HomeMy WebLinkAboutPersonnel Committee - Agenda - 5/5/2022
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, Assistant
Paige Terry, Clerk
BAYFIELD COUNTY
PERSONNEL COMMITTEE MEETING
Brett Rondeau, Fred Strand
Mary Daugherty, Dennis Pocernich Marty Milanowski
Dear County Board Members:
This letter is written to inform you of the Bayfield County Personnel Committee
Meeting scheduled for 4:00pm Thursday, May 5, 2022. This meeting will be
held Remotely and In Person at the Bayfield County Board Room, Bayfield
County Courthouse, Washburn, WI. Supervisors and the public will be able to
participate in the Meeting via voice either by using the internet link or phone
number below.
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Please contact Bayfield County at 715-373-6181 or 715-373-6100 if you have access
questions prior to the meeting. During the meeting if you have connection issues please
email mark.abeles-allison@bayfieldcounty.wi.gov
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.
AGENDA
1. Call to order
2. Elect Chair and Vice Chair
3. Discussion and Possible Action Regarding Approval of Minutes of April 7, 2022
4. Public Comment
5. Discussions and Possible Action regarding Human Services CCS Behavioral
Health Work Hours
6. Discussion and Possible Action Regarding Jail Hierarchy, Corporal and Sergeant
Job Description.
7. Personnel Policy Discussion
a. Leave time
b. Hours per year
8. Reports
a) Human Resources Report
b) Personnel Financial Report as of April 30, 2022
c) COVID Response Staffing Update
9. The committee may enter in and out of 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
i. Closed Session Minutes, April 7, 2022
ii. Employee Compensation meetings
Should you have any questions in the meantime, please do not hesitate to contact
the County Administrator’s Office at 715 373-6181, mark.abeles-
allison@bayfieldcounty.wi.gov
Sincerely,
Mark Abeles-Allison
Mark Abeles-Allison
Bayfield County Administrator
MAA/kak
Enc.
Any person planning to attend a Bayfield County meeting that has a disability requiring special
accommodations should contact 373-6100, 24-hours before the scheduled meeting, so
appropriate arrangements can be made.
cc: Ms. Lynn Divine, Bayfield County Clerk
Bayfield County Board of Supervisors
The Daily Press, via email
May 5, 2022
Personnel Narrative
Item 5: Elizabeth Skulan has requested that the County consider increasing hours in the
CCS/Behavioral Health Section of the Department to 40 hours per week. Attached please find
the summary prepared. This will assist the department with caseload and have little to no
impact financially as CCS work is reimbursed almost entirely by the state. The Department has
requested that this be optional but anticipates most section staff will take advantage of it.
Proposed effective date is May 16, beginning of a new payroll.
Item 6. The 12-hour jailer shifts in the Sheriff’s Office allow and support increased decision
making and supervisory responsibilities during. At present we have four corporals. We have
discussed moving from corporals to Sargent’s due to proposed increased responsibilities and
duties. If approved our plan would be to move existing corporals to sergeants on January 1,
2023 and not fill the corporal positions. Attached is the revised job description.
Item 7. At the last meeting we discussed leave time. One specific area of discussion we would
like to follow up on is funeral leave. With family structures changing we would propose more
expansive language that can accommodate these societal norms. If acceptable we will develop
alternate language to our current. Here is the current policy:
At the last meeting we discussed hours of work per year. We are in the process of moving
department heads to a 2080 or 40 hour a week schedule. Most employees work 37.5 hour
schedule with the exception of Highway, Maintenance, Forestry and a handful of other
employees.
Additional hours have the potential to reduce number of employees or expand capabilities of
existing employees.
We have discussed moving employees to a 2080-hour schedule in 2023. We would like to
discuss this as an option for staff in departments.
Item 8. Attached please find the human resources report and end of April personnel financial.
Minutes of the
Bayfield County Personnel Committee Meeting
4:00 PM, April 7, 2022
Meeting was Held Remotely through Microsoft Teams
and In Person in the Bayfield County Board Room
Members Present: Dennis Pocernich (remote), Tom Snilsberg (remote), Fred Strand (remote),
Marty Milanowski, Brett Rondeau
Others Present: Mark Abeles-Allison County Administrator, Kristine Kavajecz-Human
Resources Director, Kim Mattson, Kim Lawton-District Attorney, Sara Wartman-Health
Director, Kellen McHale, Elizabeth Skulan-Human Services Director, Jody Heffner, Gail Reha,
Deb Kmetz, Andy Mika
Meeting called to order at 4:00pm by Chairman Rondeau
Motion Milanowski, Strand to approve minutes of the February 28, 2022 Personnel Committee
meeting. Motion Carried (5-0)
Public Comment: None Received
District Attorney Staffing Issues: Lawton reported that the District Attorney office is
approaching crisis point with staffing needs. Part-time staff person has been accruing too many
hours as a result of caseload and need to cover the office for other staff leaves. Additional
caseload is occurring as a result of Marcy’s law and an increase in crimes and severity of crimes.
Lawton provided a proposal to move the Part-time Clerk position to Full-time. Two additional
solutions were also provided, which included non-prosecution of certain non-violent crimes or
the transfer of certain cases to Corporation Counsel. If Victim-Witness activities were made
full-time, some reimbursement may be available through the state.
Question was asked if the staffing need is temporary or cyclical, or if it is anticipated to be an
ongoing need.
Request to place this as an action item on the County Board Agenda.
Human services on-call policies: Skulan reviewed a request to modify the on-call compensation
for Social Workers and Case Managers. On-Call is assigned for all after hours, weekend and
holidays. Comparables were provided for policies in neighboring counties. Three
recommendations were made: Increase pay to $2.00 per hour while on call; Minimum of one
hour compensation for call response. Minimum of three hour compensation for on-site response.
Recommendation is to approve the first two recommendations, set a minimum compensation for
on-site response at two hours.
Motion Milanowski, Pocernich to authorize increasing on-call pay to $2.00 per hour, authorize a
minimum of one hour compensation for call response and a two hour minimum compensation for
on-site response situations. Compensation shall be in the form of comp-time accrued. Policy
shall be effective the first day of the next full pay period. Motion Carried (5-0)
Vacation accruals, Paid Time Off (PTO) policies and Dental Benefits: Several comments
have been received by employees and departments as a result of the market analysis. Specific
comments relate to the amount of paid leave time allocated including sick and vacation. Several
employees have suggested that the county consider a paid time off (PTO) plan rather than
separate sick and vacation allocations. Kavajecz explained the current disability insurance
coverages available to employees. Several employees also suggested that a county-paid dental
plan should be considered.
County Flex and telecommuting policies: Discussed the need to review and revise the
telecommuting policy to reflect the needs of the county, employees and citizens. The intent is to
convene a committee of employees, supervisors and Personnel Committee member to review this
topic.
Personnel Policy
a. 30 Days Minimum Notice for Department Head Notice: The wording in the
Personnel manual requests 30-day notice from Department Heads for resignation.
Recommendation to change the language to require a 30-day notice of intent to resign
or retire. Motion Milanowski, Strand to modify the wording to “shall” provide 30day
notice. Motion Carried (5-0)
b. County Comp Time Policy: Current policy allows employees to carry compensatory
banks of up to 7 days. There are several employees that have accumulated comp time
in excess of the policy. Recommendation to direct departments to work toward
reducing those comp time banks to allowable levels over the next 12 months.
Market analysis implementation: Overall the market analysis has been received well. There are
a couple of groups of employees that have expressed concerns. Specifically, employees that
have been employed less than 2 years and will be placed at step 1. Also recently promoted
employees that are being placed at step 1.
Reports
a) Human Resources Report: Reviewed by Kavajecz
b) Personnel Financial Report as of March 31, 2022: Reviewed. No Concerns at this
time.
c) 1950, 2015 and 2080 hour schedule coordination: Review of expectations for
Salaried staff and flexibility with work schedules. Hourly employees utilize time
sheets.
Motion Milanowski, Pocernich 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. Discussion and Possible action Regarding:
i. Closed Session Minutes, February 28, 2022
ii. Discussion and Possible Action regarding compensation for specific
individuals.
iii. WPPA Negotiation Strategy
Motion Carried (5-0 ). Entered closed session at 5:21pm Deb Kmetz was permitted to remain
in closed session for discussion regarding her position.
Motion Milanowski, Snilsberg to return to open session. Motion Carried. Returned to open
session at pm:10.
Employee wage and hour adjustments: No discussion necessary.
Snilsberg was thanked for his service.
Meeting adjourned at 6:12 pm. Minutes respectfully submitted by Kristine Kavajecz
Department of Human Services
117 East Fifth Street
P.O. Box 100
Washburn, WI 54891-0100
Telephone (715) 373-6144 Fax (715) 373-6130
Email: baycodhs@bayfieldcounty.wi.gov
TO: Mark Abeles-Allison
FROM: Elizabeth Skulan
DATE: 04/27/2022
RE: Request for a 40-hour workweek, CCS and Behavioral Health Staff
The Comprehensive Community Services (CCS) Service Facilitators currently work a
37.5-hour workweek. The current two employees, Christopher Beirl and Stephanie
Tutor, have requested the opportunity to work a 40-hour workweek. A third CCS
Service Facilitator, Vanessa Sowl, has been hired and will begin work on May 16,
2022.
The CCS program is almost entirely funded with state and federal funding, either
through Medicaid billing for units of service or through the Wisconsin Medicaid Cost
Reporting (WIMCR) annual reconciliation.
In July, due to the restructuring of the Department, two Behavioral Health Social
Worker/Case Manager positions will transition to the CCS Section and the section will
be renamed the Behavioral Health and Community Programs Section. When the
transition occurs, DHS anticipates the two behavioral health staff can be assigned
some CCS duties, due to the volatility of the behavioral health caseload. When that
occurs, CCS funding can be used to partially fund those positions as well.
DHS requests the current CCS Service Facilitators be allowed to work a 40-hour
workweek, beginning May 16, 2022. Further, DHS would like to offer the option of a
40-hour workweek to the new CCS Service Facilitator and the Behavioral Health staff
as well. Should the other staff choose to work a 40-hour workweek, DHS expects the
change to be cost neutral to Bayfield County. The additional cost of wages and any
related fringe benefits for CCS staff will almost entirely be paid by the CCS program.
In addition, it is anticipated that some of the costs of the Behavioral Health staff, which
are currently funded with county levy, can also be funded by the CCS program.
Thank you for your consideration.
K:\PERSONNEL\JOB DESCRIPTION\Sheriff\Jail Corporal rev2015.docx Rev. 4/29/2022 Page 1 of 5
Original: Personnel File c: Employee Department BAYFIELD COUNTY JOB DESCRIPTION
____________________________________________________________________________
1.
Bayfield County Sheriff’s Office
_________________________________________________________________ 2. Employee Name
_________________________________________________________________
3. Position Title: Starting Pay: $ Jail Corporal Sergeant
_________________________________________________________________
4. Position Purpose: Oversee jail
Jail Sergeants assist the Jail Lieutenant and Jail Administrator in managing the security and
daily operations in the absence of or under the direction of a higher ranking supervisor.the
Bayfield County Jail. Make operational decisions while on shift. Perform assigned tasks and
ensure other members of jail staff perform to expectations. Support the Sheriff'sSheriff’s Office Mission and Criminal Justice Council philosophy throughout the jail system. .
5. Qualifications:
High School Diploma, GED or equivalent
b.• TIME System Certified
c.• No felony criminal convictions.
d.• Must possess a valid driver’s license
e.• Must be 18 years of age or older
• Wisconsin Training and Standards BureauCurrent Jail Officer Certification.
• High school diploma or GED.
• Fluent in English, both written and speaking.
• Have a minimum of three (3FourFive (45) years jail operations experience, or a
combination of four four (4) years of relevant education and jail experience.
• Hold or obtain Notary Public certification within 6 months.
f.• Strong computer, software and equipment skills
6. Knowledge, Skills, and Abilities
a.• Ability to work independently, with a high degree of self-discipline and integrity.
b.• Possess strong decision-making ability. • Knowledge in budget management.
c.• Demonstrated knowledge and proficiency in the use of hardware and software
utilized by Jail and Law Enforcement.
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d.• Ability to understand and effectively carry out oral and written instructions.
e.• Working knowledge of Wisconsin statutes
relating to jail operations and commitment and care of inmates.
f.• Ability to work within a formal chain of command.
g.• Strong interpersonal, communication, mediation, and leadership skills.
h.• Good writing skills and the ability to draft accurate reports with proper grammar
and correct spelling. • The ability to motivate jail staff and ensure satisfactory job performance.
• The ability to motivate jail staff and ensure satisfactory job performance.
• Must be able to adapt to changes in operating procedures and legal
requirements. i.• Ability to competently operate all equipment used in the course of jail operations.
This includes all safety equipment such as air packs.
• The ability to use feedback from jail staff for effective jail operations.
• The ability to use feedback from jail staff for effective jail operations.
Examples of Duties:
a.• Drafting and updating procedures for the jail as assigned.
• Investigate and document incidents alleging violations of jail rules and
regulations.
• Ensure compliance with all applicable statutes and administrative rules for jail
operations and adhere to all jail policies and procedures. b.• Supervise jail staff and document incidents. Ensure jail staff adheres to jail
policies and procedures. Take corrective action as necessary.
• Supervise electronic monitoring of inmates and maintain the Electronic
Monitoring Database. • Supervise electronic monitoring of inmates and maintain the Electronic
Monitoring Database.
• Oversee Inmate Classifications for Cell Placement and Program Eligibility.
• Complete Failure to Report Jail Incident in Records System.
•
c.• Assist Jail Administrator and Jail Lieutenant in preparing and performing
evaluations of jail staff.
d.• Assist Jail Administrator in managing jail
budget, monitoring department expenditures, and making budget recommendations.
f.• Responsible for jail program scheduling and documentation. Input information
into CODY records management system.
f.• Oversee Responsible for jail program scheduling and documentation. Input
information to Records Management System. Provide related reportsinto CODY
records management system.
g.• Ensure information required by the court and District Attorney is received as
required.
• Document Bond collections and communicate collections to the Clerk of Court.
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• Secure and Submit Fingerprints
• Track and update inmate custody status. Maintain and distribute the Custody
report to necessary agencies.
• Calculate Inmate release dates and manage incoming Judgements of
Convictions.
• Manage inmate workers and community service.
• Approve Huber schedules and manage Huber fees. • Conduct Pre-trial COMPAS assessments.
• Oversee DNA collections.
• Oversee Body Scanner data control.
• Produce audio/video recording as necessary.
• Input data into the Criminal Justice Dashboard data collection.
h.• Ensure the safe and sanitary condition of the jail.
i.• Transport or arrange for transport of inmates to court and other various agencies
and appointments including for out of county warrants and arrests.
j.• Resolve and document major and minor inmate rule violations on shift. k.• Prepare inmate major rule violations for review by the
JailLieutenant, including all supporting documentation.
• Conduct inmate grievance hearings when appropriate.
l.• Mediate and resolve conflicts among inmates and staff.
m.• Function as Field Training Officer when assigned and provide
Field Training Progress reports. Recommend modifications to the Field
Training Program as necessary.
• Work cooperatively with the Criminal Justice Coordinator/department.
• .
• Order and maintain jail supplies.
• Notarize documents including Probable Cause Statements.
• Obtain Probable Cause Statement signature from the Judge within required
timeline. • Brief upcoming shift on issues of importance.
n.• Other duties as determined by the Sheriff or designee.
p. Provide training to new and part-time employees.
q. Brief upcoming shift on issues of importance.
Physical Requirements:
a.• Ability to sit or stand for extended periods of time.
b.• Ability to view computer screens or monitors for
long periods of time.
c.• Operate a keyboard or type for extended periods.
d.• Have the ability to control combative persons. This includes
subduing and handcuffing and searching an arrested person.
e.• Proficiency in the use of all issued weapons; firearms, impact
weapons, chemical munitions, electrical stun devices etc.
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f.• Drive assigned vehicle for long periods of time for long distances in any weather
or road condition • Walk or remain on feet for extended distances or periods of time.
g.• Ability to lift and carry up to 50 pounds from floor level.
h.• Ability to perform all tasks necessary for safe care of inmates.
• Ability to wear or operate and function with any jail safety equipment such as air
pack, body armor or other protective gear.
Title of Immediate Supervisor:
Jail Lieutenant
Nature of Supervision Exercised Over Employee’s Work:
Indirect.
Titles and Numbers of Persons Supervised by Employee (in whole or part)
Directly superviseall full time and part time jailers.
Nature of Supervision Exercised by Employee:
Direct. Jail Sergeants have disciplinary authority within the guidelines of the Bayfield County
Personnel manual and directives of the Sheriff or designee.
Jail Sergeants makes numerous operational decisions during the scheduled work shift.
Jail Sergeants oversee the daily performance and completion of tasks performed by jail staff.
Contacts with Public – Nature of and Frequency:
The Jail Sergeant has a moderate amount of contact with the public daily
. These contacts will be for a variety of issues from dealing with irate family members of
inmates to volunteers providing programs to the inmates. Jail Sergeant may make
contact in person, by phone, written or electronic correspondence.
List the Date the Employee Began Service in the Department and the Previous Position(s) Held, Including Dates and Title for Each Position
Date ___________ Employee’s Signature ____________________
Certification of Accuracy of Foregoing Statements and Additional Information or
Comments on Employee’s Duties
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Date _______ Title ________ Supervisor’s Signature ___________________
Human Resources Report / Kris Kavajecz
As of April 30, 2022
ACTIVITY YEAR-TO-DATE
Retirements 1 3
Worker’s Comp Claims 2 10
Resignations 5 13
Terminations 0 0
Other 0 1
HIRES YEAR-TO-DATE
Full-Time 6 16
Part-Time 4 8
Temporary/Seasonal 2 15
Interviews 21 90
Exit Interviews 2 12
Details:
Retirement: Ed McKillip- 21 Years
Resignations: Jaden Williams, Home Delivered Meal Driver (2 days)
Claire Harvey, PT CCO (1 week)
Audra Blanche, Economic Support Specialist
Kurt Belanger, PT Cook
Cara Croteau, WIC Clerk
Other: None
Hires: Evan Maki, Behavioral Health Case Manager
Kerri Shilts, Deputy Treasurer
Cassandra Taylor, Forestry & Parks Office Manager
Erica Meulemans, Assistant Zoning Administrator
Katy Hansen, Economic Support Specialist
Ruth Hulstrom, Planning & Zoning Director
Todd McKeever, Fairgrounds Caretaker
Steven Marefka, Fairgrounds Assistant
Kevin Susienka, Fairgrounds Assistant
Colton Schinstock, Superior Adventures Youth Leader
Jaden Williams, Meal Delivery Driver (resigned)
Claire Harvey, CCO (resigned)
Jessica Zakovec, WIC Clerk
A number of additional seasonal and permanent employees were hired, but will not start until May
or June. They will be listed at the time that they start.
Currently recruiting for:
• Deputy Sheriff
• Jailers
• Economic Support Specialist
• PT Cook
• PT CCO
• Environmental Health Intern
• Behavioral Health Case Manager
• Child Protective Services Social Worker/Case Manager
• Fair Coordinator
• Home Delivered Meals Driver
Other Activities:
• Worked with the Sheriff’s Office and County Administrator on the Deputy Sheriff
Recruitment Program details and MOU with WPPA. The agreement was approved by both
WPPA and the County Board. We have secured one lateral transfer deputy and have
potential other candidates as a result of this agreement.
• Met with a number of employees that have concerns about their placement on the wage
schedule as a result of the Market Analysis.
• Coordinated with a couple of staff anticipating Family and Medical leaves. Provided details
of the state and federal leaves as well as county benefits that may be applicable.
• Continue to work through COVID exposure/illness situations with departments.
• Participated in the County Board Reorganization/Orientation Meeting.
• Coordinating with CEP and DVR regarding several new staff.
• Coordinated remote testing with the Technical College for Deputy Sheriff applicants that are
attending academy.
• Participated in a brief state worker’s compensation audit.
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 00 - General Fund .00 .00 .00 .00 .00 .00 .00 +++.00
Department 01 - County Board 49,519.00 .00 49,519.00 3,765.71 .00 13,717.20 35,801.80 28 16,880.16
Department 02 - Clerk of Courts 346,277.00 .00 346,277.00 27,129.89 .00 102,613.74 243,663.26 30 106,860.14
Department 04 - Criminal Justice 155,472.00 .00 155,472.00 12,524.71 .00 47,015.32 108,456.68 30 44,424.54
Department 06 - Coroner 15,031.00 .00 15,031.00 2,906.39 .00 4,520.64 10,510.36 30 3,374.84
Department 07 - Administrator 291,164.00 .00 291,164.00 23,190.61 .00 86,668.48 204,495.52 30 88,393.73
Department 08 - District Attorney 167,641.00 .00 167,641.00 13,119.43 .00 50,397.02 117,243.98 30 52,494.31
Department 09 - Child Support 218,283.00 .00 218,283.00 15,241.40 .00 58,409.19 159,873.81 27 58,528.35
Department 10 - County Clerk 355,205.00 .00 355,205.00 28,029.91 .00 107,228.02 247,976.98 30 109,289.96
Department 12 - Treasurer 155,144.00 .00 155,144.00 7,605.14 .00 36,170.21 118,973.79 23 49,514.38
Department 13 - Land Records 406,031.00 .00 406,031.00 30,976.01 .00 116,352.52 289,678.48 29 123,442.13
Department 14 - Court House 269,642.00 .00 269,642.00 20,263.71 .00 81,900.16 187,741.84 30 76,387.54
Department 15 - Register of Deeds 159,208.00 .00 159,208.00 12,520.10 .00 48,581.46 110,626.54 31 46,419.15
Department 17 - Sheriff 3,868,112.00 .00 3,868,112.00 266,793.25 .00 1,006,856.98 2,861,255.02 26 1,105,328.19
Department 18 - Emergency Management 107,323.00 .00 107,323.00 8,801.12 .00 32,512.17 74,810.83 30 56,492.00
Department 19 - Veteran's Services 107,498.00 .00 107,498.00 8,196.28 .00 29,914.58 77,583.42 28 27,368.23
Department 20 - Health 780,246.00 .00 780,246.00 68,058.21 .00 241,959.65 538,286.35 31 199,686.16
Department 22 - Fair .00 .00 .00 .00 .00 .00 .00 +++.00
Department 23 - Tourism 197,877.00 .00 197,877.00 11,963.39 .00 44,555.10 153,321.90 23 42,836.02
Department 25 - UW Extension 95,121.00 .00 95,121.00 6,492.22 .00 25,230.11 69,890.89 27 26,805.70
Department 26 - Zoning 379,748.00 .00 379,748.00 23,462.77 .00 103,041.69 276,706.31 27 115,795.81
Department 28 - Land Conservation 267,185.00 .00 267,185.00 23,450.19 .00 88,618.20 178,566.80 33 72,461.72
Department 29 - Land Use Planning .00 .00 .00 .00 .00 .00 .00 +++.00
Department 31 - Information Services 310,296.00 .00 310,296.00 24,545.34 .00 91,671.44 218,624.56 30 92,309.81
Department 34 - Forestry 1,000,277.00 .00 1,000,277.00 72,129.26 .00 270,146.56 730,130.44 27 275,703.51
EXPENSE TOTALS $9,702,300.00 $0.00 $9,702,300.00 $711,165.04 $0.00 $2,688,080.44 $7,014,219.56 28%$2,790,796.38
Fund 100 - General Totals
EXPENSE TOTALS 9,702,300.00 .00 9,702,300.00 711,165.04 .00 2,688,080.44 7,014,219.56 28%2,790,796.38
Fund 100 - General Totals ($9,702,300.00)$0.00 ($9,702,300.00)($711,165.04)$0.00 ($2,688,080.44)($7,014,219.56)($2,790,796.38)
Fund 235 - Human Services
EXPENSE
Department 00 - General Fund .00 .00 .00 .00 .00 .00 .00 +++421.61
Department 47 - Comprehensive Community Support 219,012.00 .00 219,012.00 18,271.96 .00 68,276.98 150,735.02 31 73,209.65
Department 48 - Community Support Program (CSP)1,671.00 .00 1,671.00 .00 .00 .00 1,671.00 0 .00
Department 51 - Regional Crisis Initiative 3,850.00 .00 3,850.00 .00 .00 .00 3,850.00 0 .00
Department 52 - AMSO 581,919.00 .00 581,919.00 44,227.06 .00 158,467.93 423,451.07 27 207,335.83
Department 53 - Family Services 1,530,919.00 .00 1,530,919.00 43,417.29 .00 161,648.93 1,369,270.07 11 174,149.01
Department 54 - Economic Support 395,440.00 .00 395,440.00 24,663.50 .00 94,421.88 301,018.12 24 116,308.84
Run by Paige Terry on 04/26/2022 02:02:59 PM Page 1 of 2
Personnel Financial Through April 30, 2022
Through 04/30/22
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
EXPENSE
Department 55 - Aging and Disabilities 151,883.00 .00 151,883.00 20,576.27 .00 87,773.86 64,109.14 58 101,895.28
Department 56 - GWAAR 277,326.00 .00 277,326.00 18,475.26 .00 66,123.53 211,202.47 24 75,440.40
Department 58 - ADRC-Bayfield Co 114,659.00 .00 114,659.00 9,160.64 .00 28,661.57 85,997.43 25 29,688.33
Department 59 - ADRC-North 115,346.00 .00 115,346.00 9,106.89 .00 34,676.86 80,669.14 30 36,054.61
EXPENSE TOTALS $3,392,025.00 $0.00 $3,392,025.00 $187,898.87 $0.00 $700,051.54 $2,691,973.46 21%$814,503.56
Fund 235 - Human Services Totals
EXPENSE TOTALS 3,392,025.00 .00 3,392,025.00 187,898.87 .00 700,051.54 2,691,973.46 21%814,503.56
Fund 235 - Human Services Totals ($3,392,025.00)$0.00 ($3,392,025.00)($187,898.87)$0.00 ($700,051.54)($2,691,973.46)($814,503.56)
Fund 276 - American Rescue Plan 2021 Grant
EXPENSE
Department 20 - Health 53,645.00 .00 53,645.00 .00 .00 2,671.87 50,973.13 5 .00
Department 56 - GWAAR 90,000.00 .00 90,000.00 4,596.61 .00 17,081.05 72,918.95 19 .00
EXPENSE TOTALS $143,645.00 $0.00 $143,645.00 $4,596.61 $0.00 $19,752.92 $123,892.08 14%$0.00
Fund 276 - American Rescue Plan 2021 Grant Totals
EXPENSE TOTALS 143,645.00 .00 143,645.00 4,596.61 .00 19,752.92 123,892.08 14%.00
Fund 276 - American Rescue Plan 2021 Grant Totals ($143,645.00)$0.00 ($143,645.00)($4,596.61)$0.00 ($19,752.92)($123,892.08)$0.00
Fund 710 - Highway
EXPENSE
Department 71 - Highway Dept 2,312,561.00 .00 2,312,561.00 158,635.27 .00 767,712.63 1,544,848.37 33 749,102.08
EXPENSE TOTALS $2,312,561.00 $0.00 $2,312,561.00 $158,635.27 $0.00 $767,712.63 $1,544,848.37 33%$749,102.08
Fund 710 - Highway Totals
EXPENSE TOTALS 2,312,561.00 .00 2,312,561.00 158,635.27 .00 767,712.63 1,544,848.37 33%749,102.08
Fund 710 - Highway Totals ($2,312,561.00)$0.00 ($2,312,561.00)($158,635.27)$0.00 ($767,712.63)($1,544,848.37)($749,102.08)
Grand Totals
EXPENSE TOTALS 15,550,531.00 .00 15,550,531.00 1,062,295.79 .00 4,175,597.53 11,374,933.47 27%4,354,402.02
Grand Totals ($15,550,531.00)$0.00 ($15,550,531.00)($1,062,295.79)$0.00 ($4,175,597.53)($11,374,933.47)($4,354,402.02)
Run by Paige Terry on 04/26/2022 02:02:59 PM Page 2 of 2
Personnel Financial Through April 30, 2022
Through 04/30/22
Prior Fiscal Year Activity Included
Summary Listing