HomeMy WebLinkAboutExecutive Committee - Agenda - 5/8/2025
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 Kelly Westlund, Assistant County Administrator
Kristine Kavajecz, Human Resources Director Kim Mattson, Finance Director Gail Reha, Bookkeeper
Ryan VanLanduyt, Energy Specialist Paige Terry, Clerk III Jaime Cadotte, Clerk II
BAYFIELD COUNTY
EXECUTIVE COMMITTEE MEETING
Mary Dougherty, Chair Fred Strand, Vice-Chair
Jan Lee Dennis Pocernich
Madelaine Rekemeyer Marty Milanowski
Dear Committee Members:
This letter is written to inform you of the Bayfield County Executive Committee
Meeting scheduled for 4:00pm Thursday, May 8, 2025 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.
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Contact Bayfield County at 715-373-6181 if you have access questions or
email Mark.Abeles-Allison@bayfieldcounty.wi.gov if during the meeting.
Any person wishing to attend who, because of a disability, requires special 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 March 13, 2025
3) Public Comment, 3 minutes per person, up to 15 minutes total
4) Housing Authority Quarterly Report, Jennifer Toribio-Warren
5) Discussion and Possible Action Regarding County Humane Officer, Sheriff Williams
6) Discussion and Possible Action Regarding State Commercial UDC Electrical Inspector
Ordinance
7) Opioid Settlement Presentation, Anne Marie Coy and Holly Weber
8) Discussion and Possible Action on Resolution 2025-xx, Building Homes, Building
Community, Bayfield County’s Land for Housing Pilot Project; Kelly Westlund
9) Discussion and Possible Action, County Childcare Proposal
10) Discussion and Possible Action, Artificial Intelligence Policy
11) Discussion and Possible Action, Budget Amendments Resolutions
a) Sheriff’s Office and Squad Debt Financing
b) DHS Remodel, 2024 Carryover
c) Planning and Zoning, Budget Amendment and Fee Adjustment
d) Jail Kitchen Staffing
e) County Child Care
f) Register of Deeds: Database Import
12) Discussion and Possible Action Regarding 2025 WCA Platform Resolutions:
a) Resolution in Support of Local Control Over Concentrated Animal Feeding Facilities’
Operations
b) Enact Stronger Regulations to Limit the Spread of Chronic Wasting Disease
c) Conduct Additional Research on Chronic Wasting Disease to Improve Testing,
Treatment, and Management Options
d) Wake Boat Regulations
e) ETF Mandatory Separation Modification
f) Housing Infrastructure Short Term Rental Tax Share
13) Discussion and Possible Action Regarding Credit Card Policy Modification
14) Reports:
a) Financial Reports end of April 2025
b) Treasurer’s Report, end of April 2025
c) Human Services Director Update
d) Act 235 Update
e) Tower Updates
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) Purchase of Lands Negotiations
16) Adjourn
Executive Committee Narrative, May 8, 2028
Item 4. Jennifer Toribio-Warren will share a quarterly report for the Bayfield County
Housing Authority. Bayfield County has committed three years of funding ($30k per
year) towards staffing so they can spend more time focused on funding development for
existing and new homes. The Housing Authority has brought in millions in new funds
over the past year to address deferred maintenance and capital improvements.
Also included is an extensive report on the senior housing effort in the Town of Bell,
titled, “Cornucopia Independent Senior Living Summary Report.”
Item 5. Sheriff Williams will make a presentation regarding planned Humane Office
Training for two county deputies. Bayfield County is in between humane officers at
present. In Wisconsin, counties are not required to have a humane officer. As opposed to
hiring a separate humane officer, the Sheriff and I support having two Sheriff’s Deputies
attend the Wisconsin DATCP Humane Officers training. This is a week-long training in
the Fall. Any investigation must work closely with the Sheriff’s Office already, so having
in-house, trained humane officers will be more efficient.
A short summary memo is in the packet.
Item 6. At the last Executive Committee’s meeting, the State’s Commercial Electrical
Inspector (Dan Kegley, also our UDC inspector for seven communities) delivered a
presentation and asked if the county would be willing to sign a contract directly with
them instead of going through the state contract. Attached is a draft ordinance that could
be considered. Advantages to the county would be two-fold: 1. Lower fees. 2. Electrical
inspector stability.
I have asked Corporation Counsel to review this as well. Will have his summary at the
meeting.
Item 7. Anne Marie Coy and Holly Weber will provide the board with a brief update on
Opioid Settlement Funds. The health department is facilitating educational prevention
programs in schools. Anne has prepared a summary of activities to date.
Item 8. The County has prioritized workforce and senior home construction. In
Washburn, Bayfield County contributed 10 acres of land for the current 40-unit + housing
development. Bayfield County has over 180,000 acres of land across the county. The
attached DRAFT resolution proposes a Pilot project, making county lands available at no
cost for housing options when at least four units are constructed. It is very general,
allowing for diverse proposals across county lands. The goal is to encourage developers
to build more workforce housing, for ownership or long-term rental. This resolution is to
accept proposals that would still be reviewed and decided upon.
Item 9. The attached proposal addresses a pilot $20k childcare contribution to the
Washburn School Childcare program. This contribution will move county employees to
the top of the childcare wait-list and help stabilize and expand existing childcare services
at Washburn Schools. Executive can approve this if contingency funds are used, and
forward this to the full board if fund balances are proposed.
Item 11. Attached is an AI Policy draft that IT, HR and the County Admin office have
developed addressing security and privacy issues. It is the first step in adopting AI on a
broader scale amongst county departments. An initial training was completed in April, a
second training is scheduled for August.
Item 12. Several budget amendments are attached including:
A. A transfer of funds between the Sheriff’s Department and Squad Funds. Unused
wages for vacant positions will balance borrowing made to the Squad Fund.
B. Funds for the Human Services construction project were approved but not
expended in 2024, this resolution moves them to 2025.
C. The Planning and Zoning Committee has proposed a reduction of fees in 2025.
This is anticipated to reduce revenues by $75,000. The Zoning Committee chose
options A and C in the attached memo. The budget was balanced based on these
revenues. Here are several options for addressing this:
a. Budget for this in the new year
b. Use Fund Balance and 2025 budget underages to cover the difference.
D. The Personnel Committee approved hiring an additional staff person in the county
Kitchen as the result of the closure of Northland College and the Chartwells senior
meals program. This will result in the county kitchen increasing senior meals
from the current 40 to 80 meals per day. The Kitchen provides meals seven days a
week, 365 days a year. At present, we have three staff for the kitchen. Total
Senior meals in February totaled 1500. Jail meals were approximately 4500 for a
total of 6000 meals or an average of 200 a day. Current staffing levels are stressed
when someone is absent. We are working on this with both the Jail and Human
Services. We are looking at either an additional .5 or 1.0fte.
The budget amendment will address new revenues, June – December 31 ($58k)
and anticipated expenditures ($65k). We are working on this and will have it
available at the meeting.
E. If approved, above funding for the $20k in child care I would propose taking out
of Fund Balance.
All of the above will need to go onto the full county board unless contingency funds are
utilized.
F. The Register of Deeds Office is proposing an Expanded Import Module into the
Trimin software used by the ROD for research of real estate documents. The
proposal costs $3000 to import over 60,000 datasets. The upgrade will allow for
grantor/grantee research back to 1990 ONLINE. Today, residents must come into
the office to access these indexes. The ROD highly recommends this. I
recommend we authorize contingency funds in the amount of $3000, to be used as
needed.
Item 12: Six different Counties Association Platform issue resolutions are attached. The
County Board has requested committee review. Topics include: Local Control over
CAFOs. CWD regs and testing, Wake Boats, ETF separation, Short Term Housing sales
tax towards housing infrastructure.
Item 13.
• End of April Financial Report:
o General Fund
▪ Revenues down $600k from last year, at 46% of budget
▪ Expenditures are down $1.1 million from last year, 27%
o Human Services:
▪ Revenues up $300k from last year, at 30% of budget
▪ Expenditures up $500k, at 24% of budget
o Highway:
▪ Revenues: up $1.2 million at 58% of budget
▪ Expenses: up $150k from last year, at 21%.
▪
• End of April Treasurers Report: Balances are even with the previous month, down
$1.6 million from last year at the end of April.
• Human Services Director search: Advertisements for HS Director close on
Sunday, May 4, 2025
• Act 235 addresses the new Judicial Privacy Act regulations. A copy of the Rusk
County draft proposal is in the packet. We are working on a policy of our own.
This draft highlights key topics and statutory requirements. The goal is to
safeguard judicial officers and their families on a request basis.
1
Minutes of the
Bayfield County Executive Committee Meeting
4:00pm, March 13, 2025
Meeting was held Remotely through Microsoft Teams and in person in the Bayfield County
Board Room, Washburn, WI
Members Present: Dennis Pocernich, Jan Lee, Madelaine Rekemeyer, Fred Strand, Marty
Milanowski
Excused: Mary Dougherty
Others Present: Mark Abeles-Allison-County Administrator, Kristine Kavajecz-Human
Resources Director, Kim Mattson, Dawn Keqley, Sue Rosa, Larry Fickbohm, Chelsea
Wunnicke, Ruth Hulstrom, Heidi Ungrodt, Mary Pardee, Brigid Reina-Williams, Scott Galetka
Called to order at 4:00p.m. by Vice-Chairperson Strand
Motion Milanowski, Lee to approve minutes of the February 6, 2025 Executive
Committee meeting. Motion Carried (5-0 ).
Public Comment: None
Child Savings Accounts, Heidi Ungrodt and Chelsea Wunnicke: Ungrodt explained
that there is a nationwide initiative to support implementation of CSA (Child Savings
Account) programs. Wunnicke reviewed data related to the proposed program. Ungrodt
reviewed details of the proposal, which would request that Bayfield County fund a pilot
program for 2 years at an estimated cost of $7,500. That is based on an estimate of 100
babies born in the county annually and a 40% participation rate. The accounts would be
created by the parents and would be in the individual’s name. If funds are not used by the
youth to attend college or related expenses, it can be rolled into a ROTH IRA for the
child if the account has been open for 15 years. The account would be in the individual’s
name and access to the funds would be at the discretion of the individual. The program
would mean that the county would provide a $100 seed to start the EdVest account.
Motion Rekemeyer, to forward the proposal to the full county board for consideration.
Motion fails for lack of a second.
Motion Rekemeyer, Strand to forward the CSA program to the county board contingent
upon no county funding being required. The county’s role would be to promote and
administer the program, but not fund it.
Discussion: Pocernich stated that a letter to the UW supporting the CSA program could
be issued. Pardee stated that this would not be a UW program. She stated that the purpose
of the topic at this meeting is specifically for the initial funding.
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Rekemeyer withdrew her motion. Strand withdrew his second.
Motion Rekemeyer, Pocernich to approve a letter of support for the creation of a CSA
(Child Savings Account) Program. Motion Carried (5-0).
UDC Inspector, R&M Inspecting, Dan & Dawn Kegley, 2024 Year Overview and
State Commercial Electrical Discussion: R&M have been conducting UDC inspections
for the county for the past year. 32 UDC permits issued over the past year in 7
communities.
State is required to provide a UDC inspection service if the county does not. R&M has
been conducting these inspections under the state contract in Bayfield County for the last
2 years. R&M has proposed that the county contract direct with R&M for the required
State Commercial Electrical Inspections. The State bids this out every two years. The
County contract would create stability with inspection services.
The county would need to develop an ordinance in order to transfer the UDC Commercial
Electrical Inspection oversight to the county. It is anticipated that the cost for
inspections/permits for Commercial Electrical Inspections would likely be reduced by a
local contract rather than the service being provided through the state.
Congressional Directed Spending Requests: Kelly Westlund addressed the committee
regarding funding opportunities for various housing initiatives and grants. Congressional
Directed Spending announcements were made last week. Last year the county received
$1 million for housing project assistance. We are considering several projects this year.
Three specific project requests in addition to programmatic requests may be made.
Funding for the County Highways A&N All-Season Road Build Grant will be one of the
requests. Additional potential funding request topics discussed include:
1. Housing
a. Senior Housing
b. Housing Affordability, support for workforce recruitment / down payment
assistance
c. Emerging Developer Funding assistance
d. Housing navigator position
e. Transitional Housing Program for Offenders
f. Ondossagon School Housing Development project
2. Forestry: Value Added
3
3. Emergency Services: Lift Assist Volunteer programs
4. Regional Food Security
Motion Milanowski, Lee to support requests related to Highway, Senior Housing and
Emergency Lift Assistance through Congressional directed funding requests. Motion
Carried (5-0)
Minimum Sale Prices on Five Parcels In-Rem Parcels. Parcel IDs: 19395, 20795,
27159, 21221, 28358:
Reina-Williams reviewed parcel details and recommended setting a $25,000 minimum bid
for the parcel near half-moon lake in Iron River. The parcel in about 50% water with no
access.
Small parcel on steep hill near Iron River with no minimum bid recommended. It also has a
neighbor’s shed partially on the parcel.
20 acres abandoned homestead zoned ag, recommend minimum bid of $79,500.
Town of Kelly 1.16 acres land locked odd-shaped parcel. Recommend fair market value as
minimum bid.
Town of Port Wing, not buildable due to steep ravine, walking access only.
Motion Milanowski, Rekemeyer to approve minimum bid prices as presented and authorize
parcels be put out to bid. Motion Carried (5-0)
Resolution No. EXEC-2025-01 for Wisconsin’s Assessment Monies Application: The
committee discussed a parcel that did not sell during a previous sale. The parcel may be a
brownfield site due to improper removal of gas tanks in the past. Request to submit a
brownfield grant application for this site to pay for the remediation if it is determined to be a
brownfield site. Motion Rekemeyer, Milanowski to approve the resolution as presented.
Motion Carried (5-0)
Hiring an Intern to Scan Zoning Documents: Request to hire an intern or two to scan
30 file cabinets worth of records.
Motion Milanowski, Lee to proceed with hiring interns to complete the scanning
project for the Zoning Office. Motion Carried (5-0)
4
Contingency Fund Allocations, Human Services Video Conferencing in Lower
Level: Requesting approval for allocation of $400 from Contingency. Abeles-Allison
explained the amount is modified from what was believed to be needed. Consensus of the
committee was to proceed with no motion required.
Resolution Amending the Capital Improvement budget for:
a. Health Department Incubator purchase.
Motion Pocernich, Milanowski to forward the purchase to the full county board will
recommendation for approval. Motion Carried (5-0)
b. Courtroom Audio Visual Project additional equipment:
Motion Pocernich, Lee to approve the resolution as presented and forward to the
county board for approval. Motion Carried (5-0)
County Board Compensation in 2026: A spreadsheet was reviewed that allowed the
committee to analyze the impact of changes to per diem rates.
Motion Pocernich, Lee to recommend $100 per day for conferences, meetings over 4
hours, trainings, $75 for webinars, committee meetings, $100 County Board meetings
and forward to county board for approval to be effective in April 2026. Motion Carried
(5-0)
Reports:
Financial Reports end of February 2025: Slightly ahead of 2024 in revenues.
Expenses at about 14% through February, slightly below the 2024 expenses.
Abeles-Allison reported that with the Federal layoffs, closure of Northland
College and BIA, we may see higher health insurance costs due to employees
coming on to county health insurance due to their spouse losing their insurance.
Health Department provided a summary of programs with funding sources. They
are watching funding closely, as is the Department of Human Services.
Treasurer’s Report, end of February 2025: Net balance of $27.5 million, down
from 2024. Receiving debt service payment from Northern Lights. ARPA and
LATCF funds are being spent down.
WCA Review of Governor’s Budget: WCA summary was included in the
meeting packet.
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2026 Budget Project Planning / Priority Session, May 27, 4pm.
Comprehensive Planning Update
April Executive Committee Meeting: Cancel Personnel and Executive Committee
meetings in April.
Kelly Westlund reported that the Cinnaire deal will close tomorrow morning.
Ribbon cutting being planned for early May.
Meeting adjourned at 6:26 pm.
Respectfully submitted by Kristine Kavajecz
HOUSING AUTHORITIES OF THE
CITY OF WASHBURN & COUNTY OF BAYFIELD
420 EAST THIRD STREET, WASHBURN, WI. 54891
PHONE: (715) 373-2653 FAX: (715) 373-2610
This institution is an equal opportunity provider.
------------------------------------------------------------------------------------------------------------------------------------------------------------------
In accordance with the Federal civil rights law and U.S. Department of Agriculture (USDA) civil rights regulations and policies, the USDA, its Agencies, offices, and employees, and institutions participating in or
administering USDA programs are prohibited from discriminating based on race, color, national origin, religion, sex, gender identity (including gender expression), sexual orientation, disability, age, marital status,
family/parental status, income derived from a public assistance program, political beliefs, or reprisal or retaliation for prior civil rights activity, in any program or activity conducted or funded by USDA (not all bases apply to
all programs). Remedies and complaint filing deadlines vary by program or incident.
Person with disabilities who require alternative means of communication for program information (e.g., Braille, large print, audiotape, American Sign Language, etc.) should contact the responsible Agency or USDA’s
TARGET Center at (202) 720-2600 (voice and TTY) or contact USDA through the Federal Relay Service at (800) 877-8339. Additionally, program information may be made available in languages other than English.
To file a program discrimination complaint, complete the USDA Program Discrimination Complaint Form, AD-3027, found online at http://www.ascr.usda.gov/complaint_filing_cust.html and at any USDA office or write a letter addressed to USDA and provide in the letter all of the information requested in the form. To request a copy of the complaint form, call (866) 632-9992. Submit your completed form or letter to USDA by: Mail: U.S. Department of Agriculture Office of the Assistant Secretary for Civil Rights Fax: (202) 690-7442; or 1400 Independence Avenue, SW Email: program.intake@usda.gov
Washington, D.C. 20250-9410
This Institution is an equal opportunity provider.
MEMO
To: Mark Abeles-Allison, Bayfield County Administrator
From: Jennifer Toribio-Warren, Executive Director
Date: April 2025
Re: Quarterly Report
In addition to the daily activities necessary to run the Housing Authorities, the following highlights
other activities over the past quarter: This also marks one and a half years since the implementation
of a full-time administration assistant.
• Grant Award and Roof Replacement: In December 2024, the Bayfield County Housing
Authority received a $50,000 grant from the WHEDA Foundation for a new roof on the Flowing
Well complex in Washburn. The roof replacement was completed in April 2025, marking our
third award in the last two years.
• Digital Connectivity Grant Progress: Thanks to the collaborative efforts of Mark Abeles-Allison
(County Administrator), Bayfield County libraries, Bayfield County and City of Washburn
Housing Authorities, and the Northwest Wisconsin Workforce Investment Board's digital
navigator, the PSC digital connectivity grant is progressing very well. Currently, all 184 housing
units have full connectivity to internet access. Norvado has been excellent to work with, and
the digital navigator has been conducting site visits to housing complexes and libraries
throughout the county. Feedback from tenants, community members, staff, the digital
navigator, and contractors has been overwhelmingly positive.
• Senior Housing Plans in Cornucopia: The Housing Authority has been working continuously
with Kelly Westlund, the Cornucopia senior housing group, WEDC, and the Design Wisconsin
team to explore senior housing plans in Cornucopia. A final Cornucopia Summary report is
available, and the site survey work has commenced with the WEDC funding received.
• Tax Credit Project Challenges: Despite continuous meetings on the Tax Credit project scope of
work, progress has been slow due to communication issues with the USDA regarding the
modernization project for 90 units throughout Bayfield County. We are now pursuing
HOUSING AUTHORITIES OF THE
CITY OF WASHBURN & COUNTY OF BAYFIELD
420 EAST THIRD STREET, WASHBURN, WI. 54891
PHONE: (715) 373-2653 FAX: (715) 373-2610
This institution is an equal opportunity provider.
------------------------------------------------------------------------------------------------------------------------------------------------------------------
In accordance with the Federal civil rights law and U.S. Department of Agriculture (USDA) civil rights regulations and policies, the USDA, its Agencies, offices, and employees, and institutions participating in or
administering USDA programs are prohibited from discriminating based on race, color, national origin, religion, sex, gender identity (including gender expression), sexual orientation, disability, age, marital status,
family/parental status, income derived from a public assistance program, political beliefs, or reprisal or retaliation for prior civil rights activity, in any program or activity conducted or funded by USDA (not all bases apply to
all programs). Remedies and complaint filing deadlines vary by program or incident.
Person with disabilities who require alternative means of communication for program information (e.g., Braille, large print, audiotape, American Sign Language, etc.) should contact the responsible Agency or USDA’s
TARGET Center at (202) 720-2600 (voice and TTY) or contact USDA through the Federal Relay Service at (800) 877-8339. Additionally, program information may be made available in languages other than English.
To file a program discrimination complaint, complete the USDA Program Discrimination Complaint Form, AD-3027, found online at http://www.ascr.usda.gov/complaint_filing_cust.html and at any USDA office or write a letter addressed to USDA and provide in the letter all of the information requested in the form. To request a copy of the complaint form, call (866) 632-9992. Submit your completed form or letter to USDA by: Mail: U.S. Department of Agriculture Office of the Assistant Secretary for Civil Rights Fax: (202) 690-7442; or 1400 Independence Avenue, SW Email: program.intake@usda.gov
Washington, D.C. 20250-9410
This Institution is an equal opportunity provider.
alternative options, including congressional funds, loans from the Board of Commissioners of
Public Lands, utilizing reserves, and seeking smaller grants. Additionally, we have secured a
$2 million Affordable Housing Program award as a match for this modernization project. In
December 2024 the Bayfield County Housing Authority received a grant from the WHEDA
foundation. This is for $50,000 towards a new roof on the Flowing Well complex in Washburn.
The roof replacement was completed in April 2025. This is our third award in the last two
years.
• County of Bayfield and City of Washburn Housing Authorities Commissioners, Executive
Director, and staff held strategic planning sessions on March 20 and 21, 2025. Kelly Westlund
of UW-Extension facilitated the process.
January 17, 2025
Cornucopia Independent Senior Living
Community Design Charrette
In collaboration with:
Bayfield County
Bayfield County Extension
Bayfield County Housing Authority
Town of Bell
Town of Bell Senior Housing Work Group
The University of Wisconsin-Madison, Division of Extension
Village of Cornucopia
WEDC Office of Rural Prosperity
This report was prepared by:
Kelly Westlund, Bayfield County Housing Educator
The University of Wisconsin-Madison, Division of Extension
Todd Barman, Downtown Specialist
The University of Wisconsin-Madison, Division of Extension
Todd Johnson, Land Use & Community Development Specialist
The University of Wisconsin-Madison, Division of Extension
Summary Report
Cornucopia Independent Senior Living
Design Wisconsin Team
A research-based approach to community placemaking
Community Vitality + Placemaking
Signature Effort
Summary Report
Cornucopia (2024)
Table of Contents
Introduction........................................1
The Community Design Charrette............. 3
Community Insights....................... ..4
Planning & Design Alternatives ..............9
Implementation .............................21
Request for Proposals (RFP) ..................23
Conclusion...................................25
Leading Positive Community Change............26
Acknowledgments............................28
UW-Extension Community Vitality & Placemaking .29
Extension...................................30
Contact....................................30
Appendix A: Timeline........................31
Appendix B: Town of Bell Resolution..........32
Appendix C: Bayfield County Resolution........33
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Introduction
The Cornucopia Independent Senior Living Design Charrette, held on September 26-27, 2024,
brought together community members, local officials, and professionals from the University of
Wisconsin Extension and other institutions to explore and plan for the future of senior housing in
Cornucopia. Visiting professionals were experienced in conducting surveys, community
development work, land use planning, design, and architecture. This report summarizes the key
outcomes and recommendations from the charrette, aimed at addressing the housing needs of
the town’s aging population while preserving its unique character.
Background
Cornucopia, in far northern Bayfield County, is Wisconsin’s northernmost village, home to miles of
shoreline with beautiful sandy beaches, a picturesque harbor, and world-renowned sea caves. The
community, with deep roots in logging, farming and fishing, is also a recreational gateway to Lake
Superior and the Apostle Islands National Lakeshore. The waterfront is lined with seasonal shops and
galleries, a public pavilion, a local history museum, and sandy trails down to the beach. A short
walk is all that’s required to visit two marinas, artesian springs, and the downtown area complete
with a general store, picnic tables, and eateries where neighbors and friends connect. Three
churches (Catholic, Lutheran, and Orthodox) have served the community since its inception and
are part of Cornucopia’s unique story. Cornucopia is known for its independent, laid-back vibe and
summer celebrations of art, live music, and food, supported by the local business community.
Signature EffortCommunity Vitality + Placemaking
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Summary Report
Cornucopia (2024)
Like much of rural northern Wisconsin, Cornucopia is experiencing a demographic shift with an
increasing number of retirees choosing to settle in the area. A booming outdoor tourism economy,
accelerated by the pandemic, has resulted in the rapid growth of short-term rentals. This shift has
reduced the availability of housing for year-round residents, making it hard for local employers to
recruit or retain workers. Due to a lack of new development, there are limited options available for
seniors who wish to downsize from their single-family homes without leaving the community.
The pursuit of new senior housing in Cornucopia began in 2018, but did not gain traction until the
Senior Housing Work Group began meeting regularly in 2023. The group has kept the Town Board
apprised of its activities, and in late 2023, the Town adopted a resolution supporting continued work
with the Bayfield County Housing Authority (BCHA) in development of proposals for independent
senior housing in Cornucopia. To learn more about community needs and sentiments, a housing
survey was developed and released to the community in August 2024. The survey received a robust
response and generated additional interest and support for the initiative.
This workshop was organized by members of the Town of Bell Senior Housing Work Group, in
collaboration with the BCHA, the Wisconsin Economic Development Corporation (WEDC) Office of
Rural Prosperity, and the University of Wisconsin-Madison Division of Extension. The goal was to
develop community-driven solutions for independent senior living that align with the Town’s
comprehensive plan, values, and future vision.
Funding
This work was made possible by a Thrive Rural Grant from the Office of Rural Prosperity, a division of
WEDC. BCHA was one of ten applicants across Wisconsin to be selected for the initiative, which
provided two years of technical assistance and up to $50,000 to cover pre-development expenses.
Additional support was offered by Bayfield County and Extension.
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Community Involvement
•Local Volunteers: The success of the charrette was largely due to the efforts of local volunteers
who promoted the event, organized meals, hosted tours, provided hospitality, and participated
in discussions. Their contributions were invaluable in building awareness of this work and creating
a welcoming and productive environment.
•Community Feedback: The community’s input was crucial in shaping the planning and design
alternatives. Through participation in the community survey and facilitated workshops, residents
shared their preferences, concerns, and ideas, ensuring that the outputs reflect the unique
character and needs of Cornucopia.
Professional Contributions
•Design Wisconsin Team: The team of professionals from the University of Wisconsin-Madison
Division of Extension and other institutions brought valuable knowledge and experience to the
charrette. Their insights into community development, housing design, and economic planning
were instrumental in developing the planning and design alternatives.
•Interdisciplinary Approach: The diverse backgrounds of the team members, including
architecture, landscape architecture, community economics, and marketing, allowed for a
comprehensive and holistic approach to the planning process.
•State Agency Partners: As part of the Thrive Rural initiative, economic development staff from
WEDC assisted the committee with asset mapping, benchmarking progress, and engaging key
stakeholders.
The Community Design Charrette
Design Wisconsin is a community design “charrette” that features fast-paced planning and design
workshops with intense public participation. (“Charrette” is a term used by planners and designers
to describe a fast-paced and intense process with robust community involvement.) Each Design
Wisconsin charrette is customized to meet the local needs. In some cases, the charrette will cast a
large net to address multiple community issues and opportunities ranging from physical planning,
economics, housing, childcare, transportation, leadership, etc. To address those needs, experts
from a variety of fields are required. Some communities limit the focus to a particular site and/or
topic. In the case of Cornucopia, the emphasis was on physical planning and design and required
expertise in architecture, landscape architecture, urban design, and community planning.
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Summary Report
Cornucopia (2024)
Schedule
The Cornucopia charrette was a 2-day process. The first day was dedicated to gathering information
using a variety of methods. Planning and design alternatives were developed the second day and
shared with the community that same evening. The fast-paced nature provides nearly instant results for
community participants to assure accuracy and intent while generating interest and energy needed
for implementation. The schedule for the 2-day charrette is featured below.
Thursday, September 26, 2024
12:00 PM UW Extension folks met for lunch downtown
1:00 PM UW Extension folks set up space with local volunteers
2:00 PM Design Team met & went on site tours
4:30 PM Design Team met to review the large group process
6:00 PM Reviewed survey data with the broader community over supper
7:00 PM Visioning session with broader community
9:00 PM Adjourn. Design Team reviewed visioning session outputs
Friday, September 27, 2024
8:00 AM Design Team work session (Bell Town Hall)
12:00 PM Working lunch and supper provided
6:00 PM Design Team rehearsal
7:00 PM Public presentation
8:30 PM Q & A
9:00 PM Adjourn
Community Insights
This Community Insights section delves into the valuable feedback and perspectives gathered
from Cornucopia and Town of Bell residents during the design charrette, including the community’s
definition of independent senior living, the infrastructure and emergency services needed to
support it, and the survey results that highlight the demand and preferences for senior housing in
Cornucopia. Additionally, it covered the prioritization exercise that identified key themes and
community values guiding the development process.
Independent Living
The community’s focus is on providing housing that allows seniors to live independently with minimal
assistance, while also considering the potential for incorporating community spaces for healthcare
and social services. The focus of this effort is on independent living, not “assisted living”.
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In the Town of Bell’s Comprehensive Plan (2010-2029), this was identified as a key goal
moving forward:
“Provide elderly and assisted living residences and services within the Town of Bell. The Town of
Bell will pursue resources that will allow the aging population to remain in their homes or in their
community.”
Infrastructure & Capacity
When planning new development in Cornucopia, it is vital to consider the community’s existing
infrastructure and capacity to support development and residents’ quality of life. Concentrating
housing within the existing sanitary district is crucial to reducing development costs, while
incorporating principles of universal design will enable seniors to age in place with reduced risk of
falls and social isolation. Improved safety in living conditions and ease of access for emergency
responders will help alleviate some of the potential strain on limited volunteer emergency medical
services (EMS).
•Utility Infrastructure: Adding a concentration of housing will have impacts on Cornucopia’s
water, sewer, electrical, and internet infrastructure. Locating new development within the
community’s existing sanitary district and near utility connections is critical. A congressional
appropriation for upgrading the sanitary district is pending, which would help support necessary
infrastructure improvements.
•Supporting Independent Sustainable Living: The proposed housing will be designed to include
features that support independent living, such as wheelchair accessibility, single-level design,
and community spaces that can be utilized for healthcare services and reducing social isolation.
Ensuring that the infrastructure and services in Cornucopia can support year-round living for
seniors is essential. In addition to the aforementioned access to healthcare, this includes
transportation and other essential services. Locating senior housing in proximity to downtown
Cornucopia with sidewalk and trail connections will also support independent living.
•Emergency Medical Services: Concerns were raised during the charrette about the capacity of
local volunteer emergency services to support the increasing senior population. The need
for additional resources and support from the community and local government for EMS was
highlighted as a critical factor in planning for any new development. It is important to repeat
here that the Town of Bell Senior Housing Work Group is focused on housing to facilitate
downsizing and accessibility improvements for existing senior residents, not new resident
recruitment.
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Summary Report
Cornucopia (2024)
Community Survey
The survey conducted as part of the Cornucopia Independent Senior Living Design Charrette
revealed significant community support for the development of independent senior housing.
A notable 71% of respondents expressed a preference for a greater variety of housing options,
indicating a strong desire for more diverse living arrangements within the community. Among
respondents aged 60 or older, 39 individuals indicated they would likely move into independent
senior housing if it were available, with 13 stating they would definitely move and 26 probably
moving. This highlights a clear local demand for senior housing within this age group.
Additionally, 49% of all respondents, regardless of age, expressed interest in moving into
independent senior housing, with 19% definitely and 30% probably considering the move. This broad
interest underscores the community’s recognition of the need for such housing options.
The survey also identified key themes related to independent living, including the importance of
transportation services, infrastructure updates, and enhanced emergency medical services (EMS).
The community emphasized the need for housing that was suitable for seniors to age in place in
order to reduce the risk of falls that could result in EMS calls. There was also significant desire for local
businesses, such as a year-round grocery store, that could contribute to a high quality of life.
Overall, the survey results demonstrate strong community support for independent senior housing
and highlight the specific needs and preferences that will guide the development process.
Note: Current Census data (2020 decennial, 2023 American Community Survey 5-Year Estimates)
suggests that only 34.3% of housing units in Cornucopia are occupied by year-round residents, while
the remaining 65.7% are utilized as seasonal/recreational homes or short-term rentals. More than 70%
of Cornucopia’s residents are over the age of 65, compared to a statewide average of 19%.
A 2006 survey conducted by UW-Extension and the Town of Bell Planning Committee illustrated the
longevity of some key concerns related to housing in the community. At that time:
•46% favored more housing options for elderly residents who wished to remain in the community
•89% prioritized maintaining the Town’s rural character
•Only 26% of survey respondents were year-round residents
•71% of all housing units were considered “vacant” with 94% of those in use as seasonal or
recreational units
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Visioning Workshop
During the charrette, a visioning workshop involving approximately 80 participants was conducted
to gather community input on key themes for the proposed senior housing development. Through
a group process, participants anonymously shared and recorded answers to select questions.
Attendees then placed dots on statements that resonated most with them, helping to identify the
community’s core values and concerns.
1.Why do you want to remain in Cornucopia as you get older?
•Love people & community (10 dots)
•Have found joy & meaning from people & environment (10 dots)
•The lake (9 dots)
•Friends & nature (8 dots)
2.What makes Cornucopia special?
•Residents/Friends/Neighbors/People (13 dots)
•Nature, trees, water, & animals (9 dots)
•Caring, kind community & helpful (5 dots)
•Natural beauty (4 dots)
3.What is your greatest hope for this project?
•Retains the character of Cornucopia (10 dots)
•Ability to afford decent, safe, supportive housing (6 dots)
•Place to age in place with friends (5 dots)
•We actually build it (5 dots)
4.How could independent senior housing help build a sense of community?
•Allow residents an opportunity to share and care for one another (15 dots)
•Societies do better with inter-generation balance & context (6 dots)
•Support for friends as they age (5 dots)
•It won’t-No services to support (4 dots)
5.Aside from independent senior living, what else could we be working on in Cornucopia?
•Strengthening EMS (6 dots)
•Grocery store > Year round (5 dots)
•Closer Medical care (5 dots)
•Assisted living (5 dots)
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Summary Report
Cornucopia (2024)
The Design Team synthesized all the data collected (surveys, tours, interviews, visioning workshop,
etc.) and developed the following community value statements.
•Intergenerational Balance and Community Preservation: The community values a balance
between different age groups in the community. Ideally, Cornucopia will be a place where
seniors can remain active and engaged members of the community, while younger residents
can provide support and future leadership. There is a strong desire to preserve the character of
the existing community, emphasizing the importance of keeping current residents in Cornucopia.
•Support and Care for Seniors: The community recognizes the need to support seniors so they can
remain part of Cornucopia. This includes providing housing options that allow for aging in place.
A significant theme was the importance of residents sharing and caring for one another,
fostering a supportive and connected community.
•Comfort and Security for Younger Residents: Younger residents expressed comfort in knowing
that they will have a place in Cornucopia as they age, highlighting the importance of planning
for future housing needs. Residents are hopeful that new senior housing will free up single-family
homes in Cornucopia, providing much-needed housing options for younger families.
•Reasons for Staying in Cornucopia: Many participants found joy and meaning in the people and
environment of Cornucopia, with the natural beauty and close-knit community being major
draws. The proximity to Lake Superior and the overall quality of life were frequently mentioned as
reasons for staying in the area.
•Hopes for the Housing Development: There is a collective hope that the proposed housing
development will come to fruition, providing safe, supportive, and pleasant homes for residents.
Participants hope that the development will allow people who appreciate the community to
stay in Cornucopia and that it will retain the town’s unique character.
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Planning & Design Alternatives
The information generated from the visioning process as well as the site tours and other input was
used to develop the following planning and design alternatives. The alternatives are a sketch of a
vision that ultimately will require more detail and planning to become real. These concepts were
developed with the community’s input and aimed to balance density, affordability, and the unique
character of Cornucopia. In addition, the following design principles should be considered as well.
Scale
Economies of scale play a crucial role in developing affordable housing options by reducing the
per-unit cost of construction and operation. When developers build housing on a larger scale, they
can purchase materials in bulk at discounted rates, streamline construction processes, and utilize
more efficient technologies. This leads to significant cost savings, which can be passed on to
residents in the form of lower rents or purchase prices. Additionally, larger projects can attract more
investment and government support, further driving down costs. By leveraging economies of scale,
developers can create more affordable housing units, making it easier for low- and middle-income
families to find suitable homes.
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Summary Report
Cornucopia (2024)
Micro-climate & Orientation
Considering the micro-climate of a site is crucial when designing a building, as it directly influences
energy efficiency, comfort, and sustainability. In Cornucopia, Wisconsin, the presence of Lake
Superior to the north acts as a natural air conditioner during the summer months, providing cooler
breezes that can reduce the need for artificial cooling. By orienting the building to maximize these
cooling effects, designers can create more comfortable indoor environments while lowering
energy consumption. Additionally, the southern exposure offers significant solar gain, which can
be harnessed for passive heating during the colder months. Properly designed windows and
thermal mass can capture and store this solar energy, reducing the reliance on heating systems
and further enhancing the building’s energy efficiency.
Maintaining views of Lake Superior is not only aesthetically pleasing but also adds substantial value
to the development. The scenic vistas can enhance the occupants’ quality of life, providing
a sense of connection to the natural surroundings and promoting well-being. From a financial
perspective, properties with unobstructed views of the lake are often more desirable and can
command higher market prices. Therefore, strategic placement of windows and outdoor spaces
to preserve these views can significantly boost the overall appeal and value of the development,
making it a more attractive investment for potential buyers or tenants.
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Construction
In the design of new housing units, shared exterior walls and communal amenities significantly
contribute to cost savings. By constructing multi-family buildings or row houses with shared walls,
developers can reduce the amount of building materials needed, such as bricks, insulation, and
siding. This not only lowers construction costs, but also improves energy efficiency, as shared walls
help maintain consistent indoor temperatures, reducing heating and cooling expenses.
Shared Amenities
Additionally, incorporating shared amenities like laundry facilities, recreational areas, and
community rooms can further drive down costs. Instead of each unit having its own set of amenities,
which would require more space and resources, these shared facilities optimize the use of available
space and reduce the overall cost per unit. Shared systems, such as centralized heating, cooling,
and plumbing, also contribute to economies of scale by lowering installation and maintenance
costs. By focusing on these design elements, developers can create housing that is both cost-
effective and sustainable, benefiting residents and the broader community.
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Summary Report
Cornucopia (2024)
Conceptual Schemes
The Design Wisconsin Team presented several planning and design concepts/schemes for
potential senior housing developments in Cornucopia, focusing on three key sites: Northeast of the
Community Center, West of the Community Center, and the Village Inn area. The purpose of this
exercise was to demonstrate the numerous possibilities and considerations that were available, not
to suggest a singular design solution.
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Site 1: Northeast of the Community Center
Located on County C, “Site 1” was considered for its close proximity to the Community Center
and its potential to integrate well with the existing community fabric. The team developed three
planning and design alternatives for this site, each offering different configurations and amenities.
Scheme 1A
This scheme features 18 townhome-style homes with attached garages and lake-facing patios. The
homes are designed to maximize views of Lake Superior, providing a scenic and appealing living
environment.
•Amenities: The focus is on individual unit amenities, with minimal common spaces. This design
aims to offer privacy and direct access to outdoor spaces.
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Summary Report
Cornucopia (2024)
Scheme 1B
This scheme includes 16 homes with attached garages, arranged in a linear fashion along County C.
The design incorporates generous landscaping to create a buffer from the road and enhance the
aesthetic appeal.
•Amenities: Minimal common amenities are provided, focusing on creating a pleasant
streetscape and outdoor environment for residents.
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Scheme 1C
This scheme proposes 13 homes clustered near a shared community space. The homes have
attached garages and are designed to promote social interaction among residents.
•Amenities: A community building and neighborhood plaza are included, providing spaces for
social gatherings and events.
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Summary Report
Cornucopia (2024)
Site 2: West of the Community Center
Located across the street from the Community Center, “Site 2” offers a central location with easy
access to town amenities. The site includes a small intermittent (seasonal) stream, which was
considered both a feature and a challenge in the design process.
Scheme 2A
This scheme features 20 homes connected by a common corridor, with surface parking provided
for residents. The homes are arranged to face a central courtyard, creating a communal outdoor
space.
•Amenities: Indoor and outdoor amenities are included, such as a lobby, mailroom, and garden
beds. The design aims to foster a sense of community while providing practical living spaces.
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Scheme 2B
This scheme includes 19 homes with attached garages, most of which are connected by a common
corridor. The homes are arranged to maximize natural light and views of the surrounding area.
•Amenities: Indoor and outdoor amenities are provided, including a common room for social
activities and gatherings.
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Summary Report
Cornucopia (2024)
Scheme 2C
This scheme proposes 16 homes in a cluster style, with attached garages and a detached
clubhouse. The homes are designed to create a village-like atmosphere, encouraging interaction
among residents.
•Amenities: The detached clubhouse serves as a central gathering space, offering opportunities
for social activities and events.
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Site 3: Village Inn Area
Located at the Village Inn area on the intersection of County C and State Highway 13, “Site 3”
is culturally significant to the community and serves as a gateway to Cornucopia. The design
proposals for this site aimed to preserve the existing character while providing new housing options.
Scheme 3
The existing Village Inn building is retained, with four apartments above and enhanced
landscaping for outdoor dining. This approach preserves the historical and cultural significance of
the site. The scheme features 12 new homes, proposed for seasonal workers or seniors, designed to
complement the existing community fabric. The homes are smaller in scale, suitable for seasonal or
short-term occupancy. The design includes enhanced landscaping to create a welcoming
gateway to the town. Outdoor dining areas and green spaces are incorporated to improve the
aesthetic appeal and functionality of the site.
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Summary Report
Cornucopia (2024)
Community Feedback
The following is a summary of comments made following the presentation of the planning and
design concepts.
•Artistic and Creative Designs: Participants emphasized the importance of making the housing
units artistic and creative, reflecting the unique character of Cornucopia. Suggestions included
using varied materials, colors, and styles to avoid a “cookie-cutter” appearance.
•Density and Cost Balance: The trade-off between density and affordability was a key
consideration. Higher density can reduce costs but may not align with the community’s
preference for maintaining a small-town feel. The designs aimed to find a balance that meets
both financial constraints and community preferences.
•Community Spaces: The inclusion of community spaces was a recurring theme in the design
proposals. These spaces are intended to foster social interaction and create a sense of
community among residents. Examples include community buildings, neighborhood plazas,
shared gardens, and common rooms.
•Environmental Considerations: The designs took into account environmental factors such as
solar access, prevailing breezes, and potential views to the lake. These considerations aimed to
create comfortable and sustainable living environments.
•Practical Concerns: Community members raised practical concerns, such as the need for roofs
to be designed to prevent snow accumulation over entryways and to reduce the potential for
wildlife interactions. These concerns were noted for further refinement in the design process.
The design proposals for all three sites reflect a thoughtful approach to balancing density,
affordability, and community character. The next steps involve refining these concepts based
on further community input and market research to ensure the designs meet local needs,
demands, and preferences.
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Implementation
This section outlines the actions required to move forward with the senior housing project. This
includes refining design proposals based on community feedback, developing a comprehensive
Request for Proposals (RFP) to be approved by the Town Board, addressing infrastructure needs, and
planning for long-term sustainability to ensure the project’s success and alignment with community
values.
1.Refining the Proposals: The senior housing work group will continue to gather feedback from the
community to refine the design proposals. This iterative process will ensure that the final plans
align with local needs and preferences. Conducting additional housing market research will
provide valuable data on the demand for different types of senior housing, helping to attract
developers and secure funding.
2.Developing the RFP: The Request for Proposals (RFP) will include clear guidelines and criteria to
ensure that developers understand the community’s vision and requirements. Offering incentives
such as reduced land costs, expedited permitting, and potential funding sources will make the
project more attractive to developers.
3.Addressing Resident Needs: Providing amenities such as community gardens, walking paths/
trails, golf cart paths, and healthcare services will enhance the quality of life for senior residents
and make the housing development more attractive. Enhancing local transportation services
and emergency medical services will be critical to supporting independent senior living. This may
involve securing additional funding and resources from local, state, and federal sources.
4.Recapturing Single Family Homes. Partnering with CheqBUILT, a nonprofit community land trust,
will help ensure that housing vacated by local seniors in favor of the new development remains
affordable and available to local residents. This approach will prevent existing residential
properties from being converted into short-term rentals or vacation homes.
5.Rural Community Succession Planning: Rural community succession planning is essential for
ensuring the long-term sustainability and vitality of small towns like Cornucopia. This process
involves addressing key areas such as housing, leadership, and business continuity to maintain
community vitality and support economic growth.
•Housing: Developing senior housing is a critical component of community succession
planning. It allows seniors to age in place, maintaining their independence while remaining
active members of the community. This type of housing can stimulate local economies by
creating jobs and attracting businesses that cater to seniors’ needs.
•Communities can also consider philanthropy and charitable giving to fund housing
projects. By understanding the wealth within the region, communities can capture it to
build endowments that support local impact investing. Establishing a dedicated fund in
partnership with organizations like the Duluth-Superior Area Community Foundation can
provide a sustainable source of funding for housing initiatives. An example of this is Valley
County, Nebraska, where residents were encouraged to contribute 5% of their estates,
creating a sizable fund to address local needs.
•Local philanthropy and charitable giving can also be a source of resources to aid EMS.
The community could alleviate or eliminate costs associated with emergency medical
technician (EMT) training/certification, fund paid EMT positions, or offer other valuable
incentives such as housing or incidentals.
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Summary Report
Cornucopia (2024)
•Leadership: Effective leadership succession planning ensures that community leadership
remains strong and capable. Developing a leadership succession guide can help retiring
leaders transition their roles to new leaders smoothly. Creating a welcoming climate for new
people and businesses and establishing mentorship opportunities, can further support
leadership transitions, preserve community character, and ensure community growth.
•Business Continuity: Supporting small businesses is vital for the economic health of rural
communities. Business succession planning helps ensure that businesses remain viable when
owners retire. Communities can support business succession by identifying transition
resources, raising awareness about the importance of succession planning, and providing
incentives for new business development.
•Community Engagement: Engaging the community in succession planning is crucial.
Identifying a local champion, such as the Cornucopia Business Association, can help drive
these efforts. Conducting assessments of local needs and building broad-based community
support ensures that the community is invested in the plan’s success.
Potential Partners and Resources
The following list of partners and resources should be considered moving forward. The list is not
exhaustive, but serves as a starting point.
•CheqBUILT (cheqbuilt.org): The Chequamegon Bay United Impact Land Trust is a nonprofit
affordable housing organization, known as a community land trust (CLT). Incorporated in
December 2023, this new nonprofit is dedicated to increasing the inventory of permanently
affordable homes for residents across Ashland and Bayfield Counties. A CLT is a nonprofit,
community-based organization that removes land from the speculative real estate market with
the intent of preserving long-term housing affordability and other community benefits. A CLT
home can never operate as a vacation home or short-term rental.
Cornucopia seniors who wish to downsize and relocate to new senior housing can sell their home
to the land trust to ensure it stays available and affordable for year-round residents.
•Cornucopia Business Association (visitcornucopia.com): The Cornucopia Business Association
(CBA) is a nonpolitical, nonsectarian, nonprofit organization, comprised of business owners,
artists, and nonprofits in and around the village of Cornucopia. The CBA was founded to
promote business development that will foster a strong and vibrant community. Their mission
is to improve business conditions, promote higher business standards, attract new businesses and
entrepreneurs to the area and provide a better understanding of issues and problems
that affect the entire community, with a focus on the role of local businesses. The CBA strives to
promote civic, cultural, economic and social betterment to the residents of, and visitors to, the
village of Cornucopia and surrounding area. Collaboration with the CBA could help attract
businesses to support an aging population and ensure continuity of existing businesses as current
owners retire.
•Duluth Superior Area Community Foundation (dsacommunityfoundation.org): The Duluth Superior
Area Community Foundation (DSACF) works to improve lives and communities in northeast
Minnesota, northwest Wisconsin, and the seven sovereign nations in the region. They provide
grants that finance good work in the region, scholarships to further education of people
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of all ages, and leadership on important community issues. They oversee the Apostle Islands-
Chequamegon Bay Area Community Fund, which supports nonprofits in Bayfield and
Ashland Counties of northwest Wisconsin.
DSACF could provide seed funding or technical assistance to the Town of Bell in establishing
a dedicated fund for community benefit, including affordable housing and other community
development initiatives. They could also offer support in capacity building and workforce
development.
Request for Proposals(RFP)
Issuing a well-structured and comprehensive RFP is a critical step in attracting qualified developers
for the independent senior housing project in Cornucopia. By providing clear guidelines, reducing
uncertainties, and offering incentives, the community can ensure that the proposed development
aligns with its vision and meets the needs of its aging population. The collaborative efforts of local
volunteers, community members, and experts will be essential in successfully implementing the RFP
process and achieving the project’s goals.
Objectives
The primary objectives of the Request for Proposals (RFP) are to:
•Attract Qualified Developers: Identify developers with experience in senior housing and a
commitment to community values.
•Ensure Community Alignment: Ensure that the proposed development aligns with the
community’s vision and needs.
•Promote Sustainable Development: Encourage designs that are environmentally sustainable,
climate resilient, and economically viable.
•Provide Clear Guidelines: Offer clear and comprehensive guidelines to address community
priorities, reduce uncertainties, and attract competitive proposals.
Components
The following components should be considered when developing a Request for Proposals (RFP).
•Project Overview: Briefly introduce the project, its goals, and the importance of senior housing in
Cornucopia. Provide context about Cornucopia, including demographic trends, community
values, and the need for senior housing.
•Project Scope: Detailed descriptions of the proposed sites (Northeast of the Community Center,
West of the Community Center, and Village Inn area), including site maps and key features.
Outline the design requirements, including the number of units, types of housing (e.g.,
townhomes, apartments), and any specific design elements that reflect the community’s
character. Highlight the importance of sustainable design practices, such as energy efficiency,
use of renewable materials, and environmental impact considerations. This may involve
incorporating green building practices and renewable energy sources.
•Community Vision and Values: Emphasize the community’s desire to achieve an
intergenerational balance and support aging in place. Stress the importance of preserving the
unique character of Cornucopia, including architectural styles and community aesthetics.
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Summary Report
Cornucopia (2024)
Highlight the need for housing solutions that reduce maintenance burdens and provide safe,
supportive environments for seniors to age in place.
•Developer Qualifications: Specify the required experience in independent senior housing
development, including examples of past projects. Require evidence of financial stability
and the ability to secure funding for the project. Encourage developers to demonstrate their
commitment to community engagement and collaboration.
•Proposal Requirements: Detailed design proposals, including site plans, architectural renderings,
and descriptions of materials and construction methods. Comprehensive financial proposals,
including cost estimates, funding sources, and proposed pricing for units. A detailed
implementation plan, including timelines, key milestones, and strategies for managing
construction and minimizing disruption to the community.
•Evaluation Criteria: Proposals will be evaluated based on their alignment with the community’s
vision and values; the quality and creativity of the design, including how well it integrates
with the existing community fabric; the extent to which the proposal incorporates sustainable
design practices; the financial viability of the proposal, including cost-effectiveness and funding
strategies; the developer’s experience, financial stability, and commitment to community
engagement.
•Submission Process: Clearly state the deadline for proposal submissions. Specify the required
format for submissions, including the number of copies and any digital submission requirements.
Provide contact information for questions and clarifications.
•Incentives and Support: Highlight any incentives related to site control, such as offering the land
at a reduced cost or providing site information (e.g., boundary surveys, geotechnical, or
environmental information). Outline any available development incentives, such as grants, low-
interest loans, or secondary financing options. Describe the support available from the
community and local government, including assistance with permitting and access to local
resources.
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Steps
The following steps should be considered when developing a Request for Proposals (RFP).
1.Conduct a Market Study: Conduct a comprehensive market study to quantify the demand for
different types of senior housing and identify potential price points. Analyze comparable local
developments to understand market trends and inform the RFP.
2.Engage the Community: Continue gathering feedback from the community to refine the design
proposals and ensure they meet local needs and preferences. Hold public meetings to discuss
the RFP process and gather input from residents.
3.Develop Clear Guidelines: Develop clear design guidelines that reflect the community’s vision
and values. Establish clear evaluation criteria to ensure a transparent and fair selection process.
4.Provide Site Information: Conduct boundary surveys and environmental/geotechnical studies to
provide detailed site information to developers. Ensure clear title to the property and provide
title search information to developers.
5.Identify Funding Sources: Identify potential funding sources, including grants, low-interest loans,
and charitable contributions. Engage local investors and community foundations to support the
project financially.
6.Develop Incentives: Consider offering the land at a reduced cost or providing other incentives
to attract developers. Offer assistance with the permitting process to reduce uncertainties and
expedite development.
Conclusion
By leveraging community input, expert guidance, and strategic planning, Cornucopia can create
a sustainable and supportive environment for its senior residents, ensuring they remain an integral
part of the community for years to come. The collaborative efforts of local volunteers, community
members, and experts have been instrumental in shaping the design proposals and ensuring they
align with the unique character and needs of Cornucopia.
As the project moves forward, continued community engagement, thorough market research,
and strategic planning will be essential to successfully implementing the proposed senior housing
development. By addressing infrastructure needs, providing incentives for developers, and ensuring
sustainable development practices, Cornucopia can create a thriving and supportive environment
for its senior residents and young families, while preserving the unique character of Cornucopia for
generations to come.
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Summary Report
Cornucopia (2024)
Leading Positive Community Change
Implementation is work, but it doesn’t have to be painful. Ideas are realized when a group of
people come together to get something done, take deliberate steps to bring folks into the
process, provide clear and consistent communication, and celebrate success.
The ideas generated during the charrette provide opportunities for community members to come
together to create something that benefits the entire community. Use these ideas to identify
common interests and energy. Convene a series of planning meetings to identify why people are
interested in the idea, what they can offer, and what’s left to figure out. Start with simple “quick
wins.” Build capacity and confidence to take on larger more complex projects.
Positive Community Change
Creating and sustaining positive community change requires planning. When developing action
plans, consider the following elements:
•Recipe for Success: Reflect on past community projects that were successful in: volunteerism,
communication, ideation, fundraising, and leadership. As a team, document what aspects of
each local example made it successful and what lessons can be learned and applied to future
projects.
•Community Change Structures: Document existing community structures/organizations for
change and identify resources needed to move forward. Consider the relationship of formal
and informal groups, businesses, and individuals who “make things happen”. What is the path
of least resistance? Who is equipped to support change? What barriers exist that need to be
removed, repositioned, or bridged to support change? What new community resources or
relationships might be needed to support change?
•Positive Change Workforce Assessment: Identify local community assets and resources that can
create and sustain positive community change. Ask community members to provide
information needed to assess what types of skills, associations, and interests are available to
make change happen. Using a simple form, individuals document what they “bring to table” to
help make positive change happen.
•Prioritization: Allow community members to “self-sort” themselves into similar interests and
explore ways in which their group can make positive change happen.
•Action Planning: Describe the purpose and character of the desired change and create a
basic action plan for executing that change. The action plan should address the following
questions:
•What is the proposed activity/project and what is its purpose?
•What does success would look like? How would we measure it?
•Who needs to be involved in the activity for it to be successful?
•What do we need to get started?
•What to we need to sustain it?
•Who will co-lead this effort?
26
•Celebration & Reflection: Community members should consider how they will evaluate the
success of their effort. This might double as opportunity for celebration and benchmarking.
Leading Change
Dr. John Kotter describes the steps for making change happen in a community in two books,
“Leading Change” and “The Heart of Change.” He recommends the following steps:
Step 1: Establish Sense of Urgency
•Examine market and competitive realities
•Identify and discuss crises, potential crises or major opportunities
Step 2: Form a Powerful Coalition
•Assemble a group with enough power to lead the change effort
•Encourage the group to work as a team
Step 3: Create a Shared Vision
•Create a vision to help direct the change effort
•Develop strategies for achieving that vision
Step 4: Communicate the Vision
•Use every vehicle possible to communicate the new vision and strategies
•Teach new behaviors by the example of the Guiding Coalition
Step 5: Empower Others to Act
•Remove obstacles to change
•Change systems or structures that seriously undermine the vision
•Encourage the risk-taking and nontraditional ideas, activities, and actions
Step 6: Plan for and Create Wins
•Plan for visible performance improvements
•Create those improvements
•Recognize and reward people involved in the improvements
Step 7: Change Improvement Checkpoints
•Use increased credibility to change systems, structures and policies that don’t fit the vision
•Hire, promote, and develop people who can implement the vision
•Reinvigorate the process with new projects, themes, and change agents
Step 8: Institutionalize New Approaches
•Articulate the connections between the new behaviors and organizational success
•Develop the means to ensure leadership development and succession
Kotter, J. P. (1996). Leading change. Boston, Mass., Harvard Business School Press. Kotter, J. P. and
D. S. Cohen (2002). The heart of change : real-life stories of how people change their organizations.
Boston, Mass., Harvard Business School Press. Boston, Mass., Harvard Business School Press.
Signature EffortCommunity Vitality + Placemaking
27
Summary Report
Cornucopia (2024)
Acknowledgments
Members of the Community Planning Team and the University of Wisconsin-Extension’s Community
Vitality & Placemaking Team thank the Village of Cornucopia, the Town of Bell, Bayfield County,
Bayfield County Extension, Bayfield County Housing Authority, and the Wisconsin Economic
Development Corporation Office of Rural Prosperity. The following individuals devoted their time,
talents, and passion to this program.
Senior Housing Work Group
Roger Lindgren (Chair)
Kelly Westlund
Jennifer Toribio-Warren
Jesse Kaseno
Sheila Cadotte
Phillip Moye
Judy Kerr
Randy Bestul
Lodging
Roger & Nancy Lindgren
Philip & Nancy Moye
Food
Fisherman’s Hideout
Poncho’s Tavern
Siskowit Farmhouse
Ehler’s General Store
Cornucopia Coffee & Sweet Shoppe
Shaun McElhatton
Ken Roman
Beth Larson
Charlotte Calhoun
Emily DeClercq
George Lazorik
Lola Stonehill
The FAQs: Catherine Lange
The Design Team
Bob Loken, Architect, Minneapolis, MN
Kim Loken, Architect/Designer, University of Wisconsin-Stout
James Steiner, Landscape Architect, Milwaukee, WI
John Bennett, Community Economics, University of Minnesota-Extension
Kelly Westlund, Housing Educator, University of Wisconsin-Extension Bayfield County
Kristin Runge, Community Economic Development Specialist, University of Wisconsin-Extension
Todd Barman, Downtown Specialist, University of Wisconsin-Extension
Todd Johnson, Land Use & Community Development Specialist, University of Wisconsin-Extension
28
Wader’s Tiki Bar
The Corny Fish Shed
Star North of Cornucopia
Sadie Heteskin
Signature EffortUW-Extension Community Vitality & Placemaking
The UW-Extension Community Vitality & Placemaking Signature Effort is a group of UW-Extension
county educators and state specialists who research, create, and test community placemaking
curriculum in response to the challenge set forth by the Wisconsin Idea. Design Wisconsin is one of
several community placemaking programs offered by the group. Current members include:
Barry Hottmann, Community Development Educator, Iowa County Extension
Brandon Hofstedt, CED Program Manager, UW-Madison, Division of Extension
Brian Gauthier, Community Development Educator, Lac du Flambeau Extension
Christa Van Treek, Positive Youth Development Educator, Marquette County Extension
David Timmerman, Editor/Journalist/Photographer, Grant County Herald Independent
Ed Freer, Landscape Architect & Urban/Waterfront Designer, Madison, WI
Katie Livernash, Community Development Educator, Portage County Extension
Kellie Pederson, Community Development Educator, Bayfield County Extension
Kelly Westlund, Housing Educator, Bayfield County Extension
Kristin Runge, Community Development Specialist, UW-Madison, Division of Extension
Mariah Goode, Director of Land Use Services Department, Door County
Michelle Gobert, Positive Youth Development Educator, Forrest County Extension
Nathan Sandwick, Supervisory Community Liason, USDA Rural Development
Neil Klemme, Positive Youth Development Educator, Iron County Extension
Sharon Krause, Positive Youth Development Educator, Oneida & Lac du Flambeau Extension
Steve Grabow, Professor Emeritus, Jefferson County Extension
Taylor Seale, Positive Youth Development Educator, Dane County Extension
Todd Barman, Downtown Development Specialist, UW-Madison, Division of Extension
Todd Johnson, Land Use & Community Development Specialist, UW-River Falls (Extension)
Signature EffortCommunity Vitality + Placemaking
29
Summary Report
Cornucopia (2024)
Extension
The University of Wisconsin-Madison, Division of Extension provides statewide access to university
resources and research so the people of Wisconsin can learn, grow and succeed at all stages of
life. UW-Extension carries out this tradition of the Wisconsin Idea – extending the boundaries of the
university to the boundaries of the state.
Who We Are
With an office in each Wisconsin county, Extension develops practical educational programs
tailored to local needs and based on university knowledge and research. We deliver our expertise
to the public, addressing a wide range of needs to people, plants and animals, in both urban and
rural areas of the states.
What We Do
We teach, learn, lead and serve, connecting people with the University of Wisconsin, and engaging
with them in transforming lives and communities.
The Wisconsin Idea
“The University of Wisconsin’s direct contributions to the state: to the government
in the forms of serving in office, offering advice about public policy, providing
information and exercising technical skill, and to the citizens in the forms of
doing research directed at solving problems that are important to the state and
conducting outreach activities.”
– Jack Stark, “The Wisconsin Idea: The University’s Service to the State”, p.1
Contact
For more information about the University of Wisconsin-Extension Community Vitality & Placemaking
Signature Effort and the Design Wisconsin program, please contact:
Todd W. Johnson, Land Use & Community Development Specialist
The University of Wisconsin-Madison, Division of Extension
twjohnson6@wisc.edu
(715) 425-3941
30
TIMELINE
•September 2018: Regional elected officials begin meeting to discuss issues related to housing.
•February 2019: The Chequamegon Bay Regional Housing Coalition is established.
•February 2020: The Coalition secures funding to conduct a regional housing study and survey.
Fourteen municipalities, including the Town of Bell, contribute matching funds in exchange for
more detailed information.
•November 2020: The Coalition is selected as one of three “pilot communities” for WHEDA’s Rural
Affordable Workforce Housing Initiative (RAWHI).
•May 2021: The regional housing survey is completed.
•December 2021: The regional housing study is completed.
•May 13, 2022: Town officials meet with Bayfield County Housing Authority (BCHA) Commissioners
to discuss the potential for working with BCHA to develop new housing in Cornucopia and tour
potential locations.
•October 11, 2022: BCHA Commissioners answer questions from the Town Board. The Board
decides to survey residents about their housing needs. Listening sessions are held at the
Community Center to gather community input related to new housing development.
•March 14, 2023: Town Board adopts a resolution to form a senior housing work group to explore
opportunities and develop a Request For Proposals.
•April 11, 2023: The work group is joined by the Bayfield County Extension Housing Educator.
•June 14, 2023: The Executive Director at BCHA joins the work group.
•October 10, 2023: Town Board adopts a resolution of support for continued collaboration with
BCHA in development of a senior housing proposal, unanimously approved.
•December 27, 2023: BCHA Board of Directors approves a resolution of support for an application
to WEDC for Thrive Rural funds to assist in senior housing development in the Town of Bell.
•January 9, 2024: The Town of Bell adopts a resolution of support for the BCHA Application for
Thrive Rural Funds, unanimously approved.
•February 6, 2024: The BCHA is awarded one of ten awards statewide by WEDC’s Office of Rural
Prosperity as part of the Thrive Rural Initiative to pursue new senior housing development in the
Town of Bell.
•August 2024: A new housing survey is released in the Town of Bell.
•September 26-27, 2024: Design Wisconsin leads a two-day design charrette in the Village of
Cornucopia.
Appendix A: Timeline
Signature EffortCommunity Vitality + Placemaking
31
Summary Report
Cornucopia (2024)
Appendix B: Town of Bell Resolution32
Appendix C: Bayfield County Resolution
Signature EffortCommunity Vitality + Placemaking
33
To: Executive Committee
From: Mark Abeles-Allison
Re: Sheriff Deputies as Humane Officer
Date: May 2, 2025
Overview:
Bayfield County is proposing to train two Sheriff’s Deputies to serve as humane officers,
expanding the County’s ability to respond to animal welfare concerns without creating new
positions or increasing departmental overhead. This approach prioritizes education,
compassion, and efficient public service.
Why This Matters:
• Animal welfare cases are complicated and many require timely, knowledgeable
responses.
• Rural counties like Bayfield often lack the resources to maintain dedicated civilian
humane officers.
• This model ensures fiscal responsibility while protecting public safety and
animal well-being.
Key Benefits:
• Cost-Effective – Leverages existing personnel without new hiring or contracts.
• Legal Authority – Deputies can enforce laws and access property where needed.
• Safety and De-escalation – Trained deputies can manage high-risk or emotionally
charged situations, like animal hoarding or livestock neglect.
• Consistent Response – Designated deputies ensure continuity and follow-through.
• Public Trust – A visible, professional response unit increases reporting and
cooperation.
• Resource Connection – Deputies can link residents to veterinary, shelter, and
support services.
• Scalable and Flexible – This model can grow with community needs.
• Public Health Support – Timely interventions can help prevent disease risks and
larger safety concerns.
Addressing Concerns:
Bayfield County is committed to providing quality humane services:
• Education First: Understanding of prevention, voluntary compliance, and owner
support efforts.
• Specialized Training: Humane Office training for Deputies will include important
animal welfare law and situational response education.
• Enforcement: Ability to address more complex situations as required.
Ordinance
No. 2025-xx
An Ordinance Creating Section 13-1-108 Electrical
Wiring Installation Regulations to the Code of
Ordinances, Bayfield County, Wisconsin
Chapter 13: Article G - Electrical Wiring Installation Regulations
Section 13-1-108 Electrical Wiring Installation Regulations
This ordinance is adopted under the authority granted to Bayfield County by ss.59.70(6) and
280.21, Wis. Stats., and ch. NR 845, Wis. Adm. Code.
1) AUTHORITY. These regulations are adopted under the authority granted by Wis. Stat.
§101.86(1) and PSC 114.003(3)(a).
This ordinance strictly conforms with the state electrical wiring code promulgated by the
department under s. 101.82 (1) and shall apply in all municipalities which do not hold a
registration issued by the department under SPS305.629 as an Electrical Inspection
Agency.
2) PURPOSE. The purpose of this ordinance is to promote general health, safety and
welfare and to maintain the required local uniformity with the administrative and
technical requirements of the Wisconsin Electrical Code, Volumes 1&2.
3) SCOPE. The scope of this ordinance includes the installation and inspection of electrical
wiring at: farms; public buildings, structures or premises; places of employment;
campgrounds; manufactures home communities; public marinas, piers, docks or wharves;
recreational vehicle parks; electricity provider interconnections and other non-UDC
locations.
4) WISCONSIN ELECTRICAL STATUTES & CODES ADOPTED. The Wisconsin
Statutes 101.80 through 101.88 and Administrative Codes, §§ SPS 316, § PSC 114, §§
SPS 371, and their successors, and all amendments and appendices thereto, are adopted
and incorporated by reference and shall apply to all electrical wiring within the scope of
this ordinance.
5) ELECTRICAL INSPECTOR. Per Wisconsin Statutes 101.875(1) All inspections of
electrical wiring shall be performed by inspectors certified by the department. There is
hereby created the position of Electrical Inspector, who shall administer and enforce this
ordinance. Additionally, this or other assistant inspectors shall possess the certification
category of Commercial Electrical Inspector. The Electrical Inspector shall be appointed
by the County Board Chair and confirmed by the County Board and shall serve at the will
of the County Board. The position may be filled by contracting with an independent
contractor, either an individual person or other legal entity.
6) ELECTRICAL INSPECTIONS & PERMIT REQUIRED. Electrical wiring installations
shall be subject to inspection. If a person installs new electrical wiring, reconstructs,
alters or extends electrical wiring within the scope of this ordinance, they shall first
obtain an electrical permit for such work from the Electrical Inspector or Electrical
Inspection Agency prior to beginning the work.
7) PERMIT & INSPECTION FEE. The electrical permit and inspection fees shall be
determined by the resolution.
8) PENALTIES. The enforcement of this section and all other laws and ordinances relating
to electrical wiring shall be by means of the withholding or revocation of permits,
imposition of forfeitures and injunctive action. Forfeitures shall be not less than $25.00
nor more than $1,000.00 for each day of noncompliance. Starting work without a permit
shall be double the permit fee.
9) EFFECTIVE DATE. This ordinance shall be effective upon passage and publication as
provided by law.
10) THE ELECTRICAL INSPECTOR(S) shall keep a log of all inspections completed.
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 Ordinance No. 2025-xx, Volume
30, adopted by the Bayfield County Board of
Supervisors at their meeting held on the 15th day
of April 2025.
Lynn M. Divine, Bayfield County Clerk
_________________________________________________
Bayfield County Health Department
117 East Sixth Street - P.O. Box 403 - Washburn, WI 54891 Phone: 715/373-6109
Fax: 715/373-6307
Opioid Settlement Programming
Bayfield County has been working with CESA12 on implementing a opioid prevention education program
at local school districts. In 2024, funding was used to evaluate which evidenced based programs would
be the best fit for school district needs.
The Botvin “LifeSkills” training program is recognized nationwide as one of the top-rated substance
abuse prevention programs for school age youth. The program has also been successful in reducing
other risk-based behaviors including tobacco use, alcohol, marijuana, violence and risky driving.
Opioid settlement funds were used to certify CESA #12 staff and local school district staff to implement
the LifeSkills program at elementary, middle and high school levels as selected by each school district.
CESA#12 staff behavioral health staff began program delivery at several schools in the fall semester of
2024. This program will be ongoing for up to 10 years.
Additionally, the health department received grant funding through the Marshfield Clinic for the
purchase of Botvin LifeSkills curriculum material for each school. $5000 for each school was awarded,
for a total of $25,000. Funding was used 100% for curriculum materials to cover 2-3 years of program
implementation at each school district. This helped reduce the amount of Opioid settlement funds used
in 2024 for initial program implementation.
Bayfield County Health Department
117 East Sixth Street - P.O. Box 403 - Washburn, WI 54891 Phone: 715/373-6109
Fax: 715/373-6307
Opioid Settlement Programming Expansion
In 2025, staff from several departments will attend the Opioid Academy with members of the local
Coalition for a Safe and Healthy Bayfield County. The Academy will assist the coalition with creating a
logic model that will identify county priorities for opioid prevention and addiction. The county and
coalition will use this logic model to identify gaps in services between agencies and identify areas of
overlap. New programming initiatives will be guided by this logic model moving forward.
In addition to the Opioid Settlement funds, there are several grants for harm reduction the health
department has recently received to help preserve opioid settlement funds for longer term projects.
Funding sources include:
• Wisconsin State Dept. of Health provides free Narcan and free Fentanyl test strips and kits to the
health department.
• WI Voices for Recovery and UW Madison provide Nalox boxes for installation at agencies
partnering with the health department.
• The Marshfield Clinic’s “Northwoods Coalition” is providing up to $44,000 funding to our local
coalition, called the “Alliance for a Safe and Healthy Bayfield County” for multiple harm
reduction activities including:
o Attendance at the upcoming Opioid Academy
o Technical assistance and supplies for the Botvin LifeSkills program.
o Additional time with the CESA#12 staff for group facilitation to work with school staff to
identify how older drug prevention program the schools currently use can integrate with
the Botvin LifeSkills program and how CESA#12 and Bayfield County can support these
efforts.
o Harm reduction activities throughout the county including sharps collection and
Naloxone distribution, drug security and disposal.
o Community education events.
For 2025 the priority will be increasing participation in the local coalition and developing a logic model
to use as a tool to identify priorities, areas of overlap between agency programming and gap analysis.
The gap analysis and logic model will be used to determine which new projects are of high priority for
Bayfield County.
Settlement funds will be used:
• Continue and expand the delivery of the opioid prevention/education program in schools.
• Cover staff time for harm reduction activities, including drug take back and sharps collection,
during all mobile clinics and outreach events.
• Implement priority programs as identified by the opioid academy logic model and gap analysis
after discussion and approval by department boards.
Resolution
No. 2025-xx
Building Homes, Building Community: Bayfield
County’s Land for Housing Pilot Project
WHEREAS, Bayfield County recognizes that access to affordable workforce housing is
essential to the economic vitality, community stability, and long-term sustainability of the
region; and,
WHEREAS, Bayfield County has made housing a top priority, including the recent contribution
of County-owned land in the City of Washburn for the construction of a new 40-unit housing
development; and,
WHEREAS, Bayfield County owns over 180,000 acres of land across multiple jurisdictions,
some of which may be suitable for new housing development; and,
WHEREAS, Bayfield County has seen positive results from using land contributions as an
incentive for new housing construction; and,
WHEREAS, the County seeks to replicate and scale this model through a new pilot program that
encourages developers to build four or more units of housing intended for homeownership or
long-term rental;
NOW THEREFORE BE IT RESOLVED, that the Bayfield County Board of Supervisors
assembled this 27th day of May 2025, hereby establishes the Land for Housing Pilot Project to
make suitable county-owned lands available at low or no cost to qualified developers in
exchange for the construction of new workforce housing units; and,
BE IT FURTHER RESOLVED, that the following stipulations shall apply to all proposals
submitted under this pilot initiative:
1. Developers must propose a minimum of four (4) units, including single-family homes,
duplexes, triplexes, or four-plex units.
2. Construction must be completed within 36 months of land conveyance.
3. Homes constructed through this initiative are ineligible for short-term rental permits.
4. Proposals will be reviewed on a case-by-case basis, with acreage and terms negotiated
individually.
5. Developers must submit a written proposal including:
a. Description of concept and unit types
b. Proposed location(s), including current zoning designation
c. Development budget
d. Identification of presumed infrastructure needs
e. Documentation of development team or builder credentials and experience
6. Proposals must be submitted to the Bayfield County Administrator’s Office no later than
August 30, 2025.
7. For additional information, interested parties may visit the Bayfield County website or
contact the County Administration at 715-373-6181; and,
BE IT FURTHER RESOLVED, that the Bayfield County Board supports this initiative as a
proactive step toward addressing local housing shortages and building stronger, more resilient
communities throughout the County.
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. 2025-xx, Volume
30, adopted by the Bayfield County Board of
Supervisors at their meeting held on the 27th day
of May 2025.
_________________________________________________ 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 Kelly Westlund, Deputy County Administrator
Kristine Kavajecz, Human Resources Director Kim Mattson, Finance Director Gail Reha, Bookkeeper
Ryan VanLanduyt, Energy Specialist Paige Terry, Clerk III Jaime Cadotte, Clerk II
TO: Bayfield County Executive Committee
FROM: Mark Abeles-Allison, Bayfield County Administrator
DATE: May 8, 2025
RE: Partnership with Washburn School District to Expand Child Care Access and Support County
Employees
Background
Bayfield County continues to face challenges in recruiting and retaining qualified employees,
particularly in essential service areas such as public health, human services, law enforcement, and
transportation. In discussions with employees, access to childcare consistently emerges as a barrier
to employment—especially for younger working parents.
The Washburn School District currently operates the largest licensed childcare program in the
county. However, it has a waitlist due to limited capacity. This childcare challenge affects employee
availability, productivity, and ultimately, our ability to deliver consistent, high-quality public
services.
The Bayfield County Executive Committee has considered options to assist expanding child care
options over the past several years.
Proposal
I would like to propose a partnership with the school in which Bayfield County would contribute
$20,000 in 2025 toward assisting and hopefully expanding the school’s child care program. These
funds would be used for program development (e.g., retaining and hiring staff, increasing
enrollment capacity, etc.). In return, County employees would receive priority placement on the
waitlist for the next three years.
The agreement is structured to ensure:
- Funds directly support capacity growth, benefiting both County employees and the broader
community;
- State and federal requirements for priority enrollment (e.g., for low-income or special needs
children) are preserved;
- County employees gain access to a reliable, local service that supports their ability to work.
Public Benefit
This partnership serves a valid public purpose. It will:
- Support new and existing employees in balancing family and work responsibilities;
- Enhance the County’s ability to recruit from a broader, more diverse applicant pool;
- Improve continuity and quality of public services by reducing turnover and absenteeism;
- Expand child care availability in the community—a shared benefit for residents and employers
alike.
Recommendation
Proceed with development of an agreement with the school. This is a targeted, cost-effective step
toward addressing one of the key structural barriers to workforce stability.
BAYFIELD COUNTY
GENERATIVE ARTIFICIAL INTELLIGENCE (GenAI) USE POLICY
This policy outlines appropriate use of Generative AI, as it relates to Bayfield County, by
employees and departments for official and personal use. This policy is to be used in conjunction
with other Bayfield County policies.
EXECUTIVE SUMMARY:
This Generative AI Use Policy provides guidelines for responsible and secure usage of
Generative AI (GenAI) tools by Bayfield County employees. This policy promotes constructive
use of AI technologies to support county operations, while safeguarding data privacy, security,
and accuracy. GenAI can assist in data analysis, public communications, document automation,
and creative content generation, contributing to enhanced efficiency across departments. GenAI
users must be responsible and risk-aware when applying these tools.
SCOPE AND FOCUS OF GENERATIVE AI USAGE:
This policy distinguishes between general artificial intelligence (AI) and Generative AI (GenAI).
While AI encompasses a wide range of technologies used for tasks like data analysis,
predictions, and automation, GenAI specifically refers to tools that create new content such as
text, images, or videos. Within the scope of this policy, the focus is exclusively on the
responsible use of text-based GenAI tools, such as ChatGPT, which can assist in tasks like
drafting text or summarizing information. The use of GenAI tools for generating videos or
images poses high risk due to content sensitivity, security, and ethical concerns.
1. PURPOSE:
The purpose of this policy is to define permitted and prohibited use of GenAI tools.
2. ORGANIZATIONS AFFECTED:
This policy will impact all departments, agencies, and divisions of Bayfield County.
3. POLICY:
A. CHANGES TO THIS POLICY: Bayfield County may modify this GenAI Use Policy to
reflect legal, technological and other developments. A current copy of this document can be
found on the Bayfield County website.
B. DEFINITIONS: The following definitions relate to terms as used within the context of this
policy.
• Generative AI (GenAI) – Artificial intelligence technology that derives new versions of
text, audio, or visual imagery from large bodies of data in response to user prompts. GenAI
can be used in stand-alone applications such as ChatGPT or incorporated into other
applications such as Microsoft Office Suite.
• Sensitive Information - Confidential, sensitive, or non-public data that requires protection,
especially when shared on public platforms.
C. WORK-RELATED GENERATIVE AI GUIDELINES:
This policy establishes a framework to allow Bayfield County to use powerful technological
systems for the benefit of the County as an organization, the workforce, and the community
served while safeguarding against harm. All County workforce members who use AI in the
conduct of County business are required to comply with this policy and should therefore
review and understand this policy.
a) Training Expected: Employees are expected to complete an approved AI training to
use GenAI tools effectively and responsibly. Training opportunities are available
through Bayfield County and the GenAI Guide provided by Bayfield County can be
referenced.
b) Data Security: Sensitive or confidential information must not be input into GenAI
tools. This includes data that may identify residents, employees, or proprietary county
information.
c) Accuracy and Integrity: Outputs from GenAI tools should be carefully reviewed to
ensure they align with Bayfield County’s mission and values. These tools are
intended to assist employees but should not replace professional judgment, especially
in critical or public-facing communications. Employees are fully responsible for the
work they produce, with or without the use of GenAI tools.
d) Risk Awareness: GenAI tools vary in level of risk. Large Language Model (LLM)
tools including ChatGPT are permitted when used with risk-awareness. Video and
image generation tools pose high risk and should only be used with specific
permission from the Bayfield County Administrator.
D. PERMITTED USES:
a) As directed during a Bayfield County AI training.
b) Offering suggestions for proofreading, editing, or improving the grammar, tone, and
structure of non-sensitive documents, presentations, or drafts, with user review.
c) Generating first-drafts, outlines, templates, or public-facing content (e.g., press
releases, guides, or talking points for public meetings), with user review.
d) Translating non-sensitive content into different languages to aid communication, with
final review by a fluent speaker.
e) Generating ideas, thought experiments, or creative variations for non-sensitive work
to enhance products, processes, or strategies, with user review and ownership.
f) Designing or brainstorming community engagement strategies or outreach
campaigns, with user review.
g) Proposing process improvements or efficiencies for non-sensitive workflows.
h) Summarizing, analyzing, or synthesizing non-sensitive documents, feedback, or
information into themes or trends, with user review.
i) Conducting preliminary research on public policies, trends, or emergency planning
scenarios, with oversight and user verification.
j) Creating FAQs or guides for public services or internal procedures, with user review.
k) Preparing agendas, minutes, or summaries to support meetings or project planning,
with user review.
l) Organizing and categorizing information for knowledge management or grant
writing, with user verification.
m) Assisting with coding exercises or technical templates, with user review and
ownership.
n) Preparing draft surveys or questionnaires to gather feedback or data, with user review.
E. PROHIBITED USES:
a) Privacy Violations: Employees must not submit any sensitive, confidential, or
regulated data, or any personally identifiable data about members of the public or other
workforce members, to a GenAI system.
b) Sensitive Work: GenAI tools must not be used in situations that pose ethical,
operational, or critical accuracy risks.
c) Irresponsible Use: Employees are prohibited from using GenAI tool outputs without
user review and adjustment. Employees are fully responsible for their work and must
verify and take complete ownership over work conducted with the assistance of
GenAI.
d) Effort-Focused Exercises: GenAI tools must not be used in situations where the
primary goal is to evaluate an employee’s personal effort, skill development, or
independent work. In training or professional development contexts, the use of GenAI
tools is only permitted if explicitly authorized.
e) Causing Harm: Employees are prohibited from using GenAI tools in ways that may
cause harm. Education and training to navigate risks are essential to effective GenAI
use. If County workforce members become aware of an instance where a GenAI
system has caused harm, workforce members must report the instance to their
supervisor and the IT Department
F. PERSONAL USE:
Workforce members shall not use personal GenAI accounts to conduct County business.
GenAI accounts used for county business must be associated with a county email address.
Additionally, workforce members shall not store anything related to County business within a
GenAI system that they, as a private citizen, have created for personal use, nor shall they store
personal documents or data in a GenAI system that was created for County business.
G. VIOLATIONS:
The County will investigate and respond to all reports of violations of this policy. Violations
may result in disciplinary action up to and including termination.
H. EXCEPTIONS:
Exceptions to this policy may only be granted by the County Administrator or their designee.
I. PERIODIC REVIEW:
This policy shall be reviewed by the Bayfield County IT Department and Administration as
needed.
Resolution
No. 2025-xx
Sheriff Office / Squad Budget Amendment
WHEREAS, at the July 11, 2024 meeting, the Executive Committee approved a zero-interest
loan of $150,000 from the general fund to the squad fund; and,
WHEREAS, in 2024, the Squad Fund repaid $75,000 of the $150,000; and,
WHEREAS, there are several positions in the Sheriff’s Office that were budgeted for 2025 but
remain unfilled; and,
WHEREAS, the funds that would be utilized to pay these unfilled positions are enough to repay
the remaining funds owed by the Squad Fund;
NOW THEREFORE BE IT RESOLVED, that the Bayfield County Board of Supervisors
assembled this 27th day of May 2025, hereby approves the following budget amendments:
Decrease 100-17-52101-50121 $43,760 Full Time
Decrease 100-17-52101-50151 $3,350 FICA
Decrease 100-17-52101-50152 $6,730 Retirement
Decrease 100-17-52101-50154 $21,160 Health Ins
$75,000
Decrease 100-00-49301 $75,000 Fund Balance
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. 2025-xx, Volume
30, adopted by the Bayfield County Board of
Supervisors at their meeting held on the 27th day
of May 2025.
_________________________________________________ Lynn M. Divine, Bayfield County Clerk
Resolution
No. 2025-xx
2025 DHS Office Remodel Budget Amendment
WHEREAS, in 2024, $306,805 was budgeted for the Human Services remodel in the lower
level of the courthouse; and,
WHEREAS, out of the budgeted amount, $35,051 was spent in 2024; and,
WHEREAS, additional expenses for the project were incurred in 2025;
NOW THEREFORE BE IT RESOLVED, that the Bayfield County Board of Supervisors
assembled this 27th day of May 2025, hereby approves the following budget amendments:
Increase Revenue: 430-70-49301 by $270,000
Increases Expenses: 430-52-57100-50820 by $270,000
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. 2025-xx, Volume
30, adopted by the Bayfield County Board of
Supervisors at their meeting held on the 27th day
of May 2025.
_________________________________________________ Lynn M. Divine, Bayfield County Clerk
Planning and Zoning Committee
Staff Report
Meeting Date: April 17, 2025
Agenda Item: Discussion and Possible Action regarding Fee Schedule
Report Date: April 17, 2025
Prepared by: Ruth Hulstrom, AICP - Director
Request Summary:
Planning and Zoning Committee members and the public have raised concerns about the cost of
permit fees currently in place.
Fees are designed to cover a portion of department expenses for the administration of the
Department. The 2025 budget for the Department is $843,000 with $473,000 in revenues.
Zoning fees have covered an average of 57% of zoning department expenses. Over the past
several years expenses were lower due to staffing vacancies. In 2024 fees covered 59% of the
department budget. In 2025 56% of the expenditures are budgeted to be paid for by fee revenues.
As of the end of March 2025 revenues covered 32% of expenditures. The Planning and Zoning
Department provides direct services to permit holders but there is also a benefit to the county as
a whole from the regulations and ordinances put into place.
UPDATED FEE STRUCTURE
In 2024 an updated fee structure was adopted. One of the significant changes was the move to
fees based on square footage calculations instead of Fair Market Value. Fees acquired based on
estimated values varied dramatically, square footage less so. Square footage calculations have
made calculating fees easier and fairer.
Three square footage fees are in place for residential use:
• $.75 per square foot for habitable structures (homes)
• $.50 per square foot for habitable accessory structures (bunkhouses or similar)
• $.20 per square foot for non-habitable structures
Two square footage fees are in place for commercial/municipal use:
• $.75 per square foot for principal structures
• $.20 per square foot for accessory structures
OPTIONS
Several potential options exist for modification to lower permit fees:
• Square footage of a dwelling with an attached garage and or deck is charged entirely at
the habitable structure rate ($.75).
o Alternative A: attached garage and decks to be charged at non-habitable structure
rate ($.20). This represents a 75% reduction in fees for attached garages and
decks.
o Alternative B: A second alternative could be to reduce all habitable dwellings
including attached garages, decks, etc. to $.50 per square. This represents a 34%
reduction.
• At present the square footage of a principal commercial structure is $.75 no matter the
type of use.
o Alternative C: Charge commercial structures at the $.20 per square foot rate if
there is no plumbing or electrical and $.50 if there is electrical but no plumbing.
These fee adjustments represent a 75% and a 34% reduction in the rate charged.
Overall, this would be an average of a 54% reduction.
From a revenue perspective we estimate that this would reduce zoning permit revenues by:
Alternative A: $50,000
Alternative B: $40,000
Alternative C: $25,000
Statement of Work – Bayfield County, WI 04/16/2025
TriMin Systems Inc Page 1 2277 Highway 36 West Suite 250 Roseville, MN 55113
Project Description
Bayfield is requesting the following functionality:
• Bayfield would like TriMin to import the following index data into LandLink for the
years 1990-1998.
o Grantor/Grantee Names
Project Assumptions
• The document range already exists in LandLink
• TriMin will import the Grantor/ee index data provided from Bayfield for this range of documents. If document data already exists in LandLink, its existing data will be overwritten by the imported data
• This statement of work is for the services needed to import indexing data. No software license is required.
• This statement of work includes two imports of indexing data into the Bayfield production environment.
o After the initial import, Bayfield will have a chance to verify the imported data to ensure that there are no mapping issues. o If future imports are desired (beyond the first 2), they will be covered under different statements of work. o If additional imports are needed due to TriMin error, these will be provided
free of charge.
• This project will be performed by TriMin remotely
• Document numbers in the index file must be unique
• The import tool provided by TriMin validates data to ensure it is in the correct format for the LandLink database. While we validate that data is in the proper form, we cannot provide the same level of data entry validation as is provided during LandLink data entry.
• The database provided by Bayfield includes birth, death and marriage data. These records will not be imported by TriMin.
• The database provided by Bayfield includes return to data, recording fee, transfer fee
and fee breakout amounts. These records will require a custom import and are addressed on the last page of this statement of work.
Bayfield County, WI
Expanded Import Module
Statement of Work April 16, 2025
Statement of Work – Bayfield County, WI 04/16/2025
TriMin Systems Inc Page 2 2277 Highway 36 West Suite 250 Roseville, MN 55113
Bayfield County Responsibilities
• Allow TriMin access to the network that contains servers
• Remote Desktop access to servers for TriMin
• Full Administrative rights to the servers that will house our applications and
administrative rights to the databases that our applications use
• Backup solution for the servers and databases o Bayfield County will back-up the database prior to each import
• Bayfield County will validate the imported records
• Bayfield County is responsible for the accuracy of the data included in this import.
• Bayfield County will work to address errors related to the index file data format,
duplicate records, etc.
TriMin Responsibilities
• Restore the database that contains the Grantor/ee data and convert the data into import files that meet the requirements of our Expanded Import Module. o No manual corrections to the data provided by Bayfield will be done as part of this statement of work.
• Perform validation tests of index files to ensure that there are no duplicate document numbers.
• Perform validation tests to ensure that the data in the index file is populated into the
correct LandLink fields
• Install and run the custom Import application
• Conduct preliminary testing of imported data
• Provide a report summarizing the documents that were updated and added.
Statement of Work – Bayfield County, WI 04/16/2025
TriMin Systems Inc Page 3 2277 Highway 36 West Suite 250 Roseville, MN 55113
Fixed Bid: $3,000.00
Payment is due upon completion of the import.
Accepted and Agreed for Accepted and Agreed for
Bayfield County, WI: TriMin Systems, Inc:
Signed By:__________________________________ Signed By:________________________________ Name: ____________________________________ Name: ___________________________________ Title: ____________________________________ Title: ___________________________________ Date: ____________________________________ Date: ___________________ Custom Import Option
The database provided by Bayfield also includes return to data, recording fee, transfer fee and fee breakout amounts. These fields are not included in the Expanded Import Module. If Bayfield opts to import this data, custom programming will need to be done. The tasks TriMin will perform are listed below.
• Create custom program to import return to data, recording fee, transfer fee and fee breakout amounts
• Conduct preliminary testing of imported data
If Bayfield would like TriMin to include custom programming as part of this project, there is an additional cost of $3,000. Check here to include Custom Import Option
Resolution
No. 2025-44
Resolution in Support of Local Control Over
Concentrated Animal Feeding Facilities’ Operations
WHEREAS, the State of Wisconsin adopted ATCP 51, Livestock Facility Siting, in 2006; and,
WHEREAS, every four years, the Wisconsin Department of Agriculture, Trade and Consumer
Protection (DATCP) is required to appoint a technical expert committee to review ATCP 51.
Despite the committee meeting in 2010, 2014, and 2018, and suggesting multiple revisions to
ATCP 51, the rule has remained unchanged since its adoption in 2006; and,
WHEREAS, in 2019, DATCP proposed several rule revisions to ATCP 51, based on
recommendations by the technical expert committee and public comments made by
organizations and citizen stakeholders. These rule revisions were never adopted, and ATCP 51
remained unchanged since its adoption in 2006; and,
WHEREAS, the only required permit for CAFOs in Wisconsin is issued and enforced by the
Department of Natural Resources (DNR). Funding shortfalls impacting the DNR has limited the
agency’s ability to regulate CAFO’s wastewater discharges; and,
WHEREAS, the nonpartisan State of Wisconsin Legislative Audit Bureau reviewed the DNR’s
performance implementing the Wisconsin Pollution Discharge Elimination Systems (WPDES)
Program and found in Report 16-6, dated June 2016, that the DNR was unable to administer and
maintain a WPDES permit program consistent with the requirements established under the Clean
Water Act and Chapter 283, Wis. Stats; and,
WHEREAS, permitted CAFOs in Wisconsin have greatly expanded since the adoption of ATCP
51 in 2006. There were 135 permitted CAFOs in 2006 and there are 336 permitted CAFOs in
2023, a 250% increase over 17 years. According to the Department of Natural Resources an
average of 15 new CAFO permits are issued each year; and,
WHEREAS, human health and welfare may be impacted by the construction, operation, and
expansion of CAFOs in the State of Wisconsin; and,
WHEREAS, despite the multiple impacts CAFOs may cause in a community i.e., road damage,
biosecurity, air pollution, property values, and emergency services, the DNR WPDES permit
only addresses wastewater discharges; and,
WHEREAS, local units of government have the authority to draft and pass ordinances that
protect the public health and safety of residents, as well as protect the financial well-being of the
County; and,
WHEREAS, Bayfield County drafted and passed a CAFO Operations Ordinance to address the
impacts associated with CAFOs in 2016. This Operations Ordinance has since been adopted by
two counties and six towns in Wisconsin; and,
WHEREAS, local control is a foundational governing concept in Wisconsin. It is designed to
place decision-making authority at the level of government closest to the people impacted; and,
WHEREAS, County Board Supervisors are elected by the residents of the County and as such,
are best equipped to draft and pass ordinances that reflect their constituents’ values than their
counterparts in Madison;
NOW THEREFORE BE IT RESOLVED, that the Bayfield County Board of Supervisors
assembled this 27th day of May 2025, hereby requests that the Wisconsin Counties Association
work to support efforts to protect Wisconsin Counties’ local control over the operations of
CAFOs.
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. 2025-44, Volume
30, adopted by the Bayfield County Board of
Supervisors at their meeting held on the 27th day
of May 2025.
_________________________________________________ Lynn M. Divine, Bayfield County Clerk
Resolution
No. 2025-45
Enact Stronger Regulations to Limit the Spread of
Chronic Wasting Disease
WHEREAS, Chronic Wasting Disease (CWD) is a fatal neurological disease of cervids which
threatens to cause significant economic, cultural and ecological damage to Wisconsin’s deer and
elk populations; and,
WHEREAS, since its discovery in Wisconsin in a deer harvested in 2001 it has now spread to
wild deer in at least 41 counties and has been found in over 25 captive cervid farms; and,
WHEREAS, there are 64 counties that are ‘CWD affected’, either having CWD detected in the
county or are within 10 miles of a CWD detection; and,
WHEREAS, in the most highly infected areas of Dane and Iowa counties the prevalence rate in
adult males is about 50 percent and in adult females is about 35 percent; and,
WHEREAS, the Wisconsin Department of Health, the Center for Disease Control, and the
World Health Organization all recommend that cervid meat only be eaten after the animal
harvested has tested negative for CWD; and,
WHEREAS, in 2024, nearly 800,000 gun and archery deer hunting licenses were sold in
Wisconsin; and,
WHEREAS, according to a recent study, hunters in Wisconsin spent about $2.5 billion annually.
Eighty-eight percent of the hunters in Wisconsin participated in deet hunting, making it the most
popular form of hunting in the state; and,
WHEREAS, with no known cure or preventative vaccine, the only option currently available to
manage CWD is to aggressively limit the transmission and spread of CWD; and,
WHEREAS, current regulations do not adequately limit the human assisted transmission of
CWD;
NOW THEREFORE BE IT RESOLVED, that the Bayfield County Board of Supervisors
assembled on this 27th day of May 2025, recommends that the Wisconsin Counties Association
urges the State Legislature to make the following changes to State Statutes and supporting
Administrative Rules:
• Change ATCP 10.56(1) to eliminate the exceptions that allow the transport of live cervids
without a Certificate of Veterinary Inspection.
• Change NR 10.105(7) to prohibit the export of cervid carcasses which have any part of
the spinal column or head attached from CWD affected areas in which wild or captive
cervids have tested positive for CWD within the last 10 years.
• Enact new rules to require the disposal of harvested cervids carcasses in landfills,
rendering, or composting facilities capable of managing carcasses safely.
• Enact new rules to prohibit the export of live cervids from areas within 10 miles of a
known positive CWD detection within the last 5 years.
• Enact new rules to require all captive cervid operation to install either solid perimeter or
double fencing.
• Once a reliable live animal CWD test has been developed, enact rules to prohibit the
transport of live cervids unless tests negative of CWD.
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. 2025-45, Volume
30, adopted by the Bayfield County Board of
Supervisors at their meeting held on the 27th day
of May 2025.
_________________________________________________ Lynn M. Divine, Bayfield County Clerk
Resolution
No. 2025-46
Conduct Additional Research on Chronic Wasting
Disease to Improve Testing, Treatment, and
Management Options
WHEREAS, Chronic Wasting Disease (CWD) is a fatal neurological disease of cervids which
threatens to cause significant economic, cultural and ecological damage to Wisconsin’s deer and
elk populations; and,
WHEREAS, a better understanding of CWD is needed to develop better management tools; and,
WHEREAS, current funding and research levels do not commensurate to the threat posed by
CWD; and,
WHEREAS, since the discovery of CWD in Wisconsin in 2001 it is now found in wild deer in
at least 41 counties and has been found in over 25 captive cervid farms; and,
WHEREAS, in the most highly infected areas of Dane and Iowa counties the prevalence rate in
adult males is about 50% and in adult females is about 35%; and,
WHEREAS, the Wisconsin Department of Health, the Center for Disease Control, and the Worl
Health Organization all recommend that cervid meat only be eaten after the animal harvested has
tested negative for CWD; and,
WHEREAS, in 2024 nearly 800,000 gun and archery deer hunting licenses were sold in
Wisconsin; and,
WHEREAS, according to a recent study, hunters in Wisconsin spent $2.5 billion annually.
Eighty-eight percent of the hunters in Wisconsin participated in deer hunting, making it the most
popular form of hunting in the state;
NOW THEREFORE BE IT RESOLVED, that the Bayfield County Board of Supervisors
assembled on this 27th day of May 2025, recommends that the Wisconsin Counties Association
urges the State Legislature to fund and direct state agencies to conduct the following research
and in order to better manage CWD:
• Develop a reliable, rapid, and easy to administer CWD test that can be conducted on live
cervids.
• Develop a reliable, rapid, and easy to administer CWD test that can be implemented in
the field on harvested cervids that will provide test results.
• Develop a cervid vaccine for CWD.
• Develop a cure for CWD infected cervids.
• Breed inheritable resistance to CWD in captive cervids such that the cervids do not carry
or shed CWD prions.
• Determine CWD prion longevity and virulence in contaminated soil, feed, and crops
under a wide range of environmental conditions.
• Develop a better understanding of CWD prion movement in the environment once
outside of cervids.
• Expand monitoring of wild cervids in CWD endemic zones to better understand the effect
of CWD on cervid populations.
• Conduct epidemiological assessment of CWD prions on human health including whether
humans are already carriers of CWD prions, the likelihood of CWD prions infecting
humans and causing disease, and the impact of eating CWD positive cervids.
• Conduct additional research to determine the viability and methodology for composting
CDW infected cervids.
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. 2025-46, Volume
30, adopted by the Bayfield County Board of
Supervisors at their meeting held on the 27th day
of May 2025.
_________________________________________________ Lynn M. Divine, Bayfield County Clerk
Resolution
No. 2025-47
Wake Boat Regulations
WHEREAS, the lakes and rivers of Wisconsin are priceless natural resources which are
important to our State’s lake life; and,
WHEREAS, these lakes and rivers provide a recreational resource that is important to our
natural resources-based tourism and recreation economies; and,
WHEREAS, Legislation has been proposed statewide regulations wake surfing and wake
boating; and,
WHEREAS, the proposed legislation fails to set a minimum standard for the protection of
natural resources, private property, public safety and enjoyment, and it restricts local units of
government authority to enact local wake boat use regulations; and,
WHEREAS, several scientific studies in Wisconsin, across the US and Austria have found that
to reduce and minimize the adverse impacts of wake boats, they should only be used at least 700
feet from shore and in areas with a water depth of at least 30 feet; and,
WHEREAS, many towns in Wisconsin have already set standards that use evidence from
scientific studies to protect their lakes aquatic natural resources and shorelines from erosion
caused by enhanced wakes;
NOW THEREFORE BE IT RESOLVED, the Bayfield County Board of Supervisors
assembled this 27th day of May 2025, recommends that the Wisconsin Counties Association urge
the State Legislature enact legislation that would protect our aquatic natural resources and
balance the right of everyone to recreate and use our Wisconsin waters by requiring that wake
boats can only be used at least 700 feet from shore and in areas with a water depth of at least 30
feet, and to allow local units of government to enact additional regulation to protect aquatic
natural resource on an as need based since a statewide, one size fits all regulation, does not
always adequately protect the natural resource of every lake.
By Action of the:
Bayfield County Board of Supervisors
____________________________________________
Dennis 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. 2025-47, Volume
30, adopted by the Bayfield County Board of
Supervisors at their meeting held on the 27th day
of May 2025.
_________________________________________________ Lynn M. Divine, Bayfield County Clerk
Resolution
No. 2025-48
ETF Mandatory Separation Modification
WHEREAS, current Wisconsin Retirement System (WRS) regulations allow an employee to
retire and begin work for another WRS employer, on a limited basis (600 hours per year),
immediately after retirement; and,
WHEREAS, current WRS regulations require employees who retire to observe a mandatory
separation of 75 days before returning to work for the same employer; and,
WHEREAS, often times when an employee retires a replacement cannot be immediately found
meaning the position goes unfilled; and,
WHEREAS, the age of Wisconsinites is rising and workforce populations are declining; and,
WHEREAS, many who retire are interested in continuing to work but on a limited basis; and,
WHEREAS, surrounding states require 30–50-day mandatory separation before returning to
work for the same employer;
NOW THEREFORE BE IT RESOLVED, that the Bayfield County Board of Supervisors
assembled this 27th day of May, 2025, recommends that the Wisconsin Counties Association
urge the State Legislature to modify the current WRS mandatory separation requirement from 75
days to 30 days for retirees desiring to return to work for the same employer.
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. 2025-48, Volume
30, adopted by the Bayfield County Board of
Supervisors at their meeting held on the 27th day
of May 2025.
_________________________________________________ Lynn M. Divine, Bayfield County Clerk
Resolution
No. 2025-49
Housing Infrastructure
Short Term Rental Tax Share
WHEREAS, the State of Wisconsin has a severe housing shortage; and,
WHEREAS, short term rentals are growing in popularity both by investors and users; and,
WHEREAS, over 20 counties have over 20% of their housing in Short Term Rentals or vacation
homes; and,
WHEREAS, the lack of affordable housing for families and seasonal workers in destination
communities is in large part due to conversion of existing homes to short term rentals; and,
WHEREAS, new housing infrastructure costs are unaffordable by many destination
communities; and,
WHEREAS, communities need assistance with infrastructure to lower the cost of new housing
construction;
NOW THEREFORE BE IT RESOLVED, that the Bayfield County Board of Supervisors
assembled this 27th day of May 2025, recommends that the Wisconsin Counties Association
urge the State Legislature to allocate short term rental sales tax collections to new housing
infrastructure costs including, water, sewer and streets with all funds distributed to counties for
municipal distribution.
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. 2025-49, Volume
30, adopted by the Bayfield County Board of
Supervisors at their meeting held on the 27th day
of May 2025.
_________________________________________________ Lynn M. Divine, Bayfield County Clerk
Bayfield County Credit Card Policy
& Procedures, Adopted 1/11/2024
PURPOSE:
This policy establishes the basis for Bayfield County Credit Card usage, including a policy
addressing the monitoring and use of the credit cards, and procedures for Bayfield County
employees to obtain and use credit cards on the county’s behalf.
AUTHORIZATION:
All requests for credit cards must be approved by the employee’s Department Head and
submitted to the Finance Director in writing by completing the Credit Card Agreement. County
Administrator will determine issuance. By signing the Agreement form, the employee affirms
that they have read and are familiar with the rules, regulations and procedures as stated in the
Bayfield County policies listed. Cards are intended for use only by the person whose name
appears on the face of the card, except that Department Heads may grant approval for use by
employees in their department only. Credit Cards will be established in the name of Bayfield
County and the name of a specific individual, with a maximum credit limit set forth by this
policy. Exceptions may be made by the County Administrator for average maximum limits or by
Finance Director (with Department Head approval) when known purchase is more than the limit
allows (such as one time travel expense). Each department is responsible for managing its
cardholders’ behavior, accounts, and monthly statements in accordance with the guidelines
outlined in this document.
USE:
Credit cards are not issued to every employee. The cardholder must be employed for 6 months
before issued a card. This card is for official County business only. Purchases made with this
card must comply with all other Bayfield County policies.
RESTRICTIONS
The credit card MAY NOT be used for cash advances (ATM machines) or to purchase non-
business personal items and services. This card MAY NOT be used for any meals while
traveling. Meals are subject to county reimbursement policy and need to be claimed with
receipts. Generally, items paid for with the credit card must be shipped to the County and are
property of Bayfield County. However, there may be exceptions to this if a program or grant
funds items and allow the items to be shipped directly to the recipient of service.
Appropriate Uses: Appropriate uses for county Credit Cards are listed as follows. Please note
this is not an all-inclusive list:
• Departmental office/operating supplies.
• Fuel.
• Subscriptions/Memberships.
• Registrations/Training.
• Hotel lodging.
• Approved educational training.
• Internet purchases.
• Equipment/Product.
• Programmatic supplies and equipment that are allowable costs.
Inappropriate Uses: Inappropriate uses for county Credit Cards are listed as follows. Please
note this is not an all-inclusive list:
• Services which require 1099 vendors, e.g. caterers, contractors, kayak guides
• Cash Advances (ATM Machines), money orders, or travelers’ checks.
• Gift cards, unless they are an allowable cost outlined in a grant or program or if a specific
exception is requested, granted, appropriately documented, and approved by the
Department Head
• Items for personal use/services.
• Alcoholic beverages and/or tobacco items.
• Controlled substances.
• Meals – day or overnight
RESPONSIBILITIES:
The following are the responsibilities of:
A. Card holder (Employee):
• Hold and secure credit card.
• Comply with all purchasing and travel policies.
• Determine availability of budgeted funds before expenditures.
• Order materials.
• Collect and save all sales receipts/invoices.
• Match receipts with charges.
• Identify disputed charges.
• Make sure vendor is aware of our tax-exempt status.
• Notify Bank, Department Head & Finance Director immediately of lost or stolen cards,
fraudulent activity, or other cards requiring termination.
B. Department Head/Office Manager or designee:
• Review & reconcile transactions with cardholder.
• Assign and/or verify the appropriate accounting codes.
• Assist cardholders with disputed charges.
• Obtain Department Head’s signature to authorize payment of monthly bill.
• Attach receipts and supporting documentation to monthly statements.
• Submit monthly statements to Accounts Payable for payment.
• Collect cards from cardholders who end or transfer employment and forward to Finance
Director.
• Request New Credit Cards.
C. Finance Department:
• Coordinate issuance and cancellation of cards.
• Maintain cardholder procedures.
• Submit applications to Elan.
• Set departmental and cardholder spending limits.
Any finance charges on the county Credit Card are the responsibility of the department. Credit
Card bills are due on the 15th of each month. Credit card bills will be processed through the
County’s account payable process every 2 weeks.
LIMITS:
All cards have spending limits, . starting at $3,000. Each department has differing credit card
needs, and, as such, limits will be determined by the Finance Director and County Administrator
Limits can be increased or decreased by County Administrator or Finance Director. Limits can be
changed for periods of time for items like one-time purchases or travel expenses..
TAXES:
The cardholder must make every effort to use Bayfield County’s sales and room tax exemption.
If taxes are inadvertently charged, it is the cardholder’s responsibility to work with the vendor to
have the taxes reversed/refunded.
MISUSE/ABUSE:
Improper use of a credit card will be reviewed by the Administrator on a case-by-case basis and
may lead to revocation of card privileges, disciplinary action up to and including termination, as
well as civil and/or criminal prosecution.
Financial Report Through 04/30/2025
Through 04/30/25
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
REVENUE
Department 00 - General Fund 10,821,994.00 .00 10,821,994.00 28,667.77 .00 7,092,098.88 3,729,895.12 66 7,544,127.95
Department 02 - Clerk of Courts 272,141.00 .00 272,141.00 20,872.52 .00 79,426.47 192,714.53 29 76,272.35
Department 04 - Criminal Justice 217,381.00 .00 217,381.00 4,688.00 .00 11,685.50 205,695.50 5 65,284.03
Department 05 - Family Court Commissioner .00 .00 .00 .00 .00 .00 .00 +++.00
Department 06 - Coroner 8,300.00 .00 8,300.00 485.00 .00 3,313.00 4,987.00 40 2,002.00
Department 07 - Administrator 35,888.00 .00 35,888.00 .00 .00 15,000.00 20,888.00 42 15,000.00
Department 08 - District Attorney 33,000.00 .00 33,000.00 334.45 .00 26,278.66 6,721.34 80 23,587.35
Department 09 - Child Support 297,014.00 .00 297,014.00 137.29 .00 422.45 296,591.55 0 70,182.62
Department 10 - County Clerk 29,200.00 .00 29,200.00 .00 .00 411.97 28,788.03 1 98.50
Department 12 - Treasurer 1,050,000.00 .00 1,050,000.00 78,933.25 .00 194,251.58 855,748.42 19 472,045.96
Department 13 - Land Records 422,162.00 .00 422,162.00 4,945.50 .00 130,016.40 292,145.60 31 92,043.37
Department 14 - Court House .00 .00 .00 .00 .00 .00 .00 +++.00
Department 15 - Register of Deeds 215,000.00 .00 215,000.00 14,597.31 .00 48,305.94 166,694.06 22 45,513.26
Department 16 - PSAP Consortium (Joint Dispatch)1,027,405.00 .00 1,027,405.00 145,137.12 .00 145,137.12 882,267.88 14 .00
Department 17 - Sheriff 338,553.00 .00 338,553.00 28,023.18 .00 80,067.71 258,485.29 24 143,441.46
Department 18 - Emergency Management 141,743.00 .00 141,743.00 8,468.22 .00 108,304.62 33,438.38 76 71,420.91
Department 19 - Veteran's Services 26,688.00 .00 26,688.00 .00 .00 .00 26,688.00 0 .00
Department 20 - Health 1,088,633.00 999.00 1,089,632.00 60,854.40 .00 198,312.64 891,319.36 18 82,894.21
Department 22 - Fair .00 .00 .00 .00 .00 .00 .00 +++.00
Department 23 - Tourism 229,138.00 .00 229,138.00 9,400.00 .00 47,218.04 181,919.96 21 45,788.59
Department 25 - UW Extension 13,191.00 .00 13,191.00 .00 .00 .00 13,191.00 0 135.76
Department 26 - Zoning 473,365.00 .00 473,365.00 45,113.70 .00 96,441.55 376,923.45 20 88,248.74
Department 28 - Land Conservation 439,114.00 .00 439,114.00 12,383.55 .00 190,411.79 248,702.21 43 56,304.11
Department 31 - Information Services 84,205.00 .00 84,205.00 605.00 .00 2,420.00 81,785.00 3 33,574.00
Department 34 - Forestry 4,246,897.00 .00 4,246,897.00 418,718.56 .00 1,695,059.47 2,551,837.53 40 1,829,487.19
Department 77 - Agricultural Station 730,000.00 .00 730,000.00 1,950.00 .00 1,950.00 728,050.00 0 1,950.00
REVENUE TOTALS $22,241,012.00 $999.00 $22,242,011.00 $884,314.82 $0.00 $10,166,533.79 $12,075,477.21 46%$10,759,402.36
EXPENSE
Department 00 - General Fund 2,205,367.00 .00 2,205,367.00 23,699.70 .00 796,006.83 1,409,360.17 36 3,135,957.26
Department 01 - County Board 101,239.00 .00 101,239.00 5,785.98 .00 30,195.23 71,043.77 30 25,130.40
Department 02 - Clerk of Courts 564,738.00 .00 564,738.00 41,831.55 .00 164,761.75 399,976.25 29 163,236.93
Department 04 - Criminal Justice 292,486.00 .00 292,486.00 24,504.67 .00 95,914.63 196,571.37 33 64,443.14
Department 05 - Family Court Commissioner .00 .00 .00 .00 .00 .00 .00 +++.00
Department 06 - Coroner 41,582.00 .00 41,582.00 2,178.09 .00 17,231.24 24,350.76 41 22,458.25
Department 07 - Administrator 876,582.00 .00 876,582.00 56,519.91 .00 227,720.68 648,861.32 26 183,963.56
Department 08 - District Attorney 250,928.00 .00 250,928.00 18,414.36 .00 70,533.26 180,394.74 28 68,066.97
Department 09 - Child Support 326,051.00 .00 326,051.00 22,914.85 .00 89,255.86 236,795.14 27 86,923.33
Department 10 - County Clerk 283,722.00 .00 283,722.00 27,868.52 .00 95,561.45 188,160.55 34 94,500.01
Department 12 - Treasurer 173,483.00 .00 173,483.00 12,675.29 .00 50,629.77 122,853.23 29 46,923.06
Run by Paige Terry on 05/02/2025 01:00:21 PM Page 1 of 10
Financial Report Through 04/30/2025
Through 04/30/25
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 935,206.00 .00 935,206.00 57,381.65 .00 260,768.73 674,437.27 28 277,998.03
Department 14 - Court House 602,724.00 .00 602,724.00 54,773.53 .00 165,445.94 437,278.06 27 158,666.16
Department 15 - Register of Deeds 214,095.00 .00 214,095.00 14,252.30 .00 72,619.20 141,475.80 34 68,903.51
Department 16 - PSAP Consortium (Joint Dispatch)1,552,804.00 .00 1,552,804.00 92,028.40 .00 382,302.64 1,170,501.36 25 40,092.39
Department 17 - Sheriff 5,229,881.00 .00 5,229,881.00 370,135.55 .00 1,510,164.65 3,719,716.35 29 1,643,988.85
Department 18 - Emergency Management 468,059.00 .00 468,059.00 11,778.91 .00 144,884.89 323,174.11 31 136,263.42
Department 19 - Veteran's Services 235,283.00 .00 235,283.00 17,036.23 .00 65,269.86 170,013.14 28 66,872.60
Department 20 - Health 1,424,153.00 999.00 1,425,152.00 112,946.21 .00 395,101.36 1,030,050.64 28 396,115.93
Department 22 - Fair .00 .00 .00 .00 .00 .00 .00 +++.00
Department 23 - Tourism 545,349.00 .00 545,349.00 38,449.48 .00 133,909.27 411,439.73 25 127,504.00
Department 25 - UW Extension 388,364.00 .00 388,364.00 8,554.31 .00 38,510.03 349,853.97 10 35,379.76
Department 26 - Zoning 842,948.00 .00 842,948.00 64,664.58 .00 221,740.16 621,207.84 26 203,718.76
Department 28 - Land Conservation 685,007.00 .00 685,007.00 43,235.28 .00 167,994.21 517,012.79 25 165,778.17
Department 29 - Land Use Planning .00 .00 .00 .00 .00 .00 .00 +++.00
Department 31 - Information Services 865,098.00 .00 865,098.00 45,403.81 .00 323,055.00 542,043.00 37 269,238.25
Department 34 - Forestry 2,393,363.00 .00 2,393,363.00 99,553.68 .00 383,084.08 2,010,278.92 16 414,595.65
Department 35 - Animal Control Non Dogs 12,500.00 .00 12,500.00 .00 .00 10,704.59 1,795.41 86 533.53
Department 77 - Agricultural Station 730,000.00 .00 730,000.00 299.92 .00 6,060.17 723,939.83 1 3,655.00
EXPENSE TOTALS $22,241,012.00 $999.00 $22,242,011.00 $1,266,886.76 $0.00 $5,919,425.48 $16,322,585.52 27%$7,900,906.92
Fund 100 - General Totals
REVENUE TOTALS 22,241,012.00 999.00 22,242,011.00 884,314.82 .00 10,166,533.79 12,075,477.21 46%10,759,402.36
EXPENSE TOTALS 22,241,012.00 999.00 22,242,011.00 1,266,886.76 .00 5,919,425.48 16,322,585.52 27%7,900,906.92
Fund 100 - General Totals $0.00 $0.00 $0.00 ($382,571.94)$0.00 $4,247,108.31 ($4,247,108.31)$2,858,495.44
Fund 220 - Employee Health Fund
REVENUE
Department 45 - Employee Health 80,000.00 .00 80,000.00 .00 .00 .00 80,000.00 0 .00
REVENUE TOTALS $80,000.00 $0.00 $80,000.00 $0.00 $0.00 $0.00 $80,000.00 0%$0.00
EXPENSE
Department 45 - Employee Health 80,000.00 .00 80,000.00 .00 .00 .00 80,000.00 0 .00
EXPENSE TOTALS $80,000.00 $0.00 $80,000.00 $0.00 $0.00 $0.00 $80,000.00 0%$0.00
Fund 220 - Employee Health Fund Totals
REVENUE TOTALS 80,000.00 .00 80,000.00 .00 .00 .00 80,000.00 0%.00
EXPENSE TOTALS 80,000.00 .00 80,000.00 .00 .00 .00 80,000.00 0%.00
Fund 220 - Employee Health Fund Totals $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00
Fund 235 - Human Services
REVENUE
Department 00 - General Fund .00 .00 .00 .00 .00 .00 .00 +++.00
Run by Paige Terry on 05/02/2025 01:00:21 PM Page 2 of 10
Financial Report Through 04/30/2025
Through 04/30/25
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
REVENUE
Department 50 - Human Services 4,034,488.00 .00 4,034,488.00 258,096.36 .00 2,161,185.82 1,873,302.18 54 2,793,422.37
Department 52 - AMSO .00 .00 .00 9.00 .00 69.50 (69.50)+++.00
Department 53 - Family Services 2,793,246.00 .00 2,793,246.00 14,523.38 .00 124,729.38 2,668,516.62 4 .00
Department 54 - Economic Support 671,603.00 .00 671,603.00 47,524.46 .00 144,721.44 526,881.56 22 .00
Department 55 - Aging and Disabilities 200.00 .00 200.00 1,000.00 .00 2,122.45 (1,922.45)1061 .00
Department 56 - GWAAR 380,282.00 .00 380,282.00 11,822.36 .00 27,880.44 352,401.56 7 .00
Department 57 - DHS BHP 1,986,352.00 .00 1,986,352.00 152,573.96 .00 585,309.00 1,401,043.00 29 .00
Department 58 - ADRC-Bayfield Co 122,677.00 .00 122,677.00 11,554.00 .00 11,554.00 111,123.00 9 .00
Department 59 - ADRC-North 181,821.00 .00 181,821.00 13,311.00 .00 13,311.00 168,510.00 7 .00
REVENUE TOTALS $10,170,669.00 $0.00 $10,170,669.00 $510,414.52 $0.00 $3,070,883.03 $7,099,785.97 30%$2,793,422.37
EXPENSE
Department 00 - General Fund .00 .00 .00 .00 .00 .00 .00 +++.00
Department 47 - Behavioral Health & Community .00 .00 .00 .00 .00 4,591.03 (4,591.03)+++416,549.80
Department 48 - Community Support Program (CSP).00 .00 .00 .00 .00 .00 .00 +++.00
Department 51 - Regional Crisis Initiative .00 .00 .00 .00 .00 .00 .00 +++.00
Department 52 - AMSO 920,372.00 .00 920,372.00 63,751.98 .00 227,249.15 693,122.85 25 230,074.89
Department 53 - Family Services 5,069,020.00 .00 5,069,020.00 218,967.40 .00 945,075.44 4,123,944.56 19 558,932.69
Department 54 - Economic Support 570,628.00 .00 570,628.00 43,803.91 .00 163,043.12 407,584.88 29 142,090.37
Department 55 - Aging and Disabilities 557,188.00 .00 557,188.00 14,348.46 .00 366,458.43 190,729.57 66 270,543.62
Department 56 - GWAAR 774,831.00 .00 774,831.00 58,112.30 .00 223,245.93 551,585.07 29 222,410.42
Department 57 - DHS BHP 1,910,532.00 .00 1,910,532.00 180,902.65 .00 483,362.31 1,427,169.69 25 .00
Department 58 - ADRC-Bayfield Co 192,318.00 .00 192,318.00 13,921.25 .00 38,818.52 153,499.48 20 37,455.66
Department 59 - ADRC-North 175,780.00 .00 175,780.00 18,986.89 .00 69,580.31 106,199.69 40 41,402.70
EXPENSE TOTALS $10,170,669.00 $0.00 $10,170,669.00 $612,794.84 $0.00 $2,521,424.24 $7,649,244.76 25%$1,919,460.15
Fund 235 - Human Services Totals
REVENUE TOTALS 10,170,669.00 .00 10,170,669.00 510,414.52 .00 3,070,883.03 7,099,785.97 30%2,793,422.37
EXPENSE TOTALS 10,170,669.00 .00 10,170,669.00 612,794.84 .00 2,521,424.24 7,649,244.76 25%1,919,460.15
Fund 235 - Human Services Totals $0.00 $0.00 $0.00 ($102,380.32)$0.00 $549,458.79 ($549,458.79)$873,962.22
Fund 240 - Community Development Block Gran
REVENUE
Department 60 - Block Grant .00 .00 .00 .00 .00 .00 .00 +++.00
REVENUE TOTALS $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 +++$0.00
EXPENSE
Department 00 - General Fund .00 .00 .00 .00 .00 .00 .00 +++.00
Department 60 - Block Grant .00 .00 .00 .00 .00 .00 .00 +++.00
EXPENSE TOTALS $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 +++$0.00
Fund 240 - Community Development Block Gran Totals
Run by Paige Terry on 05/02/2025 01:00:21 PM Page 3 of 10
Financial Report Through 04/30/2025
Through 04/30/25
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
REVENUE TOTALS .00 .00 .00 .00 .00 .00 .00 +++.00
EXPENSE TOTALS .00 .00 .00 .00 .00 .00 .00 +++.00
Fund 240 - Community Development Block Gran Totals $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00
Fund 241 - Housing Rehab
REVENUE
Department 61 - Housing Rehab .00 .00 .00 46.22 .00 133.95 (133.95)+++8,434.24
REVENUE TOTALS $0.00 $0.00 $0.00 $46.22 $0.00 $133.95 ($133.95)+++$8,434.24
EXPENSE
Department 00 - General Fund .00 .00 .00 .00 .00 .00 .00 +++.00
Department 61 - Housing Rehab .00 .00 .00 .00 .00 6,005.00 (6,005.00)+++11,989.84
EXPENSE TOTALS $0.00 $0.00 $0.00 $0.00 $0.00 $6,005.00 ($6,005.00)+++$11,989.84
Fund 241 - Housing Rehab Totals
REVENUE TOTALS .00 .00 .00 46.22 .00 133.95 (133.95)+++8,434.24
EXPENSE TOTALS .00 .00 .00 .00 .00 6,005.00 (6,005.00)+++11,989.84
Fund 241 - Housing Rehab Totals $0.00 $0.00 $0.00 $46.22 $0.00 ($5,871.05)$5,871.05 ($3,555.60)
Fund 242 - PSAP
REVENUE
Department 16 - PSAP Consortium (Joint Dispatch).00 .00 .00 .00 .00 .00 .00 +++224,740.00
Department 62 - Do Not Use .00 .00 .00 .00 .00 .00 .00 +++.00
REVENUE TOTALS $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 +++$224,740.00
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).00 .00 .00 9,575.00 .00 20,159.00 (20,159.00)+++124,587.51
Department 31 - Information Services .00 .00 .00 .00 .00 .00 .00 +++.00
Department 62 - Do Not Use .00 .00 .00 .00 .00 .00 .00 +++.00
EXPENSE TOTALS $0.00 $0.00 $0.00 $9,575.00 $0.00 $20,159.00 ($20,159.00)+++$124,587.51
Fund 242 - PSAP Totals
REVENUE TOTALS .00 .00 .00 .00 .00 .00 .00 +++224,740.00
EXPENSE TOTALS .00 .00 .00 9,575.00 .00 20,159.00 (20,159.00)+++124,587.51
Fund 242 - PSAP Totals $0.00 $0.00 $0.00 ($9,575.00)$0.00 ($20,159.00)$20,159.00 $100,152.49
Fund 245 - Jail Assessment
REVENUE
Department 63 - Jail Assessment Fund 25,600.00 .00 25,600.00 1,282.47 .00 3,419.76 22,180.24 13 4,248.99
REVENUE TOTALS $25,600.00 $0.00 $25,600.00 $1,282.47 $0.00 $3,419.76 $22,180.24 13%$4,248.99
EXPENSE
Department 00 - General Fund .00 .00 .00 .00 .00 .00 .00 +++.00
Department 63 - Jail Assessment Fund 25,600.00 .00 25,600.00 .00 .00 .00 25,600.00 0 986.39
EXPENSE TOTALS $25,600.00 $0.00 $25,600.00 $0.00 $0.00 $0.00 $25,600.00 0%$986.39
Run by Paige Terry on 05/02/2025 01:00:21 PM Page 4 of 10
Financial Report Through 04/30/2025
Through 04/30/25
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 245 - Jail Assessment Totals
REVENUE TOTALS 25,600.00 .00 25,600.00 1,282.47 .00 3,419.76 22,180.24 13%4,248.99
EXPENSE TOTALS 25,600.00 .00 25,600.00 .00 .00 .00 25,600.00 0%986.39
Fund 245 - Jail Assessment Totals $0.00 $0.00 $0.00 $1,282.47 $0.00 $3,419.76 ($3,419.76)$3,262.60
Fund 250 - Veterans Relief
REVENUE
Department 64 - Veterans Relief Fund 4,000.00 .00 4,000.00 40.00 .00 564.31 3,435.69 14 420.00
REVENUE TOTALS $4,000.00 $0.00 $4,000.00 $40.00 $0.00 $564.31 $3,435.69 14%$420.00
EXPENSE
Department 00 - General Fund .00 .00 .00 .00 .00 .00 .00 +++.00
Department 64 - Veterans Relief Fund 4,000.00 .00 4,000.00 300.00 .00 836.94 3,163.06 21 1,293.50
EXPENSE TOTALS $4,000.00 $0.00 $4,000.00 $300.00 $0.00 $836.94 $3,163.06 21%$1,293.50
Fund 250 - Veterans Relief Totals
REVENUE TOTALS 4,000.00 .00 4,000.00 40.00 .00 564.31 3,435.69 14%420.00
EXPENSE TOTALS 4,000.00 .00 4,000.00 300.00 .00 836.94 3,163.06 21%1,293.50
Fund 250 - Veterans Relief Totals $0.00 $0.00 $0.00 ($260.00)$0.00 ($272.63)$272.63 ($873.50)
Fund 270 - Carbon Credits
REVENUE
Department 00 - General Fund 164,737.00 .00 164,737.00 .00 .00 .00 164,737.00 0 .00
Department 34 - Forestry 157,919.00 .00 157,919.00 .00 .00 .00 157,919.00 0 .00
REVENUE TOTALS $322,656.00 $0.00 $322,656.00 $0.00 $0.00 $0.00 $322,656.00 0%$0.00
EXPENSE
Department 00 - General Fund 164,737.00 .00 164,737.00 .00 .00 .00 164,737.00 0 .00
Department 34 - Forestry 157,919.00 .00 157,919.00 .00 .00 2,785.36 155,133.64 2 .00
EXPENSE TOTALS $322,656.00 $0.00 $322,656.00 $0.00 $0.00 $2,785.36 $319,870.64 1%$0.00
Fund 270 - Carbon Credits Totals
REVENUE TOTALS 322,656.00 .00 322,656.00 .00 .00 .00 322,656.00 0%.00
EXPENSE TOTALS 322,656.00 .00 322,656.00 .00 .00 2,785.36 319,870.64 1%.00
Fund 270 - Carbon Credits Totals $0.00 $0.00 $0.00 $0.00 $0.00 ($2,785.36)$2,785.36 $0.00
Fund 275 - Opioid Settlement Fund 2022
REVENUE
Department 00 - General Fund 39,999.00 .00 39,999.00 4,276.42 .00 5,366.26 34,632.74 13 60,622.33
REVENUE TOTALS $39,999.00 $0.00 $39,999.00 $4,276.42 $0.00 $5,366.26 $34,632.74 13%$60,622.33
EXPENSE
Department 00 - General Fund 26,308.00 .00 26,308.00 .00 .00 .00 26,308.00 0 .00
Department 20 - Health 13,691.00 .00 13,691.00 3,603.15 .00 5,839.37 7,851.63 43 .00
EXPENSE TOTALS $39,999.00 $0.00 $39,999.00 $3,603.15 $0.00 $5,839.37 $34,159.63 15%$0.00
Run by Paige Terry on 05/02/2025 01:00:21 PM Page 5 of 10
Financial Report Through 04/30/2025
Through 04/30/25
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 275 - Opioid Settlement Fund 2022 Totals
REVENUE TOTALS 39,999.00 .00 39,999.00 4,276.42 .00 5,366.26 34,632.74 13%60,622.33
EXPENSE TOTALS 39,999.00 .00 39,999.00 3,603.15 .00 5,839.37 34,159.63 15%.00
Fund 275 - Opioid Settlement Fund 2022 Totals $0.00 $0.00 $0.00 $673.27 $0.00 ($473.11)$473.11 $60,622.33
Fund 276 - American Rescue Plan 2021 Grant
REVENUE
Department 00 - General Fund 76,377.00 .00 76,377.00 409.65 .00 1,277.51 75,099.49 2 9,414.22
REVENUE TOTALS $76,377.00 $0.00 $76,377.00 $409.65 $0.00 $1,277.51 $75,099.49 2%$9,414.22
EXPENSE
Department 00 - General Fund 1,000.00 .00 1,000.00 .00 .00 .00 1,000.00 0 456,819.88
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 .00 .00 .00 .00 .00 .00 .00 +++14,695.34
Department 18 - Emergency Management .00 .00 .00 .00 .00 .00 .00 +++.00
Department 20 - Health .00 .00 .00 .00 .00 .00 .00 +++458.96
Department 23 - Tourism .00 .00 .00 .00 .00 .00 .00 +++.00
Department 26 - Zoning .00 .00 .00 .00 .00 .00 .00 +++.00
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 75,377.00 .00 75,377.00 5,832.08 .00 21,578.48 53,798.52 29 20,893.15
EXPENSE TOTALS $76,377.00 $0.00 $76,377.00 $5,832.08 $0.00 $21,578.48 $54,798.52 28%$492,867.33
Fund 276 - American Rescue Plan 2021 Grant Totals
REVENUE TOTALS 76,377.00 .00 76,377.00 409.65 .00 1,277.51 75,099.49 2%9,414.22
EXPENSE TOTALS 76,377.00 .00 76,377.00 5,832.08 .00 21,578.48 54,798.52 28%492,867.33
Fund 276 - American Rescue Plan 2021 Grant Totals $0.00 $0.00 $0.00 ($5,422.43)$0.00 ($20,300.97)$20,300.97 ($483,453.11)
Fund 292 - UWEX Program
REVENUE
Department 25 - UW Extension 30,660.00 .00 30,660.00 4,035.00 .00 14,870.37 15,789.63 49 35,607.34
REVENUE TOTALS $30,660.00 $0.00 $30,660.00 $4,035.00 $0.00 $14,870.37 $15,789.63 49%$35,607.34
EXPENSE
Department 00 - General Fund .00 .00 .00 .00 .00 .00 .00 +++.00
Department 25 - UW Extension 30,660.00 .00 30,660.00 141.84 .00 8,091.58 22,568.42 26 17,299.99
EXPENSE TOTALS $30,660.00 $0.00 $30,660.00 $141.84 $0.00 $8,091.58 $22,568.42 26%$17,299.99
Fund 292 - UWEX Program Totals
REVENUE TOTALS 30,660.00 .00 30,660.00 4,035.00 .00 14,870.37 15,789.63 49%35,607.34
EXPENSE TOTALS 30,660.00 .00 30,660.00 141.84 .00 8,091.58 22,568.42 26%17,299.99
Fund 292 - UWEX Program Totals $0.00 $0.00 $0.00 $3,893.16 $0.00 $6,778.79 ($6,778.79)$18,307.35
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Financial Report Through 04/30/2025
Through 04/30/25
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 380 - Northern Lights Bond Issuance
REVENUE
Department 80 - Northern Lights Bond Issuance 445,473.00 .00 445,473.00 837.14 .00 447,765.78 (2,292.78)101 1,806,122.86
REVENUE TOTALS $445,473.00 $0.00 $445,473.00 $837.14 $0.00 $447,765.78 ($2,292.78)101%$1,806,122.86
EXPENSE
Department 80 - Northern Lights Bond Issuance 445,473.00 .00 445,473.00 .00 .00 .00 445,473.00 0 1,366,702.50
EXPENSE TOTALS $445,473.00 $0.00 $445,473.00 $0.00 $0.00 $0.00 $445,473.00 0%$1,366,702.50
Fund 380 - Northern Lights Bond Issuance Totals
REVENUE TOTALS 445,473.00 .00 445,473.00 837.14 .00 447,765.78 (2,292.78)101%1,806,122.86
EXPENSE TOTALS 445,473.00 .00 445,473.00 .00 .00 .00 445,473.00 0%1,366,702.50
Fund 380 - Northern Lights Bond Issuance Totals $0.00 $0.00 $0.00 $837.14 $0.00 $447,765.78 ($447,765.78)$439,420.36
Fund 430 - Capital Projects Fund
REVENUE
Department 00 - General Fund 204,500.00 .00 204,500.00 .00 .00 .00 204,500.00 0 .00
Department 01 - County Board .00 .00 .00 .00 .00 .00 .00 +++.00
Department 04 - Criminal Justice .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 .00 .00 .00 .00 .00 25,319.52 (25,319.52)+++14,842.24
Department 17 - Sheriff 1,050.00 .00 1,050.00 .00 .00 .00 1,050.00 0 .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 28 - Land Conservation 303,396.00 .00 303,396.00 .00 .00 100,000.00 203,396.00 33 106,200.00
Department 31 - Information Services .00 .00 .00 .00 .00 .00 .00 +++.00
Department 34 - Forestry .00 663,648.00 663,648.00 .00 .00 .00 663,648.00 0 .00
Department 50 - Human Services .00 .00 .00 .00 .00 .00 .00 +++.00
Department 70 - Capital Projects 1,275,701.00 46,500.00 1,322,201.00 45,258.41 .00 58,169.92 1,264,031.08 4 1,424,581.00
Department 71 - Highway Dept .00 .00 .00 .00 .00 .00 .00 +++.00
REVENUE TOTALS $1,784,647.00 $710,148.00 $2,494,795.00 $45,258.41 $0.00 $183,489.44 $2,311,305.56 7%$1,545,623.24
EXPENSE
Department 00 - General Fund 230,000.00 .00 230,000.00 .00 .00 7,500.00 222,500.00 3 7,912.50
Department 01 - County Board .00 .00 .00 .00 .00 .00 .00 +++.00
Department 02 - Clerk of Courts 90,000.00 11,500.00 101,500.00 2,975.62 .00 80,738.97 20,761.03 80 .00
Department 04 - Criminal Justice .00 .00 .00 .00 .00 .00 .00 +++.00
Department 05 - Family Court Commissioner .00 .00 .00 .00 .00 .00 .00 +++.00
Department 06 - Coroner .00 .00 .00 .00 .00 .00 .00 +++.00
Department 07 - Administrator 2,700.00 .00 2,700.00 .00 .00 .00 2,700.00 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
Run by Paige Terry on 05/02/2025 01:00:21 PM Page 7 of 10
Financial Report Through 04/30/2025
Through 04/30/25
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 10 - County Clerk 1,500.00 .00 1,500.00 .00 .00 .00 1,500.00 0 .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 .00 .00 .00 .00 .00 .00 .00 +++.00
Department 14 - Court House 172,150.00 .00 172,150.00 26,175.00 .00 166,957.26 5,192.74 97 109,382.73
Department 15 - Register of Deeds .00 .00 .00 .00 .00 .00 .00 +++.00
Department 16 - PSAP Consortium (Joint Dispatch).00 .00 .00 .00 .00 .00 .00 +++.00
Department 17 - Sheriff 59,476.00 .00 59,476.00 113.97 .00 19,370.83 40,105.17 33 29,739.39
Department 18 - Emergency Management 36,000.00 .00 36,000.00 .00 .00 10,330.44 25,669.56 29 1,899.99
Department 19 - Veteran's Services .00 .00 .00 .00 .00 .00 .00 +++.00
Department 20 - Health .00 8,000.00 8,000.00 .00 .00 .00 8,000.00 0 .00
Department 22 - Fair .00 .00 .00 .00 .00 .00 .00 +++.00
Department 23 - Tourism 20,500.00 .00 20,500.00 .00 .00 .00 20,500.00 0 15,750.00
Department 25 - UW Extension 1,500.00 .00 1,500.00 .00 .00 .00 1,500.00 0 .00
Department 26 - Zoning 27,225.00 .00 27,225.00 498.00 .00 498.00 26,727.00 2 .00
Department 27 - Board of Adjustment .00 .00 .00 .00 .00 .00 .00 +++.00
Department 28 - Land Conservation 303,396.00 .00 303,396.00 .00 .00 .00 303,396.00 0 .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 98,500.00 .00 98,500.00 6,000.00 .00 59,797.47 38,702.53 61 112,795.72
Department 34 - Forestry 121,000.00 690,648.00 811,648.00 .00 .00 38,718.39 772,929.61 5 39,264.33
Department 52 - AMSO 82,700.00 .00 82,700.00 89,247.27 .00 261,010.59 (178,310.59)316 5,529.60
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 57 - DHS BHP 16,000.00 .00 16,000.00 .00 .00 .00 16,000.00 0 .00
Department 67 - Northern Lights Buildings/Ground 500,000.00 .00 500,000.00 .00 .00 4,142.51 495,857.49 1 .00
Department 70 - Capital Projects 10,000.00 .00 10,000.00 .00 .00 110,530.76 (100,530.76)1105 .00
Department 71 - Highway Dept .00 .00 .00 .00 .00 .00 .00 +++.00
EXPENSE TOTALS $1,784,647.00 $710,148.00 $2,494,795.00 $125,009.86 $0.00 $759,595.22 $1,735,199.78 30%$322,274.26
Fund 430 - Capital Projects Fund Totals
REVENUE TOTALS 1,784,647.00 710,148.00 2,494,795.00 45,258.41 .00 183,489.44 2,311,305.56 7%1,545,623.24
EXPENSE TOTALS 1,784,647.00 710,148.00 2,494,795.00 125,009.86 .00 759,595.22 1,735,199.78 30%322,274.26
Fund 430 - Capital Projects Fund Totals $0.00 $0.00 $0.00 ($79,751.45)$0.00 ($576,105.78)$576,105.78 $1,223,348.98
Fund 710 - Highway
REVENUE
Department 71 - Highway Dept 10,729,665.00 .00 10,729,665.00 .00 .00 6,204,777.74 4,524,887.26 58 5,036,268.27
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Financial Report Through 04/30/2025
Through 04/30/25
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 710 - Highway
REVENUE TOTALS $10,729,665.00 $0.00 $10,729,665.00 $0.00 $0.00 $6,204,777.74 $4,524,887.26 58%$5,036,268.27
EXPENSE
Department 00 - General Fund .00 .00 .00 .00 .00 .00 .00 +++.00
Department 71 - Highway Dept 10,729,665.00 .00 10,729,665.00 404,358.93 .00 2,275,209.92 8,454,455.08 21 2,113,021.06
EXPENSE TOTALS $10,729,665.00 $0.00 $10,729,665.00 $404,358.93 $0.00 $2,275,209.92 $8,454,455.08 21%$2,113,021.06
Fund 710 - Highway Totals
REVENUE TOTALS 10,729,665.00 .00 10,729,665.00 .00 .00 6,204,777.74 4,524,887.26 58%5,036,268.27
EXPENSE TOTALS 10,729,665.00 .00 10,729,665.00 404,358.93 .00 2,275,209.92 8,454,455.08 21%2,113,021.06
Fund 710 - Highway Totals $0.00 $0.00 $0.00 ($404,358.93)$0.00 $3,929,567.82 ($3,929,567.82)$2,923,247.21
Fund 720 - County Motor Pool
REVENUE
Department 72 - County Motor Pool 252,395.00 .00 252,395.00 2,168.96 .00 53,512.96 198,882.04 21 86,508.59
REVENUE TOTALS $252,395.00 $0.00 $252,395.00 $2,168.96 $0.00 $53,512.96 $198,882.04 21%$86,508.59
EXPENSE
Department 00 - General Fund .00 .00 .00 .00 .00 .00 .00 +++.00
Department 72 - County Motor Pool 252,395.00 .00 252,395.00 6,557.04 .00 69,430.02 182,964.98 28 92,343.91
EXPENSE TOTALS $252,395.00 $0.00 $252,395.00 $6,557.04 $0.00 $69,430.02 $182,964.98 28%$92,343.91
Fund 720 - County Motor Pool Totals
REVENUE TOTALS 252,395.00 .00 252,395.00 2,168.96 .00 53,512.96 198,882.04 21%86,508.59
EXPENSE TOTALS 252,395.00 .00 252,395.00 6,557.04 .00 69,430.02 182,964.98 28%92,343.91
Fund 720 - County Motor Pool Totals $0.00 $0.00 $0.00 ($4,388.08)$0.00 ($15,917.06)$15,917.06 ($5,835.32)
Fund 730 - Copy Machine
REVENUE
Department 73 - Copy Machines 13,800.00 .00 13,800.00 .00 .00 4,818.24 8,981.76 35 2,440.16
REVENUE TOTALS $13,800.00 $0.00 $13,800.00 $0.00 $0.00 $4,818.24 $8,981.76 35%$2,440.16
EXPENSE
Department 00 - General Fund .00 .00 .00 .00 .00 .00 .00 +++.00
Department 73 - Copy Machines 13,800.00 .00 13,800.00 344.16 .00 5,125.98 8,674.02 37 2,639.04
EXPENSE TOTALS $13,800.00 $0.00 $13,800.00 $344.16 $0.00 $5,125.98 $8,674.02 37%$2,639.04
Fund 730 - Copy Machine Totals
REVENUE TOTALS 13,800.00 .00 13,800.00 .00 .00 4,818.24 8,981.76 35%2,440.16
EXPENSE TOTALS 13,800.00 .00 13,800.00 344.16 .00 5,125.98 8,674.02 37%2,639.04
Fund 730 - Copy Machine Totals $0.00 $0.00 $0.00 ($344.16)$0.00 ($307.74)$307.74 ($198.88)
Fund 760 - Sheriff's Squad Car Fund
REVENUE
Department 76 - Squad Cars 307,300.00 .00 307,300.00 11,407.16 .00 91,109.67 216,190.33 30 123,667.98
REVENUE TOTALS $307,300.00 $0.00 $307,300.00 $11,407.16 $0.00 $91,109.67 $216,190.33 30%$123,667.98
Run by Paige Terry on 05/02/2025 01:00:21 PM Page 9 of 10
Financial Report Through 04/30/2025
Through 04/30/25
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 760 - Sheriff's Squad Car Fund
EXPENSE
Department 00 - General Fund .00 .00 .00 .00 .00 .00 .00 +++.00
Department 76 - Squad Cars 307,300.00 .00 307,300.00 4,318.71 .00 109,318.92 197,981.08 36 105,820.01
EXPENSE TOTALS $307,300.00 $0.00 $307,300.00 $4,318.71 $0.00 $109,318.92 $197,981.08 36%$105,820.01
Fund 760 - Sheriff's Squad Car Fund Totals
REVENUE TOTALS 307,300.00 .00 307,300.00 11,407.16 .00 91,109.67 216,190.33 30%123,667.98
EXPENSE TOTALS 307,300.00 .00 307,300.00 4,318.71 .00 109,318.92 197,981.08 36%105,820.01
Fund 760 - Sheriff's Squad Car Fund Totals $0.00 $0.00 $0.00 $7,088.45 $0.00 ($18,209.25)$18,209.25 $17,847.97
Fund 810 - Dog License Fund
REVENUE
Department 81 - Dog License 12,600.00 .00 12,600.00 521.90 .00 8,681.35 3,918.65 69 19,887.35
REVENUE TOTALS $12,600.00 $0.00 $12,600.00 $521.90 $0.00 $8,681.35 $3,918.65 69%$19,887.35
EXPENSE
Department 00 - General Fund .00 .00 .00 .00 .00 .00 .00 +++.00
Department 81 - Dog License 12,600.00 .00 12,600.00 .00 .00 3,900.00 8,700.00 31 5,375.47
EXPENSE TOTALS $12,600.00 $0.00 $12,600.00 $0.00 $0.00 $3,900.00 $8,700.00 31%$5,375.47
Fund 810 - Dog License Fund Totals
REVENUE TOTALS 12,600.00 .00 12,600.00 521.90 .00 8,681.35 3,918.65 69%19,887.35
EXPENSE TOTALS 12,600.00 .00 12,600.00 .00 .00 3,900.00 8,700.00 31%5,375.47
Fund 810 - Dog License Fund Totals $0.00 $0.00 $0.00 $521.90 $0.00 $4,781.35 ($4,781.35)$14,511.88
Grand Totals
REVENUE TOTALS 46,536,853.00 711,147.00 47,248,000.00 1,465,012.67 .00 20,257,204.16 26,990,795.84 43%22,516,830.30
EXPENSE TOTALS 46,536,853.00 711,147.00 47,248,000.00 2,439,722.37 .00 11,728,725.51 35,519,274.49 25%14,477,567.88
Grand Totals $0.00 $0.00 $0.00 ($974,709.70)$0.00 $8,528,478.65 ($8,528,478.65)$8,039,262.42
Run by Paige Terry on 05/02/2025 01:00:21 PM Page 10 of 10
Beginning Balance
Account 1/1/2025 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
Bremer Checking $193,147.20 $72,871.74 $1,285,948.47 $630,463.09 $1,545,493.32
Bremer Money Market $4,930,351.49 $3,802,775.64 $9,819,481.30 $10,587,246.30 $9,125,175.82
HRA/Flex Benefits $637,897.93 $755,357.14 $747,021.84 $714,093.72 $694,248.06
Tax CC $1.00 $1.00 $1.00 $1.00 $1.00
Co Rehab Fund $24,673.06 $24,762.24 $24,808.29 $24,849.97 $24,896.19
Jail Assessment $41,107.67 $42,676.95 $43,856.61 $44,814.24 $46,096.71
DOT 85.21 $107,736.14 $107,940.04 $108,140.81 $108,322.48 $108,523.96
DHS CCOP Risk Reserve $6,022.69 $6,026.50 $6,030.09 $6,033.32 $6,036.91
LGIP $9,968,686.47 $6,340,573.96 $6,373,896.19 $6,395,431.96 $6,419,315.78
OTHER INVESTMENTS $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 $3,138.83 $448,617.77 $449,318.56 $450,073.41 $450,910.55
NL Collateral Pledge (250K)$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
American Recovery Act Funds $185,377.13 $179,532.59 $174,154.85 $168,736.29 $163,313.86
LATCF Program $54,699.67 $13,668.32 $13,862.38 $0.00 $0.00
Opioid Funds $155,892.44 $149,941.23 $149,639.40 $149,660.86 $150,038.03
Ending Monthly Balance $24,634,763.72 $20,270,777.12 $27,522,191.79 $27,605,758.64 $27,060,082.19 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00
2024 Balances $22,244,583.71 $28,781,315.66 $30,286,635.78 $28,626,241.91 $27,018,356.72 $27,104,309.58 $36,806,788.69 $26,814,417.64 $24,951,242.23 $28,089,409.36 $26,421,285.69 $24,634,763.72
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
$500,000.00 Loan to NL $372,973.44 $364,886.71 $356,782.39 $348,660.44 $340,520.83
(2019 eliminated - new Apr 2023)
Totals $372,973.44 $364,886.71 $356,782.39 $348,660.44 $340,520.83 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00
County Loans
(Short Term Loans)-$3,667,000.00 $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 2025
End of Month Account Balances 2025
Notes / Agreements - (Principal Balance)
TO: Wisconsin Counties Association and Interested Parties
FROM: Attolles Law, s.c.
RE: 2023 Wisconsin Act 235
DATE: September 9, 2024
The purpose of this memorandum is to provide a legal analysis and summary of the provisions of
2023 Wisconsin Act 235 (the “Act”), which was enacted by the State Legislature and signed into
law by the Governor on March 27, 2024. The Act provides for specific privacy protections for
certain judicial officers and immediate family members, including exemptions from the Wisconsin
Public Records Law,1 publicly available records of the Register of Deeds office, and county land
records websites.
A “Frequently Asked Questions” section is also included to address questions received from
various county government stakeholders.
ANALYSIS AND SUMMARY OF THE ACT
1. For whom does the Act create privacy protections?
The privacy protections created by the Act apply to certain current and former “judicial
officers.” The Act defines “judicial officer” in newly created Wis. Stat. § 757.07(1)(e), which
provides:
“Judicial officer” means a person who currently is or who formerly was any of the
following:
1. A supreme court justice.
2. A court of appeals judge.
3. A circuit court judge.
4. A municipal judge.
5. A tribal judge.
6. A temporary or permanent reserve judge.
7. A circuit, supplemental, or municipal court commissioner.
2. Judicial Officer Nomination Papers.
Once the Act takes effect, judicial officers will no longer be required to indicate their address on
nomination papers, including nomination papers circulated on behalf of the judicial officer, or
on the declaration of candidacy. Wis. Stat. § 8.10(7)(a). Judicial officers are also exempt from
1 Wis. Stat. § 19.21, et. seq.
2 | P a g e
providing their address if they circulate nomination papers on behalf of another candidate
seeking a nonpartisan office and/or if they sign nomination papers to support a candidate for a
nonpartisan office. Id.
The Act requires the Wisconsin Elections Commission to promulgate administrative rules for
the administration of these changes and to prescribe a certification of residence form for judicial
officers (i.e.¸ certifying that the judicial officer lives in the appropriate geographic location
required for holding office without providing their specific address).
3. Records of Judicial Officers May be Exempt from Disclosure and Availability Under
the Wisconsin Public Records Law, Publicly Available Records of the Register of
Deeds Office, and County Land Records Websites.
The Act creates a pathway to an exemption from disclosure under the Wisconsin Public Records
Law to certain of an individual judicial officer’s personal information. Specifically, the Act
created new Wis. Stat. § 19.36(14), which provides as follows:
If a judicial officer, as defined in s. 757.07 (1) (e), submits a written request under
s. 757.07 (4), an authority shall not provide access under s. 19.35 (1) to a
certification of residence under s. 8.10 (7) or to the personal information, as defined
in s. 757.07 (1) (g), of a judicial officer except as provided under s. 8.10 (7) (b).
Importantly, this exemption only applies to (1) a judicial officer if such judicial officer actually
submits a written request that his or her personal information be withheld from public access;
and (2) two types of information, including (a) a certification of residence, and (b) “personal
information” as defined in the Act. An analysis of this process and exemption follows.
A. Written Request for Exemption.
In order for a judicial officer’s personal information to become exempt from disclosure
and public availability, a judicial officer must submit a written request for protection of
his or her personal information. Without such a written request, a judicial officer’s
personal information must still be made available to the public the same as for any other
person under the Wisconsin Public Records Law (subject to any other applicable
exemptions or conditions) and other publicly available records.
The process a judicial officer must follow to submit such a written request is provided
under new Wis. Stat. § 757.07(4). Importantly, the Act specifically provides that
government agencies2 (among other record holders) may not be found to have violated the
requirements of the Act if a judicial officer has not filed a written request. Wis. Stat. §
757.07(4)(a).
2 “Government Agency” includes counties, county departments, county officers, etc. See Wis. Stat. § 757.07(1)(b).
3 | P a g e
In order for a written request to be considered effective and as a result exempt a judicial
officer’s personal information from disclosure, a judicial officer must:3
1. Prepare a written request, which must include all of the following:4
a. be made on a form prescribed by the Director of State
Courts;
b. specify what personal information must be maintained as
private; and
c. disclose the identity of the judicial officer’s immediate
family5 and indicate that the personal information of these
family members shall also be excluded to the extent that it
could reasonably be expected to reveal personal information
of the judicial officer.
2. Submit the written request, by doing any one of the following:
a. send the written request directly to a government agency,
person, data broker, business, or association;
b. if the Director of State Courts has a policy and procedure for
a judicial officer to file the written request with the Director
of State Court’s office to notify government agencies, send
the written request to the Director of State Courts;6 or
c. a representative from the judicial officer’s employer may
submit a written request on the judicial officer’s behalf,
provided that the judicial officer has given written consent
to the representative and provided that the representative
agrees to furnish a copy of that consent when the written
request is made. The representative shall submit the written
request as provided in 2.a. or 2.b.
A written request submitted by a judicial officer is then valid for 10 years or until the
judicial officer’s death, whichever occurs first. Wis. Stat. § 757.07(4)(e)1.
Importantly, notwithstanding a judicial officer’s submission of a written request, a
government agency may release a judicial officer’s personal information under any of the
following circumstances:
1. As required in response to a court order;
3 Wis. Stat. § 757.07(4)(b)-(d).
4 Note: the submission of the written request itself must also be treated as confidential.
5 “Immediate Family” (d) “Immediate family” includes any of the following: (1) a judicial officer’s spouse; (2) a
minor child of the judicial officer or of the judicial officer’s spouse, including a foster child, or an adult child of the
judicial officer or of the judicial officer’s spouse whose permanent residence is with the judicial officer; (3) a parent
of the judicial officer or the judicial officer’s spouse; (4) Any other person who resides at the judicial officer’s
residence.
6 The Act requires the Director of State Courts to provide the appropriate officer of a government agency a copy of
list of judicial officers requesting protection pursuant to 2.b. each quarter of every calendar year.
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2. If a judicial officer or immediate family member7 of the
judicial officer consents to the release of his or her own
personal information; or
3. If the judicial officer provides the government agency
consent to release the personal information.8 Wis. Stat. §
757.07(4)(e)2.
Further, a government agency is permitted to provide access to records containing
personal information of a judicial officer to a third party if the third party satisfies any
one of the following criteria:
1. The third party possesses a signed consent document, as provided
under Wis. Stat. § 757.07(4)(e);
2. The third party is subject to the requirements of 15 USC 6801, et
seq.; or
3. The third party executes a confidentiality agreement with the
government agency.
Wis. Stat. § 757.07(2)(b).
B. Personal Information that Can Be Made Exempt from Disclosure and
Otherwise from being made Publicly Available.
The Act provides that two types of information can be made exempt from public
disclosure upon the proper submission of a written request by a judicial officer: (1) a
certification of residence required under Wis. Stat. § 8.10(7) (required in conjunction
with nomination papers), and (2) “personal information.”
Under the Act, “personal information” means any of the following with regard to a judicial
officer or any immediate family member of a judicial officer, but does not include
information regarding employment with a government agency:
1. a home address.
2. a home or personal mobile telephone number.
3. a personal email address.
4. a social security number, driver’s license number, federal tax identification
number, or state tax identification number.
5. a bank account or credit or debit card information (except as required under
Wis. Stat. ch. 11).
6. A license plate number or other unique identifiers of a vehicle owned,
leased, or regularly used by a judicial officer or an immediate family
member of a judicial officer.
7 Note: an immediate family member may only consent to the release of his or her own personal information and not
the personal information of the judicial officer.
8 Such consent must be provided on a form prescribed by the Director of State Courts.
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7. the identification of children under the age of 18 of a judicial officer or an
immediate family member of a judicial officer.
8. the full date of birth.
9. marital status.
Wis. Stat. § 757.07(1)(g).
Upon submission of a written request by a judicial officer, a government agency is
prohibited from publicly posting or displaying9 publicly available content that includes a
judicial officer’s personal information. Wis. Stat. § 757.07(2)(a). “Publicly available
content” means:
any written, printed, or electronic document or record that provides
information or that serves as a document or record maintained, controlled,
or in the possession of a government agency that may be obtained by any
person or entity, from the internet, from the government agency upon
request either free of charge or for a fee, or in response to a public records
request under ch. 19.10 (emphasis added). Id.
After a government agency receives a written request from a judicial officer, the
government agency must remove any such publicly available content including personal
information of the judicial officer within 10 business days and may not make any such
information publicly available in the future.11 Id.
4. Requirements Related to Land Records and Register of Deeds Offices.
In addition to the personal information protections discussed in Section 3.B. above, the Act also
places specific requirements on land records websites and each county Register of Deeds. With
respect to the Register of Deeds, the Act provides as follows:
The register of deeds shall shield from disclosure and keep confidential documents
containing information covered by a written request of a judicial officer under s.
757.07, if the judicial officer specifically identifies the document number of any
document to be shielded under this subsection. This subsection applies only to
electronic images of documents specifically identified by a judicial officer as
covered by a written request under s. 757.07. The Register of Deeds may allow
access to a document subject to protection under this subsection only if the judicial
officer consents to the access or access is otherwise permitted as provided under s.
757.07 (4) (e).
9 “Publicly post or display” means to intentionally communicate or otherwise make available to the general public.
Wis. Stat. § 757.07(1)(i).
10 i.e., the Wisconsin Public Records Law.
11 However, nothing prohibits a government agency from providing access to records containing the personal
information a judicial officer to a third party if the third party: (1) possesses a signed written consent of the judicial
officer; (2) is subject to the requirements of 15 USC 6801, et. seq.; or (3) executes a confidentiality agreement with
the government agency. Wis. Stat. § 757.07(2)(b).
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While this exemption appears broad in scope, it is actually somewhat limited. First, the onus is on
the judicial official to personally identify specific documents containing personal information,
which should be shielded from public access. The responsibility does not fall on the Register of
Deeds to identify such documents.
Further, the exemption only applies to electronic images of documents, not to physical records
stored in the Register of Deeds office (e.g., microfiche records). Even though it at first may appear
that the general rule of nondisclosure and confidentiality applicable to “publicly available content”
created by Wis. Stat. § 757.07(2) would also apply to physical records of the Register of Deeds,
this likely is not the case. Indeed, “[i]t is a cardinal rule of statutory construction that where two
conflicting statutes apply to the same subject, the more specific controls.” Return of Prop. in State
v. Jones, 226 Wis. 2d 565, 576, 594 N.W.2d 738, 743 (1999); see also Mueller v. Edwards, 2017
WI App 79, ¶ 11, 378 Wis. 2d 689, 695, 904 N.W.2d 392, 395 (opining that “[i]t is a long-standing
rule of statutory construction that if two or more statutes are in conflict, the more specific statute
controls over the general statute”).
In this case, a conflict exists between Wis. Stat. § 59.43(1r) and Wis. Stat. § 757.07(2), because
both statutes apply to the same subject (i.e., the confidentiality of personal information of certain
judicial officers) and provide different requirements with respect to the Register of Deeds. That
is, Wis. Stat. § 59.43(1r) specifically provides that a Register of Deeds must only keep confidential
electronic records that are explicitly identified in a written request on the one hand, and Wis. Stat.
§ 757.07(2) generally requires that any government agency maintain all records (including
physical records) confidential when subject to a written request on the other. For this reason, it is
probable that the specificity of Wis. Stat. § 59.43(1r) would apply to a Register of Deeds over the
generality of Wis. Stat. § 757.07(2). A detailed analysis of this issue can be provided upon request.
Similarly, any provider of a “public-facing land records website”12 is required to establish a
process for judicial officers and immediate family members of judicial officers to opt out from
the display and search functions of their names on the provider’s public-facing land records
website. Wis. Stat. § 757.07(4m)(b). For example, this requirement would apply to a county GIS
website that allows the public to search property tax bills and the like.13 The intent of the Act as
evidenced by the plain statutory language appears to be that no information is retrieved if a person
searches the name of a judicial officer who opted out. Again, a judicial official must affirmatively
choose to opt out from their records (which contain personal information) being publicly available.
5. Penalties for Noncompliance.
The Act provides enforcement mechanisms and penalties for violations of the requirements of
the Act (i.e., public disclosure of personal information required to be kept confidential).
12 “Land records website” means a public website that allows users to search and retrieve a real estate property
database or geographic records.
13 Note: It is highly recommended that counties provide training and education for not only their own employees, but
also their municipal counterparts that counties share personal information with for purposes of any municipal land
records websites. Moreover, counties must enter into confidentiality agreements with any such municipalities in order
to share personal information subject to a written request.
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A judicial officer whose personal information is made public in violation of the Act is permitted
to bring an action seeking injunctive or declaratory relief in a court of competent jurisdiction.
Wis. Stat. § 757.07(5)(a). A government agency found to be in violation of the Act is responsible
for costs and reasonable attorneys feeds of the judicial officer. Id. However, the Act provides
a good faith exception if a government agency publishes personal information on its website in
the ordinary course of business (subject to the government agency having otherwise complied
with the requirements of the Act (e.g., removing personal information upon receipt of a written
request, etc.)).
Additionally, the Act provides criminal penalties for persons who knowingly publicly post or
display on the Internet personal information of a judicial officer (or the judicial officer’s
immediate family) if the person intends such posting or display to create or increase a threat to
the health and safety of the judicial officer (or the judicial officer’s immediate family), and,
under the circumstances, bodily injury or death of the judicial officer (or a member of the judicial
officer’s immediate family) is a natural and probable consequence of the posting or display. Wis.
Stat. § 757.07(5). Any such violation constitutes a Class G felony. Id.
6. Effective Date.
The Act is not immediately effective. Rather, the Act becomes effective 13 months after
publication (i.e., April 2025), which gives counties and other government agencies time to
implement processes and procedures for implementing the requirements of the Act.
FREQUENTLY ASKED QUESTIONS
Q1: How does a county know if the person making a written request is actually the judicial
officer or an immediate family member of a judicial officer?
A1: A written request must be made on a form prescribed by the Director of State Courts and
must be signed by the judicial officer. Wis. Stat. §§ 757.07(1)(k) and 757.07(4)(d). Any
immediate family members also wishing to have their information protected must be
included in the judicial officer’s written request; not a separate request.
A county has 10 business days to comply with such a request, so it would be best practice
to follow up with the judicial officer to confirm submission of a written request. However,
a county should assume the legitimacy of the request in the event it is unable to confirm
the request with the judicial officer prior to the 10 business day deadline in order to avoid
any penalties prescribed by the Act.
After 10 business days from the receipt of a written request, the information subject to the
written request must not be publicly posted or displayed or be provided in response to a
public records request.
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Q2: Similarly, how does a county know if the person providing a consent to the release of
protected personal information is actually the judicial officer or an immediate family
member of a judicial officer?
A2: A consent to the release of public information must also be made in writing on a form
prescribed by the Director of State Courts. Wis. Stat. § 757.07(4)(e)2. Again, best practice
is for the county to authenticate the request with the requestor. Unlike with the written
request to protect information, there is no statutory deadline for compliance upon receipt
of a consent to release information, and counties should err on the side of nondisclosure
until they are able to verify the identity of requestor (if there is concern as to the authenticity
of the request).
An additional protection built into the consent to release process is that an immediate
family member of a judicial officer may only consent to the release of his or her own
information; not the information of the judicial officer.
Q3: Should the written request and/or consent to release be notarized?
A3: There is no statutory requirement that the written request or consent to release be notarized,
but it is possible that the Director of State Courts may require notarization on the prescribed
form. If ultimately required, notarization would address the concerns raised in Q1/A1 and
Q2/A2.
Q4: Should written requests be recorded?
A4: No. The Act specifically provides that the submission of a written request must be treated
as confidential. Wis. Stat. § 757.07(4)(d). Likewise, the Act does not provide authority
for a Register of Deeds Office to record the written request.
Q5: Is a county required to notify any other government agencies or third parties that the
county has received a written request from a judicial officer?
A5: Generally, no. Submission of a written request to a governmental agency or unit does not
serve as notice to other governmental agencies or units. A judicial officer is responsible
for providing a written request to each entity he or she would like to shield his or her
personal information. Further, the Act specifically provides that the submission of a
written request must be treated as confidential. Wis. Stat. § 757.07(4)(d).
Q6: May a county or other governmental agency otherwise share data containing personal
information covered by judicial officer’s written request with another governmental
agency? What about with another third party (e.g., contract for services)?
A6: A county may need to share a judicial officer's personal information with another entity to
the extent required by law or in a contract for services. The Act does not directly prohibit
a governmental agency from sharing protected personal information with another
governmental agency (or another third party) because information sharing with another
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government agency (or another third party) is not included in the definition of “publicly
post or display” (i.e., the information is not made generally available to the public.)
However, the statutory definition of "publicly post or display" prohibits a government
agency both from (1) intentionally communicating publicly available content (which
contains protected personal information) and (2) from otherwise making the publicly
available content available to the general public. See Wis. Stat. §§ 757.07(1)(h) and (i)
and 757.07(2)(a). The breadth of clause (2) suggests that a government agency may need
to take steps to ensure that the recipient agency (or other third party) does not then publicly
post or display the protected personal information.
In fact, the Act already contemplates this scenario and explicitly provides that a
government agency may provide third parties with access to records containing protected
personal information if the third party meets any of the following criteria:
1. the third party possesses a signed consent document (from the judicial officer);
2. the third party is subject to the requirements of 15 USC 6801, et seq. (i.e.,
certain financial institutions); or
3. the third party executes a confidentiality agreement with the government
agency.
Wis. Stat. §757.07(2)(b)1.-3.
In most cases, the county will need to enter into a confidentiality agreement with the
receiving party to ensure compliance with the Act. See Wis. Stat. 757.07(2)(b)3.
Note that the confidentiality agreement must be executed prior to the release of personal
information. The length confidentiality agreements are in place may vary and are subject
to negotiation among the parties.
Q7: A judicial officer’s written request is valid for 10 years (or until the judicial officer’s
death). When does the 10-year period commence?
A7: The 10-year period commences upon receipt of the written request. That is, the 10-year
period will be specific to each individual requestor.
Q8: How will a county know if a judicial officer has died? Is the judicial officer’s estate or
immediate family required to notify the county?
A8: The Act does not require a judicial officer’s estate or immediate family to notify the county
of the judicial officer’s death or provide for any other method of notification. This means
monitoring and compliance will largely fall on counties.
Q9: What is considered “publicly available content?” Is it limited to content available on
the internet?
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A9: “Publicly available content” includes “any written, printed, or electronic document or
record that provides information or that serves as a document or record maintained,
controlled, or in the possession of a government agency that may be obtained by any person
or entity, from the Internet, from the government agency upon request either free of charge
or for a fee, or in response to a public records request under ch. 19.” Wis. Stat. §
757.07(1)(h).
Importantly, “publicly available content” is not limited to documents or records available
on the internet, but also includes physical records maintained by a government agency.
Note that the mailing of certain documents directly to a judicial officer as homeowner
would likely not be considered “publicly available content” because the documents are not
being displayed publicly (e.g., mailing of Notice of Assessments for Open Book or Board
of Review, tax bills, etc.).
Q10: What if a judicial officer sells his or her home and the home address was included in
a written request?
A10: Such information would no longer be exempt under the Act. However, there is no
requirement that the judicial officer update his or her written request, so the onus is on the
county to remove the address from the protected personal information list. Likewise, the
county would not have an automatic duty to add the new address of the judicial official
unless the judicial official submitted a new written request.
Q11: What if a judicial officer owns multiple properties? What about properties owned by
immediate family members?
A11: Only the addresses for properties affirmatively identified by a judicial officer in a written
request must be shielded from disclosure. A judicial officer may identify his or her primary
residence and any secondary residence, as well as the primary and/or secondary residence
of any immediate family member.
Q12: What does “home address” mean? Does “home address” include anything more than
just the property’s address?
A12: “Home address” is defined by the Act to include “a judicial officer’s permanent residence
and any secondary residence affirmatively identified by the judicial officer.” “Home
address” does not include a judicial officer’s work address.” Wis. Stat. § 757.07(1)(c).
Based on this definition and the context in which “home address” is used in the Act, the
term is presumably limited to the actual mailing address of the property. See also Q26/A26.
Q13: What about properties a judicial officer or family member has in ownership other
than by their name (e.g., trust)? What if a property is held jointly with another party?
A13: As described in A12, a “home address” means “a judicial officer’s permanent residence
and any secondary residence affirmatively identified by the judicial officer.” The manner
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of ownership is not relevant. This includes properties held in trust or jointly with another
party. Likewise, a judicial officer does not even need to own a property for it to qualify as
a home address. The key is that the property is the Judicial Officer's permanent residence
or secondary residence. For example, a rented home or apartment could be considered a
“home address” even though the property is not owned by the judicial officer.
Q14: What about other statutory processes requiring a county to post or public legal
notices containing a judicial officer's home address (e.g., a redemption notice, notices
for the sale of tax delinquent real estate, etc.)?
A14: The Act does not make an exception for other statutory processes requiring the public
posting or publishing of addresses. If a judicial officer's home address is subject to a
written request, the home address cannot be publicly posted or displayed. To “publicly
post or display” means to intentionally communicate or otherwise make available to the
general public. Wis. Stat. § 757.07(1)(i). As discussed in Q26/A26 below, the Act
generally does not distinguish between situations in which a Judicial Officer's name is
associated with a home address and those in which it is not. In other words, a county is
generally prohibited from publicly posting or displaying a Judicial Officer's home address
whether the Judicial Officer's name is associated with the address or not.
This means, for example, that under a strict reading of the Act, a county is prohibited from
publishing a redemption notice for tax delinquent property that is a Judicial Officer's home
address (and that is subject to a written request).
Q15: Should counties assist judicial officers to locate documents maintained by the Register
of Deeds which may be shielded pursuant to the Act?
A15: A county may choose to assist judicial officers locate documents maintained by the
Register of Deeds which may be shielded pursuant to the Act, but there is no requirement
that counties do so. Under the Act, it is the judicial officer’s responsibility to identify the
document number of any document to be shielded. Wis. Stat. § 59.43(1r).
Q16: New Wis. Stat. § 59.43(1r) requires the Register of Deeds to keep confidential
electronic images of certain documents identified by a judicial officer in a written
request. What about physical records (e.g., microfiche cards)? Must these documents
be shielded from being publicly posted or displayed pursuant to Wis. Stat. §
757.07(2)?
A16: No, the Register of Deeds is only required to prohibit access to electronic images of
documents identified in a written request. New Wis. Stat. § 59.43(1r), on its face, does not
apply to physical records. However, clarifying legislation affirming this interpretation
would provide certainty to Registers of Deeds. See also ANALYSIS AND SUMMARY
OF THE ACT, Section 4, above.
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Q17: Who may enter into confidentiality agreements with third parties to provide access
to personal information? May the Register of Deeds enter into such agreements?
A17: Any “government agency” may enter into a confidentiality agreement to provide access to
personal information. The term “government agency” is broadly defined and includes the
Register of Deeds and other county officers/departments. See Wis. Stat. § 757.07(1)(b).
Q18: Do a government agency’s employees need to sign confidentiality agreements?
A18: No. A government agency’s employees are not required to sign confidentiality agreements
in order to access personal information subject to a written request. A government agency
is only prohibited from making such personal information publicly available and available
to third parties. Only third parties who will be provided access to protected personal
information are required to sign confidentiality agreements. That said, it would seem
prudent for public agencies to require training and require employees to acknowledge their
obligation to shield information under the Act.
Q19: What about the state, municipalities, or other government agencies? Are they
required to sign confidentiality agreements in order to access personal information?
A19: Yes. Other government agencies still constitute third parties under the Act. A county
would need to enter into a confidentiality agreement with the receiving party to ensure
compliance with the Act. See also Q6/A6 above.
Q20: May a county enter into separate blanket confidentiality agreements with its
contractors for services, or is a county required to renegotiate its existing service
contracts?
A20: Yes, a county may enter into separate blanket confidentiality agreements if it chooses.
Likewise, such provisions may be built into the service contracts themselves. However,
best practice would be to use a form of blanket confidentiality agreement with every third
party to ensure consistency and compliance with the Act.
Q21: Is a Register of Deeds a “data broker” as defined in the Act?
A21: No. A “data broker” only includes “commercial entities,” and the Register of Deeds is not
a commercial entity. See Wis. Stat.§757.07(1)(a).
Even if a Register of Deeds was considered a “commercial entity,” the Register of Deeds
does not collect personal information “in order to sell the information or provide 3rd-party
access to the information.” Id. Rather, the Register of Deeds collects such personal
information for the purposes prescribed by law. Any sale of or third party access to the
personal information is a byproduct of the legally authorized functions of the Register of
Deeds.
Indeed, the term “data broker” specifically excludes:
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A commercial entity using information that is lawfully made available
through federal, state, or local government records, or information that a
business has a reasonable basis to believe is lawfully made available to the
general public through widely distributed media, by the consumer, or by a
person to whom the consumer has disclosed the information, unless the
consumer has restricted the information to a specific audience.
Therefore, even if a Register of Deeds was considered a “commercial entity,” it still would
not be a “data broker” since the information has lawfully been made available to the
Register of Deeds. Wis. Stat. § 757.07(1)(a)3.
Q22: Many Register of Deeds sell personal information, including images and indexes. Will
the Register of Deeds be required to redact a judicial officer’s personal information
subject to a written request?
A22: Yes, unless the purchasing entity has signed a confidentiality agreement prohibiting further
disclosure. See Q17/A17.
Q23: What personal information of a judicial officer may be included in county tax and
assessment roll data sold to third parties such as title companies, escrow servicing
companies, and other for-profit companies each year?
A23: Only a judicial officer's personal information that is not subject to a written request. Any
personal information subject to a judicial officer's written request (e.g., a home address)
must be redacted.
Q24: The Act permits a judicial officer and immediate family members to opt out from the
display and search functions of their names on a public-facing land records website,
that allows users to “search and retrieve” real estate records. Does the provider need
to prohibit the ability to search for a judicial officer altogether, or is it sufficient that
the user is unable to retrieve the searched information?
A24: It appears that a provider would be in compliance with the Act so long as a user is unable
to retrieve the judicial officer’s personal information even if searched. It would be
impossible to stop a person from searching any name they want in the system (i.e., from
typing a judicial officer’s name in a search box if that functionality exists). The key seems
to be stopping the system from “retrieving” (and therefore displaying) the information.
Q25: What if a judicial officer requests to have a document or record maintained by the
Register of Deeds shielded and such document or record also includes personal
information of third parties (e.g., a recorded easement)? Can the third party be given
access to the recorded document?
A25: In this type of situation, it seems that the Register of Deeds should provide access to or
provide a copy of the record with the judicial officer’s personal information redacted from
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the record (despite the high likelihood of the third party already knowing to whom the
redacted information pertains). The Register of Deeds may also seek the written consent
of the Judicial Officer to release the record without redacting.
Q26: Can a government agency simply delete a judicial officer’s name from a database that
displays the judicial officer’s name and home address? In other words, if a home
address does not have a name associated with it, does the home address need to be
shielded?
A26: It depends on the type and source of the personal information. The mere fact a name is
not connected with a home address is not enough when it comes to publicly available
content. The Act prevents government agencies from publicly posting or displaying
publicly available content that includes a judicial officer’s “personal information,” upon
receipt of a written request. Wis. Stat. § 757.07(2)(a). “Personal information” is defined
in Wis. Stat. § 757.07(1)(g) and above in Section 3.b. and includes a “home address,”
among other things. With respect to publicly posting or displaying publicly available
content, the Act does not distinguish between situations in which the judicial officer's
name is directly associated with the home address and those in which it is not. Merely
publicly posting or displaying a home address subject to a written request (even without
an associated name) is a violation of the Act.
Conversely, the Act only requires that the provider of a public-facing land records
website (e.g., a county GIS website) establish a process for judicial officers and
immediate family members of judicial officers to opt out from the display and search
functions of their names on the website. The Act does not require the provider to delete
or otherwise shield addresses.
Q27: What are allowable search fields on a public facing land records website once the Act
is effective?
A27: Importantly, a public land records website's available search fields are not regulated by the
Act. Rather, the Act requires the provider of such a website to provide the option to judicial
officer's from “the display and search functions of their names.” Wis. Stat. §
757.07(4m)(b). This means that the technical safeguards added to the website would need
to apply to all search fields capable of generating documents or information that displays
a judicial officer's name.
Q28: With respect to the Frequently Asked Questions contained in this Memorandum,
which portions of the Act need, or would otherwise benefit from, a legislative fix or
clarification?
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A28: Many portions of the Act may be considered vague, ambiguous, or otherwise conflict with
other statutory duties and processes of government agencies and other parties. The
following is a list of the material issues identified in this memorandum that would likely
benefit from a legislative fix or clarification:
Require written requests and release consents to be notarized to ensure the authenticity
of written requests to avoid inadvertent disclosure. See Q/A 1-4.
Provide an exemption under the Act for other statutorily required processes,
procedures, and functions of government agencies (e.g., information required to be
shared with the State or federal agencies, publishing legal notices related to tax deeds,
etc.). See Q/A 6, 14, and 19.
Require Judicial Officers to notify government agencies when a home address subject
to a written request no longer qualifies as the Judicial Officer's home address. See Q/A
10.
Define the term “secondary address” to avoid ambiguity of what properties are
permitted to be included in a written request.
Require a Judicial Officer's estate to notify government agencies of the Judicial
Officer's death or provide mechanism for link to vital records (i.e., notification to
county upon death certificate). See Q/A 8.
Clarify that a government agency's direct communication containing protected personal
information with a Judicial Officer is not a public display or posting of personal
information. See Q/A 9.
Clarify that Wis. Stat. § 59.43(1r) (providing the requirements of the Act applicable to
the Register of Deeds office) supersedes the other requirements of the Act with respect
to the Register of Deeds office. See Q/A 16.
Clarify that Wis. Stat. § 757.07(4m) (providing the requirements of the Act applicable
to providers of public facing land records websites) supersedes the other requirements
of the Act with respect to providers of public facing land records websites. See Q/A
24, 26, and 27.
Add process for interested third parties to obtain electronic versions of documents from
the Register of Deed's office (e.g., an adjoining property owner seeking a copy of an
easement on a Judicial Officer's property). See Q/A 25.
2023 Wisconsin Act 235 – Privacy Protections for Judicial Officers
Overview
2023 Wisconsin Act 235, https://docs.legis.wisconsin.gov/2023/related/acts/235, now codified as Wis.
Stat. §757.07, allows judicial officers to request that certain personal information be protected from
public disclosure and removed from public display. The law provides certain protection from public
records disclosures, prohibits the sale and dissemination of certain private information, and limits the
information that may be publicly posted on social media.
Judicial Officers
Under the law, a judicial officer means a person who currently is or who formerly was a Supreme Court
justice; a court of appeals, circuit court, municipal, or tribal judge; temporary or permanent reserve
judge; or a circuit, supplemental, or municipal court commissioner. The law establishes a procedure by
which a judicial officer may submit a written request to protect private information relating to
themselves or their immediate families from certain disclosures. A written request is valid for ten (10)
years or until the judicial officer’s death, whichever occurs first.
Personal Information Protected
Under the law, a judicial officer may identify the types of information they wish to protect. With regard
to a judicial officer or an immediate family member of a judicial officer, “personal information” means
any of the following:
A home address, including identification of a particular document recorded by a register of
deeds.
A home or personal mobile telephone number.
A personal email address.
A Social Security number, driver’s license number, federal tax identification number, or state tax
identification number.
Except as required under Ch. 11, bank account or credit or debit card information.
A license plate number or other unique identifiers of a vehicle owned, leased, or regularly used
by a judicial officer or an immediate family member of a judicial officer.
The identification of children under the age of 18 of a judicial officer or an immediate family
member of a judicial officer.
The full date of birth.
Marital status.
Government Agencies
The law requires that a government agency refrain from publicly posting or displaying publicly available
content that includes a judicial officer's personal information, as defined in Wis. Stat. §757.07(1)(g),
provided that the government agency has received a written request from the officer that the agency
refrain from disclosing the personal information. Upon receipt of the written request, the agency must
remove the personal information within ten (10) business days and may not publicly post or display the
information. The personal information is also exempt from public records requests unless the agency
has received consent to make the information available to the public.
Persons, Businesses, and Associations
Similarly, the law requires that all persons, businesses, and associations, upon receipt of a written
request for privacy protections from a judicial officer, refrain from publicly posting or displaying on the
internet publicly available content that includes the personal information of the judicial officer or the
judicial officer's immediate family. The prohibition does not apply to personal information that the
judicial officer or an immediate family member of the judicial officer voluntarily publishes on the
internet after the law goes into effect or personal information lawfully received from a state or federal
government source, including from an employee or agent of the state or federal government.
After a person, business, or association has received a written request from a judicial officer, the person,
business, or association must, within ten (10) days of the request, remove the personal information
from the internet; ensure that the judicial officer's personal information is not made available on any
website or subsidiary website controlled by that person, business, or association; and identify any other
instances of the identified information that should also be removed.
Once a written request is received, no person, business, or association may transfer the judicial officer's
personal information to any other person, business, or association through any medium, except for
personal information that the judicial officer or an immediate family member of the judicial officer
voluntarily publishes on the internet after the law goes into effect, or if a transfer is made at the request
of the judicial officer or is necessary to effectuate a request to the person, business, or association from
the judicial officer.
Data Brokers
A data broker, as defined in Wis. Stat. § 757.07(1)(a), is prohibited from knowingly selling, licensing,
trading, purchasing, or otherwise making available for consideration the personal information of a
judicial officer or a judicial officer's immediate family, provided that the judicial officer has made a
written request to the data broker. The data broker shall cease knowingly selling, licensing, trading,
purchasing, or otherwise making available personal information for consideration pursuant to the
written request within ten (10) business days of the written request.
Wisconsin Elections Commission
The Act creates a process for a candidate for a judicial office, instead of having his or her name and
residential address listed on nomination papers, to file a certification of residence with the Elections
Commission before circulating nomination papers. A judicial officer circulating nomination papers on
behalf of a candidate for a nonpartisan office, or signing nomination papers supporting a candidate for a
nonpartisan office, may similarly file a certification of residence with the Elections Commission before
circulating or signing nomination papers. The law requires the Commission, by rule, to verify the address
provided in the certification of residence.
Wisconsin Ethics Commission
If the Ethics Commission receives a written request from a judicial officer, the personal information of a
judicial officer contained in statements of economic interests, reports of economic transactions, and
campaign finance reports that are filed with the Commission by judicial officers or the candidate
committees of judicial officers are not open to public inspection under Wis. Stat. § 19.55. The Ethics
Commission shall quarterly review the electronic campaign finance information system for the personal
information of judicial officers and remove the personal information of judicial officers from the system.
Before providing, upon a request, a statement of economic interests of a judicial officer, the Commission
shall remove the personal information of the judicial officer.
Registers of Deeds and Land Record Websites
The law requires registers of deeds to shield from disclosure electronic images of certain documents
covered by a judicial officer's written request for protection of personal information, if the documents
to be protected are specifically identified by the judicial officer. The law also requires providers of
public-facing land records websites to establish a process for judicial officers and immediate family
members of judicial officers to opt-out from the display and search functions of their names.
Written Request Procedure
Written requests by judicial officers are required to be on a form prescribed by the Director of State
Courts and must specify what personal information shall be maintained as private. The requests must
also specify the immediate family members and secondary residences covered by the request. Written
requests shall be treated confidentially and are valid for ten (10) years or until after the judicial officer’s
death, whichever occurs first.
A judicial officer or immediate family member of the judicial officer may consent to release personal
information otherwise protected by a judicial officer’s written request if the consent is made in writing
on a form prescribed by the Director of State Courts. An immediate family member may only consent to
the release of their own personal information. Supreme Court Justices, Court of Appeals Judges, Circuit
Court Judges, and Reserve Judges may designate the Director of State Courts as their registered agent. If
the Director of State Courts receives service of process, notice, or demand required or permitted by law
to be served on a judicial officer who has so designated the Director of State Courts, the Director of
State Courts shall forward the process, notice, or demand to the judicial officer's home address.
Enforcement
A judicial officer whose personal information is made public in violation of Act 235 may bring an action
seeking injunctive or declaratory relief. Provided an employee of a government agency has complied
with the conditions set forth in the Act, it is not a violation if an employee of a government agency
publishes personal information, in good faith, on the website of the government agency in the ordinary
course of carrying out public functions. A person commits a Class G felony if the person knowingly
publicly posts or displays on the internet personal information of a judicial officer or a judicial officer’s
immediate family, the person intends the public posting or display to create or increase a threat to the
health and safety of the judicial officer, and bodily injury or death of the judicial officer or a family
member of the judicial officer is a natural and probable consequence.
This information is excerpted from Wisconsin Legislative Council and Wisconsin Legislative Reference
Bureau materials.
Approved by County Board TBD
Policy for Compliance with Wisconsin Act 235: Judicial Privacy Protection
1. Purpose: To establish procedures for Rusk County to comply with Wisconsin Act 235,
safeguarding personal information of judicial officers and their immediate families by limiting
public access to protected information. A written request under Act 235 is valid for 10 years or
until the judicial officer’s death, whichever occurs first.
2. Definitions:
a. Judicial Officer: Includes current or former Supreme Court Justices, Court of Appeals
Judges, Circuit Court Judges, Municipal Judges, Tribal Judges, temporary or permanent
Reserve Judges, and circuit, supplemental, and municipal court commissioners.
b. Immediate Family: Includes a judicial officer’s spouse, a minor child of the judicial officer
or of the judicial officer’s spouse, including a foster child, or an adult child of the judicial
officer or of the judicial officer’s spouse whose permanent residence is with the judicial
officer, a parent of the judicial officer or the judicial officer’s spouse, or any other
person who resides at the judicial officer’s residence.
c. Protected Information: A judicial officer as listed above may identify the types of
information they would like to protect regarding either themselves or an immediate
family member. This includes any of the following:
i. Home address
ii. Home or personal mobile telephone number
iii. Personal email address
iv. Social security number, driver’s license number, federal tax identification
number, or state tax identification number
v. Bank account, credit card or debit card information (except as required under
Wis. Stat. Ch. 11)
vi. License plate number or other unique identifiers of a vehicle owned, leased, or
regularly used
vii. Identification of children under the age of 18 of a judicial officer or an
immediate family member of a judicial officer
viii. Full date of birth
ix. Marital status
3. Policy: Rusk County is committed to protecting the privacy of judicial officers in accordance with
Act 235 by implementing the following measures:
a. Written Requests:
i. Judicial officers, a representative of the judicial officer’s employer on their
behalf, or the Director of State Courts must submit a written request to the
County Clerk to restrict access to protected information. The request must be
on a form prescribed by the Director of State Courts in order to participate in
the confidentiality program. This request is not a public record.
ii. The written request will then be distributed to authorized employees in the
following County departments, at a minimum, by the County Clerk via the
Judicial Privacy Teams group:
1. Register of Deeds
2. Zoning
Approved by County Board TBD
3. Land Information
4. Treasurer
5. Circuit Court
6. Sheriff
7. Administration
b. Information Removal:
i. Upon receipt of a valid request, departments must remove the identified
protected information from public records or online databases within 10
business days.
c. Consent to Release:
i. A request to release may only be submitted to the County Clerk by the judicial
officer themselves, as required by a court order, or a protected immediate
family member wishing to release only their own information. This consent to
release must be submitted on a form prescribed by the Director of State Courts.
ii. The consent to release form will indicate the duration for which access is
granted and the specific individual or entity allowed access.
iii. The consent to release form will be distributed to authorized personnel by the
County Clerk via the Judicial Privacy Teams group.
d. Record Maintenance:
i. The County Clerk shall maintain a secure, internal record of restricted
information for official use, accessible only to authorized personnel. The original
written request and any consent to release forms shall be securely filed in the
County Clerk’s office.
e. Third-Party Sharing:
i. Prohibit the transfer or disclosure of protected information to third parties,
except as required by law.
f. Confidentiality Agreements
i. Signed confidentiality agreements are required for every entity outside Rusk
County with which data is shared including the following:
1. All entities which access records via software.
2. All external government agencies to include municipal/local, state, and
federal.
3. All vendors, private data collectors, providers, etc.
ii. All signed confidentiality agreements will be uploaded to the Judicial Privacy
Teams group by authorized personnel in whichever department secured the
agreement.
g. Departmental Policy and Procedure:
i. Each department shall develop and maintain a process of shielding/redacting
protected information from the public in conjunction with county policies and
procedures. This process may:
1. Identify what protected information their department may house.
2. Identify vendors that use, store, or access protected information.
Approved by County Board TBD
3. Identify any external entities the department exchanges protected
information with.
4. Sign confidentiality agreements to continue workflows with minimal
disruption.
5. Implement a system to ensure your department has done its due
diligence to comply with the request.
6. Create a policy to ensure staff do not release protected information and
secure signatures of staff which will serve to acknowledge the policy.
7. Create a template for staff responses when inquiries come in for
protected information.
h. Training:
i. Provide new hire training for employees on the requirements of Act 235 and
privacy protection protocols as well as on-going training to include any updates
affecting this legislation and a review of departmental policies and procedures.
i. Compliance Monitoring:
i. The County’s Administrative Coordinator and Corporation Counsel are
designated as compliance officers to investigate and address violations and
handle inquiries.
j. Violation Consequences:
i. Employees who fail to comply with this policy may face disciplinary action, up to
and including termination.
4. Review and Revision: This policy will be reviewed and updated as necessary to maintain
compliance with state law and evolving best practices.