or Sustainable Forestry Initiative), as well as commit to reporting and verifying carbon stocks for a period of 40 years, among other requirements. The start date for the Bayfield County Forest carbon offset project is April 1, 2021. Revenue from the sale of carbon offsets is expected annually, starting in 2023. Carbon Sequestration and Credits: As forests grow, they capture or sequester carbon dioxide. For the purposes of this forest carbon project, sequestration will refer to the capture and storage of carbon dioxide by trees and plants through natural processes, such as photosynthesis. Trees absorb (sequester) carbon dioxide from the atmosphere and store it within their growing biomass (e.g. trunk, branches, leaves and root systems). The amount of carbon sequestered, as well as the number of carbon credits produced, can be highly variable and dependent upon numerous factors. A carbon credit (offset) is calculated, in part, by totaling the amount of carbon sequestered in a project, less removals (e.g. timber harvesting and mortality) and measured against a modeled baseline standard. Offsets may be developed under voluntary market or compliance market standards, each of which has specific carbon accounting and eligibility requirements. As part of the Bayfield County Forest carbon project, credits will be produced annually and sold in the voluntary carbon market. One forest carbon credit is a metric ton of carbon dioxide equivalent (CO2e), the emission of which is avoided or newly stored, that may be purchased by greenhouse gas emitters to compensate for their own emissions occurring elsewhere. Carbon offsets are regulated, verified, and administered by carbon registries/standards (e.g. ACR). Each standard issues a set of protocols that prescribe the exact rules landowners and project developers must follow to generate carbon offsets. The standards also specify the monitoring, reporting, and verification requirements, which ensures that each carbon offset represents a real ton of avoided, reduced, or removed emissions. A portion of the revenue generated from the annual sale of carbon offsets, from the Forest, is proposed to be re-invested in a variety of county and countywide projects. Reinvesting in outdoor, forest or “green” based projects, especially those that strive to improve or enhance climate resiliency, may resonate with voluntary carbon market buyers, improve project strength, competitiveness and long- term viability, and command higher pricing. Carbon Offset Reserve Fund: The establishment of a non-lapsing Carbon Offset Reserve Fund (COR) is proposed to address a variety of issues, priorities and programs. The COR will be broken into two sections: Forest Carbon Offset 2 Reserve (FCOR) and County Carbon Offset Reserve (CCOR). The CCOR will focus on Countywide, non- forestry related projects and initiatives. The CCOR plan will be shared with the County Executive Committee during a future meeting. This plan addresses the goals of the FCOR. Forest Carbon Offset Reserve (FCOR): The FCOR will focus on issues impacting the sustainable management of the Forest, including climate change and associated influences, as well as recreational opportunities. A core tenant of the FCOR will be to: protect, sustain and enhance the natural resources of the Forest, for generations to come, as well as foster and facilitate outdoor recreation within Bayfield County. The FCOR would provide the Bayfield County Forestry and Parks Department (Department) with a stable and secure financial foundation, built with “green” based proceeds derived from the sustainable management of the Forest, through the sale of carbon offsets. The FCOR will provide a framework for the Department to make important natural resource investments that will address key current and future Forest program needs and priorities. Equally important, a fundamental goal of all COR initiatives will be to leverage other funding sources to further extend the impact of investments. Seeding the FCOR is proposed using proceeds from the first five carbon offset payments. A minor portion of all subsequent carbon offset payments would be used to maintain FCOR programs and initiatives. Below is a summary of programs that would be established within the FCOR and the seeding targets for each. A. SECTION 1: Executive Summary 1. Program Categories. Three primary program categories would be created within the FCOR. a. Recreation. b. Land Acquisition. c. Forest Management. 2. Targeted Funding Amounts. Total targeted (seeding) allocations. a. Recreation: $1.75 million. b. Land Acquisition: $3.0 million. c. Forest Management: $1.0 million. 3. Program Categories – Brief Descriptions. a. Recreation: ($1.75 million). Foster the improvement, development and growth of dispersed outdoor recreation in Bayfield County. i. Recreation Grant. Establish a significant long-term annual grant, with the goal of facilitating a variety of new and existing recreational opportunities throughout Bayfield County. Of the total funding target dedicated to the Recreation Program, $1.25 million would be allocated for the Rec Grant. ii. County Recreation Projects. Fund existing and new recreational opportunities on lands managed by the Department. Of the total funding target dedicated to the Recreation Program, $500,000 is proposed for County Recreation Projects. b. Land Acquisition: ($3.0 million). Target forested properties with high natural resource or conservation value optimizing public benefit and promoting climate resiliency. Also 3 consider parcels that will produce increased recreational value, even if not suitable for entry in County Forest Law. i. County Projects. 85%+ of available funds will be targeted towards county land acquisition projects ii. Other Conservation Projects. Consider investing up to 15% of available funds towards acquisition, conservation easement or similar projects, where land is permanently protected by another unit of government or non-profit and available for public use. c. Forest Management: ($1.0 million). Identify and prepare for current issues and future priorities that are expected to impact the long-term sustainable management of the Forest, with an emphasis on enhancing, improving or promoting sustainability, ecological diversity, climate resiliency, including enhanced carbon sequestration and storage rates, and/or hazard mitigation. B. SECTION 2: Detailed Summary 1. FCOR Seed 1: First Two Payments. Revenue from the first two carbon offset payments will be distributed as follows: The first two carbon offset payments are expected to arrive in 2023. This would include the first payment, originating from credits generated from the inaugural reporting period (April 2021- March 2022), as well as the second payment, consisting of credits generated from the second reporting period (April 2022-March 2023). The first payment is expected to arrive in Q1 2023, while the second payment is expected in Q3 or Q4 2023. Total carbon revenues received in 2023 will first be used to address any anticipated shortfalls in the Department’s operating budget. The payment(s) received in 2024, and every year thereafter, will treated in the same manner. The remaining amount of the first two carbon credit payments, less funds needed to address operating budget shortages, will then be released to the FCOR, as per below. A similar budget adjustment calculation and distribution will occur annually from this year forth. After operating budget adjustments have been addressed, 27% of the first two carbon offset payments (combined total) or up to $3.0 million, whichever is lesser, will be transferred to the FCOR. The FCOR will consist of three primary categories: Recreation; Land Acquisition; and Forest Management. This initial transfer of revenue will serve as the first “seeding” of the FCOR and establish a foundation for the development of various forest management, recreation and land acquisition related projects. Non-lapsing revenue and associated expense accounts will be created. The first distributions to the FCOR will prioritize Recreation. The Forest Management and Land Acquisition programs are equally important, but will be secondary in funding priority. The proceeds from the first two carbon payments will be assigned as follows: a. Recreation. The total targeted funding amount for the Recreation program is $1.75 million. The general framework will include: a. Establish a long-term outdoor recreation grant. 1. A minimum of $1.25 million will be used to form this grant. This will be achieved by assigning all funds directed to the FCOR to this project until the minimum threshold has been met. 4 2. The initial goal will be to develop, promote and implement a long-term outdoor recreation grant, available to local units of government, chambers of commerce, school districts, 501c non-profits and similar entities, for projects that occur within Bayfield County only and that are open to public use. Roughly 20% of the total available funds assigned to this grant will be available every year for the first five years (CY 2023- 2027). In this example, roughly $250k would be available annually over the five-year period. 3. Funds would be available for eligible projects that provide free public outdoor recreational opportunities in Bayfield County. 4. The amount of annual funding, total amount of funds assigned or the duration that funding will be available may be modified depending on the collective response to this grant opportunity, as determined by Bayfield County, through the Forestry and Parks Committee (Committee). 5. If the outdoor rec grant is determined to be unsuccessful, the balance of unallocated funds will be returned to the FCOR and re-allocated to other eligible projects. 6. If other identified FCOR projects have been fully subscribed and no additional carbon funds are needed, then all or a portion of the funds that have been earmarked for this category may be unencumbered and released to the COR. 7. Outdoor rec grant terms, condition and requirements of application will be developed by the Department in late CY 2022 and/or early 2023, reviewed by the County Administrator and addressed by the Committee. Modifications to the grant will occur as needed and follow a similar review and approval process. 8. An outdoor rec grant oversight committee will be formed to select projects and determine the awarded amount. The oversight committee will consist of: a. Forestry and Parks Department Administrator or designee; b. Tourism Director or designee; c. Bayfield County Administrator or designee; 9. The Committee will consider the recommendations of the oversight committee to select the final projects and determine the actual awarded amounts, as part of a regularly scheduled Committee meeting. 10. All grant administration and management will be the responsibility of the Department. 11. An annual report of grant activity will be presented to the Committee and included in the Department’s annual accomplishment report. 12. A priority will be given to dispersed, non-motorized outdoor recreational activities, including, but not limited to: hiking, mountain bike, horse-back riding, cross-country ski, and dog-sled trails, especially those that provide multiple compatible public uses. These funds are not intended to address activities that require dedicated, more specialized developed infrastructure, including, but not limited to: tennis courts, pickleball courts, athletic fields/facilities e.g. baseball, soccer, football, hockey, basketball, etc., swimming pools, downhill skiing, exercise yards, playgrounds, dog parks and similar facilities or developments. 5 13. Core rec grant application criteria and review considerations, will include, but not be limited to: a. Summary of need, including goals and plans for long-term management and maintenance. b. Extent to which the proposed project fills a recreational need or gap, improves already established opportunities or connects to existing infrastructure. c. Anticipated number of people served. d. Local letters of support. e. Local government support. f. Project location (prioritize an equal distribution of funding throughout the county, whenever possible). g. Type of recreation and if similar opportunities exist nearby. h. Land ownership. Projects will only be considered on public lands, where public use rights have been permanently secured or on properties owned by a non-profit organization. The lands must be open to the public, in perpetuity, and free for public use (though some considerations will be given to projects that include a fee to address maintenance expenses, see below). i. A modest match requirement should be considered e.g. 20%. Force account labor and equipment, volunteer labor, donated equipment and materials, etc., would be eligible as the match. A project that leverages other funding sources should receive a stronger consideration. j. Long term financial stability (demonstrated). k. If a fee would be required for use. Preference will be given to projects that will be free to public use or where a nominal fee is charged only to help offset maintenance costs (e.g. grooming cross-country ski trails). l. Preference will be given to non-motorized recreation. Motorized recreation will be considered, but only if the project is otherwise not eligible for funding through existing DNR motorized recreational trail aids (e.g. DNR snowmobile or ATV/UTV trail aids) and grant funds are still available after all eligible non-motorized applications have been addressed. m. Preference will be given to new trail development or existing trail improvement projects. Infrastructure and equipment purchases will be considered, but only if determined to be a critical part of the project, a clear benefit to the trail user or otherwise add significant value to the potential rec experience, as determine by the Committee. n. Funding ongoing maintenance activities will be considered, but likely of lower priority. To be considered, an applicant would be required to demonstrate a financial need; that the recreational services to the public would otherwise not occur without assistance from this grant; where services would be reduced or eliminated if financial support were not secured; or where the quality of recreational activity would be impacted due to a lack of routine maintenance, resulting from demonstrated financial constraints. 6 b. The remaining amount of Seed 1 funds not assigned to the rec grant, or up to $500,000, will be directed to recreation projects on county owned lands, as managed by the Department. This could include, but is not limited to, improvements to existing infrastructure, the development of new rec opportunities and planning on county owned lands. This could also include commissioning local or regional recreational studies or similar plans that attempt to determine opportunity areas, gaps and/or future needs. c. Expenses pertaining to the development and administration of the rec grant, including the cost of personnel, as well as similar cost or workload increases associated with the creation of additional recreational facilities or infrastructure, and managed by the Department, can be addressed through the FCOR and budgeted accordingly. b. Land Acquisition. Land acquisition projects would primarily focus on parcels located within the Forest Blocking, as per the Bayfield County Forest Comprehensive Land Use Plan (Comp Plan). a. The total FCOR funding target for the Land Acquisition program is roughly $3.0 million. The actual distribution of these funds will be based on identified need and priorities, as outlined in the FCOR or similar planning documents. b. If the minimum funding targets for the Recreation program are met, then at least half of the remaining balance, up to $750,000, would be assigned to land acquisition as part of Seed 1. The rest would be allocated in payments 3-5, until the total funding target has been met. c. Land acquisition projects would prioritize the purchase of forested parcels that would be enrolled in County Forest Law (CFL) and managed as part of the Forest. Keeping forests as healthy, productive, intact forests has been identified as one of the core principles of maintaining or improving climate resilience. d. Other properties could be considered, even if located outside of the Blocking, if they provide high conservation value, additional public outdoor recreational value or are otherwise not suitable or eligible for entry into CFL. e. Rec properties acquired with FCOR funds would be administered and managed by the Department, as part of the Recreation program. c. Forest Management. The Forest Management allocation will address specific issues, goals and/or concerns regarding the management and administration of the Forest, both current and anticipated, with an emphasis on increasing productivity and improving or enhancing climate resiliency. Including, but not limited to: a. Invasive species inventory and control; b. Reforestation/regeneration concerns, issues and challenges, including monitoring and analysis, as well as impacts of herbivory and climate change; c. Forest management: 1. Silvicultural effectiveness, including monitoring and analysis; 2. Forest management strategies, including the incorporation of carbon metrics, modeling and forecasting, as well as climate related planning, with the goal of improving carbon offset development, carbon sequestration and storage rates, and climate resiliency without significantly impacting traditional harvesting outputs; 3. Climate adaptation and resilience, including modeling and planning; 4. Continuous Forest Inventory (CFI) data collection and analysis, as it pertains to maintaining plots included in the carbon offset program; 5. Education, including interpretive signs, kiosks and similar information; 7 6. Efficiency (e.g. technology improvements, equipment upgrades, management tools, replacing fleet vehicles with EV’s, etc). d. Wildlife habitat development, maintenance and monitoring, including young forests and barrens, as well as studying how a changing climate may influence habitat; e. Forest road maintenance, development and improvement (access management), as it pertains to improved sustainability and hazard mitigation; 1. County Forest infrastructure (roads and trails); 2. Increased Town road improvement aids (supplement to existing program). f. The forest management issues, goals or concerns described above are generally classified as being above and beyond the current capacities of, and resources available to, the Department. Funds available through the FCOR are not intended to address standard or routine forest management obligations that are administered through the normal operating budget. Whenever possible, FCOR funds should be used to address areas of need that are viewed as over and above the current capacities of the Department and not considered a regular or routine management activity or obligation. g. The Department may consider the development of a small local grant to assist private landowners with the maintenance of invasive species, especially on properties that border county owned lands. h. The Department may also consider the development of a small local grant to assist private landowners with reforestation activities. i. The total FCOR funding target for the Forest Management program is $1.0 million. If the minimum funding targets for the Recreation program have been met, then at least half of the remaining balance, up to $500,000, would be assigned to the Forest Management program as part of Seed 1. The rest would be allocated in payments 3-5, until the total funding target has been met. d. Seed 1 Allocations: a. Recreation: up to $1.75 million; b. Land Acquisition: up to $750,000; c. Forest Management: up to $500,000. d. Total Allocation: up to $3.0 million or about 27% of the total amount received from the first two carbon offset payments, whichever is lesser. 2. FCOR Seed 2: Third Payment. A total of 27% of the carbon offset payment received in CY 2024 or up to $1.5 million, whichever is lesser, would be allocated to the FCOR as follows and expended as described in section B.1 above: a. Seed 2 Allocations: a. Recreation: $1.75 million less the amount assigned to Recreation in the Seed 1 FCOR allocation; b. Land Acquisition: if the total funding target for Recreation has been met, then roughly half of the remaining balance or up to $1 million; c. Forest Management: if the total funding target for Recreation has been met, then roughly half of the remaining balance, or up to $500,000; d. Total Allocation: up to $1.5 million or about 27% of the total amount received from the third carbon offset payment, whichever is lesser. 3. FCOR Seed 3: Fourth Payment. A total of roughly 20% of the carbon offset payment received in CY 2025 or up to $1.0 million, whichever is lesser, will be allocated to the FCOR as follows and expended as described in Section B.1 above: 8 a. Seed 3 Allocations: a. Recreation: $0.00 (Recreation is expected to be fully funded after the Seed 1 or 2 FCOR allocations); b. Land Acquisition: the total Seed 3 FCOR allocation, less the amount directed to Forest Management, up to $1.0 million; c. Forest Management: $1.0 million less the total amount assigned to Forest Management from the Seed 1 and 2 FCOR allocations; d. Total Allocation: approximately $1.0 million or about 20% of the total amount received from the fourth carbon offset payment, whichever is lesser. 4. FCOR Seed 4: Fifth Payment: A total of roughly 20% of the carbon offset payment received in CY 2026 or up to $1.0 million, whichever is lesser, will be allocated to the FCOR as follows: a. Seed 3 Allocations: a. Recreation: $0.00 (Recreation is expected to be fully funded before this payment); b. Land Acquisition: $3.0 million less the total amount assigned to Land Acquisition from Seed 1-3 FCOR allocations, up to $1.0 million; c. Forest Management: $0.00 (Forest Management is expected to be fully funded before this payment); d. Unassigned: any remaining balance after all funding targets have been met for the Recreation, Forest Management and Land Acquisition programs. e. Total Allocation: Approximately $1.0 million or about 20% of the total amount received from the fifth carbon offset payment, whichever is lesser. 5. The revenue accounts created for the FCOR will be non-lapsing. The FCOR will have an unencumbered cap of $2.0 million. If, at the end of a calendar year, more than $2.0 million in the FCOR has not been designated or assigned for a specific use, then the difference (overage) will be released to the COR. 6. Whenever possible, all COR funds should be managed in interest bearing accounts. All interest generated from COR accounts will be directed to the General Fund. 7. The FCOR will be managed by the Department, with funds allocated and administered as part of the annual budgetary process. 8. Additional COR funds can be requested as part of the normal budgetary process or when projects have been identified, where supplementary funding is required. 9. By the end of 2023, the Department will target the development of a priority list, implementation plan or similar analysis, for all three programs identified in the FCOR. The document(s) will incorporate items that have been categorized above to highlight the anticipated impacts on each of the respective programs, including identifying potential gaps or future needs. Short and long-term planning, as well as the development of associated budgets may be part of the process. Each document will be presented to the Committee and addressed accordingly. Some projects may also be identified within the Department’s Annual Workplan and addressed accordingly. 10. In CY 2026, the FCOR will be reviewed by the Forestry and Parks Administrator and County Administrator to determine effectiveness and future direction, with the results presented to the Committee. During the review process, goals and direction for the next 5 year period (CY 2027- 2031) will be determined. a. All long-term projects (e.g. five-year rec grant), that were previously established and funded through the FCOR and that have been determined to be successful, as determined by the Committee, in consultation with the County Administrator, will be prioritized and recommended for extension/continuation. 9 b. If, after the review, the FCOR or a program within it, is recommended for termination, then the unspent, but encumbered revenue balance will be maintained in the associated non-lapsing account(s) until the projects are completed. All unassigned funds would be released to the COR. 11. A variety of factors have the potential to significantly influence annual net carbon revenue, including, but not limited to: the total volume of carbon credits produced annually; the price per credit (market) at the time of sale; the total number of carbon credits sold; the total volume of timber harvested (or other removals e.g. tree mortality) during the carbon project reporting period; and project management expenses. a. The maximum amount of carbon funds assigned to the FCOR is capped within each Seed year. The level of funding directed to the FCOR will be influenced solely by the actual amount of carbon offset revenue received from each reporting period. b. It should be noted that carbon credit revenue was not included in the 2022 or 2023 budgets. c. If the total funding targets for each program are met within the first five payments, then a portion of carbon funds expected in 2025 and/or 2026 could be unassigned and shifted to any FCOR project or priority. 12. Funds generated through the sale of carbon offsets, derived solely from the sustainable management of the Forest, present a unique, once in a generation type opportunity. An opportunity to establish progressive climate protocols, initiatives and direction, that have the potential to effectively address future needs and develop strategies that will better optimize the sustainable management of the Forest, both now and over the long-term. The FCOR is an investment in the future of Bayfield County. Bayfield County Administrator 117 E 5th Street, PO Box 878, Washburn, WI 54891 Ph: 715-373-6181 Fx: 715-373-6153 Mark Abeles-Allison, County Administrator Kristine Kavajecz, Human Resources Director Paige Terry, Clerk III December 1, 2022 To: Executive Committee From: Mark Abeles-Allison Re: LATCF Funding Local Assistance and Tribal Consistency Funds in the amount of $1.04 million will be available to the county over the next two years. These funds can be used for a wide variety of needs. We reached out to all departments and received feedback. Based on feedback and considering that these are one-time funds, I would propose two major projects and three smaller projects: 1. Cable Highway Garage: Attached is a summary from Bob Anderson, Bayfield County Highway Commissioner. This building is in poor condition from a structural perspective. The proposal is to remove the existing building and replace on the same parcel, increasing the size to accommodate two equipment operators operating out of this shop in the future. 2. Grand View Garage: Like the Cable building this structure is in poor condition structurally. This building is currently used by the Sheriff’s Office to store Sheriff’s Office equipment including boats, snowmobiles, ATVs, Response Vehicle, etc. At present Zoning, Veterans and Child Support also have outreach offices in southern Bayfield County. We would like to consider consolidating these into this building as well, sharing one office. Attached is a sketch from Andy Runice on what the building spacing could look like. I recommend on focusing on these two major projects and estimate they will take up 80% of funds. These projects will be permanent structures for the county for decades to come. A quality and long-lasting construction. After authorization the next steps would be a needs assessment, design and engineering followed by demolition and construction. Based on input and capital improvement needs I would recommend three smaller, one-time projects: a. Fair Exhibitor Fee Waiver in 2023: The Fair wants to encourage more exhibitors. A one year “free exhibitor” pass to the Bayfield County Fair is proposed for 2023. Estimated cost $7000. b. In 2022 Bayfield County received a health infrastructure grant for Health Department Capacity Improvements. This will be used for office remodel, conversion, expansions. This project will impact other offices, namely Veterans, Emergency Management and Criminal Justice. These improvements will coincide and compliment the health project but are not funded under this project. I recommend allocating $100k to these components. Work to include office renovation, additional doors and walls, etc. c. Pigeon Lake Condition Report, 2023: $30k. d. Sheriff Mobile/Portable Radio Upgrade: $35k total. Bayfield County Highway Department Cable Garage Replacement Plan 11/16/2022 The current garage in Cable was constructed in 1940, making it 82 years old. We recently had a structural engineer from Cedar Corp perform a building inspection and are awaiting his final written report. During conversations they relayed that the building was very deteriorated and needed to be programmed for replacement. Repairs could be made but they wouldn’t prolong the need for a replacement structure for a long. The current Cable Garage is a 2-Bay structure and houses one Patrolman position. It is the Highway Department’s intent to add a second position to Cable to make our winter plow routes more efficient, promote safety, and provide redundancy. We intend to relocate a position from the Mason Garage which currently has four Patrolmen when an opening there becomes available. In 2014 a new heated garage was constructed in Mason that is heated and has three bays. This is the same structure we envision building in Cable. We have the plans used for that project which we intend to use as much as practical for the new garage. The designer was C&S Design & Engineering, Inc. from Ashland. This proposed project would see the demolition of the existing Cable Garage with the new facility being built on top of the old garage footprint. The new garage will be rotated to provide three garage doors facing north toward the Salt Storage Shed. In 2014 the cost to construct the new Mason Garage was $241,000. With increases recently seen we anticipate the new Garage to cost $350,000. To reduce expenses or to meet a match with in-kind services, we propose to demolish the existing garage with County Forces and perform the dirt work required for the new structure. Once funding is secured we will proceed with getting an Engineering Firm on board to review the plan and revise as needed. If this is done soon we anticipate demolishing the new garage in early spring followed by completing construction of the new facility by the end of September 2023. REPLACEMENT SHERIFF OFFICE BUILDING / CURRENTLY IN GRAND VIEW General Thoughts, Combination with Other Departments December 1, 2022 • Location is good for the reason that it’s kind of central but if we can absorb our rented south office into the same building it would be more advantageous. • What is needed in the building. o We need at least 50x60foot to store snowmobile trailers, boats, UTV & trailer and armored vehicles. o If it were larger we could put the new command trailer in it too. If we can absorb the south office into the same building a side office room would be nice where staff working in the south can work. We run interviews and intoxicated driver tests out of it. Needs heat, bathroom, internet and cameras. • Who will use the building? Sheriff’s Office. If a side office is added to it, and it appeared inconspicuous Child Support could share it. Maybe even Zoning. The command trailer being parked inside would aid our Emergency Management, Health Department joint team concept. • Garage would need some level of heat, with water to wash cars and drains. Extra storage would be nice too for equipment. Current aerial: Site: 130 x 100 plus 76’x100 in ravine 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 55,043.00 9,762,588.00 154,221.23 .00 7,703,813.44 2,058,774.56 79 7,866,687.87 Department 02 - Clerk of Courts 277,595.00 .00 277,595.00 15,206.09 .00 280,745.49 (3,150.49)101 295,401.75 Department 04 - Criminal Justice 193,214.00 .00 193,214.00 30,748.78 .00 120,651.16 72,562.84 62 180,600.79 Department 05 - Family Court Commissioner .00 .00 .00 .00 .00 .00 .00 +++.00 Department 06 - Coroner 6,250.00 .00 6,250.00 .00 .00 5,070.50 1,179.50 81 6,492.50 Department 07 - Administrator 15,000.00 .00 15,000.00 .00 .00 15,240.00 (240.00)102 15,000.00 Department 08 - District Attorney 26,500.00 .00 26,500.00 921.27 .00 15,146.24 11,353.76 57 25,333.76 Department 09 - Child Support 197,067.00 20,000.00 217,067.00 40.00 .00 155,390.21 61,676.79 72 128,692.07 Department 10 - County Clerk 53,690.00 .00 53,690.00 15.00 .00 20,061.52 33,628.48 37 36,955.84 Department 12 - Treasurer 330,482.00 .00 330,482.00 54,787.84 .00 309,653.15 20,828.85 94 500,979.68 Department 13 - Land Records 276,000.00 32,360.00 308,360.00 9,036.87 .00 330,258.15 (21,898.15)107 337,834.19 Department 14 - Court House 300.00 .00 300.00 .00 .00 3,029.75 (2,729.75)1010 49.40 Department 15 - Register of Deeds 200,000.00 .00 200,000.00 21,561.06 .00 186,483.19 13,516.81 93 228,134.66 Department 17 - Sheriff 296,750.00 12,000.00 308,750.00 34,489.70 .00 400,453.72 (91,703.72)130 254,566.62 Department 18 - Emergency Management 143,788.00 .00 143,788.00 .00 .00 132,987.22 10,800.78 92 152,284.36 Department 19 - Veteran's Services 11,550.00 .00 11,550.00 4,118.39 .00 13,978.83 (2,428.83)121 11,907.80 Department 20 - Health 856,763.00 176,825.00 1,033,588.00 78,917.81 .00 699,269.81 334,318.19 68 701,992.23 Department 22 - Fair .00 .00 .00 .00 .00 .00 .00 +++.00 Department 23 - Tourism 163,850.00 .00 163,850.00 2,125.00 .00 181,393.20 (17,543.20)111 153,974.81 Department 25 - UW Extension 3,660.00 .00 3,660.00 .00 .00 3,660.00 .00 100 3,660.00 Department 26 - Zoning 253,200.00 .00 253,200.00 34,709.00 .00 302,572.94 (49,372.94)119 300,492.43 Department 28 - Land Conservation 380,063.00 32,973.00 413,036.00 28,713.15 .00 175,012.86 238,023.14 42 158,780.75 Department 31 - Information Services 51,400.00 .00 51,400.00 276.00 .00 58,972.93 (7,572.93)115 25,076.26 Department 34 - Forestry 3,894,156.00 82,500.00 3,976,656.00 235,783.08 .00 5,168,540.25 (1,191,884.25)130 4,371,950.96 Department 77 - Agricultural Station 22,500.00 .00 22,500.00 .00 .00 .00 22,500.00 0 30,910.00 REVENUE TOTALS $17,361,323.00 $411,701.00 $17,773,024.00 $705,670.27 $0.00 $16,282,384.56 $1,490,639.44 92%$15,787,758.73 EXPENSE Department 00 - General Fund 3,102,701.00 73,582.00 3,176,283.00 100,014.03 .00 2,839,045.51 337,237.49 89 2,366,429.30 Department 01 - County Board 85,426.00 .00 85,426.00 5,864.79 .00 82,351.64 3,074.36 96 73,431.34 Department 02 - Clerk of Courts 487,577.00 .00 487,577.00 41,087.60 .00 398,324.09 89,252.91 82 380,490.37 Department 04 - Criminal Justice 326,094.00 .00 326,094.00 22,205.67 .00 265,232.48 60,861.52 81 242,230.93 Department 05 - Family Court Commissioner .00 .00 .00 .00 .00 .00 .00 +++.00 Department 06 - Coroner 31,911.00 .00 31,911.00 8,533.28 .00 34,778.87 (2,867.87)109 27,218.46 Department 07 - Administrator 316,509.00 .00 316,509.00 23,857.18 .00 289,442.60 27,066.40 91 281,721.31 Department 08 - District Attorney 178,946.00 .00 178,946.00 14,158.38 .00 166,759.19 12,186.81 93 157,624.11 Department 09 - Child Support 246,887.00 30,000.00 276,887.00 18,737.24 .00 206,681.74 70,205.26 75 188,900.67 Department 10 - County Clerk 411,162.00 .00 411,162.00 28,824.71 .00 364,854.42 46,307.58 89 350,994.77 Department 12 - Treasurer 174,722.00 .00 174,722.00 11,306.41 .00 131,464.20 43,257.80 75 159,659.34 Department 13 - Land Records 634,287.00 32,360.00 666,647.00 38,082.38 .00 557,205.57 109,441.43 84 531,374.25 Run by Paige Terry on 12/01/2022 08:14:21 AM Page 1 of 5 Financial Report Through 11/30/2022 Through 11/30/22 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 34,517.66 .00 412,430.25 81,540.75 83 397,650.33 Department 15 - Register of Deeds 191,762.00 .00 191,762.00 15,392.07 .00 168,611.40 23,150.60 88 153,081.95 Department 17 - Sheriff 4,643,213.00 12,000.00 4,655,213.00 348,999.57 .00 3,878,953.88 776,259.12 83 3,952,703.30 Department 18 - Emergency Management 267,660.00 6,461.00 274,121.00 12,608.74 .00 254,678.70 19,442.30 93 283,399.03 Department 19 - Veteran's Services 134,748.00 .00 134,748.00 12,799.92 .00 121,445.46 13,302.54 90 99,778.41 Department 20 - Health 891,190.00 49,022.00 940,212.00 71,402.63 .00 909,030.29 31,181.71 97 749,947.13 Department 22 - Fair .00 .00 .00 .00 .00 .00 .00 +++.00 Department 23 - Tourism 405,380.00 .00 405,380.00 17,432.07 .00 360,502.45 44,877.55 89 339,904.16 Department 25 - UW Extension 295,684.00 .00 295,684.00 6,793.78 .00 179,546.78 116,137.22 61 260,512.67 Department 26 - Zoning 530,970.00 .00 530,970.00 51,595.89 .00 449,315.03 81,654.97 85 422,036.53 Department 28 - Land Conservation 545,645.00 32,973.00 578,618.00 32,341.90 .00 497,901.92 80,716.08 86 485,275.72 Department 29 - Land Use Planning .00 .00 .00 .00 .00 .00 .00 +++.00 Department 31 - Information Services 598,716.00 .00 598,716.00 36,128.94 .00 479,859.42 118,856.58 80 481,505.27 Department 34 - Forestry 2,105,449.00 7,500.00 2,112,949.00 241,712.60 .00 1,483,858.50 629,090.50 70 1,563,342.96 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 $243,898.00 $17,367,008.00 $1,194,397.44 $0.00 $14,532,774.39 $2,834,233.61 84%$13,949,212.31 Fund 100 - General Totals REVENUE TOTALS 17,361,323.00 411,701.00 17,773,024.00 705,670.27 .00 16,282,384.56 1,490,639.44 92%15,787,758.73 EXPENSE TOTALS 17,123,110.00 243,898.00 17,367,008.00 1,194,397.44 .00 14,532,774.39 2,834,233.61 84%13,949,212.31 Fund 100 - General Totals $238,213.00 $167,803.00 $406,016.00 ($488,727.17)$0.00 $1,749,610.17 ($1,343,594.17)$1,838,546.42 Fund 235 - Human Services REVENUE Department 50 - Human Services 5,300,785.00 914,023.00 6,214,808.00 213,740.70 .00 4,843,181.80 1,371,626.20 78 4,735,387.26 REVENUE TOTALS $5,300,785.00 $914,023.00 $6,214,808.00 $213,740.70 $0.00 $4,843,181.80 $1,371,626.20 78%$4,735,387.26 EXPENSE Department 00 - General Fund .00 .00 .00 .00 .00 740.09 (740.09)+++1,527.04 Department 47 - Behavioral Health & Community 463,690.00 157,267.00 620,957.00 77,708.03 .00 485,752.63 135,204.37 78 340,805.34 Department 48 - Community Support Program (CSP)134,025.00 .00 134,025.00 .00 .00 107,831.49 26,193.51 80 .00 Department 51 - Regional Crisis Initiative 59,400.00 88,521.00 147,921.00 9,583.33 .00 123,703.82 24,217.18 84 102,540.95 Department 52 - AMSO 620,919.00 .00 620,919.00 49,801.81 .00 534,854.15 86,064.85 86 561,466.54 Department 53 - Family Services 1,945,756.00 291,000.00 2,236,756.00 178,905.04 .00 1,419,730.30 817,025.70 63 1,384,644.21 Department 54 - Economic Support 417,024.00 .00 417,024.00 30,167.14 .00 313,101.52 103,922.48 75 341,506.69 Department 55 - Aging and Disabilities 720,867.00 249,561.00 970,428.00 71,289.75 .00 571,937.76 398,490.24 59 499,781.80 Department 56 - GWAAR 698,299.00 (50,000.00)648,299.00 32,135.02 .00 463,237.86 185,061.14 71 470,834.90 Department 58 - ADRC-Bayfield Co 122,959.00 13,000.00 135,959.00 9,603.01 .00 101,091.37 34,867.63 74 109,853.12 Department 59 - ADRC-North 117,846.00 120,640.00 238,486.00 41,113.65 .00 102,638.06 135,847.94 43 119,021.58 EXPENSE TOTALS $5,300,785.00 $869,989.00 $6,170,774.00 $500,306.78 $0.00 $4,224,619.05 $1,946,154.95 68%$3,931,982.17 Run by Paige Terry on 12/01/2022 08:14:21 AM Page 2 of 5 Financial Report Through 11/30/2022 Through 11/30/22 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 5,300,785.00 914,023.00 6,214,808.00 213,740.70 .00 4,843,181.80 1,371,626.20 78%4,735,387.26 EXPENSE TOTALS 5,300,785.00 869,989.00 6,170,774.00 500,306.78 .00 4,224,619.05 1,946,154.95 68%3,931,982.17 Fund 235 - Human Services Totals $0.00 $44,034.00 $44,034.00 ($286,566.08)$0.00 $618,562.75 ($574,528.75)$803,405.09 Fund 276 - American Rescue Plan 2021 Grant REVENUE Department 00 - General Fund 1,640,513.00 570,178.00 2,210,691.00 35,028.82 .00 2,611,201.07 (400,510.07)118 1,460,283.50 REVENUE TOTALS $1,640,513.00 $570,178.00 $2,210,691.00 $35,028.82 $0.00 $2,611,201.07 ($400,510.07)118%$1,460,283.50 EXPENSE Department 00 - General Fund 698,868.00 .00 698,868.00 .00 .00 145,730.71 553,137.29 21 1,676.39 Department 14 - Court House 600,000.00 565,043.00 1,165,043.00 420.00 .00 99,551.52 1,065,491.48 9 4,610.00 Department 18 - Emergency Management .00 14,369.00 14,369.00 43,529.76 .00 59,148.70 (44,779.70)412 .00 Department 20 - Health 59,645.00 (41,000.00)18,645.00 .00 .00 2,671.87 15,973.13 14 17,865.75 Department 23 - Tourism 25,000.00 .00 25,000.00 .00 .00 2,500.00 22,500.00 10 .00 Department 31 - Information Services .00 31,766.00 31,766.00 .00 .00 31,766.00 .00 100 107,562.10 Department 34 - Forestry 60,000.00 .00 60,000.00 .00 .00 58,863.90 1,136.10 98 .00 Department 56 - GWAAR 197,000.00 .00 197,000.00 4,653.98 .00 51,672.50 145,327.50 26 .00 EXPENSE TOTALS $1,640,513.00 $570,178.00 $2,210,691.00 $48,603.74 $0.00 $451,905.20 $1,758,785.80 20%$131,714.24 Fund 276 - American Rescue Plan 2021 Grant Totals REVENUE TOTALS 1,640,513.00 570,178.00 2,210,691.00 35,028.82 .00 2,611,201.07 (400,510.07)118%1,460,283.50 EXPENSE TOTALS 1,640,513.00 570,178.00 2,210,691.00 48,603.74 .00 451,905.20 1,758,785.80 20%131,714.24 Fund 276 - American Rescue Plan 2021 Grant Totals $0.00 $0.00 $0.00 ($13,574.92)$0.00 $2,159,295.87 ($2,159,295.87)$1,328,569.26 Fund 430 - Capital Projects Fund REVENUE Department 00 - General Fund 815,159.00 37,500.00 852,659.00 .00 .00 37,350.00 815,309.00 4 .00 Department 01 - County Board .00 .00 .00 .00 .00 .00 .00 +++.00 Department 13 - Land Records .00 .00 .00 .00 .00 .00 .00 +++38,782.00 Department 14 - Court House 273,714.00 .00 273,714.00 .00 .00 17,865.00 255,849.00 7 .00 Department 17 - Sheriff 2,500.00 .00 2,500.00 .00 .00 1,899.00 601.00 76 88,280.54 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 60,000.00 607,000.00 .00 .00 1,518,133.00 (911,133.00)250 .00 Department 50 - Human Services .00 .00 .00 .00 .00 .00 .00 +++.00 Department 70 - Capital Projects 1,586,098.00 183,112.00 1,769,210.00 77,712.00 .00 1,507,473.56 261,736.44 85 734,479.00 Department 71 - Highway Dept .00 .00 .00 .00 .00 .00 .00 +++.00 REVENUE TOTALS $3,224,471.00 $280,612.00 $3,505,083.00 $77,712.00 $0.00 $3,082,720.56 $422,362.44 88%$875,586.33 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 .00 477.79 522.21 48 .00 Run by Paige Terry on 12/01/2022 08:14:21 AM Page 3 of 5 Financial Report Through 11/30/2022 Through 11/30/22 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 3,133.68 1,866.32 63 1,072.00 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 .00 .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 93,975.00 24,691.00 79 65,868.26 Department 14 - Court House 1,038,747.00 8,420.00 1,047,167.00 180,529.27 .00 787,809.09 259,357.91 75 166,042.49 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 42,425.00 837.00 .00 35,636.94 6,788.06 84 184,296.41 Department 18 - Emergency Management 57,373.00 .00 57,373.00 .00 .00 20,590.00 36,783.00 36 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 5,826.49 35,427.51 14 1,500.00 Department 22 - Fair .00 .00 .00 .00 .00 .00 .00 +++.00 Department 23 - Tourism 7,801.00 .00 7,801.00 .00 .00 3,811.10 3,989.90 49 129,989.42 Department 25 - UW Extension 1.00 2,712.00 2,713.00 309.35 .00 2,711.65 1.35 100 .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 .00 .00 97,164.34 93,241.66 51 127,129.75 Department 34 - Forestry 1,576,002.00 75,000.00 1,651,002.00 4,128.29 .00 91,024.05 1,559,977.95 6 14,987.00 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 .00 48,074.00 0 .00 Department 71 - Highway Dept 40,000.00 37,500.00 77,500.00 .00 .00 58,966.60 18,533.40 76 .00 EXPENSE TOTALS $3,224,471.00 $220,612.00 $3,445,083.00 $185,803.91 $0.00 $1,421,480.81 $2,023,602.19 41%$731,242.53 Fund 430 - Capital Projects Fund Totals REVENUE TOTALS 3,224,471.00 280,612.00 3,505,083.00 77,712.00 .00 3,082,720.56 422,362.44 88%875,586.33 EXPENSE TOTALS 3,224,471.00 220,612.00 3,445,083.00 185,803.91 .00 1,421,480.81 2,023,602.19 41%731,242.53 Run by Paige Terry on 12/01/2022 08:14:21 AM Page 4 of 5 Financial Report Through 11/30/2022 Through 11/30/22 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 $60,000.00 $60,000.00 ($108,091.91)$0.00 $1,661,239.75 ($1,601,239.75)$144,343.80 Fund 710 - Highway REVENUE Department 71 - Highway Dept 8,482,456.00 .00 8,482,456.00 1,656.98 .00 6,428,465.08 2,053,990.92 76 6,024,109.68 REVENUE TOTALS $8,482,456.00 $0.00 $8,482,456.00 $1,656.98 $0.00 $6,428,465.08 $2,053,990.92 76%$6,024,109.68 EXPENSE Department 00 - General Fund .00 .00 .00 .00 .00 .00 .00 +++.00 Department 71 - Highway Dept 8,482,456.00 .00 8,482,456.00 358,353.22 .00 7,198,742.18 1,283,713.82 85 4,776,455.07 EXPENSE TOTALS $8,482,456.00 $0.00 $8,482,456.00 $358,353.22 $0.00 $7,198,742.18 $1,283,713.82 85%$4,776,455.07 Fund 710 - Highway Totals REVENUE TOTALS 8,482,456.00 .00 8,482,456.00 1,656.98 .00 6,428,465.08 2,053,990.92 76%6,024,109.68 EXPENSE TOTALS 8,482,456.00 .00 8,482,456.00 358,353.22 .00 7,198,742.18 1,283,713.82 85%4,776,455.07 Fund 710 - Highway Totals $0.00 $0.00 $0.00 ($356,696.24)$0.00 ($770,277.10)$770,277.10 $1,247,654.61 Grand Totals REVENUE TOTALS 36,009,548.00 2,176,514.00 38,186,062.00 1,033,808.77 .00 33,247,953.07 4,938,108.93 87%28,883,125.50 EXPENSE TOTALS 35,771,335.00 1,904,677.00 37,676,012.00 2,287,465.09 .00 27,829,521.63 9,846,490.37 74%23,520,606.32 Grand Totals $238,213.00 $271,837.00 $510,050.00 ($1,253,656.32)$0.00 $5,418,431.44 ($4,908,381.44)$5,362,519.18 Run by Paige Terry on 12/01/2022 08:14:21 AM Page 5 of 5 Financial Report Through 11/30/2022 Through 11/30/22 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 $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 $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 $3,141,988.04 $1,803,174.02 $2,224,261.99 $2,874,875.77 $2,640,905.02 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 $10,167,895.91 $1,418,588.19 $2,170,252.93 $2,170,704.64 $1,671,834.60 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 $1,035,785.31 $974,588.66 $967,719.76 $956,288.94 $924,139.35 Jail Assessment $28,346.56 $27,334.55 $29,978.24 $31,098.87 $33,036.94 $34,968.78 $36,910.05 $38,039.52 $39,222.56 $40,909.33 $42,559.31 $43,936.96 # 85.21 $99,576.92 $99,579.46 $99,582.00 $99,584.29 $99,586.83 $99,589.28 $99,591.82 $99,597.55 $99,610.24 $99,632.21 $99,660.87 $99,712.75 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 $6,062.17 $6,062.22 $6,062.78 $6,063.53 $6,067.83 Credit Card Acct. (clerk)$1.00 $1.00 $1.00 $1.00 $1.00 $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 $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 $190,550.89 $190,574.78 $190,616.82 $190,671.65 $191,020.90 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 $7,045,247.71 $7,054,508.27 $7,067,388.02 $9,581,430.09 $7,598,927.84 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 $13,000,000.00 $13,000,000.00 $11,000,000.00 $11,000,000.00 $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 $28,162.53 $28,166.12 $28,172.33 $28,180.43 $28,195.10 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 $251,895.56 $251,927.65 $251,983.21 $252,055.70 $252,186.91 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 $75,601.87 $75,611.50 $75,628.17 $75,649.93 $75,689.31 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 $2,334,593.53 $2,229,333.56 $2,228,240.69 $2,170,744.72 $2,127,533.80 LATCF Program $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $521,464.55 Community Dev. Block Grant $100.00 $100.00 $100.00 $100.00 $100.00 $100.00 $100.00 $100.00 $100.00 $100.00 $100.00 $100.00 Opioid Funds $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $19,847.61 $19,847.61 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 $37,416,622.59 $27,172,569.77 $26,352,070.24 $29,469,935.19 $29,202,664.53 $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 $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 $67,072.34 $66,429.26 $65,783.44 $65,143.90 $64,474.78 (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 $249,808.12 $241,453.50 $233,080.71 $224,689.71 $216,280.46Lights (November 2019) Totals $586,026.40 $577,204.83 $568,320.13 $552,677.37 $543,767.10 $535,466.76 $525,866.55 $516,880.46 $507,882.76 $498,864.15 $489,833.61 $480,755.24 $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 -$2,500,000.00 -$2,500,000.00 $0.00 TREASURER'S REPORT 2022 End Of Month Account Balances 2022 Notes / Agreements - (Principal Balance)