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Notice Agenda 2024-07-11 AMENDED.doc
Bayfield County Administrator
117 E 5th Street, PO Box 878, Washburn, WI 54891
Ph: 715-373-6181 Fx: 715-373-6153
www.Bayfieldcounty.wi.gov
Mark Abeles-Allison, County Administrator Kristine Kavajecz, Human Resources Director
Kim Mattson, Finance Director Gail Reha, Bookkeeper Paige Terry, Clerk III
BAYFIELD COUNTY
EXECUTIVE COMMITTEE MEETING
Mary Dougherty, Chair Fred Strand, Vice-Chair
Jan Lee Dennis Pocernich
Madelaine Rekemeyer Marty Milanowski
*** AMENDED AGENDA ***
Amended 07/09/2024
Dear Committee Members:
This letter is written to inform you of the Bayfield County Executive Committee
Meeting scheduled for 4:00pm Thursday, July 11, 2024 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 Need help?
Join the meeting now
Meeting ID: 210 276 062 821
Passcode: vTtzci
Dial in by phone
+1 715-318-2087,,485521703# United States, Eau Claire
Find a local number
Phone conference ID: 485 521 703#
For organizers: Meeting options | Reset dial-in PIN
_____________________________________________________________________________
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\2024 EXECUTIVE COMMITTEE\06 JULY 11 2024\Exec Comm
Notice Agenda 2024-07-11 AMENDED.doc
Any person wishing to attend who, because of a disability, requires special accommodation, should
contact the County Clerk’s office at 715-373-6100, at least 24 hours before the scheduled meeting
time, so appropriate arrangements can be made.
Notice is hereby given that in the event the standing committee does not have a quorum the County
Board Chair or Vice Chair may act as an ex officio member (County ordinance, Chapter 3, section 2-
3-1 (c)). Notice is hereby given that a majority of the Bayfield County Board may be present at the
meeting to gather information about a subject over which they have decision-making responsibility.
This constitutes a meeting of the Bayfield County Board pursuant to State ex rel. Badke v.
Greendale Village Bd., 173 Wis. 2d 553, 494 N.W.2d 408(1993), and must be noticed as such,
although the County Board will not take any formal action at this meeting.
1) Call to Order
2) Approval of Minutes of June 13, 2024
3) Public Comment, 3 minutes per person, up to 15 minutes total
4) Presentation for a National Park in Bayfield County, Jim Miller, US Representative Tiffany’s
Office
5) Emergency Medical Services Report and Presentation, Dana Sechler
6) Budget 2025 Department Presentations
7) Discussion and Possible Action Regarding Broadband and Telecommunications Committee
Appointment Confirmations
8) Discussion and Possible Action Regarding Squad and Fleet Enterprise Funds
9) Discussion and Possible Action Resolution regarding 2024 Northern Lights Budget
Amendment
10) Discussion Regarding Highway 13 Detour through Washburn.
11) Discussion and Possible Action Resolution Regarding Grand View Garage Budget
Amendment
12) Discussion and Possible Action Resolution Regarding Zoning Code Rewrite Funding
13) Discussion regarding 2025 Budget and Wi-Fi Incentives for Towns
14) Reports:
a) Financial Report, end of June 2024
b) Treasurer’s Report, end of June 2024
c) WCA Chair Seminar Discussion Items, Closed Sessions, Negative Majorities
d) July 15 Housing Open House, Washburn
K:\Executive Committee\2024 EXECUTIVE COMMITTEE\06 JULY 11 2024\Exec Comm
Notice Agenda 2024-07-11 AMENDED.doc
e) Sheriff and Human Service, Bid Letting
f) Mobile Home Park Proposal
g) Northern Lights Finances
15) Closed Session: The Committee may entertain a motion to move in and out of Closed
Session pursuant to §19.85(1) (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:
a) June 13, 2024 Closed Session Minutes
16) Adjourn
EXECUTIVE COMMITTEE, July 11, 2024, NARRATIVE REPORT
Item 4: Jim Miller with Rep. Tiffany’s Office will be present to discuss a proposal, legislation and
supporting information attached, regarding a National Park in Bayfleld County.
Item 5. Dana Sechler with Strategic Management and Consulting LLC is the flrm that was selected
for the Comprehensive EMS study in Bayfleld County. This began in April and is scheduled to wrap
up by early August. Meetings with EMS providers and data analysis is the major focus to date. EMS
Agency meetings are scheduled for mid-month. Dana will provide an update to the committee.
This will likely be a budget topic for the 2025 budget.
The contract and proposal for services is in the packet.
Item 6. Several departments will share preliminary budget information for 2025. The DA,
Maintenance and County Administrator Departments are planning to present. As materials are
received this will be put in the dropbox.
Item 7. The County Board approved Resolution 2024-82 creating a Broadband and
Telecommunications Committee. This is an advisory committee to the Executive Committee with
up to 12 members. The County has advertised in the paper and via social media. Four applications
have been received so far. The deadline for applications is July 10. This can be extended if needed.
Item 8. Bayfleld County uses enterprise fund accounting for courthouse (Fleet) and sheriff office
(Squad) vehicles. Both funds are in the negative. Historically these funds have cash fiowed. These
funds aggregate all costs, develop a cost per mile and then charge departments for actual vehicle
usage. This has worked well until recently. This has changed in two ways, during the pandemic
replacement vehicles were not available and vehicle costs have increased in value dramatically.
These funds are designed to refiect actual costs, so they will return to the positive although it may
take several years.
In the near term however, the Sheriff’s Office is holding back on vehicle replacement (two 2018
units) due to lack of funds. I would like to propose a $150k, no interest loan from the General Fund
to the Squad fund so that they can continue to replace fieet vehicles.
Item 9. This budget amendment moves expenditures for the Northern Lights Bond projects from
the 380 (debt service fund) to the 430 (capital improvements fund). No change in dollar amounts.
Item 10. Bayfleld County Highway, Forestry and Admin have had ongoing discussions with WisDOT
regarding the weight limits on the detour through Washburn. During fiooding weight limits were
lifted. Observations were that the detour was able to handle the extra weights. WisDOT will leave
the weight limits off as long as the detour is structurally stable. Originally in this discussion WisDOT
asked for a flnancial commitment of up to $25k each from the County and City in the event a mill
and overlay for the project would be required. The County gave a verbal ok to this. The estimated
total cost of a mill and overlay was $100k so the state would pickup 50%. This was a worst-case
scenario situation.
Item 14.
• Financial Report: 50% through calendar year
o General Fund
▪ Rev: 64% (Forestry revenues very strong, $1.2 over last year, Treasury
Revenues, double last year.
▪ Exp: 51%
o Human Services:
▪ Rev: 47%, -$200k from last year
▪ Exp: 38% +$500k from last year
o Highway:
▪ Rev: 48%, -$2million from last year
▪ Exp: 27%, -$2.5million from last year
o Overall:
▪ Exp: 56%
▪ Exp: 40%
▪ NET POSITION, + $3.2 MILLION
• Treasurer Report:
o Balance $27.1 million, up from last year $24.4 million
o Latcf balance adjusted/corrected from last month
o Debt service, $15k, all payments made except one more interest payment due
• Dennis attended WCA leadership meeting. Noted that minutes are not required in closed
session unless action taken. Also, topic of negative majorities were discussed. Dennis will
elaborate.
• There will be an open house on July 15 at the Washburn Housing Development site.
Information in the packet. Intent is to gather community input and feedback.
• Bidding for the creation of two additional offices in the Sheriff breakroom and 10 new
offices in the lower level of the courthouse for CCS staff went out on July 5. Bids back on
July 26. Copy of areas here:
• A proposal for a Mobile Home Park in the town of Barnes has been received. Current mobile
home park ordinances date back to 1976. Based on severe housing shortage we are
investigating utilizing state mobile home ordinance statutes as base with the idea that our
full ordinance will be update with the upcoming code rewrite. This does require a
conditional use permit.
https://acrobat.adobe.com/id/urn:aaid:sc:VA6C2:acfaa0cb-d637-460c-9fe2-14b1d290d24e
• We are discussing options regarding the Northern Lights Line of Credit. Currently this is not
being used however a $100k balance remains. As interest rates are high we are discussing
options on how to pay this off and avoid interest payments.
1
Minutes of the
Bayfield County Executive Committee Meeting
4:00pm, June 13, 2024
Meeting was held Remotely through Microsoft Teams and in person in the Bayfield County
Board Room, Washburn, WI
Members Present: Dennis Pocernich, Jan Lee, Mary Dougherty, Madelaine Rekemeyer, Fred
Strand, Marty Milanowski
Others Present: Mark Abeles-Allison-County Administrator, Kim Mattson, Gail Reha, Cole
Rabska-BCEDC, Sue Rosa, Mark Leonard-PSC, Jeff Olsen, Larry Fickbohm
Called to order at 4:00p.m. by Abeles-Allison
Motion Strand, Pocernich to nominate Mary Dougherty for Chairperson.
Motion Pocernich to close nominations and case a unanimous ballot for Dougherty for
Chairperson. Motion Carried (6-0)
Motion Pocernich, Lee to nominate Strand as Vice Chairman.
Motion Pocernich to close nominations and cast a unanimous ballot for Strand for Vice-Chair.
Motion Carried (5-0)
Motion Milanowski, Lee to approve minutes of the March 14, 2024 Executive Committee
Meeting. Motion Carried (5-0 )
Public Comment:
James Patterson: Public/Private Partnership Agreement letter was sent to County Board
Supervisors. Main concern is with the third Whereas, where it refers to broadband and confusion
if that mean Towers.
Josh Pearson: Concern that this gives one cellular wireless broadband company an upper hand.
Broadband Initiative and VEAD Projects: Mark Leonard with the PSC explained Biden’s
Infrastructure Law (BEAD), which allocated $42 billion nationally. The PSC is working out the
details of the process for allocation. Suggestions were made for participants to include in a
Broadband Advisory Committee. Suggestions include: IT, GIS, Schools, Industry
Representatives, Citizen Members, County Board member.
Condemnation Commission and Jury Stipends and Courtroom AV Projects in 2025: Judge
Anderson was unable to attend the meeting. Abeles-Allison provided information on these topics
at the request of the judge. The Judge appoints a condemnation commission that meets as
required to address condemnation issues that arise. This Commission has not met in many years,
but by statute need to be maintained.
2
Bayfield County current Jury Stipend is $25 per day. The State minimum is $16. We recommend
moving to $40 (same as Ashland County) in 2025. The Current average across all counties is just
under $30.
The Judge is requesting that we consider updates to courtroom technology. Specific areas of
concern include annotator and printing ability, courtroom cameras, more camera controls on
monitors, another larger monitor, recurring audio issues. Very preliminary 2025 estimated cost is
$75,000.
CAD Intergovernmental Agreement: We are moving to a new software company (Motorola).
This is a three-party agreement (Ashland City, Ashland County and Bayfield County). The new
system purchase will be covered mostly by a grant with the 20% local share to be split by the three
entities. These parties have maintained an intergovernmental agreement for the CAD system for
many years. The equipment/software are maintained by Bayfield County.
Initial cost to each party is approximately $65k with annual maintenance costs of $20k.
Motion Milanowski, Lee to approve the CAD intergovernmental agreement and forward to the full
county board for approval. Motion Carried (6-0)
Business Park Feasibility Study, Town of Eileen, Bayfield County: Study results and
recommendations were received.
Auditor Contract Extension: Motion Pocernich, Milanowski to recommend an extension with
Baker-Tilly, authorize the County Administrator to negotiate a lower cost and forward to the full
county board for approval. Motion Carried (6-0)
Resolution Supporting Corps of Engineer, Environment Impact Statement for Line 5 Reroute:
Motion Strand, Lee to approve the resolution supporting the Bad River Band of Lake Superior
Chippewas Indian’s request that the Corps of Engineers conduct a full Environmental Impact
Statement for the Line 5 Reroute and forward the resolution to the full county board for approval.
Motion Carried (5-1, Milanowski opposed). Statement was made that the resolution does not imply
support or opposition of the Line 5 project, just a thorough due diligence to collect the most
information impacting decision-making.
Northwest Wisconsin Concentrated Employment Program Finances (NWCEP): Letter from
NWCEP was reviewed. Larry Fickbohm explained the financial situation of the organization.
Motion Pocernich, Strand to recommend to the County Board that they consider a loan to NWCEP
in the amount of $5000 to be repaid in the 2025 fiscal year. Motion Carried (6-0)
3
Reports:
a. Department of Workforce Development
b. Housing Update
c. Zoning Code Rewrite Proposal Summary
d. Financial Reports end of May 2024: Revenues and Expenses in Large Funds were
reviewed.
e. Treasurer’s Report, end of May 2024: Overall balance is down approximately $1.6
million as grant funds are expended. Abeles-Allison will get a clarification on the NL
Debt Service Fund 380 balance.
f. UDC Report
g. EMS Study Update: Consultant will provide a summary report on the study at the end of
July.
h. Joint Dispatch Update
Motion Pocernich, ? to move into Closed Session pursuant to §19.85(1) (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: February 8, 2024 Closed Session Minutes, and
Discussion and Possible Action Business Park Land Sales. Motion Carried (6-0) Rosa, Rabska
and Olsen were permitted to remain in the closed session. Entered Closed session at 5:12pm
Motion Lee, Milanowski to return to open session. Motion Carried (6-0 ). Returned to open
session at 5:20pm.
Meeting adjourned at 5:20pm.
Respectfully submitted by Kristine Kavajecz as transcribed from a recording.
.....................................................................
(Original Signature of Member)
118TH CONGRESS
2D SESSION H. R. ll
To rename the Apostle Islands National Lakeshore as the Apostle Islands
National Park, and for other purposes.
IN THE HOUSE OF REPRESENTATIVES
Mr. TIFFANY introduced the following bill; which was referred to the
Committee on llllllllllllll
A BILL
To rename the Apostle Islands National Lakeshore as the
Apostle Islands National Park, and for other purposes.
Be it enacted by the Senate and House of Representa-1
tives of the United States of America in Congress assembled, 2
SECTION 1. SHORT TITLE. 3
This Act may be cited as the ‘‘Apostle Islands Na-4
tional Park Act’’. 5
SEC. 2. APOSTLE ISLANDS NATIONAL PARK. 6
(a) IN GENERAL.—Public Law 91–424 (16 U.S.C. 7
460w et seq.) is amended— 8
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January 22, 2024 (4:39 p.m.)
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2
(1) by striking ‘‘National Lakeshore’’ each 1
place it appears and inserting ‘‘National Park’’; and 2
(2) by striking ‘‘lakeshore’’ each place it ap-3
pears and inserting ‘‘Park’’. 4
(b) NONAPPLICATION.—The amendment made by 5
subsection (a)(1) shall not apply to the titles of the maps 6
referred to in subsections (a) and (c) of the first section 7
of Public Law 91–424 (16 U.S.C. 460w). 8
(c) REFERENCES.—Any reference in a law, map, reg-9
ulation, document, paper, or other record of the United 10
States to the ‘‘Apostle Islands National Laksehore’’ shall 11
be deemed to be a reference to the ‘‘Apostle Islands Na-12
tional Park’’. 13
SEC. 3. SAND ISLAND NATIONAL PRESERVE. 14
(a) ESTABLISHMENT.—There is established the Sand 15
Island National Preserve. 16
(b) DESCRIPTION.—The Sand Island National Pre-17
serve established by subsection (a) shall consist of the land 18
and interests in land on Sand Island, located in Apostle 19
Islands National Park (as so designated by the amend-20
ments made by section 2(a)). 21
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M a i n t a i n s H u n t i n g A c c e s s
A designated portion of the area will be set aside as a
hunting reserve. From 2015 through 2022, only 3 deer
were harvested on the entire National Lakeshore while
Madeline Island alone had 655 deer harvested in the same
timeframe. The establishment of this reserve aims to
protect hunting access.
P r o t e c t s L a n d s c a p e s
The region will see a significant increase in funding from
both state and federal governments, aimed at enhancing
conservation efforts, educational programs, and
community development to support the national park.
I n c r e a s e d T o u r i s m a n d M o r e V i s i t o r s
In 2022, visitor spending in communities near national parks generated a record $50.3
billion boost to the nation’s economy and supported 378,400 jobs. By making the Apostle
Islands National Lakeshore into the Apostle Islands National Park, our communities will see
enhanced economic growth, more visitation, and expanded job opportunities. For
example, in 2018, while still a National Lakeshore, Indiana Dunes had 1.75 million visitors.
After the change in 2019, visitation immediately went up to 2.13 million visitors and
increased jobs and economic development in the area.
WISCONSIN'S FIRST AND ONLY NATIONAL PARK.
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
Kim Mattson, Finance Director Gail Reha, Bookkeeper Paige Terry, Clerk III
Contract Agreement
between
Bayfield County
And
Strategic Management & Consulting, LLC
Strategic Management & Consulting, LLC (Contractor) shall carry out its
obligations under this Agreement for Bayfield County (County) for services
outlined in the Response to the Bayfield County RFP 2024-18-04, attached here.
1. Contractor will provide a comprehensive Study of EMS in Bayfield County
and will complete a Final Report to include short-term and long-term Goals,
Recommendations and Suggestions—for the Elected Officials to utilize in
the assurance of a viable and sustainable Ambulance Service to the
Communities within the County as listed in the RFP, attached here.
2. Contractor will work and communicate closely with EMS personnel across
the county to develop a detailed understanding of the current capabilities,
strengths, challenges, coverage gaps, and workforce shortfalls as well as the
total operational cost for current EMS services.
3. Contractor will meet with the Bayfield County Ad Hoc EMS Advisory
Committee for a kickoff meeting and periodically during the study process.
Additionally, will provide a final presentation to the Bayfield County
Executive Committee to present findings and recommendations.
4. The total cost of the Project is $34,500.00 and will be invoiced as follows:
a. $10,000 payment due within 10 days of signing the contract
b. $10,000 payment due on May 5, 2024
c. $10,000 payment due on June 5, 2024
d. $4,500 payment upon delivery of the Final Report
5. Strategic Management & Consulting, LLC will perform to the highest standards
and in the best interest of and while representing the Client and will use
appropriate safeguards to prevent use or disclosure of any information deemed
proprietary or confidential as identified by the Client.
Both parties signing below enter into this agreement willingly and in good faith.
Work on the Comprehensive EMS Study will commence upon all entities signing
the agreement.
6. Contract Services and Failure to Perform. This is not an employment contract.
Contractor is not an employee of Bayfield County. Bayfield County reserves the
right to withhold funds and terminate the contract if the Contractor is not
complying with the terms of the agreement.
7. Governing Law and Venue. The laws of the State of Wisconsin shall govern this
agreement. The Grantee shall always comply with and observe all applicable
federal, state, and local laws relating to this agreement for services. Any litigation
arising out of this Agreement for Services shall be brought and venued in Bayfield
County, Wisconsin.
8. Insurance Provision: Proof of Liability and WC must be provided in advance of
professional services.
9. Termination by Mutual Agreement. This Agreement may be terminated, in
whole or in part, during the duration of the contract if County deems that
continuation is not feasible or would not provide beneficial results. In the event
the contract is terminated prior to completion, final payment will be based on the
portion of work completed. The parties agree that any pro-ration that must occur
shall be determined by the Emergency Management Director.
____________________________________
Title
Bayfield County Strategic Management & Consulting, LLC
__________________________________ __________April 5,2024
Signature
__________________________________ __________April 5,2024
Signature
Bayfield County Administrator
__________________________________ __________April 5,2024
Signature
Bayfield County Emergency Management Director
E9082 Oak Hill Road
Wisconsin Dells, WI 53965
(608) 963-2380
Response to RFP for
Study of County-wide
Emergency Medical Services (EMS)
In Bayfield County
Prepared by:
Page 2 of 17
Table of Contents
Cover Letter………………..……………………………………………………………….……3
Company Background……………..………..............……………………………………....…...4
Methodology………………………………………………………………………………….4 – 6
Client Input………………………………………………………………………………4
Practical Recommendations…………………………………………………….………5
General Understanding………………………………………………………….………5
Specific Understanding…………………………………………………………………. 5
Project Management / Contact Information…………………….…...…….………..…6
Detailed Work Plan & Scope of Work…………………………………...……...……....….6 – 7
Citizen Engagement…………………………………………………………………………...…8
Analysis & Recommendations…………...………………….……………………..………..8 – 9
Deliverables....................…………………………………………………………………...…….9
Professional Summaries……………………………………………………..….………...10 – 13
References from Previous Projects……………………………………………………………14
Timeline…………………………………………………………………………………………15
Insurance………………………………………………………………………………………..15
Cost Quotation……………………………………………………………………….…………16
Options for Consideration for Future Projects………………………………………………17
Page 3 of 17
March 15, 2024
Bayfield County Emergency Management
Attn: Meagan Quaderer, Director
117 E. 6th Street – P.O. Box 423
Washburn, WI 54891
RE: RFP 2024-18-04
Dear Meagan,
Thank you for the opportunity to reply to the RFP to provide a Study for County-wide EMS in
Bayfield County. We believe that the goal of the Study is to provide the best possible EMS
delivery model to the greatest percentage of the population. Specifics of the processes to be used
will be outlined in this RFP Response.
Collectively, the Consultants picked for this Project—along with other staff—collectively have
over 95 years in professional EMS & Fire experience, which provides you with the most qualified
resources to walk you through the entire Study process. Our Reviews and Recommendations are
based completely on facts and industry standards, and we strive to provide a comprehensive Final
Report that can actually be implemented.
With the Consultants selected for this Study, there is literally no area of EMS that has not been
touched. Our involvement as providers, educators, EMS Directors, EMS & Fire Chiefs, State
Officials, and most important—Leaders in EMS & Fire—eminently qualifies our Company for
this important project.
We look forward to working with you as we identify and determine the short-term and long-term
EMS goals in a Final Report that will provide the options that are available to providing high
quality County-wide Emergency Medical Services (EMS), to assure a viable and sustainable EMS
Service in the Communities within the County for years to come.
Respectfully submitted,
Dana Sechler, President
Strategic Management & Consulting, LLC
Page 4 of 17
Proposal
Company Background
Strategic Management & Consulting, LLC is excited to provide the following proposal to
conduct a Comprehensive Study to develop and evaluate options for Emergency Medical
Services within Bayfield County.
Strategic Management & Consulting, LLC is a Wisconsin-based Company that was co-founded
by two EMS & Fire professionals that had been asked to fill a need in EMS Leadership training
that had been lacking in the State. Since then, the Company has steadily grown in scope and
size. We continue to teach numerous EMS Leadership classes each year.
In addition to the Leadership training, the Company has been providing Comprehensive Studies
and Reviews of various EMS & Fire entities across the State of Wisconsin in the areas of
operations, structure, staffing, billing, and budgeting. Many of the Studies have helped rural
volunteer, combination, and paid-on-call agencies identify their needs and create step-by-step
solutions to help them be a successful department. Three of the Studies that have been
previously performed are listed in the Reference Section of this Proposal. Additional references
are also available upon request.
The Mission of Strategic Management & Consulting LLC is to provide unique and out-of-the box
ideas and solutions to issues affecting EMS & Fire Services in today’s complex environment.
Methodology
Our approach to this Project requires a clear understanding of the current intent and anticipated
outcome. The key elements of this methodology include, but are not limited to:
A clear understanding of the project background, complex issues involved, and the goals
and objectives.
A work plan that is comprehensive, well designed, practical, and provides ample
opportunity for input from all stakeholders.
Sufficient resources and a commitment to successfully complete the project within the
desired time frame and at a reasonable cost.
Client Input – In order to perform a comprehensive assessment and make specific
recommendations, it is critical that we receive quality information from administration, staff, and
partnering agencies. Accordingly, our approach includes interviews with individuals as defined
by the Bayfield County Project Manager including outside agencies, supporting partners, and
associated agencies if any, that would have valuable information to communicate to us.
Page 5 of 17
Practical Recommendations – Our ultimate goal is to provide you with recommendations and
guidance through every aspect of the project, which will provide you with the blueprint that will
turn this project from “concept” to “operational”. We understand that recommendations need to
be practical and based on sound National & State standards, NFPA standards, EMS State Statutes,
Administrative Rules and legal considerations, as well as community capabilities.
General Understanding – This proposal is designed to provide a Comprehensive Overview, based
on the following Components / Topics:
Analysis of current operations and service delivery
Governance, service agreements, and contracts
Staffing methodology, including current and future needs
Salaries & wages
Fiscal analysis and implications
Planning for growth
The following pages will summarize the proposal in detail, with the understanding that the
analysis and evaluation will produce ideas and suggestions that will achieve the following
benefits:
Efficiency
Effectiveness
Cost control and containment
Identification of the right-sized EMS entity to meet community need(s)
Coordination and use of regional resources with elimination of artificial boundaries and
duplication of resources
Specific Understanding – We recognize the responsibility of municipalities in Wisconsin to
provide Ambulance Service to its’ community. It therefore falls upon the elected officials to
make decisions that will ensure that an ambulance service is staffed and ready to respond to an
emergency call, when someone calls 9-1-1. We are also aware of the difficulties facing
Ambulance Services as staffing levels decrease, as funding revenues decrease, as the availability
of hospitals decreases—all the while expenses are increasing, transport distances and times are
increasing, and now proposals are being made for training and education standards to increase.
It is our understanding that this Comprehensive Study will explore alternative EMS models as
compared to how EMS is currently being provided in the County. When the Study has been
completed, we will provide a final document that will assist Elected officials in choosing the best
model for EMS to be delivered in your area.
Page 6 of 17
The expertise of our Company staff will guide the Recommendations regarding the options that
are available.
We understand that though some solutions have been enacted for Staffing purposes, that there
are some short- and long-term solutions that need to be assessed comprehensively to ensure
sustainability for a timely response in the event of an emergency for the ill and injured, as well as
to provide confidence in the continuation of reliable EMS for area residents and visitors.
We understand that volunteerism is dwindling in some areas and is strong in other areas. The
goal of the Study is to solidify a sustainable solution for the future that will identify necessary
resources based on current call volumes, response times, workforce utilization, and fiscal
feasibility—in order to meet the needs of the community for generations to come.
Project Management – A successful assessment and the provision of effective recommendations
requires a special effort to ensure that all levels of the project receive adequate attention and those
findings and recommendations are thoroughly coordinated. This is accomplished by the
development and adherence to a project work plan, which is detailed in the next section.
The Principal Consultant (Dana Sechler) will be the lead Consultant for this Comprehensive Study,
and he will be the liaison with the Bayfield County Project Manager, Meagan Quader. Dana will
work with Megan to obtain the various resources, contacts, and connections needed in performing
the Study. His contact information is as follows:
Strategic Management & Consulting, LLC
C/O Dana Sechler, NREMT, CCP
E9082 Oak Hill Road
Wisconsin Dells, WI 53965
(608) 963-2380 (cell)
dsechlerstrategic@gmail.com or danasechler@hotmail.com
Detailed Work Plan & Scope of Work
Strategic Management & Consulting, LLC will perform the following evaluations in conjunction
with this Comprehensive Study:
Comprehensive overview of how ambulance services are currently being provided and
financed within the County including assessment of full costs
The reliability and sustainability of the current EMS system
Page 7 of 17
The feasibility, benefits, and drawbacks of various types / models of ambulance service
that can be considered to provide sustainable EMS, including consolidation / merger /
regionalization; Ambulance District(s); and/or County-wide Service
Addition of part-time / full-time staff in various response areas, to support volunteers
Assuring Paramedic level coverage when needed
Use of ALS Intercept vehicles
Inter-facility Transports
Community EMS
The information gathered for this Comprehensive Study will be accomplished by performing a
review of background information including:
o Community population and demographics
o Residential, commercial, industrial, and municipal features of the County
o Standard Operating Guidelines (SOG’s) / Protocols
o Coordinated Medical Direction
o Mutual aid agreements
o Additional Resources
o Company ownership
o By-laws
o Current staffing
o Municipal governance
o Road maps of the Area
o Review of training schedules
o Review of any long-range plans
o Review of budget(s) and capital equipment
o Review of vehicle fleets, replacement plans, and future needs assessment
We will gather input (via in-person interviews, group meetings, virtual conferencing, or surveys)
from the following:
o Elected/appointed officials from the County / Municipalities
o Current Ambulance Service Directors
o Medical Director(s)
o General Public
o Dispatch / communications staff
o Selected Members/Officers of the current EMS agencies
While performing the Comprehensive Study, there may be other areas not listed above that will
be identified, in which follow-up will be needed to evaluate the item(s) as they relate to the
overall purpose of the Study.
Page 8 of 17
Citizen Engagement
Strategic Management & Consulting, LLC proposes the following options to consider, to involve
citizens in participating in commenting on any of the items mentioned in the Detailed Work Plan.
1. Host a meeting to listen to, and document the comments of the citizens, which can be
compiled into the Final Report.
2. Utilization of prior survey information received from the public.
3. Develop an online survey (such as Survey Monkey) to be hosted on a website, in which
specific questions are asked, and the responses can be compiled in the Final Report.
Analysis and Recommendations
Strategic Management & Consulting, LLC will determine current system challenges, and future
trends for public safety industry standards related to EMS operational requirements. During the
development of all recommendations, we will consider many factors and industry standards as
determined by the following:
o National Highway Safety Traffic Administration (NHSTA)
o Center for Public Safety Excellence (CPSE)
o Journal of American Medical Association (JAMA)
o Commission on Accreditation of Ambulance Services (CAAS)
o American Ambulance Association (AAA)
o Office of the Inspector General (OIG)
o Occupational Safety and Health Administration (OSHA)
o State of Wisconsin Statutes 256 and Administrative Code (DHS 110)
o Wisconsin Ambulance Inspection Administrative Rule (Trans 309)
o Wisconsin Department of Safety and Professional Services (SPS 330 & 332)
The Final Report of the Study will detail many of the findings from the initial Analysis. As well,
recommendations will be given with the intent to improve effectiveness and efficiencies in the
delivery of EMS.
Recommendations in the Final Report may include any or all of the following:
The current capabilities, strengths, weaknesses, coverage gaps, and workforce shortfalls
System reliability (including the ability / inability to respond to current / future 9-1-1 calls)
Response times statistics
Call Volumes
Coverage areas, including recommendations for shared services, and/or the creation of
Districts/County-wide EMS
Staffing (Full-time, part-time, paid-on-call, combination, and/or volunteer)
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Staffing Training Levels including Paramedic, AEMT, EMT, EMR
Pay and Benefits
Governance/Management (municipal / private / District / County, etc.)
Interfacility transfers vs. Emergent 9-1-1 calls
Review of Budgets
Review of Billing Company services
Review of succession planning
Vehicle and Equipment needs
Vehicles and staffing/run assignments
Review of vehicle fleets, replacement plans and future needs assessment
Other areas identified in the Analysis
Deliverables
In addition to all of the items listed above, the Final Report will include a number of
Recommendations that can be implemented in two (2) phases: short-term (3 – 5 years) and long-
term (5 – 10 years) in which the Community Leaders should be able to do the following:
Determine best practice methods / models to deliver cost effective and efficient
Emergency Medical Services (EMS) to the citizens and visitors in Bayfield County.
o Three (3) options will be provided, along with financial comparisons.
Understand short-term and long-term recommendations regarding facilities, personnel,
equipment, financials, and project needs for EMS for the next 20 years.
Compare the value in dollars of donated labor (volunteers) vs. the full and total cost of
providing EMS in Bayfield County, and the gap between current financial resources and
what will be needed for long-term sustainability.
Page 10 of 17
Professional Summaries
The following EMS Professionals will be utilized to work together on this Study.
Chief Dana Sechler, (ret.)
President & Co-Founder, Principal Consultant
Mr. Sechler has been actively involved in Emergency Medical Services
(EMS) and the Fire Service for over 32 years in a variety of capacities.
He participated in both EMS and Fire departments that were volunteer,
paid-on-call, combination, resident program, and career Services.
During his tenure in EMS & Fire Services, Mr. Sechler gained valuable
exerience working at a number of dfferent types and models of Services,
including Fire-, Hospital-, and County-based EMS, a Third party Service, a Municipal Service,
and a District Service. Mr. Sechler also founded and co-owned a Private ambulance service. His
experience as an EMS provider, Officer, Supervisor, Manager, and Administrator stems across
Wisconsin, Iowa, and Illinois, which has allowed him to learn many different ways to provide,
lead, and manage Fire & EMS in a variety of different setitngs.
Mr. Sechler has held (and still maintains) a number of EMS & Fire credentials including:
~Nationally Registered EMT, Intermediate, Paramedic, Critical Care Paramedic
~Firefighter I & II, Driver/Operator/Pumper, Fire Officer I
~Instructor certifications for EMS, Fire, and AHA, including BLS, ACLS, and PALS.
Mr. Sechler has worked in Adminsitrative positons as a Fire Chief, an EMS Service Director, a
Billing Services Manager, and a Wisconsin State EMS Office official—as the ALS / Paramedic
Program Coordinator at Wisconsin DHS.
In addition to the Field work associated with EMS and Fire, Mr. Sechler has also worked (and
continues to work) at several Colleges / Training Centers, in various capacities including EMS &
Fire Instructor, Adjunct Faculty, Educator, and Administrator for initial and continuing education
classes—for all the levels of EMS (including EMR, EMT, Intermediate, and Paramedic) as well
as a number of Fire and Rescue classes. In the educational setting, Mr. Sechler was a contributing
author on several different curriculum that were adopted at the State level, for use in training EMS
providers, including:
~Wisconsin Communuty EMS (CEMS) Curriculum
~Wisconsin Critical Care Transport Paramedic Curriculum
~EMT-Paramedic to Paramedic Specialist Bridge Curriculum
~EMS Leadership and Operations Management Curriculum
Page 11 of 17
Over the last several years, Mr. Sechler has become quite active in the Legislative process—
advocating for Fire & EMS with elected officials—both at the State and Federal level.
Dana is a respected resource in the Public Service community and is often asked to speak on a
number of current and critical issues at local, State, and Regional conferences for Fire & EMS. He
has been a valued member on various Fire & EMS projects, Committees, Boards, and Associations
at the local, State, and National levels, including:
~American Ambulance Association
~National Association of EMT’s
~National Association of EMS Physicians WI Chapter Board member
~Past-President & Board Member of the Professional Ambulance Association of Wisconsin
~Wisconsin EMS Advisory Board, Systems Development sub-committee member
~Wisconsin Legislative Council Study Committee member on Volunteer Firefighter and
Emergency Medical Technician shortages
As one of the co-founding Principals of Strategic Management & Consulting, LLC, Dana has
conducted a number of EMS Leadership courses across the State (on behalf of the Wisconsin
Office of Rural Health) utilizing a course curriculum that he co-wrote and developed.
In short, Mr. Sechler has gained a wide variety of experience in almost every possible aspect of
Emergency Medical Services and the Fire Service, which can be drawn upon for some unique and
out-of-the box ideas and solutions to issues affecting Fire & EMS in today’s complex environment.
Andy Ney, BA, CCP, FFI
Consultant
Andy Ney brings over 13 years of active involvement in Emergency
Medical Services (EMS) showcasing a diverse and accomplished
career. His journey includes roles as an EMT, Paramedic, and
Critical Care Paramedic, holding licenses in Iowa, Wisconsin, and
Illinois.
Notable administrative positions include serving as the Director of
Operations at Paramount EMS in Dubuque, Iowa, as well as the
Paramedic Program Director at Northeast Iowa Community College in Peosta,
Iowa. Complementing his professional commitments, Andy has devoted over a decade as a
volunteer Firefighter / Paramedic with the Centralia-Peosta Fire Department, underscoring his
dedication to community well-being.
A key figure in the Iowa EMS Association (IEMSA) since 2018, Mr. Ney has held pivotal roles
as President, Treasurer, and Board Member. His insights into EMS operations span all ownership
types, and he has been particularly impactful in the Legislative Committee, contributing to
Page 12 of 17
significant victories in Iowa, including the GEMT Supplemental Medicaid Payment and the
passage of the Essential Service bill in 2021. Additionally, Andy holds a position on the
Professional Ambulance Association of Wisconsin (PAAW) Board in the For-Profit sector, further
solidifying his influence in shaping ambulance services in Wisconsin.
Beyond leadership and association roles, Andy is actively involved in Contract Paramedic
positions with The Medic Rig and The Snocross Mobile Medical Team, providing his expertise to
the national motocross and snocross circuit.
Mr. Ney has the following Credentials:
Bachelor of the Arts Degree in Management
Critical Care Paramedic
EMS Instructor
Firefighter I
HazMat Ops
Various certifications from:
American Heart Association (AHA)
National Association of Emergency Medical Technicians (NAEMT)
Chief Nick Siemens
Consultant
Chief Nick Siemens started his Fire & EMS career as a volunteer
firefighter with Bettendorf Fire Rescue in 1998. He then took a full-time
position with Cheyenne Fire Rescue, where he spent 19 years serving the
community. He held the ranks of firefighter, paramedic, engineer, and
company officer, before being promoted to the rank of Division Chief of
Training.
Duties associated with the Division Chief position included planning and coordinating an annual
training program for all Operations level personnel; planning and coordinating the new-hire recruit
academy; supervising and coordinating the activities of other instructors; developing a
comprehensive training program for use by single or multiple organizations; conducting an
organization needs analysis; developing training goals and implementation strategies; preparing a
training budget; planning and coordinating a training program for the department Standard
Operating Procedures, and developing and administering assessment center testing for
promotional exams.
During his time at Cheyenne Fire Rescue, Chief Siemens was also the Program Director for the
Laramie County Community College Fire Science Program, and he was the past chair of the
Laramie County Training Officers group.
Page 13 of 17
In 2023, Nick joined Western Taney County Fire Protection District as the Division Chief of
Training. The Fire Protection District is a combination department that utilizes a wide range of
staff—from volunteers to full-time personnel. Nick’s duties include providing direct supervision
to 20 fire district instructors during training evolutions and classes. He also coordinates the annual
training program and assists in program delivery as needed. As a Division Chief he is integrated
into the Incident Command System during emergencies of all types and has experience directing
fire ground and other emergency operations.
Chief Siemens has the following Credentials:
Master of Science - Disaster Preparedness and Executive Fire Department Leadership
Bachelor of Science - Public Safety and Emergency Management
Associate of Applied Science - EMS - Paramedic
Fire Officer I &II
Fire Instructor I & II
Fire Inspector I
HazMat Ops
Blue Card Incident Commander Program
National Fire Academy (NFA):
~ Managing Officer Program
~ Leadership Strategies for Company Success
~ Training Program Management
~ Fire Service Course Design
To sum up, Mr. Sechler, Mr. Ney, and Mr. Siemens, have a wide variety of experience in almost
every possible aspect of Emergency Medical Services (EMS) which can be drawn upon for the
best well-rounded results in this Comprehensive Study. They have assisted many Rural
departments that are volunteer, combination, paid-on-call/paid-per-call, part-time, and full-time
in becoming successful EMS agencies in the State.
In addition, since the Principal Consultant for this Comprehensive Study was previously the
ALS / Paramedic Program Coordinator for the State DHS EMS Office, he continues to maintain
a very good working relationship with the staff at the EMS Office, which allows for a direct line
of communication to be able to determine the best Recommendations for the delivery of EMS—
as balanced by current Rules, Regulations, and Statutes.
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References from Previous Projects
In the Fall of 2022, Strategic Management & Consulting, LLC contracted with four Towns in
Vilas County to perform a Study on Recommendations to Provide an Ambulance Service in a
Viable and Sustainable EMS Model. The Report with Recommendations for a District-wide and
a County-wide Ambulance was delivered in March 2023. The report included a step-by-step
process to implement both the District-wide and County-wide options.
In the Fall of 2023, Strategic Management & Consulting, LLC then contracted to provide
implementation and consulting services for a District-wide Ambulance Service within the four
Towns, of which the Project is currently underway. They are currently in the process of hiring
their first full-time EMS Director.
Contact: John Hanson, Town Chair Jessica Mabie, MWFD EMS Chief
P.O. Box 267 13210 Cranberry Blvd
Manitowish Waters, WI 54545 Manitowish Waters, WI 54545
(715) 543-8413 (715) 614-3032
townchair@mwtown.gov Emsmwfc@gmail.com
Strategic Management & Consulting, LLC was awarded the contract for the development of a
detailed step-by-step County-wide EMS Implementation Plan, along with supporting Budgets, to
implement a proposed Model for EMS delivery in Florence County. The Document for the Project
was completed in May 2022, and the County has since been in the process of following the steps
of the Implementation Plan, with occasional assistance and advice from our Firm.
Contact: Amanda Mulvey, Emergency Management Coordinator
P.O. Box 410, 501 Lake Avenue Suite 266
Florence, WI 54121
(414) 296-1059
amulvey@florencecountywi.gov
Strategic Management & Consulting, LLC was awarded the contract for the review and analysis
of the Dodge County EMS delivery system. This included EMS coverage of 24 Towns, 11
Villages, and 9 cities by 10 volunteer EMR agencies, 10 volunteer ambulance services, and 2
career fire-based agencies. The project was completed on January 31, 2020. This project reviewed
a number of aspects of EMS Delivery across the entire County.
Contact: Amy Nehls, Emergency Management Director
210 W Center St.
Juneau, WI 53039
(920) 386-3993
Page 15 of 17
Timeline
Strategic Management & Consulting, LLC understands that the anticipated start date of the Project
will be April 1, 2024, with the delivery of the Final Report by June 30, 2024. We are confident
that we can successfully perform the Comprehensive Study and submit the Final Report within
that timeframe. The list below shows the key dates.
Date Task / Activity
☐ March 22, 2024 Due date for submittal of the Response to the RFP
☐ TBD Proposals reviewed, and Consulting Firm is chosen
☐ April 1, 2024 Start of the Comprehensive Review / Analysis
Begin collection of data from the County Project Manager
☐ Month of April Set dates for Stakeholder Interviews / Community Engagement
☐ Month of May Begin Comprehensive review of information
☐ June 3, 2024 Begin drafting initial Report
☐ June 17, 2024 Preliminary Report provided to County Project Manager for review
☐ June 17 – June 28, 2024 Edits and updates to Report
☐ June 30, 2024 Final Report delivered to County Project Manager
☐ TBD Presentation of Final Report details
Insurance
Strategic Management & Consulting, LLC has insurance policies through the following entities:
The Hartford Business Service Center
General Liability = $1,000,000 / $2,000,000
Employment Practices Liability = $10,000
Hiscox, Inc.
Professional Liability = $1,000,000
Certificates of Insurance are being provided, along with this Response to the RFP.
Page 16 of 17
Cost Quotation
Strategic Management & Consulting, LLC will provide a comprehensive Study of EMS in
Bayfield County and will complete a Final Report to include short-term and long-term Goals,
Recommendations and Suggestions—for the Elected Officials to utilize in the assurance of a
viable and sustainable Ambulance Service to the Communities within the County.
Included in the Final Report will be a step-by-step Implementation plan that can be utilized in
bringing the Recommendations to fruition.
Total Cost for the Project = $34,500.00
This bid includes all expenses related to the Project, including:
a. Comprehensive Study of the scope of items listed within this proposal.
b. Labor / Materials.
c. Meeting costs, including travel, and lodging for two (2) in-person / face-to-face
sessions. The first session will be to conduct initial interviews with selected
stakeholders, as part of the discovery process for the Comprehensive Study.
(Additional interviews can be performed via Zoom.) The second session will be
to present the findings discussed in the Final Report to all interested parties, as
well as to answer any questions from those that wish to participate.
Payment Schedule will be as follows:
$10,000.00 payment due within 10 days of signing contract
$10,000.00 payment due on May 1, 2024
$10,000.00 payment due on June 1, 2024
$4,500.00 payment upon delivery of the Final Report
Page 17 of 17
Options for Consideration for Future Projects
1. Strategic Management & Consulting, LLC can provide additional, future Consulting
services via phone, email, and text that will focus on the individual steps needed to
implement the various processes presented in the Final report. This may include the
development of new documents that are needed for the implementation process, and/or
the completion of applications, etc. that are required for that project.
The fee for this service can be negotiated at a one-time flat rate, or at an on-going
hourly rate.
2. After the completion of the Comprehensive Study, Strategic Management &
Consulting, LLC can provide an EMS Operations Management & Leadership Course
for up to 25 participants of your choosing. This class is 12 hours in length and will be
based on the current EMS Operations Management & Leadership Course that is being
taught by Strategic Management & Consulting, LLC through the Wisconsin Office of
Rural Health—but it will be tailored to the Findings & Recommendations that will be
included in the submitted Final Report.
The Sessions for the EMS Operations Management & Leadership Course can be as follows:
Held over six (6) Zoom sessions, on days / times of the week that are best for the
participants.
Or,
Held in person, over a Friday evening through Saturday evening time period.
Resolution
No. 2024-xx
2024 Northern Lights Budget Amendment
WHEREAS, $1,350,000 was levied for Northern Lights roof repairs, windows and other capital
facility repairs in the 380 Northern Lights Bond Issue Fund; and,
WHEREAS, these expenses will be paid out of the 430 Capital Improvements Fund;
NOW THEREFORE BE IT RESOLVED, that the Bayfield County Board of Supervisors
assembled this 30th day of July 2024, hereby approves the following budget amendments:
Increase 430-70-49201 by $1,350,000
Increase 430-67-57100-50820 by $1,350,000
Decrease 380-80-58100-50610 by $1,350,000
Increase 380-80-59430-50998 by $1,350,000
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. 2024-xx, Volume
30, adopted by the Bayfield County Board of
Supervisors at their meeting held on the 30th day
of July 2024.
_________________________________________________ Lynn M. Divine, Bayfield County Clerk
Resolution
No. 2024-xx
Grand View Garage 2024 Budget
Amendment
WHEREAS, Bayfield County Resolution No. 2023-73 amended the budget for the Grand View
Garage; and,
WHEREAS, demo and site preparation costs performed by the Bayfield County Highway were
underestimated; and,
WHEREAS, budgeted amount for the years 2018-2023 payments to highway for work
performed for county departments was $52,000 under what was budgeted; and
NOW THEREFORE BE IT RESOLVED, that the Bayfield County Board of Supervisors
assembled this 30th day of July 2024, does hereby authorize a budget amendment of $50k for
Bayfield County Highway work be approved toward the Grandview building demolition and site
preparation expenses.
Increase Revenue: 100-00-49201 Fund Balance Applied by $50,000
277-00-49201 Transfer From Other Funds by $50,000
Increase Expenses: 100-00-59277-50998 Transfer to LATCF by $50,000
277-00-57210-50820 Capital Improvements by $50,000
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. 2024-xx, Volume
30, adopted by the Bayfield County Board of
Supervisors at their meeting held on the 30th day
of July 2024.
_________________________________________________ Lynn M. Divine, Bayfield County Clerk
Resolution
No. 2024-xx
Designating Funding for Zoning Rewrite
WHEREAS, in 2024 Bayfield County has set aside funds for projects that
enhance housing in Bayfield County; and,
WHEREAS, Bayfield County will perform a Zoning Code Rewrite and
Modernization program in 2024, 2025 and 2026; and,
WHEREAS, the Code rewrite will contribute significantly to Housing in the
future.
NOW THEREFORE BE IT RESOLVED, that the Bayfield County Board of
Supervisors assembled this 30th day of July 2024, hereby authorizes dedicated
housing funds to be used for the Zoning Code Rewrite Project.
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.
2024-xx, Volume 30, adopted by the
Bayfield County Board of Supervisors at
their meeting held on the 30th day of July
2024.
_________________________________________________ Lynn M. Divine, Bayfield County Clerk
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 Resource Manager
Paige Terry, Clerk III
To: Bayfield County Municipalities and the Red Cliff Tribe
Re: Password Free Public WIFI Infrastructure at Municipal and Tribal Facilities
From: Bayfield County Administrator
Date: September 15, 2023
The State of Wisconsin has prioritized the deployment of broadband. Bayfield
Communities throughout the County have encouraged and supported internet
investments. The past decade has seen tremendous progress in infrastructure
investment.
Bayfield County has a high percentage of residents unable to secure broadband
access at their homes.
In very rural areas, public WIFI with no passwords, available in parking lots at
municipal buildings (Town Halls, Highway Garages, Fire Stations, etc.) can
provide important access closer to home.
Bayfield County has implemented this at the courthouse and county highway
garages. The intent is to provide access in proximity to wherever people live.
Bayfield County believes that access for all is important and wants to encourage
municipalities to consider extending password free internet access to your parking
lots. Area providers including Norvado and Bayfield Wireless have made these
types of installation already and are familiar with equipment and security issues.
If you have already done this, Thank You!
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 11,277,993.00 269,662.00 11,547,655.00 281,505.03 .00 8,154,425.39 3,393,229.61 71 6,799,597.52
Department 02 - Clerk of Courts 297,845.00 .00 297,845.00 13,275.76 .00 109,475.47 188,369.53 37 107,381.57
Department 04 - Criminal Justice 193,011.00 .00 193,011.00 4,290.00 .00 51,216.60 141,794.40 27 46,849.65
Department 05 - Family Court Commissioner .00 .00 .00 .00 .00 .00 .00 +++.00
Department 06 - Coroner 9,200.00 .00 9,200.00 690.00 .00 3,149.00 6,051.00 34 5,867.50
Department 07 - Administrator 18,000.00 .00 18,000.00 .00 .00 15,000.00 3,000.00 83 15,000.00
Department 08 - District Attorney 28,000.00 .00 28,000.00 67.60 .00 26,737.16 1,262.84 95 21,650.73
Department 09 - Child Support 280,650.00 1,608.00 282,258.00 980.10 .00 71,198.70 211,059.30 25 53,574.44
Department 10 - County Clerk 32,600.00 .00 32,600.00 185.00 .00 453.50 32,146.50 1 29,074.54
Department 12 - Treasurer 1,041,129.00 .00 1,041,129.00 83,378.42 .00 636,765.91 404,363.09 61 276,943.28
Department 13 - Land Records 332,352.00 .00 332,352.00 4,930.69 .00 183,289.33 149,062.67 55 187,579.36
Department 14 - Court House .00 .00 .00 .00 .00 .00 .00 +++5,385.00
Department 15 - Register of Deeds 213,000.00 .00 213,000.00 20,923.49 .00 84,943.84 128,056.16 40 70,914.99
Department 16 - PSAP Consortium (Joint Dispatch)47,585.00 .00 47,585.00 .00 .00 9,623.32 37,961.68 20 .00
Department 17 - Sheriff 295,589.00 30,100.00 325,689.00 40,324.23 .00 236,706.88 88,982.12 73 205,235.84
Department 18 - Emergency Management 141,115.00 .00 141,115.00 3,432.00 .00 140,014.81 1,100.19 99 130,702.90
Department 19 - Veteran's Services 37,188.00 .00 37,188.00 .00 .00 11,688.00 25,500.00 31 24,948.00
Department 20 - Health 1,109,979.00 94,241.00 1,204,220.00 202,936.49 .00 341,541.36 862,678.64 28 401,106.43
Department 22 - Fair .00 .00 .00 .00 .00 .00 .00 +++.00
Department 23 - Tourism 209,229.00 .00 209,229.00 10,136.76 .00 63,880.83 145,348.17 31 55,422.74
Department 25 - UW Extension 3,660.00 .00 3,660.00 .00 .00 1,830.00 1,830.00 50 1,830.00
Department 26 - Zoning 525,076.00 .00 525,076.00 54,544.44 .00 164,686.19 360,389.81 31 115,775.95
Department 28 - Land Conservation 425,812.00 .00 425,812.00 300.00 .00 96,358.18 329,453.82 23 193,974.21
Department 31 - Information Services 83,534.00 .00 83,534.00 24,424.50 .00 58,334.50 25,199.50 70 25,162.49
Department 34 - Forestry 4,189,840.00 .00 4,189,840.00 866,681.26 .00 3,127,398.69 1,062,441.31 75 1,924,432.72
Department 77 - Agricultural Station 105,000.00 .00 105,000.00 15,070.00 .00 17,020.00 87,980.00 16 279,913.00
REVENUE TOTALS $20,897,387.00 $395,611.00 $21,292,998.00 $1,628,075.77 $0.00 $13,605,737.66 $7,687,260.34 64%$10,978,322.86
EXPENSE
Department 00 - General Fund 2,987,234.00 201,208.00 3,188,442.00 120,182.44 .00 2,913,454.05 274,987.95 91 4,391,489.14
Department 01 - County Board 98,979.00 .00 98,979.00 7,416.92 .00 42,329.00 56,650.00 43 42,951.14
Department 02 - Clerk of Courts 530,581.00 .00 530,581.00 44,922.58 .00 265,281.53 265,299.47 50 254,946.58
Department 04 - Criminal Justice 316,490.00 .00 316,490.00 24,079.13 .00 136,688.96 179,801.04 43 162,657.74
Department 05 - Family Court Commissioner .00 .00 .00 .00 .00 .00 .00 +++.00
Department 06 - Coroner 35,219.00 .00 35,219.00 6,470.42 .00 35,041.97 177.03 99 12,900.49
Department 07 - Administrator 639,487.00 .00 639,487.00 49,414.78 .00 321,146.01 318,340.99 50 190,403.82
Department 08 - District Attorney 230,243.00 .00 230,243.00 18,304.36 .00 111,934.64 118,308.36 49 99,989.75
Department 09 - Child Support 317,568.00 2,435.00 320,003.00 23,036.41 .00 140,095.21 179,907.79 44 146,525.41
Department 10 - County Clerk 308,835.00 .00 308,835.00 20,812.55 .00 144,694.17 164,140.83 47 222,689.68
Department 12 - Treasurer 157,210.00 .00 157,210.00 11,351.93 .00 75,197.01 82,012.99 48 75,144.55
Run by Paige Terry on 07/01/2024 12:49:28 PM Page 1 of 5
Financial Report Through 06/30/2024
Through 06/30/24
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 13 - Land Records 777,736.00 .00 777,736.00 54,469.62 .00 344,168.33 433,567.67 44 300,237.55
Department 14 - Court House 568,762.00 .00 568,762.00 54,737.50 .00 263,890.66 304,871.34 46 264,113.73
Department 15 - Register of Deeds 202,682.00 .00 202,682.00 14,665.57 .00 101,731.93 100,950.07 50 101,248.42
Department 16 - PSAP Consortium (Joint Dispatch)161,259.00 .00 161,259.00 11,798.19 .00 67,665.48 93,593.52 42 7,281.63
Department 17 - Sheriff 5,224,751.00 30,100.00 5,254,851.00 407,353.72 .00 2,576,758.14 2,678,092.86 49 2,372,755.48
Department 18 - Emergency Management 320,432.00 .00 320,432.00 13,766.43 .00 158,469.10 161,962.90 49 199,555.44
Department 19 - Veteran's Services 216,297.00 .00 216,297.00 15,420.74 .00 110,113.76 106,183.24 51 92,184.44
Department 20 - Health 1,329,510.00 94,241.00 1,423,751.00 104,615.00 .00 617,861.37 805,889.63 43 476,677.51
Department 22 - Fair .00 .00 .00 .00 .00 .00 .00 +++.00
Department 23 - Tourism 484,043.00 .00 484,043.00 30,718.45 .00 194,825.16 289,217.84 40 160,985.34
Department 25 - UW Extension 345,995.00 20,565.00 366,560.00 123,923.79 .00 171,452.54 195,107.46 47 159,977.18
Department 26 - Zoning 883,878.00 .00 883,878.00 44,916.27 .00 352,243.97 531,634.03 40 291,122.45
Department 28 - Land Conservation 625,160.00 .00 625,160.00 40,302.49 .00 242,903.83 382,256.17 39 242,416.38
Department 29 - Land Use Planning .00 .00 .00 .00 .00 .00 .00 +++.00
Department 31 - Information Services 775,303.00 .00 775,303.00 76,118.60 .00 411,752.66 363,550.34 53 361,745.24
Department 34 - Forestry 2,342,622.00 .00 2,342,622.00 107,137.62 .00 705,553.59 1,637,068.41 30 698,348.45
Department 77 - Agricultural Station 534,500.00 .00 534,500.00 2,774.50 .00 12,234.50 522,265.50 2 7,500.00
EXPENSE TOTALS $20,414,776.00 $348,549.00 $20,763,325.00 $1,428,710.01 $0.00 $10,517,487.57 $10,245,837.43 51%$11,335,847.54
Fund 100 - General Totals
REVENUE TOTALS 20,897,387.00 395,611.00 21,292,998.00 1,628,075.77 .00 13,605,737.66 7,687,260.34 64%10,978,322.86
EXPENSE TOTALS 20,414,776.00 348,549.00 20,763,325.00 1,428,710.01 .00 10,517,487.57 10,245,837.43 51%11,335,847.54
Fund 100 - General Totals $482,611.00 $47,062.00 $529,673.00 $199,365.76 $0.00 $3,088,250.09 ($2,558,577.09)($357,524.68)
Fund 235 - Human Services
REVENUE
Department 00 - General Fund .00 .00 .00 .00 .00 .00 .00 +++.00
Department 50 - Human Services 7,651,162.00 .00 7,651,162.00 157,967.81 .00 3,566,487.55 4,084,674.45 47 3,771,703.62
REVENUE TOTALS $7,651,162.00 $0.00 $7,651,162.00 $157,967.81 $0.00 $3,566,487.55 $4,084,674.45 47%$3,771,703.62
EXPENSE
Department 00 - General Fund .00 .00 .00 .00 .00 .00 .00 +++77.02
Department 47 - Behavioral Health & Community 843,514.00 .00 843,514.00 80,081.75 .00 430,963.91 412,550.09 51 321,367.12
Department 48 - Community Support Program (CSP).00 .00 .00 13,377.72 .00 13,377.72 (13,377.72)+++.00
Department 51 - Regional Crisis Initiative .00 .00 .00 .00 .00 .00 .00 +++.00
Department 52 - AMSO 782,998.00 .00 782,998.00 60,442.60 .00 373,760.27 409,237.73 48 335,889.47
Department 53 - Family Services 3,253,092.00 .00 3,253,092.00 161,565.66 .00 802,143.17 2,450,948.83 25 596,871.25
Department 54 - Economic Support 481,735.00 .00 481,735.00 35,641.83 .00 227,437.05 254,297.95 47 203,506.85
Department 55 - Aging and Disabilities 460,773.00 .00 460,773.00 16,871.22 .00 320,275.95 140,497.05 70 334,466.83
Department 56 - GWAAR 729,553.00 .00 729,553.00 52,765.61 .00 352,292.68 377,260.32 48 275,986.27
Department 58 - ADRC-Bayfield Co 177,022.00 .00 177,022.00 14,771.67 .00 65,174.19 111,847.81 37 53,924.86
Run by Paige Terry on 07/01/2024 12:49:28 PM Page 2 of 5
Financial Report Through 06/30/2024
Through 06/30/24
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 59 - ADRC-North 165,734.00 .00 165,734.00 10,500.66 .00 66,833.39 98,900.61 40 60,028.28
EXPENSE TOTALS $6,894,421.00 $0.00 $6,894,421.00 $446,018.72 $0.00 $2,652,258.33 $4,242,162.67 38%$2,182,117.95
Fund 235 - Human Services Totals
REVENUE TOTALS 7,651,162.00 .00 7,651,162.00 157,967.81 .00 3,566,487.55 4,084,674.45 47%3,771,703.62
EXPENSE TOTALS 6,894,421.00 .00 6,894,421.00 446,018.72 .00 2,652,258.33 4,242,162.67 38%2,182,117.95
Fund 235 - Human Services Totals $756,741.00 $0.00 $756,741.00 ($288,050.91)$0.00 $914,229.22 ($157,488.22)$1,589,585.67
Fund 242 - PSAP
REVENUE
Department 16 - PSAP Consortium (Joint Dispatch)954,356.00 1,213,271.00 2,167,627.00 .00 .00 224,740.00 1,942,887.00 10 .00
REVENUE TOTALS $954,356.00 $1,213,271.00 $2,167,627.00 $0.00 $0.00 $224,740.00 $1,942,887.00 10%$0.00
EXPENSE
Department 00 - General Fund .00 .00 .00 .00 .00 .00 .00 +++.00
Department 01 - County Board .00 .00 .00 .00 .00 .00 .00 +++.00
Department 16 - PSAP Consortium (Joint Dispatch)954,356.00 1,213,271.00 2,167,627.00 150.00 .00 248,576.84 1,919,050.16 11 .00
Department 31 - Information Services .00 .00 .00 .00 .00 .00 .00 +++.00
EXPENSE TOTALS $954,356.00 $1,213,271.00 $2,167,627.00 $150.00 $0.00 $248,576.84 $1,919,050.16 11%$0.00
Fund 242 - PSAP Totals
REVENUE TOTALS 954,356.00 1,213,271.00 2,167,627.00 .00 .00 224,740.00 1,942,887.00 10%.00
EXPENSE TOTALS 954,356.00 1,213,271.00 2,167,627.00 150.00 .00 248,576.84 1,919,050.16 11%.00
Fund 242 - PSAP Totals $0.00 $0.00 $0.00 ($150.00)$0.00 ($23,836.84)$23,836.84 $0.00
Fund 276 - American Rescue Plan 2021 Grant
REVENUE
Department 00 - General Fund 534,630.00 123,075.00 657,705.00 1,331.32 .00 12,693.54 645,011.46 2 28,617.87
REVENUE TOTALS $534,630.00 $123,075.00 $657,705.00 $1,331.32 $0.00 $12,693.54 $645,011.46 2%$28,617.87
EXPENSE
Department 00 - General Fund 297,453.00 (12,000.00)285,453.00 6,507.72 .00 357,220.60 (71,767.60)125 29,867.16
Department 14 - Court House .00 .00 .00 .00 .00 14,695.34 (14,695.34)+++745,619.54
Department 18 - Emergency Management .00 .00 .00 .00 .00 .00 .00 +++.00
Department 20 - Health .00 .00 .00 .00 .00 458.96 (458.96)+++.00
Department 23 - Tourism .00 .00 .00 .00 .00 .00 .00 +++7,864.34
Department 31 - Information Services .00 .00 .00 .00 .00 .00 .00 +++.00
Department 34 - Forestry .00 .00 .00 .00 .00 .00 .00 +++.00
Department 56 - GWAAR 237,177.00 .00 237,177.00 5,516.96 .00 34,277.40 202,899.60 14 30,572.63
EXPENSE TOTALS $534,630.00 ($12,000.00)$522,630.00 $12,024.68 $0.00 $406,652.30 $115,977.70 78%$813,923.67
Fund 276 - American Rescue Plan 2021 Grant Totals
REVENUE TOTALS 534,630.00 123,075.00 657,705.00 1,331.32 .00 12,693.54 645,011.46 2%28,617.87
Run by Paige Terry on 07/01/2024 12:49:28 PM Page 3 of 5
Financial Report Through 06/30/2024
Through 06/30/24
Prior Fiscal Year Activity Included
Summary Listing
Adopted Budget Amended Current Month YTD YTD Budget - YTD % Used/
Organization Budget Amendments Budget Transactions Encumbrances Transactions Transactions Rec'd Prior Year YTD
EXPENSE TOTALS 534,630.00 (12,000.00)522,630.00 12,024.68 .00 406,652.30 115,977.70 78%813,923.67
Fund 276 - American Rescue Plan 2021 Grant Totals $0.00 $135,075.00 $135,075.00 ($10,693.36)$0.00 ($393,958.76)$529,033.76 ($785,305.80)
Fund 430 - Capital Projects Fund
REVENUE
Department 00 - General Fund 24,500.00 .00 24,500.00 .00 .00 .00 24,500.00 0 .00
Department 01 - County Board .00 .00 .00 .00 .00 .00 .00 +++.00
Department 10 - County Clerk .00 .00 .00 .00 .00 .00 .00 +++.00
Department 13 - Land Records .00 .00 .00 .00 .00 .00 .00 +++.00
Department 14 - Court House 232,000.00 1,702.00 233,702.00 .00 .00 14,842.24 218,859.76 6 19,273.37
Department 17 - Sheriff 1,875.00 .00 1,875.00 .00 .00 .00 1,875.00 0 22,880.00
Department 18 - Emergency Management .00 .00 .00 .00 .00 .00 .00 +++.00
Department 22 - Fair .00 .00 .00 .00 .00 .00 .00 +++.00
Department 23 - Tourism .00 .00 .00 .00 .00 .00 .00 +++.00
Department 34 - Forestry .00 .00 .00 .00 .00 1,032,515.41 (1,032,515.41)+++2,285,379.40
Department 50 - Human Services .00 .00 .00 .00 .00 .00 .00 +++.00
Department 70 - Capital Projects 1,871,544.00 500,087.00 2,371,631.00 .00 .00 1,424,581.00 947,050.00 60 1,669,364.00
Department 71 - Highway Dept .00 .00 .00 .00 .00 .00 .00 +++.00
REVENUE TOTALS $2,129,919.00 $501,789.00 $2,631,708.00 $0.00 $0.00 $2,471,938.65 $159,769.35 94%$3,996,896.77
EXPENSE
Department 00 - General Fund 200,000.00 .00 200,000.00 .00 .00 .00 200,000.00 0 452.34
Department 01 - County Board 2,500.00 .00 2,500.00 .00 .00 .00 2,500.00 0 863.71
Department 02 - Clerk of Courts 4,000.00 .00 4,000.00 .00 .00 .00 4,000.00 0 .00
Department 04 - Criminal Justice .00 .00 .00 .00 .00 .00 .00 +++.00
Department 05 - Family Court Commissioner .00 .00 .00 .00 .00 .00 .00 +++.00
Department 06 - Coroner 4,200.00 .00 4,200.00 .00 .00 .00 4,200.00 0 .00
Department 07 - Administrator 2,821.00 .00 2,821.00 .00 .00 .00 2,821.00 0 .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 .00 .00 .00 .00 .00 .00 .00 +++.00
Department 11 - Elections .00 .00 .00 .00 .00 .00 .00 +++.00
Department 12 - Treasurer 12,000.00 .00 12,000.00 .00 .00 .00 12,000.00 0 .00
Department 13 - Land Records 63,600.00 .00 63,600.00 .00 .00 .00 63,600.00 0 .00
Department 14 - Court House 475,803.00 349,739.00 825,542.00 172,718.33 .00 387,717.39 437,824.61 47 181,805.67
Department 15 - Register of Deeds .00 .00 .00 .00 .00 .00 .00 +++.00
Department 17 - Sheriff 123,733.00 .00 123,733.00 5,345.50 .00 38,085.66 85,647.34 31 38,013.99
Department 18 - Emergency Management 56,400.00 .00 56,400.00 .00 .00 1,899.99 54,500.01 3 2,791.40
Department 19 - Veteran's Services .00 .00 .00 .00 .00 .00 .00 +++.00
Department 20 - Health 907.00 .00 907.00 .00 .00 .00 907.00 0 .00
Department 22 - Fair .00 .00 .00 .00 .00 .00 .00 +++.00
Department 23 - Tourism 16,130.00 .00 16,130.00 .00 .00 15,750.00 380.00 98 3,305.00
Department 25 - UW Extension .00 .00 .00 .00 .00 .00 .00 +++.00
Run by Paige Terry on 07/01/2024 12:49:28 PM Page 4 of 5
Financial Report Through 06/30/2024
Through 06/30/24
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 26 - Zoning 10,325.00 .00 10,325.00 .00 .00 .00 10,325.00 0 2,926.24
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 261,000.00 .00 261,000.00 .00 .00 119,405.52 141,594.48 46 18,048.64
Department 34 - Forestry 148,500.00 .00 148,500.00 9,210.94 .00 54,138.76 94,361.24 36 1,537,769.54
Department 52 - AMSO 149,000.00 .00 149,000.00 .00 .00 5,529.60 143,470.40 4 .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 129,000.00 152,050.00 281,050.00 .00 .00 7,919.70 273,130.30 3 .00
Department 71 - Highway Dept .00 .00 .00 .00 .00 .00 .00 +++.00
EXPENSE TOTALS $1,659,919.00 $501,789.00 $2,161,708.00 $187,274.77 $0.00 $630,446.62 $1,531,261.38 29%$1,785,976.53
Fund 430 - Capital Projects Fund Totals
REVENUE TOTALS 2,129,919.00 501,789.00 2,631,708.00 .00 .00 2,471,938.65 159,769.35 94%3,996,896.77
EXPENSE TOTALS 1,659,919.00 501,789.00 2,161,708.00 187,274.77 .00 630,446.62 1,531,261.38 29%1,785,976.53
Fund 430 - Capital Projects Fund Totals $470,000.00 $0.00 $470,000.00 ($187,274.77)$0.00 $1,841,492.03 ($1,371,492.03)$2,210,920.24
Fund 710 - Highway
REVENUE
Department 71 - Highway Dept 10,478,510.00 .00 10,478,510.00 371.88 .00 5,050,460.44 5,428,049.56 48 7,208,317.99
REVENUE TOTALS $10,478,510.00 $0.00 $10,478,510.00 $371.88 $0.00 $5,050,460.44 $5,428,049.56 48%$7,208,317.99
EXPENSE
Department 00 - General Fund .00 .00 .00 .00 .00 .00 .00 +++.00
Department 71 - Highway Dept 10,398,676.00 .00 10,398,676.00 207,474.05 .00 2,756,195.58 7,642,480.42 27 5,285,212.19
EXPENSE TOTALS $10,398,676.00 $0.00 $10,398,676.00 $207,474.05 $0.00 $2,756,195.58 $7,642,480.42 27%$5,285,212.19
Fund 710 - Highway Totals
REVENUE TOTALS 10,478,510.00 .00 10,478,510.00 371.88 .00 5,050,460.44 5,428,049.56 48%7,208,317.99
EXPENSE TOTALS 10,398,676.00 .00 10,398,676.00 207,474.05 .00 2,756,195.58 7,642,480.42 27%5,285,212.19
Fund 710 - Highway Totals $79,834.00 $0.00 $79,834.00 ($207,102.17)$0.00 $2,294,264.86 ($2,214,430.86)$1,923,105.80
Grand Totals
REVENUE TOTALS 42,645,964.00 2,233,746.00 44,879,710.00 1,787,746.78 .00 24,932,057.84 19,947,652.16 56%25,983,859.11
EXPENSE TOTALS 40,856,778.00 2,051,609.00 42,908,387.00 2,281,652.23 .00 17,211,617.24 25,696,769.76 40%21,403,077.88
Grand Totals $1,789,186.00 $182,137.00 $1,971,323.00 ($493,905.45)$0.00 $7,720,440.60 ($5,749,117.60)$4,580,781.23
Run by Paige Terry on 07/01/2024 12:49:28 PM Page 5 of 5
Financial Report Through 06/30/2024
Through 06/30/24
Prior Fiscal Year Activity Included
Summary Listing
Beginning
Balance
Account 1/1/2024 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
Bremer Checking $492,368.00 $512,529.39 $1,668,325.52 $1,042,728.14 $938,275.60 $340,097.59 $954,977.03
Bremer Money Market $5,072,329.87 $3,097,948.95 $8,615,047.78 $11,131,925.34 $9,675,074.23 $10,470,184.10 $9,767,021.49
HRA/Flex Benefits $756,289.81 $862,839.23 $832,971.44 $795,906.27 $769,614.44 $759,318.00 $712,150.31
Tax CC $1.00 $1.00 $1.00 $1.00 $1.00 $1.00 $1.00
Co Rehab Fund $41,002.22 $41,085.82 $41,173.06 $49,421.84 $49,520.06 $49,621.82 $62,105.18
Jail Assessment $25,305.60 $26,743.14 $28,179.64 $29,629.19 $30,992.13 $32,460.86 $33,789.53
DOT 85.21 $105,084.09 $105,307.21 $105,530.81 $105,740.42 $105,964.94 $106,182.68 $106,408.13
DHS CCOP Risk Reserve $6,113.71 $6,118.90 $6,124.10 $6,128.96 $6,134.17 $5,989.21 $5,994.39
LGIP $8,950,002.55 $5,977,200.19 $6,015,567.58 $6,041,240.16 $6,068,847.99 $6,095,586.21 $6,123,347.86
OTHER INVESTMENTS $8,000,000.00 $8,000,000.00 $8,000,000.00 $8,000,000.00 $8,000,000.00 $8,000,000.00 $8,000,000.00
NL Debt Service Fund 380 $2,865.55 $1,798,288.63 $1,801,615.02 $1,788,491.08 $1,792,291.99 $12,653.54 $15,050.24
NL Collateral Pledge (250K)$250,000.00 $250,000.00 $250,000.00 $250,000.00 $250,000.00 $250,000.00 $250,000.00
NL Collateral Pledge (75K)$75,032.00 $75,032.00 $75,032.00 $75,032.00 $75,032.00 $75,032.00 $75,032.00
American Recovery Act Funds $862,732.09 $859,050.22 $706,526.48 $541,553.58 $379,496.19 $334,108.90 $313,150.54
LATCF Program $551,913.06 $556,232.17 $558,771.48 $346,463.14 $348,267.98 $349,802.38 $547,342.60
Community Dev. Block Grant $100.00 $100.00 $0.00 $0.00 $0.00 $0.00 $0.00
Opioid Funds $74,568.61 $75,106.86 $75,449.75 $81,374.66 $135,729.19 $136,318.43 $136,939.28
Ending Monthly Balance $25,266,708.16 $22,244,583.71 $28,781,315.66 $30,286,635.78 $28,626,241.91 $27,018,356.72 $27,104,309.58 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00
2023 Balances $24,515,929.33 $29,482,728.94 $30,230,414.50 $29,255,208.11 $28,120,741.10 $24,462,732.65 $33,658,355.09 $24,714,150.74 $24,307,887.12 $24,171,054.05 $27,081,989.45 $25,266,708.16
2022 Balances $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 $27,016,138.62
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
$500,000.00 Loan to NL $468,656.13 $460,777.51 $452,881.75 $444,968.82 $437,038.68 $429,091.29 $421,126.61
(2019 eliminated - new Apr 2023)
Totals $468,656.13 $460,777.51 $452,881.75 $444,968.82 $437,038.68 $429,091.29 $421,126.61 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00
County Loans
(Short Term Loans)-$3,000,000.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00
TREASURER'S REPORT 2024
End Of Month Account Balances 2024
Notes / Agreements - (Principal Balance)
Join us to learn more and give your input on initial plans!
July 15, 2024
Outdoor Open House Indoor Open House
Monday, July 15: 2:00pm – 4:00pm Monday, July 15: 4:30pm – 6:30pm
Birch Haven North – Parking Lot/Yard The Club – Fireplace Room
320 Superior Avenue, Washburn 3 West Bayfield Street, Washburn
Proposed Development:
• Aurora Place
• 901 E Bayfield Street, Washburn (next
to Northern Lights)
• 40 Residen�al Townhouse-Style
Housing Units
• Affordable to a range of income levels
• 1, 2, and 3-bedroom units
• Annual leases (not short-term rentals)
• Community Building with office, fitness,
and community room
• Est. Construc�on Start: Spring 2025
• Est. Comple�on: Summer 2026
Aurora Place
Site
Ques�ons? Contact:
Nicole Solheim, Cinnaire (Developer/Owner)
608.515.5161 / NSolheim@cinnaire.com
Kelly Westlund, Bayfield County Housing Educator
715.209.6821 / Kelly.Westlund@wisc.edu
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