County of Door
2012 Annual Reports
Compiled by: Door County Administrator’s Office 421 Nebraska Street Sturgeon Bay, WI 54235 (920) 746-2552 2012 Annual Reports to the Door County Board of Supervisors
Building Maintenance ...... 3 Cherryland Airport ...... 7 Child Support ...... 9 Circuit Court and Clerk of Court ...... 11 Community Programs ...... 15 Corporation Counsel ...... 22 County Clerk ...... 26 District Attorney ...... 28 Emergency Services ...... 31 Highway Dept...... 37 Human Resources ...... 41 Information Systems ...... 43 Library...... 48 Museum...... 50 Parks Dept...... 53 Planning ...... 57 Public Health ...... 63 Real Property Listing ...... 67 Register of Deeds ...... 69 Sanitarian ...... 72 Sheriff’s Dept...... 76 Social Services ...... 80 Soil & Water ...... 88 Treasurer ...... 95 UW-Extension...... 97 Veterans Office ...... 105
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2012 ANNUAL REPORT DOOR COUNTY BUILDING & GROUNDS MAINTENANCE DEPARTMENT
A. Mission Statement: To maintain the County’s buildings and grounds for the use of the citizens and employees of Door County.
B. Summary of Responsibilities:
To provide a maintenance program that covers the following structures: Justice Center (129,359 sq ft) Government Center (77,144 sq ft) Museum (13,600 sq ft) Emergency Services (4,320 sq ft) Senior Resource Center (7,350 sq ft) Highway Offices (6,315 sq ft) Former Highway (28,677 sq ft) Historical Archive (1,065 sq ft)
To provide the following services on a regular basis: Window cleaning Floor scrubbing, polishing and sealing Carpet vacuuming and cleaning Dusting and surface cleaning Furniture, equipment and fixture cleaning Clean and sanitize restroom facilities Maintenance of grounds, lawn mowing and snow removal
To provide the following additional services: Repair and maintain doors, locks and openers Painting Ceiling tile replacement Inspect heating and air conditioners Adjust and monitor air circulation/quality Clean up spills, messes, etc. Extra cleaning of restrooms Replace lighting fixtures and bulbs Move/rearrange equipment (desk, files, etc.)
Page 5 of 108 To provide the following services day to day or as needed: Pick up and deliver mail to the U.S. Postal Service, Highway Department & Justice Center Receive and deliver projects and equipment to various departments Collect recycled paper from the offices and arrange for pick up Trash collections from the offices and public areas Table, chair and equipment setup for organizational meetings HVAC system regular checks and maintenance Machinery maintenance Exterior and interior maintenance as warranted Monitoring of heating systems – boilers Repair mechanical, plumbing, HVAC, and electrical systems Repair, replace, adjust, & aim security cameras as needed
C. Goals / Objectives Achieved in 2012: See Section E under Other Accomplishments.
D. Department Budget Status – Unaudited
Approved 2012 Budget $1,587,024.00 Actual 2012 Budget $1,329,171.97 2012 Levy appropriation $1,533,519.00 2011 Levy appropriation $1,618,749.00 2012 budgeted revenue $53,505.00 2012 Actual Revenue $26,133.47 2011 Actual Revenue $33,747.44
Grants received for 2012: -0-
E. Other Accomplishments: Coordinated the remodeling 2nd floor for new CSP offices Purchased furniture for CSP & ADRC offices Changing and adding signage for Human Services and ADRC offices Replaced the batteries in the Government Center UPS Re – key and install FOB locks at the EMS North and Central buildings Tuck point the South side of Former Highway building Paint the entire Former Highway building Replaced Area #1 & # 2 roofs of the Former Highway Shop Installed door openers on Sheriffs storage, 4 doors of Building #10 Final cleaning of the remodeled Airport building Installing cottonwood screens on the chillers of JC and GC buildings Caulking the curtain wall of the Highway shop to prevent leaks
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Other noteworthy items were: Replacing the handicap entry door at Museum Having the stained glass repaired in the entry door of Museum Putting up a privacy fence at Museum Wiring the vaccine refrigerators in Public Health dept. to the emergency power circuit Replacing the water heater at the Archives building with 6 gal unit Emergency repair of the water main at Government Center Painted all the stacks and vents on the roof of Old Hwy Shop. Replacing the restroom mirrors at the Senior Center Installing new door openers on the Nebraska St. entry Replacing & upgrading the landscaping in the courtyard
Special items Labeling shutoff valves and helping set up an emergency plan for the Senior Center The department did all the wiring for the door openers at building #10 We did the preventive maintenance on all the heating equipment at all of the county buildings, we found 6 defective heat exchangers and replaced one with a cost savings of $1,000 on the replacement. Purchasing a window wash system that allowed us not to have to hire an LTE for annual window washing
Work at the Justice Center included: Continue to test water quality Changing the signage at the building to make it more customer friendly Carpeting the Sergeants office area Repairing the Intercom for the Sally port Have tree moved from in front of security camera Repair exterior & interior lighting Load testing the emergency generator
F. Issues, concerns and Restraints: To be able to maintain the current level of operation while undertaking additional responsibilities with serious budget restraint.
G. Goals and Objectives for 2013: To maintain or improve the current level of services and facilities that the department is responsible for. To look at all aspects of the operation of the department in order to maintain a reasonable budget while the cost of goods and services rise. Actively support and pursue Americas’ 25 by 25. The goal to get 25%of our energy from renewable resources like wind, solar and biofuels by the year 2025.
Respectively submitted
Ted McCartney Page 7 of 108
2012 ANNUAL REPORT
DOOR COUNTY CHERRYLAND AIRPORT DEPARTMENT
A. Mission Statement: The Door County Cherryland Airport will provide airport support services, planning and development to provide a safe, modern and efficient transportation facility for our citizens, air travelers and airport tenants.
B. Summary of Responsibilities:
Administration of Airport 1. Initiate/Oversee/Conduct Daily Maintenance Operations and Scheduling 2. Initiate/Oversee/Conduct Facility Operations Pursuant to Federal Grant Assurances 3. Maintain 24/7 availability status 4. Administer Farm Land, Hangar Land & Building Rental Lease Agreements – 64 total agreements 5. Administer Collection of Lease, Rental and Fuel Flowage Fees on monthly, quarterly, and annual basis 6. Administer County Chapter 13 & 14 7. Budget Preparation & Administration 8. Airport Planning and Project Programming 9. Procurement of State & Federal Funds and Grants 10. Oversee Construction of Capital Projects 11. Promote new development
Facilities & Grounds 1. Landside - Buildings, Roads, Parking Lots, Lighting, Snow Removal, Mowing and Grounds Maintenance 2. Airside – Pavement Surfaces, Runway Approaches, Nav-aids, Vis-aids (runway lighting), Snow Removal, Lawn Mowing 3. Maintenance & Programming of Electronic Gates and Fencing 4. Maintenance and Permits for Fuel Tanks, Pumps and Monitoring equipment
Equipment Maintenance 1. Schedule and Perform Routine Preventative Maintenance On Snow Removal Equipment and Lawn Mowing Equipment Page 8 of 108
C. Program Summary: N/A
D. Goals / Objectives Achieved in 2012: 1. Completed Construction on the Terminal Building 2. During the absents of the Parks Director, assisted with Park operations
E. Knowledge Sharing 2012: 1. Attended WI Bureau of Aeronautics workshop in Madison – meet one on one with state staff to review projects and funding. 2. Attended WI Aviation Conference 3. Attended Bureau of Aeronautics fall Airport Operations and Land Use Seminar 4. Hosted Learning in Retirement Class
F. Department Budget Status
Approved 2012 Budget $328,385.00 Actual 2012 Budget $195,938.00 2012 Levy appropriation $132,466.00 2011 Levy appropriation $178,363.00 2012 budgeted revenue $195,919.00 2012 Actual Revenue $ 37,706.31 2011 Actual Revenue $ 43,000.62
G. Grants received for 2012:
Federal Aviation Administration $150,000 Entitlement Funds State of Wisconsin $ 3,947 State match for entitlement funds
H. Other Accomplishments: 2012 was another successful year for Skydive Door County.
I. Issues, Concerns and Restraints: The airport relies on State and Federal funding for our large projects, continual funding is necessary to maintain the airport.
J. Goals and Objectives for 2013: 1. Maintain the airport in a safe and serviceable manner for all users. 2. Seal Coat Auto Parking Lot. 3. Have meetings for tenant input. 4. Review/revise minimum standards 5. Start planning and design for reconstructing E/W runway
Respectively submitted,
Keith R Kasbohm Airport Manager
Q:\Department Annual Reports\2012 Annual Reports\2012 Cherryland Airport Annual Report.docx 2 Page 9 of 108
2012 ANNUAL REPORT
DOOR COUNTY CHILD SUPPORT ENFORCEMENT DEPARTMENT
A. Summary of Responsibilities:
Primary functions
a. Intake: the process of receiving, reviewing and assessing new child support referrals or applications. b. Locate: the process of searching for and verifying information on the whereabouts, employment status, income or assets of a parent or alleged father. c. Interstate: process of assisting another state, upon their request and sending requests from this state to other states. d. Establishment:
1) Child Support Establishment: the process of obtaining a legally enforceable court order for child and medical support 2) Paternity Establishment: the process of legally determining the identity of a non-marital child's father.
e. Enforcement: the process of using administrative, civil or criminal actions necessary to ensure that parents comply with the provisions of their court-ordered obligations. f. Collection processing: process of receipting and disbursing money paid for child support and other related debts
B. Goals / Objectives Achieved in 2012: Current support and arrears collections increased for the second year in a row. Current support collections exceeded the 80 percent level and arrears collections are approaching the 80 percent level—the goal set by the State of Wisconsin.
C. Knowledge Sharing 2012: Not applicable.
D. Department Budget Status
Approved 2012 $517,186 Actual 2012 Budget $531,693 Budget 2012 Levy $64,722 2011 Levy $73,371 appropriation appropriation 2012 budgeted $452,464 2012 Actual Revenue $460,194 revenue 2011 Actual Revenue $449,736
Grants received for 2012 : N/A
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E. Other Accomplishments: The Door County Child Support Agency was awarded a Certificate of Excellence by the Department of Children and Families recognizing their efforts in meeting performance measures for Federal Fiscal Year 2012.
F. Issues, concerns and Restraints: Efforts continue to restore funding lost by the reduction of General Purpose Revenue (by one-half) from the State of Wisconsin. However, it would appear at this time that chances are slim that the funding will be restored. The Wisconsin Legislature’s Joint Committee on Finance has added a fifth measure for awarding of performance funds that is based upon full-time equivalent employees per orders established; such a measure hurts smaller counties who do not have the volume of cases that are present in larger counties.
G. Goals and Objectives for 2013: The Child Support Agency looks to achieve the 80 percent level on both current support collections and arrears collections despite difficult economic conditions and continued loss of funding. The CSA is also looking to increase participant access by more effective use of online resources. Page 11 of 108
2012 ANNUAL REPORT DOOR COUNTY CIRCUIT COURT/CLERK OF COURT
Mission Statement: The mission of Wisconsin’s court system is to protect individual’s rights, privileges and liberties, to maintain the rule of law, and to provide a forum for the resolution of disputes that is fair, accessible, independent and effective. [WI Supreme Court Strategic Plan, 1994] It is the responsibility of the Circuit Court system to fulfill this constitutional mission in Door County.
Summary of Responsibilities:
CIRCUIT COURT The Circuit Court for Door County, since August 1, 1978, is part of the 8th Judicial District for the State of Wisconsin, which also includes Kewaunee, Brown, Marinette, Oconto, Waupaca and Outagamie Counties. The Circuit Court for Door County is the court of original jurisdiction for all cases filed in Door County. Door County does not have any municipal courts and county paid court commissioners are rarely utilized. Door County is somewhat unique in that most all matters are heard by the Circuit Court Judges, except for temporary hearings in family cases, heard by the Family Court Commissioner. The Family Court Commissioner hears a limited number of matters, as needed, when the Circuit Court Judges are unavailable. The Circuit Court, handles all stages of criminal proceedings; juvenile CHIPS, delinquency, termination of parental rights and ordinance cases; family matters, including divorce and paternity; all civil matters including personal injury, land disputes, contracts, foreclosures, money judgments and small claims; traffic and forfeiture cases; probate, guardianship, and mental, drug, and alcohol commitment proceedings; and court review of local and state administrative proceedings including zoning, taxes, condemnation, DNR permits, and worker’s and unemployment compensation reviews. The Circuit Judge has the power to appoint Court Commissioners, a Court Reporter, a Register in Probate and six Commissioners in connection with proceedings in eminent domain and in the condemnation of land. Door County has two Circuit Court Judges. Judge Peter C. Diltz has been the Branch II judge since 1994 and is the presiding judge for Door County. Judge D. Todd Ehlers has been the Branch I Judge since 2000.
Page 12 of 108 CLERK OF CIRCUIT COURT OFFICE The office of the Clerk of Circuit Court, also known as the Clerk of Court, is a constitutional office. The electorate of Door County elects the Clerk. The duties of the Clerks office are varied. It is the responsibility of the Clerk of Court to keep records of all civil, small claims, family, traffic and criminal actions filed in Door County Circuit Court. In a civil action, the clerk’s office records all documents filed in regard to the action as it progresses and upon the completion of the action, the final disposition of the case. In a criminal case, the clerk’s office records all information and correspondence received for each case, including the charge filed, the statute alleged to be violated and the circumstances surrounding the charges. Once the case has concluded, the clerk’s office is responsible for processing the final judgment and providing copies to all agencies involved in the disposition. In divorce and paternity actions, this office is responsible for maintaining all information and correspondence received on each case and provide copies to all necessary agencies when required. The respective clerk keeps minutes, which include all proceedings in open court showing all motions and orders made in the progress of each hearing. Also the clerk records the names of any witnesses sworn in, the names of the bailiff and juror’s selected if it is a jury trial, and the verdict of the jury when returned. The clerk must keep all exhibits entrusted in the court actions and only upon order of the Court may exhibits be released at the conclusion of an action or trial. Prospective juror lists are maintained in the Clerk of Courts office. Jurors are regularly summoned by letter for each prospective jury trial in which they are to serve. Mechanics, Condo & Construction Liens, Judgments and Wisconsin Delinquent Income Tax Warrants are filed in this office. The Clerk also issues Executions and Writs of Assistance, and issues and signs subpoenas. The Clerk of Court keeps traffic and forfeiture records, and collects all fines and costs associated with them. At the end of each month these monies are turned over to the County and City Treasurers along with a Suit Tax Report (ST-83) to the State Department of Administration, State Treasurer and County Treasurer.
REGISTER IN PROBATE/FAMILY COURT COMMISSIONER OFFICE Pursuant to Wis. Stats. 851.71(1), the judges of each county shall appoint a register in probate. Appointments may be made only with the approval of the chief judge. Registers in probate are statutorily responsible for various record-keeping functions of the court, and are the custodians of the courts’ records. The register is responsible to accurately maintain records governed by Wis. Stats. Ch. 851, 54, 55 and Wisconsin Supreme Court Rule of all probate, guardianship, mental commitments and wills. The register works with local and state agencies, businesses and the general public who rely upon the office of the register in probate to assist in the resolution of various issues and problems. Registers in probate provide an administrative link between the judiciary, the county board and the public. Registers also work closely with other court staff to ensure that the courts run smoothly and efficiently. The administrative duties of the current register in probate involve diverse tasks, including but not limited to, budgeting and administering county and court resources. Currently, the Register in Probate also serves as the Family Court Commissioner (FCC) involved in divorce, paternity and related proceedings. The FCC is a Circuit Court Commissioner performing some court duties as needed when the judges are unavailable.
Program Summary: • VIP – Victim Impact panel – Victims of drunken driving tragedies share their stories of pain and loss with drunken driving offenders who appear to be in need of understanding the results of impaired driving.
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• Facility & Security – This committee shall under Supreme Court Rule 79.39 coordinate the adoption of general court security and facilities policies. Day-to-day security decision and case-specific security measures shall remain within the discretion of the presiding judge. • Alternatives to Violence Program - The Court routinely orders as a condition of probation that domestic abuse offenders comply with an Alternatives to Violence (ATV) assessment and participate in the program if determined eligible. It is a 26 week program coordinated by HELP of Door County to address violence, anger and healthy relationship issues. There are separate groups for men and women. Defendants can participate either in HELP’s program or similar programs of other private agencies. An ATV assessment and compliance may also be ordered for individuals convicted of battery, disorderly conduct involving violence or any other crimes involving physical abuse. • Internships – An unpaid law student intern assisted and observed Judge Diltz and Judge Ehlers in the summer. While this benefits the court, it is a valuable opportunity to any law student and his or her future contributions to the legal community.
Goals / Objectives Achieved in 2012: • CCAP Equipment – The State of Wisconsin provides computers, printers and scanners to court employees in Circuit Court and the Clerk of Court. Two additional scanners were provided by CCAP in 2012. CCAP provided a computer to the Hearing Room for use by the Family Court Commissioner during hearings as well as visiting judges who utilize the Hearing Room from time to time. • Scanning – The Clerk of Court and Register in Probate continue to scan paper to make electronic court records, which then means paper files can be discarded sooner to save storage space. Scanning saves time for judges and staff to access files for court use and service to the public. The new scanners make it easier to keep current on scanning. Scanning old records continues at a slow rate because of time and staffing constraints. • Juries – We have been cutting back on the number of jurors called for each trial for a cost saving measure. • Outreach and Education – Judge Ehlers, Judge Diltz, Family Court Commissioner/Register in Probate Jennifer Moeller and Clerk of Court Nancy Robillard have all participated in education of the public, groups large and small, at the Justice Center and at other locations regarding the operations of the court.
Department Budget Status
Approved 2012 Budget $826,778 Actual 2011 Budget $860,250 2012 Levy appropriation $276,465 2011 Levy appropriation $253,266 2012 budgeted revenue $550,313 2012Actual Revenue $532,130 2011 Actual Revenue $517,859
Other Accomplishments: Video Conferencing – The court continues to conduct more hearings with inmates of correctional facilities and patients of mental health facilities which in turn saves time and transport costs. Additionally, our judges and Door County litigants are benefitted by the video conference system. Door County judges assigned to handle out of county cases can conduct hearings via video without hours of travel. And some Door County cases are assigned to out of county judges, particularly in the case of conflicts; these judges can also conduct hearings from a distance which saves Door County litigants or out of county judges from hours of travel.
Issues, concerns and Restraints: We are hopeful that needed upgrades to the video conferencing equipment will be approved and implemented allowing us to continue to expand the use of video as referenced above.
Page 14 of 108 Goals and Objectives for 2013: Continue monthly meetings with Judges and other court related personnel to continue problem resolution as they arise. We devote a major portion of these meetings to time and cost saving brainstorming. Judge Ehlers hopes to continue his annual meetings with Door County High School students specifically addressing issues of underage drinking and driving under the influence. It provides an opportunity to familiarize the County’s youth with the courts, answer their questions and act as a reminder about the dangers of risky behavior. The Facility and Security Committee will review the revised Supreme Court Rule requirements over the course of this year and address new reporting requirements. Evaluation of court technological needs and possible upgrades to current system to make the system more usable and bring into better compliance with statutory requirements for the use of video conferencing in the courts. We will continue to educate the public on the operations of the court through our involvement in Learning in Retirement, Leadership Door County and visits to courts by students. Circuit Court plans an informational presentation to the County Board of Supervisors this year. An unpaid law student intern is assisting Judge Diltz and Judge Ehlers in early 2013, and another law student may serve circuit court in the summer of 2013. An unpaid paralegal student, under the oversight of the Assistant Corporation Counsel, may spend some time in Circuit Court and the Clerk of Court assisting with several projects in the spring. If successful, there may be opportunities for additional students in the future to learn and to provide help on select matters. Starting January 2013 the Clerk of Court implemented the paperless Small Claims files. Although paper may be filed, it can be shredded in a very short time frame after it is scanned. Ideally, this will help with file storage space for the Clerk of Court files, which is nearing maximum capacity. A look to the 2014 Budget End of Union Contracts: There may be some creative opportunities with respect to staff and scheduling in the future. Juries: The Clerk of Court continues to work with the District Court Administrator to call as few jurors per case as is feasible to still provide an adequate jury pool and selection. Attorney fees/Court Appointments: The Circuit Court Judges often follow up at court appearances about payments and reimbursement. The Register in Probate, the Clerk of Court and her deputies also monitor payments. In every case, minimizing the cost of an appointment is considered wherever possible. Interpreter Services: While a recent pilot test for interpreter services by video conference did not result in any statewide changes, our county may investigate the use of Skype or other technology to reduce the cost of interpreter services. The state reimburses the county for some interpreter time but not sufficient transportation costs for certified interpreters which are incurred given our location. Personnel: The Clerk of Court continues to be challenged by the lost court staff position a couple of years ago, particularly with vacation coverage given several long term employees. Law Library: We continue to evaluate library needs and updates on an ongoing basis. Transports: We continue to coordinate transports and use of video conferencing as appropriate and available.
We welcome your comments.
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2012 ANNUAL REPORT
DOOR COUNTY DEPARTMENT OF COMMUNITY PROGRAMS
A. Mission Statement: It shall be the purpose and mission of the Door County Department of Community Programs to provide a comprehensive array of statutorily defined services to individuals and their families in our community experiencing challenges in the areas of:
*Alcohol and Other Drug Abuse *Mental Health/Emotional Wellness *Developmental Disabilities and *Severe and Persistent Mental Illness
Through ongoing commitment to staff and agency development, it shall be the Department of Community Program’s privilege to provide first quality services and consultation to the community in these identified areas.
B. Summary of Responsibilities:
Behavioral Health Treatment Program: In 2012, DCP continued the transitioning of our AODA and Mental Health Programs together as an even more comprehensive Behavioral Health Treatment Team. Most of our staff are dually trained to provide the best possible care for our many clients who suffer with co-occurring disorders. Although we work as a co-occurring services team, funding streams and statutes governed by administrative State code remain separate:
Our Alcohol and Other Drug Abuse services are defined statutorily in WI State Code DHS. 75. Similarly our mental health services are defined statutorily in Wisconsin State Code DHS.35. Both of these areas include a full spectrum of services, including community collaboration, prevention services, assessment, individual, group, and family outpatient treatment, psychological and psychiatric evaluations, residential treatment, hospital consultation and detoxification services.
Our Crisis services are defined statutorily in WI State Code DHS. 34. Our Behavioral Health and Community Support Program staff provides crisis response coverage 24 hrs. per day 365 days per year. We contract for our 24/7 crisis phone line.
Under DHS 62 we are also responsible for completing all OWI assessments and overseeing that all individuals are following their Driver's Safety Plans, after they have been convicted of drunk driving. We have also been awarded the Intoxicated Driver Enhancement grant funds of $50,000 to provide additional services to our Intoxicated Drivers in cooperation with the Department of Corrections and Department of Justice.
Community Support Program: The responsibilities of the Community Support Program are defined statutorily in Wisconsin State Code HSS.63 to assist individuals with Severe and Persistent Mental Illnesses to attain self-defined goals of independence and community integration.
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Developmental Disabilities: The Community Program’s Developmental Disabilities Office is governed under Chapter 51 of Wis. Stats defining the scope of responsibilities to people with developmental disabilities attributable to brain injury, cerebral palsy, epilepsy, autism, mental retardation and other neurological conditions related to mental retardation. Responsibilities include the provision of 16 different services (examples include: information/referral, counseling, education, recreational opportunities, training, sheltered work/supported work, personal care, transportation, etc.)
C. Program Summary:
Behavioral Health: In 2012, the Behavioral Health team provided: 318 screenings for services 218 intakes Direct counseling to 371 individuals and their families (Mental Health 227 AODA 144) AODA group therapy to 71 individuals 153 OWI assessments and monitored compliance with sobriety and Driver’s Safety Plan recommendations for each Psychiatric services to 372 clients with 10 consultations at Golden Living Dorchester Nursing Home (averaging 3 clients per occasion) 24 hour/7day week crisis intervention coverage involving all disability areas provided response to 238 crisis calls, 598 crisis contacts totaling 786.2 hours Psychological testing to 19 individuals plus evaluations provided to new Deputy hires. Inpatient psychiatric & residential AODA treatment monitoring and transition to outpatient services. Community consultation and education.
Community Support: CSP currently has 54 consumers enrolled in the program. Services included hospital diversion, medication management, access to Patient Assistance Programs; assisting clients achieve Medicare Part D, monitoring adult family home utilization, group work, maintaining community partnerships, monitoring inpatient psychiatric hospital stays, monitoring civil commitments and community education regarding major mental illness and the associated stigma individuals face in society.
Developmental Disabilities: BIRTH TO THREE EARLY INTERVENTION PROGRAM Service delivery includes: Special Instruction/Teacher services, Speech and Language Therapy, Occupational Therapy, Physical Therapy, Service Coordination and other ancillary support services as governed under HSS 90.
FAMILY SUPPORT PROGRAM/CHILDREN’S SERVICES Service includes: Information/referral, coordination of the use of community resources and other case management services, limited funding to assist families, networking families with other supports. Page 17 of 108
PERSONAL CARE PROGRAM Service includes: Access to in-home personal care supports to assist individuals with disabilities the necessary care, supervision and medical supports to live as independently as possible.
CHILDRENS LONG TERM SUPPORT WAIVERS/ADULT LONG TERM SUPPORT WAIVER SERVICES Service includes: Application, procuring, implementing, and monitoring waivers for children and adults found eligible for such services. An array of services are available under these federal/state/local match waivers, including intensive autism services, respite, adult family home services/supports, other 1:1 residential supports, day services, adaptive aids, etc., all based on available per diem funding limits.
ADULT VOCATIONAL, DAY AND RECREATION SERVICES Service includes: contracted day service and vocational services with a variety of vendors. This service also includes supported/community based employment and the use of job coaching as a long term support service.
OTHER RESPONSIBILITIES/SERVICES: Service includes: intake/assessments, contract and fiscal monitoring, supportive counseling, prevention activities, guardianship and protective placements, crisis intervention, institutional follow along services, outreach, supportive parenting, head injury services, assistive technology , and case management.
Goals / Objectives Achieved in 2012:
Behavioral Health: Streamlined our intake process for all Behavioral Health services. Instituted and more clearly defined a single point of entry and less complicated process for referral to services. Implemented a team approach to working with clients with multi-support meeting teams including Social Services staff. Completed interviews, securing hire for a new Coordinator, for the Door County AODA Coalition with the objective of providing AODA prevention. Provided ongoing financial and service support to the implementation of Life of an Athlete, a comprehensive AODA Prevention program within the high schools, recently named “Project 180 Degrees.” Continued to provide the same array of services while increasing the number of individuals served. Received a second year of grant funding for Intoxicated Driver Intervention Program. Contracted for a part-time AODA Counselor who continues to provide intake assessments, counseling and cas e management/supervision to the Intoxicated Driver Intervention Program. Completed our onsite DHS 34, DHS 75 and DHS 35 recertification with no identified issues to address. Began more involved collaboration with the Dorchester in providing on site psychiatric consultations. Continued outpatient mental health clinic services to Washington Island.
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Community Support Program: Increased numbers of CSP clients who participated in supported employment positions. Add a new contracted Work Emphasis Program which hired 5 individuals to be hired by JAK’s Place to work 17 hours a month so that they qualify for MAPP/MA benefits. Served a total of 58 clients throughout the year providing over 7,792 individual and 825 group contacts with these consumers. Continued to provide outreach and community experiences in combination with NAMI and JAK's Place with 8 joint functions in addition to weekly meals at JAK's. Continued the Problem Solving Group, Art, Men's and Fitness group for consumers.
Developmental Disabilities: Continued work on transition to Third Party Authorization process for CLTS Waivers Created a Training curriculum (10 free trainings) afforded 89 supported living and/or respite care providers. Birth to Three hiring of Educator (Naomi Spritka) 1/9/2012-6/2012 became service coordinator-now serving in a dual role building efficiencies and congruency in the program. Spearheaded Community Connections – a self-advocacy group created, affording 15 self-advocates the start of their own self advocacy chapter here in Door County. Conducted 7th Annual World Café 4/9/12 with a focus on “Promoting Healthy Relationships” with over 73 participants. Hosted the C.A.R.E.S. Summit 5/15 – a collaborative café conversation with UW-Ext. Office on important issues facing children. Take a Legislator/Public Official to Work Campaign and County Board proclamation 10/23, highlighting a consumer and local business who received Governor recognition. Hosted a Family Café Conversation 10/29/12 to focus on family input on mental health supports.
D. Knowledge Sharing 2012:
Behavioral Health: Provided educational services to various groups throughout the county through our contacts at schools, prevention meetings, hospital consultations, and interagency functions. Continued facilitation of the Door County Mental Health Counselors Consortium. Maintained active Community Programs representation on the Door County AODA Coalition. Developed new collaborative processes with Social Services management and team toward Human Services Transition. Community Support Program: Continued the collaboration with the Door County Chapter of the National Alliance for the Mentally Ill and JAK’s Place Boards. Focus on improving consumers’ “Overall Wellness” by having CSP case managers maintain direct contact with the client’s primary care physicians. Frequently a medical issue such as untreated UTI can lead to a psychiatric hospitalization. CSP Staff provided work shadowing service to the 5 consumers hired into the work emphasis program at JAK’s Place. Page 19 of 108
Continued to provide social and educational groups at JAK’s place to expand services into the community. CSP CM are encouraging consumers to participate in Walking/Fitness Group held at the YMCA and assist clients in acquiring scholarships to cover their YMCA membership fee.
Developmental Disabilities: Provided monthly training sessions for the community and residential support providers on a variety of disability related issues for the purpose of shared learning and staying current in disability education. Provided county board and community members information on supported work through Take a Legislator/Public Official to Work Campaign, October, 2012. Hosted the Children’s Summit and the World Café, open to the public and various stakeholders supporting individuals with disabilities. Continued team work with DSS around children’s issues and adults at risk issues for greater collaboration and learning.
E. Department Budget Status:
Approved 2012 $8,930,044 Actual 2012 $8,646,722. Budget Expenditures Expenditures 2012 Budgeted $7,046,710 Actual 2011 Revenue $7,061,008 Revenue 2012 Budgeted Levy $1,890,054 2012 Actual Levy $1,713,865 Appropriations used 2011 Budgeted Levy $1,843,907 2011 Actual Levy $1,786,020 Appropriations used **Estimates as of March 15, 2013**
Grants received for 2012: Alcohol and Other Drug Abuse: Block Grant: $46,219 Mental Health Block Grant: $7,665.00 Intoxicated Driver Intervention Program: $50,000 (for 2012-2013) Strengthening Treatment Access and Retention (STAR SI): $1,500.00
F. Other Accomplishments: This year we have added a new program, funded by a grant to enhance the intoxicated driving programming and allow for more immediate access into treatment as well as an intensive supervision component. This will be more officially in place by the start of 2012.
G. Issues, Concerns and Restraints:
Behavioral Health: Ongoing waiting list-including Mental Health and AODA services. Potential change in funding for block grant/decrease in funds (anticipated 2014) Disaster Planning sufficient to meet the needs of Door County Emergency Services Page 20 of 108
Limitations in providing mental health services to children and families. Loss of and need for a case manager to address the needs of our highest risk clients on commitment As the county population ages we are involved in more services for the elderly with very limited resources or options for their care.
Community Support Program: Risk of high cost institutional placements. There is still a need for development of options for hospital diversion. Develop ways to assist/support the consumer resource center – JAK’s Place.
Developmental Disabilities: No clear direction about Family Care, increasing stress and apprehension for families, staff and consumers. Adult Case managers are at capacity, while our two part time Children case managers have more cases than county average. This leaves people without services, with minimal services or placement and/or placement on waiting lists. We are seeing an increase in medical issues for people with developmental disabilities, valuing the Personal Care Program for the compliment of oversight of medical issues in the lives of people with disabilities. However, the program operates on the use of a part time RN when her caseload is already twice the county average in the State at 61 individuals. Third party billing changes for Children’s Waivers have created more work and tracking expenditures more difficult for both management and fiscal staff. This is an unfunded mandate from the State and no additional staff. Increased program needs as well as demands by the state, making quality assurance monitoring of our contracted provider agencies more difficult. Need for respite care options-hospital diversion especially for children with mental health needs and co-occurring disabilities.
H. Goals and Objectives for 2013: 2013 will be a year of transition as there will no longer be a Department of Community Programs. The creation of a Human Services Department that combined the DCP and the Department of Social Services has been worked on diligently for the past yr. There is a long way to go. We will be continuing to work toward creating more integrated services and improved access to services for our Door County Citizens. We believe that this is an opportunity for us to improve what have already been very high quality programs. So the ultimate goal for 2013 will be to create a cohesive and productive Department of Human Services.
Behavioral Health Team: Keeping wait times for services as low as possible. Increase our ability to bill for crisis services, case management and therapy. Explore options of providing case management to high risk clients who are not eligible for CSP. Page 21 of 108
Increase collaboration efforts with all teams of the new Human Services, streamlining intakes with internal referrals with no resources as priority to maximize DHS resources Community Support Program: Continue quarterly Quality Assurance Reviews on all mandatory CSP reports. Recertification by 3/1/13. Increase CSP consumers’ work experience options in the community by working with Division of Vocational Rehabilitation. Continue to provide work shadowing support for consumers hired in the MAPP-Work Emphasis Program contracted through JAK’s Place. Continue to work to educate family members through cooperation with NAMI to stress the importance of developing consumers’ natural supports. Refer family members of our consumers to participate in the NAMI Family to Family course offered at JAK’s Place. Increase the level of active participation in CSP groups. Continue to offer psycho-education groups at JAK’s Place as a form of mental health outreach to individuals and family members coping with mental health issues.
Developmental Disabilities: Ongoing evaluation of the existing system, assuring maximization of all potential state and federal waiver eligibility of all consumers {Personal Care Worker Program, CIP 1B, COP, CLTS waivers, etc.}. Improve our use of individualized client budgets for increased monitoring of spending, moving into an IRIS model of service delivery. Continue to provide a comprehensive provider training curriculum for all supported living providers, respite care workers, and family providers. Continue support to Community Connections, self-advocacy group. Continue to increase revenues and services for ISP/CST programming in an effort to afford more services to children with mental health needs. Continue community awareness education experiences like World Café VIII, Take a Legislator or Public Official to Work campaign, and other disability advocacy opportunities. Look to enhance children’s services case management potential- hours to serve the increase in referrals. Expand group work with individuals with disabilities. Maintain energy and focus on enhancing community employment for individuals with disabilities.
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2012 ANNUAL REPORT
DOOR COUNTY CORPORATION COUNSEL DEPARTMENT
A. MISSION STATEMENT: Our mission is to provide legal services, based on the highest professional and ethical standards, that facilitate and support Door County's goals.
B. SUMMARY OF RESPONSIBILITIES: The Door County Corporation Counsel Department attends to all civil legal matters relating to Door County. This includes: Prosecute and defend all civil actions or proceedings. Interpret the powers and duties of boards, commissions, committees, departments, employees, and officers of the County. Serve as legal adviser to boards, commissions, committees, departments, employees, and officers of the County. Guardianships and protective placements. Chapters 54 and 55 Wisconsin Statutes. Civil (mental and alcohol) commitments. Chapter 51 Wisconsin Statutes. Land use, zoning and environmental issues. Code drafting, interpretation, and enforcement. Employment / Labor Relations. This encompasses compliance with state and federal employment laws, regulations and rules; legal aspects of hiring, discipline and termination; legal aspects of negotiation, mediation and interest arbitration; legal aspects of grievances, up to and including arbitration; and representing the County in proceedings before the court, administrative bodies and various agencies. Contract negotiation, drafting, review, interpretation, and/or enforcement. Foreclosure of tax liens (by action In Rem or In Personam) and sale of tax delinquent real estate. Chapter 75 Wisconsin Statutes. Ethics and conflicts of interest. Render (verbal and written) opinions regarding ethics and conflict of interest issues. Sections 19.21 – 19.39 Wisconsin Statutes. Public records. Sections 19.41 – 19.59 Wisconsin Statutes. Open meetings. Sections 19.81 – 19.98 Wisconsin Statutes. Real property acquisition / disposal. Handle legal aspects of the purchase and sale of real estate by the County. Public works projects. Involved in the legal aspects of (e.g., land use and zoning, financing, risk management, drafting of documents, design, bidding, construction, oversight, and dispute resolution issues ) public works projects. Director of Family Court Counseling Services. Corporation Counsel is the Director of Family Court Counseling Services, with the attendant responsibilities and authority as set forth in Section 767.11 Wisconsin Statutes.
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Child Support Agency. Assists the Child Support Agency on an as needed basis. The Child Support Agency Director, on an as needed basis, serves as Assistant Corporation Counsel and aids Corporation Counsel. The Departments were separate and distinct entities, through 2011, were assimilated effective January 1, 2012, and then torn asunder January 1, 2013. Claims against county / officials / employees. The County's liability insurance is through the Wisconsin County Mutual Insurance Corporation (WCMIC). The scope of liability protection provided by WCMIC is broad. Corporation Counsel oversees and assists outside counsel assigned by WCMIC to defend covered claims. Defend all claims not covered by County's liability insurance. Miscellaneous issues. Communications, election, information security and confidentiality, intellectual property, parliamentarian, referenda, and whatever other legal issues, which may arise from, time to time. As a general rule, we handle everything in-house. We make very judicious use of outside counsel, and are somewhat unique in this respect.
C. PROGRAM SUMMARY: Not applicable. As in-house counsel, we are an internal service department. To a certain degree we 'live vicariously', through the other departments.
D. GOALS / OBJECTIVES ACHIEVED: The straightforward answer? Maintain the current state of affairs. As with anything else in life, work as in- house counsel is about balance; balancing competing priorities, other's expectations, and our own.
E. KNOWLEDGE SHARING: Provide legal advice to elective and appointive officials, and employees of Door County. Participate in public forums, to educate the public at large as to various issues.
F. DEPARTMENT BUDGET STATUS:
Approved 2012 Actual 2012 Percent Budget $349,523.00 Budget $357,983.06 Used 102%
Approved 2012 Actual 2012 Percent Counseling Services $3,825.00 Counseling Services $10,310.00 Used 256%
Approve 2012 Actual 2011 Percent Law Library $10,200.00 Law Library $15,213.53 Used 149%
Approved 2012 Actual 2012 Percent Revenue $7,650.00 Revenue $6,820.78 Collected 86%
G. OTHER ACCOMPLISHMENTS: Having an influence within Door County, which involves working together with elective and appointive officials, and employees to tackle problem---not necessarily the big hairy audacious ones but rather the many ordinary things done right each day that in the end make the biggest difference.
H. ISSUES, CONCERNS AND RESTRAINTS: To use a scientific analogy, it is recognizing (and bringing to light) the existence of the "Mandelbrot Set"… that there is order in chaos when there is adherence to basic principles and laws.
I. GOALS AND OBJECTIVES: Having a positive impact. Realizing we are here to counsel and assist Door County's elective and appointive officials, and employees to accomplish their goals.
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2012 CASES
TABLE 1: TABLE 2: TABLE 3:
AREAS OF LAW DEPARTMENTS Opened 445 Administrative Review 0 Airport 1 Closed 229 Claim 13 Child Support 1 Pending 216 Collection 64 Circuit Court/Family Services 51 Commitments 32 Clerk of Courts 12 Contract 23 Community Programs 52 General 92 Corporation Counsel 7 Guardianships 17 County Administrator 4 Labor 18 County Board 11 Mediations 51 County Clerk 8 Open Records 20 District Attorney 0 Violations 104 Emergency Services 20 Property 11 Finance 3 Support 0 Highway 15 TOTAL 445 Human Resources 4 Information Systems 7 Library 0 Maintenance 8 Museum 0 Parks 13 Planning 22 Public Health 4 Real Property Listing 1 Register of Deeds 3 Sanitarian 71 Sheriff 50 Social Services 30 Soil & Water 12 Treasurer 31 Extension 3 Veterans 1 TOTAL 445
* Tables do not reflect ongoing cases from previous years.
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HISTORY
On December 7, 1976, the Executive & Personnel Committee engaged in discussion concerning the position of Corporation Counsel. The Executive & Personnel Committee recommended that the duties and powers of Corporation Counsel be conferred upon the District Attorney. County Board accepted this recommendation by adoption of Resolution No. 38-76.
Over time, the workload of the Door County District Attorney's Department steadily increased. Effective January 1, 1979, by adoption of Resolution No. 72-78, County Board relieved the District Attorney of the duties and powers of Corporation Counsel, established the Office of Corporation Counsel, and employed a part-time Corporation Counsel.
There was an upsurge in the caseload of Corporation Counsel, particularly with respect to code enforcement matters (i.e., zoning ordinance violations). Consequently, it was deemed necessary to employ a part-time Assistant Corporation Counsel. By adoption of Resolution No. 22-85, the Board of Supervisors authorized the appointment of an Assistant Corporation Counsel to aid the Corporation Counsel in the performance of the duties of Corporation Counsel.
On October 27, 1987, by enactment of Ordinance No. 67-87, the County Board established a full time Corporation Counsel position. County employed its first full time Corporation Counsel and one full-time support staff person, in 1988.
In 1994, County employed a full-time Assistant Corporation Counsel, and an additional full-time support staff person. The Assistant Corporation Counsel time was divided equally between Office of Corporation Counsel and the Child Support Agency.
On May 31, 1999, the Assistant Corporation Counsel resigned. On June 3, 1999, one full-time support staff person transferred from the Office of Corporation Counsel to the Office of County Administrator. Neither position was re-filled.
On October 11, 1999, County employed a Child Support Agency Director / Assistant Corporation Counsel. This person is the administrator of, and attorney for, the Child Support Agency.
On September 30, 2002, by adoption of Resolution 95-02, County Board reauthorized the employment of an Assistant Corporation Counsel and Clerk Typist I. The Assistant Corporation Counsel aids the Corporation Counsel and Child Support Agency Director / Assistant Corporation Counsel in the performance of their duties.
In 2005, a decision was made to layoff the Clerk Typist I. This position remains unfilled.
There have been no organizational changes since 2005.
ORGANIZATIONAL CHART (2012)
Corporation Counsel / Family Counseling Service Director
Child Support Director/Asst. CC Assistant Corporation Counsel
County Mediator
Legal Assistant
*Clerk Typist I (*Position not filled, but remains within table of organization.) 2012 Staff: Grant P. Thomas, Corporation Counsel/Family Counseling Service Director David P. Hemery, Assistant Corporation Counsel Marie A. Larson, Legal Assistant
Rodney Dequaine, Child Support Director/Attorney/Assistant Corporation Counsel 4
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2012 Annual Report Door County Clerk’s Office
Mission Statement: It is the objective of the County Clerk and her staff to go beyond the statutes in order to provide efficient, courteous service, in the most cost-effective manner possible, to county residents, the county board, municipalities and other units of government.
Summary of Responsibilities: The Door County Clerk’s office is a State Constitutional office, with the Clerk being elected by the people of Door County. The Clerk has both statutory and non-statutory responsibilities.
The County Clerk’s Office issues marriage licenses, timber cutting permits, temporary car license plates, county boat launch permits for the Parks Department and distributes the State dog licenses to local Municipal Treasurers. The office compiles and distributes the Official County Directory for Door County, publishes the Property Valuation Statistical Report and the Proceedings of the Door County Board of Supervisors.
The County Clerk is the official clerk to the Door County Board of Supervisors; responsible for keeping the minutes, records and contracts for the Board and for publishing the minutes and ordinances in the newspaper. All County Board minutes, original resolutions and ordinances are on file in the Clerk’s Office.
The office is the information system for the county and the public. The office handles the switchboard operations, directs the public to proper offices, answers numerous questions from the public, reserves meeting rooms for various committees and organizations, maintains the Fleet Vehicle reservations and manages the Mail Department.
The Door County Clerk is the chief election official for Door County; the office conducts all federal, state, county, local and school elections, in coordination with the municipalities and school districts, to insure that the State Statutes governing elections are carried through. The County Clerk’s Office is responsible for programming elections, publishing legal notices, preparing ballots, tabulating results and ensuring the accuracy of all County-wide elections. This office utilizes the Statewide Voter Registration System (SVRS), a voter database system which enables the State of Wisconsin to comply with the Help America Vote Act, and provides SVRS service to 18 Door County municipalities.
Goals & Objectives Achieved in 2012: Training Discussion and coordination of voting machine replacement Attendance at the Wisconsin County Clerk’s Association Conferences
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SVRS Continuation of record updating and maintenance for 18 municipalities 2012 Elections – February Primary, April Spring Election, May Recall Primary, June Recall Election, August Partisan Primary and November General Election
Department Budget Status
Approved 2012 Budget $224,994 Actual 2012 Budget $218,756 2012 Levy $200,419 2011 Levy $214,229 Appropriation Appropriation 2012 Budgeted $24,575 2011 Budgeted $14,825 Revenue Revenue 2012 Actual Revenue $39,662 2011 Actual Revenue $38,231
Other Accomplishments Fielded and directed7,300+ incoming phone calls Fielded and directed 400+ faxes Issued 225 Marriage licenses Issued 234 temporary license plates
Issues, Concerns, Restraints No issues, concerns or restraints out of the ordinary occurred in 2012.
Goals and Objectives for 2013: Restore historical and statutory duties of the office Additional training, as offered by the State or other Institutions/Programs Coordination of voting machine replacement February Primary Election, April Spring Election Training of Municipal Clerks Coordinate with Municipal Clerks for training of Poll Workers and Certified Chief Election Inspectors Continue to strive to carryout statutorily required duties Continue to serve the public in the most efficient and courteous manner Page 28 of 108
2012 Annual Report Door County District Attorney’s Office
Office Personnel:
District Attorney: Raymond L. Pelrine Assistant District Attorney – Joan M. Korb Sally Baudhuin – Administrative Secretary IV (Office Manager) Cathie Schroeder – Victim/Witness Coordinator thru 8/4/12 Lisa Mraz – Admin. II (Part-time) & Victim/Witness Coordinator Starting on 09/01/12 Sally Hall – Admin. II Lisa Giraud – Clerk Typist II
Summary of Responsibilities:
Prosecute adult criminal cases occurring within Door County, including misdemeanors and felonies. Prosecute juvenile delinquency cases occurring within Door County or where juvenile resides in Door County, including misdemeanors and felonies. Prosecute child in need of protection and services (CHIPS) cases occurring within Door County or where juvenile resides in Door County, including cases of child neglect, child abuse, etc. Prosecute juvenile in need of protection and services (JIPS) cases occurring within Door County or where juvenile resides in Door County, including habitual truancy, uncontrollability, criminal law violations by child under age 10. Prosecute voluntary and involuntary termination of parental rights (TPR) cases occurring within Door County or where juvenile resides in Door County; there is also statutory authority for private individuals to commence voluntary and involuntary TPRs. Prosecute state and county civil law violations occurring within Door County, including traffic and non-traffic forfeitures initiated by Wisconsin State Patrol, Door County Sheriff’s Department, and Wisconsin Department of Natural Resources; violations of Sturgeon Bay city ordinances, traffic and non-traffic, are prosecuted by the Sturgeon Bay City Attorney. Prosecute Open Meeting and Open Record violations. Perform special prosecutions as requested by other counties. Perform special investigative proceedings such as coroner’s inquests and John Doe hearings. Provide guidance and training to area law enforcement agencies.
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Office Description:
The position of District Attorney is a State Constitutional Office, per Article VI, Sec. 4 of the Wisconsin Constitution. Term of office: 4 years. Door County has a full-time District Attorney and one full-time Assistant District Attorney, a full-time Victim/Witness Coordinator, three full-time and one part-time legal support staff. The District Attorney and Assistant District Attorney are classified as state employees; with salaries and benefits paid by the State of Wisconsin. Support staff are paid by the County of Door.. All prosecutors must be licensed to practice law in the State of Wisconsin; all prosecutors must perform 30 hours of continuing legal education every two years; credits typically earned during summer and winter DA conferences sponsored by Wisconsin Department of Justice; other seminars attended as determined necessary and/or beneficial to the position. Victim/Witness Coordinator attends a yearly continuing education conference. District Attorney support staff belong to the Criminal Law Agencies Support Staff Association (CLASS A) and attend its yearly conference on a staggered schedule. This conference unites the various staff members of District Attorney’s Offices in the State of Wisconsin to increase their general and legal knowledge and overall effectiveness through the exchange of ideas, problems and solutions.
Case Statistics
Adult Criminal case filings: 2011 2012 (excludes criminal traffic) Misdemeanors: 272 Misdemeanors: 272 Felonies: 137 Felonies: 167
Adult Criminal Traffic case filings: 2011 2012 (including OWI 2nd or Greater) 146 145
Adult Non-Criminal Citation case filings: 2011 2012 (including non-criminal traffic and non- 5275 5661 Traffic forfeitures)
Juvenile Case Filings: 2011 2012 Delinquency/JIPS 21 36 CHIPS 11 9 TPR’s 1 0
Witnesses Subpoenaed/Notified: 2011 2012 (Officer and Non-Officer Witnesses) 819 1265
Jury Trials: 2011 2012 Felony 0 2 Misdemeanor 0 3 Criminal Traffic 2 0 Non-Criminal Traffic 2 1 Non-Criminal Forfeitures 2 0
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Collections
Worthless Check Restitution Collected & Ordered by the Court: 2011 2012 Collected Prior to Collected Prior to Court: $13,256 Court: $18,730
Ordered by Ordered by Court: $3,077 Court: $2,547
Restitution Collected and Ordered: 2011 2012 (Excluding Worthless Checks) Collected: $40,187 Collected: $84,582 Ordered: $180,569 Ordered: $398,900
Total Restitution Collected & Ordered: 2011 2012 Collected: $53,443 Collected: $103,312 Ordered: $183,646 Ordered: $401,447
DA Surcharges Collected: 2011 2012 Worthless Worthless Checks: $2,943 Checks: $3,120
All other All other cases: $6,651 cases: $7,812
District Attorney Budget Status: 2011 2012 Approved Budget (expenses): $347,174 $335,754 Budgeted Revenues: $57,440 $57,000 Levy Appropriation: $289,733 $278,754 Actual Budget (expenses) $337,015 $310,438 Actual Revenues $49,454 $61,842 Revenues over expenditures $2,172 $30,159
Thank you:
On behalf of the office I extend my gratitude to the Law Enforcement Committee and all of you, the Door County Board of Supervisors, for your continued commitment and assistance to my office. If you should have any questions, please feel free to contact me.
Sincerely,
Raymond L. Pelrine ______Raymond L. Pelrine District Attorney Door County, Wisconsin
RLP/sb
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EMERGENCY SERVICES O F DOOR COUNTY
2012 SUMMARY
Emergency Services of Door County 319 South 18 th Av e Sturgeon Bay, WI 54235
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EMERGENCY SERVICES O F DOOR COUNTY
DEPARTMENT OVERVIEW
Responsibilities: Emergency Services of Door County is responsible to provide basic and advanced life support, emergency 911 ambulance response to all of the mainland of Door County as well as Washington Island from four locations. In addition, we bill, receive and receipt monies for that service. Emergency Management, as part of Emergency Services, is responsible for the mitigation, planning, response, and recovery to natural and man-made disasters. This is accomplished through exercises, training and education.
Ambulance Manage four locations of ambulance response. Manage the collections and receipting of revenues received for service. Provide oversight to the county first responder groups.
Emergency Management EMPG (Emergency Management Performance Grant) program: considered to be 2/6 of the workload of the EM Director. The main emphasis is preparedness, planning and education. EPCRA (Emergency Planning and Community Right to Know Act) program: considered to be 1/6 of the EM Director and is responsible to the identification of hazardous substances (HS) and extremely hazardous materials (EHS) in our community and the pre-planning for the accidental release of those materials. Grant administration: Numerous grants administered through Wisconsin Emergency Management and the Dept. of Homeland Security.
Door County Emergency Services operates from four locations located strategically throughout the county. Two advanced life support ambulances are staffed 24/7/365. Each is staffed with two full-time paramedics; they respond from the Sturgeon Bay station at 319 South 18th Avenue and the Sister Bay station at 2258 Mill Road. Two basic life support ambulances are staffed by paid-on-call emergency medical technicians; they respond from the Washington Island fire station and from the Brussels- Union-Gardner fire station. The service director’s office is located at the Sturgeon Bay station.
Door County emergency medical response is a system that begins with the call to 911. Door County Sheriff’s Department dispatchers obtain information critical to properly dispatching our units and provide basic instructions for treatment of the patient prior to the arrival of EMS personnel. The first response typically includes Emergency Medical Responders from one of the 11 groups in the county. An increased level of treatment capability is provided with each subsequent level of dispatch. Medical direction is the Door County Medical Center Emergency Room, with Dr. Gene Kastenson serving as the service medical director. Training is provided for the paramedics by Northeast Wisconsin Technical College in the form of monthly continuing medical education sessions, while EMTs attend bi-annual refresher courses.
BUDGET OVERVIEW
EMS
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Approved 2012 Budget $2,356.82 Actual 2012 Budget $2,546,428.20 2012 budgeted levy $1,614,53 2012 actual levy $1,600,542.32 appropriation appropriation 2012 budgeted revenue $742,289 2012 Actual Revenue $895,650.39 2011 Actual Revenue $865,280.54
Grants received for 2012: Cardiac Monitor Grant $146,754.00 EM/EPCRA Approved 2012Budget $58,043 Actual 2012 Budget $62,082.68 2012 budgeted levy $6,684 2012 actual levy $53,882.68 appropriation appropriation 2012 budgeted revenue $51,359 2012 Actual Revenue $58,030.27
Grants received for 2012: EMPG $34,077.00 EPCRA $12,552.00 Act 102 $6,237.57
2012 RUN DATA
• Total Incident Cases – 2158 • Total Patient Contacts – 2444 • Transports - 1538 • No Transports (Cancelled, Standby, Treat-Release, etc.) – 906 • Average Patient Age – 63 • Dispatch Complaints • Illness (incl. chest pain, stroke, respiratory) - 1391 • Trauma – 480 • Traffic accident – 171 • Fall – 146 • Unknown Problem/Man Down – 48 • Standby/cancelled, unknown code – 208 Call Volume by Day/Hour
80 70 60 50 40 30 20 10 0 Sunday Monday Tuesday Wednesday Thursday Friday Saturday
Peak Call times are from 0900 to 1800 and dropping at midnight. Summer call volume almost doubles
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City/Township # of Runs % of Runs Brussels 49 2.00% Brussels (Town of) 53 2.17% Union (Town of) 47 1.92% Gardner 98 4.01% Forestville 32 1.31% Forestville (Town of) 28 1.15% Maplewood 11 0.45% Total 318 13.01% City/Township # of Runs % of Runs Clay Banks (Town of) 10 0.41% Nasewaupee 86 3.52% Sturgeon Bay 817 33.43% Sturgeon Bay (Town of) 63 2.58% Sevastopol 138 5.65% Total 1114 45.59% City/Township # of Runs % of Runs Carlsville 21 0.86% Egg Harbor (Town of) 82 3.36% Egg Harbor 48 1.96% Jacksonport (Town of) 30 1.23% Jacksonport 15 0.61% Total 196 8.02% City/Township # of Runs % of Runs Fish Creek 60 2.45% Gibraltar (Town of) 125 5.11% Baileys Harbor (Town of) 67 2.74% Baileys Harbor 30 1.23% Ephraim 33 1.35% Liberty Grove (Town of) 216 8.84% Sister Bay 159 6.51% Ellison Bay 6 0.25% Gills Rock 2 0.08% Washington (Town of) 81 3.31% Total 779 31.87%
2012 HIGHLIGHTS
Operations The Summer EMT program was expanded to include the Central zone as well. Added staffing was provided during peak times which showed
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decrease in response times for back up calls which summer call volume had increased by 13 % over the summer months. More and consistent “flexible Deployment” methods were used between the stations to help cover the zones in the county during peak call periods. This amounts to moving units to different zones for added coverage. The supply room in central station was reorganized and new materials management system is being designed for more efficiency and cost savings. A new operations plan was developed for the state EMS office that allows more flexibility in utilizing EMT Basics with EMT-Paramedics to better allow more ALS coverage. This included staffing with EMT/Paramedic instead of staffing Medic/Medic A new field training orientation program was started for new EMT’s and Paramedics. This 3 month training period included ride time with preceptors and testing with the operational medical director prior to be being cleared to practice.
Education/Training: Staff continues its tradition of training and maintaining its required certifications. This includes mandatory refresher training in EMS.
Public Education: A new webpage was developed and still being worked on. The goal is to have public information and other announcements available. A face-book page for more social media as also started. EMSDC also spoke at several civic groups. Event Standbys for School and Sporting events, parades and other community events.
Personnel: 3 new casual call paramedics were added from the existing EMT pool.
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ISSUES AND RESTRAINTS
At this time alterations is needed for the operational plan based on the following factors: A 13% increase in call volume since for peak season in the summer and average 3 to 5 % annual increase. Current service and staffing design not able to sustain projected call volume at current levels with any consistency. Noted times when multiple and back-to-back EMS incidents have increased. Over 30% of EMS calls have over a 12 minute response time and 20% have over a 15 minute response time. Inconsitant back-up staffing issues Future addition of, and complexity of advance life support eqiupment and proceedures will have EMSDC transporting to Green Bay metro hospitals with more frequency. Increasing operational expenses due to increased operational activities At present, and based on future run volume, staffing and demands, EMSDC needs to expand its operations within the next year to ensure more consitant and stable operations. At this point EMSDC needs to have one staffed ALS unit added year round and one more ALS/BLS combo unit during summer months and peak seasons. This may include, but not limited to adding paid EMT’s, use of a quick response vehicle, the staffing of a second EMS crew and medic, having paid on-call back-up personnel. Alterations will be needed for EMSDC to comply with national EMS performance standards and guidelines. With the significant increase in call volume the demands that been placed on the volunteer staff have also affected. Although we have not experienced any turnover, and it must be noted that we have even added several new staff members we are having difficulty staffing shifts. Nowhere is this shortage noticed than during the weekday. Assessing the personnel situation on current staffing, several areas were looked into: Time Available vs. Requirements Staffing Requirements per shift Residence location – Outside 4 minutes Back-up availability
2013 GOALS
o Hire Operations Manager for EMS Division. o Implement new IT programs in fleet including new software system for patient reports. o Develop disaster exercise for county. Table-top drill in 2013 and full-scale in 2014. o Develop and inclement new medical guidelines. o New ALS procedures o Up-grade EMR to advance EMR skills o Have AEMT capability personnel added, particularly in Washington Island and Brussels stations o Create a fleet maintenance program that includes preventive maintenance schedules, detailed expenditure reports, and tracks out-of-service time for each vehicle. o Reorganize the response template for EMS operations. Flexibility and new response configurations to meet the changing seasonal environments and increase call volume.
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2012 ANNUAL REPORT
DOOR COUNTY HIGHWAY DEPARTMENT Prepared by: John P. Kolodziej, PE Highway Commissioner March 28, 2013
A. Mission Statement
The Highway Department is entrusted with the responsibility for developing, maintaining, and operating a safe and reliable transportation system in the County. It is the goal of the department to maintain the highest quality transportation system possible, with a major emphasis on safety and efficiency, and to reach this goal in a fiscally responsible manner.
The Department also serves as the responsible unit to ensure that the County is operating effective recycling management programs. The goal is to work with all local units of government to implement this program and provide a resource and distribute state grant funds for ongoing operation.
B. Summary of Responsibilities
The primary responsibility of the Highway Department is the ongoing maintenance, snow and ice control, design, and construction of the 588 lane mile system of County Trunk Highways. Working under contract to the State of Wisconsin Department of Transportation, services are provided to maintain 268 lane miles of State Trunk Highways and 3 lift bridges within the County. Working with local towns and villages the Department provides service to 1174 of the1743 lane miles of local roads. This equates to 2030 lane miles of maintenance responsibility.
In order to maintain this transportation system, the Department operates 3 shop facilities (Sturgeon Bay, Sister Bay, Brussels), 6 mines that produce an average of 85,000 cubic yards of material per year, a hot mix production plant that produces an average of 53,000 tons per year, 48 full time employees, trucking equipment, grading and construction, bridge maintenance and inspection, and roadway marking and signing.
Another major component of the operation is the procurement and disbursement of diesel and gasoline fuels to County and other governmental units. The Department purchases fuel and disburses the fuel to a total of 43 departments or agencies, with over 509 vehicles. A total of 4 fueling facilities are operated and maintained, Sturgeon Bay (2), Sister Bay, and Brussels.
The Department also is responsible for the Solid Waste Operation. This includes performing the ongoing maintenance and regulatory testing of the closed Door County Landfill, and also the statutory requirements as the responsible unit for recycling programs. The department works with all local units of government to ensure that effective recycling programs are in place to receive state grants for recycling efforts. The grant funds are redistributed to local governments based upon their prorated collection volumes to the total amount collected.
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C/D. Program Summary and Goals/Objectives Achieved in 2012 1. Hot Mix Asphalt and Seal Coating Operations Produced 68,992 tons of bituminous hot mix for paving projects on county, state and local roads. Purchased and placed an additional 5,834 tons of Hot Mix Asphalt from Private sector for local projects. Performed resurfacing on 16.92 miles of County Trunk Highways Performed resurfacing on 2.67 miles of CTH DK using Jurisdictional Transfer Funds Performed resurfacing on 11.74 miles of Local roadways Performed chip sealing on 10.15 miles of roads. Completed the first full year of operating the Hot Mix Asphalt plant using the reclaimed asphalt pavement (RAP) system. Based upon 2012 production, the county recovered 862 tons of Asphaltic Oil in the RAP used to produce the 68,992 tons of hot mix asphalt. This represents a savings of $490,000 in 2012 in the cost of AC Oil that did not have to be purchased. In two years the savings from the installation of the RAP system have been $891,000. The cost of the upgrade was $1,046,781. Therefore the net savings will offset the cost of the upgrades during the 2013 construction.
2. Mining and Crushing Operations Produced76, 762 cubic yards of aggregates at the Ward and Johnson Mines. Made the second and final installment payment of $250,000 to County for the purchase of 60 acres at the Johnson Mine.
3. Fuel Handling Procured and disbursed 231,272 gallons of diesel fuel at an average cost $3.62/gallon. The usage of diesel was 117 gallons less than in 2011. Procured and disbursed 131,426 gallons of gasoline at an average cost of $ 3.36/gallon. The usage of gasoline was 2,138 gallons less than in 2011.
4. Construction and Maintenance Performed construction, snow and ice control, and routine maintenance for 1175 lane miles of local roads totaling $2,425,253. Performed construction and routine maintenance work on 592 lane miles of county roads totaling $5,390,289. Performed snow and ice control and routine maintenance on 269 lane miles of state highways totaling $1,758,567. Performed maintenance and construction services for other departments totaling $454,250. Construction work on County Highways included work on the following: 1. 1.43 mi. on CTH S. 7. 2.00 miles on CTH XC. 2. 3.01 mi. on CTH F. 8. 2.55 miles on CTH C. 3. 1.23 miles on CTH TT. 9. 0.5 miles on CTH Y. 4. 1.50 miles on CTH HH. 10. 2.67 miles on CTH DK. 5. 1.02 miles on CTH J. 11. 3.3 miles chip seal projects 6. 1.52 miles on CTH D
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5. Equipment and Facility Operations Maintained over 320 pieces of equipment with a total replacement value of over 17 million dollars. The Highway Department depends on quality equipment to make the transportation operations of the Department run smoothly and efficiently. The net revenue generated by the equipment charges produces the funding for all equipment purchases, therefore there is no tax levy for equipment owned by the Highway Department. Acquired new equipment at a cost of $491,075. New equipment purchases do not include the funds spent for the installment payment to purchase the Johnson Mine ($250,000). Completed facility improvements to the North Shop which included structural repairs, new garage doors and partial roofing replacement at a cost of $111,523.
6. Safety and Training Conducted 2 department wide safety training days. One for Winter Snow and Ice Control and one for Federal Mine Safety and Health Administration guidelines. Sent 12 personnel to additional safety, operations and equipment training.
7. Snow and Ice Control During the 2011/2012-winter season approximately 2478 tons of salt was applied to State Roads and 2256 tons was applied to County and Town roads. Snow and Ice control charges for 2012 on County Highways totaled $406,382, Town/Village Roadways totaled $372,076 and State Highways totaled $375,481.
8. Solid Waste Operations Worked with State and Local officials to ensure compliance for effective recycling programs. Door County residents involved in community sponsored programs recycled the following quantities: (The report for 2012 has not yet been compiled). In 2011 County property owners recycled 734 tons of newspaper, 182 tons of magazines, 772 tons of corrugated paper, and 1081 tons of commingled aluminum, glass, and plastics. Secured $78,997 in State Grants to offset costs for local communities who have effective recycling programs. Distributed these Grant Funds to 14 local governments who operated recycling programs that met program criteria. Secured Household Hazardous and Agricultural grants for clean sweep programs in the amounts of $9,800 and $6,000, respectively. Lead/oil paint was the largest product collected, which accounted for 12,967 pounds of the total 23,119 pounds collected. Other significant items included 5 pounds of mercury, and 4,743 pounds of pesticides/poisons. The total of 23,119 pounds equates to an average of 96.7 pounds per participant. For the Agricultural collection a total of 6,868 pounds of waste was delivered equating to an average of 528 pounds per participant.
9. State Bridge Operations Contracted with the WisDOT for bridge tending and routine maintenance for total charges of $692,024. The Maple/Oregon Bridge was opened 1643 times for 418 commercial and 1807 pleasure vessels. The Michigan was opened 2938 times for 1671 commercial and 3528 pleasure vessels. The Bayview Bridge was opened 539 times for 138 commercial and 475 pleasure vessels.
10. Local Bridge/Culvert Maintenance Coordinated biannual bridge inspection required for all local bridges. Coordinated the County Bridge/Culvert Aid Program. The Village of Forestville received aid on one project, and the town of Union received aid on 2 projects.
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E. Knowledge Sharing 2012 In 2012 Department supervisory staff and operations staff continued meeting with their respective counterparts in other counties to discuss general operations and evaluate efficiencies.
F. Department Budget Status The 2012 annual financial report of the Highway Department has not been completed and final figures will be available upon completion.
G. Other Accomplishments: The Department procured $80,000 in grants for the development of a Door County Bicycle, Pedestrian and Recreational trail study. Consultant selection was approved and the study is in the development process. The study will be completed in 2013. The development of this study is critical in the future applications for grants to have facilities identified in the study to be funded. The Department also procured STP Rural funding for a resurfacing on CTH B. Grant funds will provide 80% of the estimated $800,000 project. Secured a consultant to perform design and complete required studies. The Department also procured STP Urban funding for engineering design for a reconstruction project on CTH C. An intergovernmental agreement with the City of Sturgeon Bay was finalized defining the cost sharing on the project. Grant funds will provide 80% funding of the estimated $260,000 fee for design, with the City and County sharing the remaining balance. In 2013 the Department will submit an application for construction funding.
H. Issues, Concerns and Restraints In 2012 the Highway Department was forced to deal with many issues that became law as part of the State Government passage of Act 10. Because of the limiting budgets the department had three weeks of layoff. Because the Highway Department operates as an internal service fund the three week layoff had an overall negative impact on the Department financial revenues. The changes that will occur as part of the state legislative mandates regarding collective bargaining are creating significant concern with staff. The Highway Department unions are under contract until the end of 2013. However, the budget impact for the County and local governments who serve as Highway Department clients are immediate. How this will be addressed is of significant concern.
I. Goals and Objectives for 2013 Resurfacing projects on County Highways K, J, W, T, Y, and DK. Seal Coating on 4 miles of roadways Complete reconstruction of CTH Y (Duvall Road). Work with the UWEX to develop a new web page for County wide solid waste and recycling services. Work with Wisconsin Public Service to complete the construction of a natural gas main to the HMA Plant. Make the necessary changes to the HMA plant to implement the conversion from LP Gas to Natural Gas.
The Highway Department takes pride in creating a safe and reliable transportation system not only for County roads, but as we are called upon by local officials and the State to service their roadways.. We will continue to endeavor to provide these services in the most cost effective manner possible.
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2012 ANNUAL REPORT DOOR COUNTY HUMAN RESOURCES DEPARTMENT
DEPARTMENT DATA
Employees: Name Classification Kelly Hendee Human Resources Director FT Heidiann Ullman Administrative Assistant FT Judy Klimek Secretary/Receptionist FT Committee: Administrative Committee Members: Dan Austad – Chairman Leo Zipperer John Neinas Ken Fisher Cletus Fontaine David Lienau Richard Virlee Budget Information: 2012 Approved budget = $ 275,654 Amended Budget = $289,513 Actual Budget = 286,513
MISSION STATEMENT – HUMAN RESOURCES Door County Human Resources Team is committed to providing innovative, practical human resource solutions that address business issues.
We do this by: •Ensuring that employees of the Human Resources Department are given the tools, training and motivation to operate in the most efficient and effective manner. •Promoting and recruiting the best qualified people, recognizing and encouraging the value of diversity in the work place. •Providing a competitive salary and benefit package and developing the full potential of our work force by providing training and development for career enhancement. •Providing a work atmosphere that is safe, healthy and secure, and also conscious of long-term family and community goals. •Establishing, administering, and effectively communicating sound policies, rules and practices that treat employees with dignity and equality while maintaining compliance with employment and labor laws, County Board directives, and labor agreements.
SUMMARY OF RESPONSIBILITIES Attract, screen and select job applications, interview, recommend hires. Work with Civil Service Commission to create eligibility lists for Sherriff’s Department to ensure filling future openings. Direct and coordinate an employee position classification system. Review and update job descriptions. Directs and coordinates Employee Performance Planning and assist department heads on evaluation program. Administer benefits. Maintain and direct wage and salary programs for employees.
Serves as the organizations primary liaison with employees’ representatives for labor unions. Page 42 of 108
GOALS/OBJECTIVES ACHIEVED IN 2012
Oversee process of hiring a County Administrator; a Emergency Services Director, and Parks Director Harassment training for all employees’ Wellness – Health Risk Assessments, Flu shots, various trainings
Benefits: It has been five years since Auxiant has become the third party administrator. The County has requested staff representative, Stephanie Steger to be on site on a monthly basis to assist County employees with claims administration. This personal touch has been not only appreciated but welcomed by employees.
Recruitment and Selection: Full and Part time Positions Recruited: 8 FT; 5 PT Applications Received: 372 Persons Interviewed: 52 Number of Applicants Tested: 21 Union Postings: 8 Positions Filled Through Union Posting: 1 Sheriff’s Dept.: Internal Postings - 3 Recruitment: Applications Received - 66
Loss Control & Safety: Door County has been pro-active in attempts at keeping our accidents to a minimum. To enhance our loss control and continue to decrease our rates we have committed to continuing our safety committee meetings.
Classification & Compensation: There were two (2) requests for employees to have their positions reclassified and one (1) new part time position requested; all were approved.
Labor Relations: There were two (2) grievances brought forth during 2011 with two (2) arbitrations.
KNOWLEDGE SHARING 2012: Health Risk Assessments were conducted in March which was offered to all employees and their spouses holding County health insurance. There were 313 participants (employees & spouses) that took advantage of this service provided and paid for by the employer and Human Resources coordinated the appointments.
ISSUES, CONCERNS AND RESTRAINTS: Due to budget restraints the areas most affected in Human Resources are advertising, and training, not only of the Human Resources staff but all employees, especially supervisors. In an attempt to stay abreast of current and upcoming employment law changes that will have an impact on County government, training dollars will remain to be a challenge.
2012 GOALS OF HUMAN RESOURCES: Recruit qualified individuals; Retain valuable employees Continue to make quality a part of the way we work, while maintaining a high level of professional Human Resource Services for Door County. Enhance Human Resources ability to support the County of Door and its goals. Enhance Door County’s Wellness program. Improve the efficiency and effectiveness of Human Resources. Help make the County of Door a great place to work -- professionally and personally. Training, development, and education to promote individual success and increase overall value to the organization. The above summarizes the accomplishments and functions of the Human Resources Department for 2012. Should anyone have any questions about the Department’s function and responsibilities, please don’t hesitate to stop by my office or give us a call at 920/746-2305. Thank you.
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2012 ANNUAL REPORT DOOR COUNTY INFORMATION SYSTEMS DEPARTMENT
1. Mission Statement - The Information Systems department is to develop, oversee, and coordinate all data processing and information management functions for Door County. Insure that adequate services are available to County Departments in order to provide efficient and necessary use of data to render needed services to county departments and taxpayers.
Responsibilities Include: 1.1. Work with any county department (department head or staff) requesting service from the Information Systems Department involving the use or support of current computerized data or planned/projected uses. This involves thorough investigation of the actual job that needs to be automated and analyzing the hardware and/or software needed to meet the goals and objectives of the end user. All requests from county departments for computerization or data processing needs come through this department. 1.2. Maintain existing systems. Ensure that data processing hardware and software continues to meet the needs of the users. Modify, rewrite, enhance, or upgrade software that no longer accomplishes these needs. The selection of software may also force hardware upgrades. Continue to supply requesting departments with computerization solutions, and respond to any hardware or software problem that arises. 1.3. Design and Maintain the “Network” that interconnects all these systems. This includes the wiring infrastructure and electronic switches that are located in various buildings throughout the county. 1.4. Try to keep abreast of current trends and solutions available to us to meet the needs of our users by using books, manuals, magazines, the internet, seminars, vendor specific user groups and classroom training. This is a very rapidly evolving field of work, with new software and hardware being developed and released monthly. It is also a time where dissemination of information via the Internet is becoming the norm or expectation of our constituents. 1.5. Assist departments with dissemination of their specific information via the internet. Specific examples can be found at Door Counties official web sites: 1.5.1. www.co.door.wi.gov – The official web site of Door County Government. Hosted by the state of WI. Basic DC departmental information, agendas, minutes, announcements and links to associated data. 1.5.2. http://map.co.door.wi.us – Updated the GIS Web Site hosted by Door County. This site has links to individual departmental pages hosted by this site. It is also the jumping off point for any land records search. 1.5.3. Not listed here are two web sites used to publish internal applications and centralized email to a growing mobile work force that have a broadband Internet connection. 1.6. Formal and informal training of end users if requested by a department or end user. 1.7. Develop and manage an annual budget (computer hardware/software, telephone, GIS) for all County Departments that have requests. By doing so, the county has insight on technology costs as a whole or in granular departmental views. Attempt to perform the budget cycle in a fair and efficient manner across all departments based on both short term and long term planning.
2. Geographic Information System(GIS)-Provide mapping products, services, and expertise for Door County as requested by various departments and the general public.
Responsibilities Include: 2.1. House the Land Information Office (LIO) and the LIO coordinator. (Tom Haight) The LIO coordinator reports directly to the Information Systems Committee. 2.2. Function as technical support for those departments with computerized mapping equipment in place. 2.3. Provide to the public for a fee various data sets and technical expertise as requested.In 2010, via Door County Board Resolution 2010-63, the Land Information Council (LIC) was created. The Land Information Council is to review the priorities, needs, policies of, and advise the County on matters affecting the land information office. The LIC was setup as an advisory committee to the IS Committee. 2.4. To administer, coordinate, and/or review various departmental project activities with the mission of improving the County's methods of organizing, storing, integrating and disseminating the various types of land records information. 2.5. Based on input from the departments, the public and the state, write/rewrite the Land Information Modernization plan every five years. The plan can be viewed at: http://map.co.door.wi.us/gis-lio/Plan2005_LIM.pdf Monitor and administrate the grants that are available to Door County for Land Record modernization.
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3. Telecommunications-Manage and respond to any requests, suggestions, or problems that may come up with the Telephone System, Voice Mail system, Cellular phones, pagers and miscellaneous phone circuits used to conduct County Business.
Responsibilities Include: 3.1. Maintain and operate the Tapit telephone accounting system. Produce monthly reporting to all departments on their specific telecommunication costs. 3.2. Project future communication budget needs of all departments based on current call data from the following vendors: CenturyTel, Frontier, AT&T and Cellcom. 3.3. The negotiation of all long term telecommunication contracts for local, long distance and cellular service. 3.4. Tasking also includes configuring new phones, changing configurations of current phones, trouble-shooting and repair of existing phones, and almost all associated telephone wiring. The County phone system supports analog phones, digital phones, modem lines, and fax lines - all installed and supported by the IS department. 3.5. In 2010, the County Board changed the Communication Advisory Technical Subcommittee (CATS) from advising the Law Enforcement Committee, to an advisory committee to the Information Systems Committee. The CATS committee is primarily focused on the Public Safety Communication infrastructure and systems. This infrastructure continues to migrate to a digital verses analog technology, and all projects, upgrades or changes to the Public Safety System are approved by the IS Committee.
4. Electronic Security - The department manager is entrusted the responsibility of County Security Officer (CSO) as it relates to information that is housed in various electronic systems. The manager via his subordinates and input from the departments ensures that digital data remains secure. This job ensures that there is ample protection of any digital data the department has control over, protects county data from any unauthorized access or manipulation, and serves as the major contact/liaison between most of the State of Wisconsin provided systems and the County of Door.
General Accomplishments / Goals / Objectives for 2012
Information Systems Department Day to day, month to month and annual operations of the Door County Data Network Performed routine maintenance, backups, and log checking of the data network Various technology training as time allowed for IS staff Continued efforts to fully utilize the Citrix Virtualization technology to virtualize servers with Citrix XenServer, applications with Citrix XenApp and now entire desktops with Citrix XenDesktop. In 2012, the XenDesktop effort focused on delivering a Microsoft Windows 7-64 bit operating system with the newer Microsoft Office 2010 productivity tools. The effort allowed various Door County PC’s to migrate from 32 bit infrastructure (Microsoft XP) to 64 bit infrastructure (Microsoft Windows 7). This continues to be a three step process, involving 64 bit capable hardware, 64 bit device drivers and 64 bit capable application software. In 2012, the IS department was able to work past almost all beta testing for most installs. Citrix XenDesktop and XenServer licenses were fully implemented in 2012 allowing Door County to continue to run multiple Microsoft Windows based servers on one physical box and now multiple desktops on one server. Anywhere from 1-8 servers per physical blade and up to 1-40 desktops per physical blade. The combination of Citrix based technologies, the HP-Lefthand Storage Area Network (SAN) and the Microsoft Windows 64 bit computing infrastructure, we were able to continue in 2012 to deliver a relatively robust virtual experience. In 2012, we continue to migrate physical PC based servers to virtual servers, and now entire desktops to a virtual desktops, or Virtual Machines. The migration from physical to virtual still comes with a large learning curve not only for IS Personnel but for the end users we support. But the benefits are already known in manageability, flexibility, agility and the ability to deliver applications to anyone with a good to excellent broad band connection. Approximately 50 virtual Servers and 200 virtual Desktops were running by year end, and this is expected to continue to grow in 2013. In late 2011, and early 2012, the IS Department worked through the research and approval process to upgrade the Air Conditioning unit at the Government Center Computer room. Installation to be completed in 2013. In regards to email, in 2012, we continue to see full utilization and growth of the MS Exchange mail server. It truly has become heavily utilized by ALL departments for default communication. As such, email is used for critical and non-critical communication to co-workers, constituents, vendors and outside contacts. In 2012, IS Staff replaced and updated the IBM I5 Server without any major down time or issues. This server houses all Door County Land record indexes, the NWS financial system, the enterprise imaging system and is the host to numerous Web based inquiries to Door County land records. In 2012, the IS Department worked closely with the Register of Deeds office to implement “INGEO” and “Simplifile”. Both systems assist in letting remote users E-Record documents in the DC ROD office.
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In 2012, IS Staff worked with the Register of Deeds staff to identify a vendor to convert historical Microfilm based documents to a digital format for web publication. The final vendor chosen was AMCAD. The products that they delivered were run through a quality assurance process that combined personnel from the IS Department and the ROD office. But when done, will bring roughly 300,000 pages online. In 2012, the IS Department worked with EMS and the HR department to secure the North Ambulance station with a Door Guard based FOB security system. We also worked with EMS North to convert them from stand alone PC’s to a more efficient Thin PC and Wyse Zero clients to conduct their remote work. The new technology worked better than expected for these remote workers. In 2012 IS staff worked with the Finance department to implement the SACWIS financial interface. This interface was paid for by the state. In 2012, IS Staff worked with Laura Kaycan at the Door County Library to bring the Rescarta Web Service online for historical and current Door County newspapers. This effort converts the newspapers to searchable digital documents. Via a web browser, users can search on historical content. The web server is actually hosted at Door County in the Data Center, and by doing so Door County was able to keep the costs for this project within a tight budget. This application was show cased at a recent 2013 county board meeting. In late 2012, IS Staff worked closely with Community Programs, Social Services, Human Resources and the Finance Department in regards to the planned merger into one Human Services department. Many back end systems were updated or changed to accommodate this merger. In late 2012, IS Staff worked with Human Service personnel to bring the ADRC online by 1/1/2013. This included personnel moves, hardware and software changes, web site updates and the setting up of a new autonomous sub-unit within the County. In 2012, IS Staff worked with our IBM Tivoli Storage Manager software to reduce the overall size of our primary and off site backups. Once fully operational, a 30-40% reduction in size of these data stores was realized and allowed us to avoid purchasing additional disk for this important function. In 2012, we saw a settling down of the associated problems with the Motorola Xoom’s experienced by the County Board Supervisors in late 2011 and early 2012. In 2012, email notices via these devices that PDF content was ready for consumption proved to be timely and reduced the overall printing at the County. The default District#@co.door.wi.us email address will accommodate an easier transition as individual supervisors change over time. New supervisors will have access to all historical district email. It also places all supervisor based email under the same regulations as the rest of the county. In 2012, the IS department began to populate the 4 new IBM Blade Server Chassis with Servers. An IBM S and H Chassis are located at each Data Center. The installed servers were needed due to the increased server needs for the IPConfigure Enterprise Video system and Citrix Virtual environment. In 2012 the IS department in conjunction with the Finance department upgraded the NWS Financial System to Version 8.02 and performed the necessary tasks for End of Year close out and Beginning of Year start up. At the Airport, in 2012, the IS department worked thru the installation of structured cabling and a new fiber optic link to the DC Cherryland Airport in support of their remodel effort. Once installed, changes were made to the network to bring the DCA personnel into the network like all other fiber optically connected buildings. Enhancements to their file, print, phone and internet serving needs were immediate. For the Airport, IS Staff assisted Airport staff in moving to the Government Center for temporary housing while the airport was remodeled, and then assisted with moving them back. The Airport was also wired for Door FOB based access, but door locks will have to come at a later date. Also in the Network area, in 2012, the IS Department continued to flatten the network, and configure separate Virtual Local Area Networks (VLANs) for various building locations and the separation of internal networks. This included moving and re-addressing multiple physical devices to the appropriate VLAN. In 2012, the IS Department continued support for the City of Sturgeon Bay School District for off-site tape backups through the Charter Dark Fiber Network under an intergovernmental agreement. In 2012, the IS Department continued support for the City of Sturgeon Bay for technical support services for their PC network and all devices attached to it under a new intergovernmental agreement. In 2012, the IS Department continued support for the Sturgeon Bay Utilities for technical support services for their phone system and parts of their PC network as it relates to the interconnect to Door County. In 2012 the IS Department converted the 2005 installed Justice Center Video System to the new IPConfigure system. This conversion removed all nine Digital Video Recorders from the basement of Master Control, and routed all video to standard Microsoft servers in the two data centers. Additional disk storage was installed in 2012 at both data centers to handle the new 120 day retention schedule for this video content. And lastly, Axis gateway encoders were installed to convert the analog cameras to digital (IP) based input to the system. In 2012, the IS Department worked through the technical specifications with the City of Sturgeon Bay for new video cameras for the Port Security Grant. To be installed in Spring of 2013.
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In 2012, the IS Department was integrally involved with Sheriff based video conversion needs. IS staff were involved with searching for video recorded by Arbitrator Video systems in the patrol squads to the conversion of surveillance video captured at individual businesses. In late 2012, the IS department worked thru the Microsoft Enterprise Licensing renewal process.
Geographic Information System(GIS) / Land Information Office (LIO) In 2012, LIO funding provided for: . ArcPad, AutoCad and Eagle Point software or maintenance . Provided for purchase of new LCD’s and thin clients for the RPL department Continued enhancements and ongoing maintenance to the Door County Web Site including creation and implementation of departmental web sites hosted by the web based GIS server. This also included updates to existing departmental web sites as information changed throughout the year Handled multiple mapping requests for the public and DC Departments as needed Worked through the specification and approval for a 2013 aerial fly over of the County with Pictometry
Telecommunication Systems / Public Safety Communications Day to day, month to month and annual operations of the Door County Phone Network (Approximately 750 nodes) Per Resolution 2004-22 (Phones for Fiber agreement), continue to support the City of Sturgeon Bay as it relates to the use of the Door County phone system. Per Resolution 2006-91, continued to support the Sturgeon Bay Utilities as it relates to the use of the Door County phone system. In 2012, the IS Department via the CATS committee was integrally involved with the planning and eventual RFP for public safety tower builds in Southern Door. Initially, three towers were designed for the RFP along the Southern Door County border. Due to costs in the RFP process, final design settled on 180’ free standing tower builds at existing Door County Highway properties. (Andres and Mill Quarry Sites) In 2012, the IS Department was a part of the CATS committee long term goal of meeting the 2012 deadline for narrow banding all public safety radios. This effort was led by the Sheriff department, but planned by the entire CATS and IS committees. Credit should be given to numerous individuals over the three year process for appropriate planning and funding. Because of everyone’s commitment, the County and multiple Door County based municipalities met the 1/1/2013 deadline and this unfunded FCC mandate.
Department Budget Status: Approved 2012 Budget 1,444,985 Actual 2012 Budget 1,679,874 2012 Levy appropriation 1,255,610 2011 Levy appropriation 1,227,793 2012 budgeted revenue 189,375 2012 Actual Revenue 172,615 2011 Actual Revenue 282,582
Grants received for 2012:
Issues, concerns and Restraints: A restraint or concern remains that the IS department is a limited resource, and yet the need for our services continues to grow. As new systems and/or clients are added to the IP Network, the need to support those systems effectively becomes a larger burden. The bottom line is that the IS Department is at capacity.
As mentioned in the past IS Annual reports, software and hardware systems that are dropped into Door County Departmental infrastructures as "TurnKey" are far from turnkey. Sooner or later, the system will need technical support in order to continue to work. By default, the first place a county department turns for help is the IS Department.
In 2012, it is evident that Microsoft’s move to a 64 bit environment from a 32 bit environment is in full stride. Simply reference advertising for Microsoft Windows 8. Microsoft has announced End of Life support for Windows XP in year 2014. As such, it would be our hope that older applications will take the leap of faith and be rewritten to take advantage of these newer operating systems, and hardware. In the meantime, or during this transition period, IS staff will have to remain well versed in both 32 and 64 bit architectures.
Another trend that is driving additional work load in the IS Department is the mobilization of internal applications, new tablet based computing platforms and the web enablement of content. Using email as an example, in 2012, the IS Department saw this single application delivered to multiple android based phones, android based Xooms, IPADS, IPhones and various laptop or PC computing clients. This is the nature of computing today. Employee’s need access to work related resources from anywhere at any time on any device. It is great if all works as planned. But when the delivery system has a major update (like a Xoom Operating System Update), the end user does not understand why
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the underlying technology is not working like it did yesterday! In the end, the IS Department ends up supporting computing these needs even though they fall out of the lines of our own infrastructure or control.
As departments look at Governmental efficiency per the direction of the County Board and County Administrator, I believe they will continue to look to Information Technology solutions to assist them in making their departments more efficient. This too will drive the need for qualified technical support.
Goals and Objectives for 2013: Continue to have fun in what we do by providing no shortage of technical challenge in a government environment. Continue to research Information Systems that will enable the County and City departments we support meet their ever shrinking budgets, yet provide the wealth of service we always have. Continue to spend the major part of the year maintaining a 500 node PC network, 750 node telephone network so that it remains highly available to all departments who depend on the network to function in a normal business day. This includes software and hardware upgrades as needed or budgeted, technical support, education and researching new technology that may be applicable. Work through the annual CIP and budget process within the constraints of the 2013 parameters put on us by Door County, the Federal Government or the State of WI. Continue to research, define and eventually implement a Register of Deeds Redaction solution to meet state based requirements Continue to migrate all visual RPG applications to PHP based applications Continued Migration off of Microsoft Windows XP and Vista Operating systems to newer Windows 7 OS’s. Take a look at Windows 8. Continued PC based application virtualization using both the Citrix XenApp and Citrix XenDesktop environments. Continued enhancement of the back end server infrastructure, SAN infrastructure and related server systems that support the enterprise. The virtualization of the Windows 7 or 8 desktop environment on existing PC workstation hardware. Continued upgrades as warranted to the existing network between the Government Center and Justice Center and flatten the subnet infrastructure of all buildings in the network. Continue to build out the fiber optic connections that are needed to support the County and other municipal entities as needed. Get IS staff to technical training as needed. Continue to study technology as it relates to DC Government Efficiency. Based on feedback from departments, DC Committees, DC Supervisors, the County Administrator and internal IS Staff, assist in implementing technologies that make DC more efficient.
Respectfully Submitted by: Tim Ullman Door County Information Systems Director
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2012 ANNUAL REPORT COUNTY OF DOOR - DOOR COUNTY LIBRARY
Mission Statement
The mission of the Door County Library is to provide all County residents and visitors a comprehensive collection of materials in a variety of media that records human knowledge, ideas and culture; to organize these materials for ready access, and to offer guidance and encouragement in their use.
Summary of Responsibilities
The Door County Library…. Procures, processes, organizes and shares book, media, periodical and online resources for circulation to the public. Answers reference questions in person, by phone, or via online databases and online chat sessions. Provides informational programs for adult and children’s audiences. Provides access to library services at eight sites; Baileys Harbor, Egg Harbor, Ephraim, Fish Creek, Forestville, Sister Bay/Liberty Grove, Sturgeon Bay, and Washington Island.
Department Programs
Meeting Rooms – 3 meeting rooms at Sturgeon Bay open for community use.
Public Use Computers – 60 computers available county-wide. Wireless access at all 8 library locations.
InfoSoup – Online catalog which incorporates readers advisory and reference guidance. We belong to InfoSoup with 30 public libraries in northeastern Wisconsin.
Delivery – Library users may order a book from any InfoSoup library and it is delivered to the library of their choice.
Goals/Objections Achieved in 2012 Completed energy controls exploration and budget request to City and County. Began strategic plan process. Completed initial phase of digitization of Door County Advocate. Page 49 of 108
Continued best practices for ebook access. Continued Deweyless project. Completed branding project. Participated in Door County Reads program in Jan./Feb. 2012. Worked with Egg Harbor on building change and resource allocation.
Knowledge Sharing 2012 # of Programs # of Attendees Adult Programs 89 3,017 Children Programs 423 11,773 512 14,790
Department Budget Status
Approved 2012 Budget 1,600,156 Actual 2012 Budget 1,591,230 2011 Levy appropriation 1,505,145 2012 Levy appropriation 1,492,200 2012 Actual Revenue 117,940 2012 budgeted revenue 107,956 2011 Actual Revenue 119,328
Grants Nicolet Federated Library System $ 3,007 Friends of Door Co. Libraries $ 15,764 E-Rate $ 2,340 Door Co. Library Foundation $ 53,668 $ 74,779 Other Accomplishments Library Visits = 321,205 Circulation = 402,252 Public Computer Use = 64,042
Issues, Concerns and Restraints
InfoSoup is supported in large part by the Outagamie Waupaca Library System and the Nicolet Federated Library System. All of our InfoSoup delivery (including between Door County branches) is provided by NFLS. State budget issues may decrease the level of these services or require significant increases in our cost share. Library System funding comes from Universal Service Funds. Telephone companies have made a request to Governor Walker that funding for library systems through USF decrease.
Goals and Objectives for 2013
Implement strategic plan process. Complete step 2 of digitization of Door County Advocate. Develop self pick-up system for holds. Study delivery of e-content; books, audio, music, magazines and reference. Continue Deweyless projects. Continue to work with Egg Harbor on building change and resource allocation. Secure funding and plan Door County Reads 2014. Page 50 of 108
2012 Annual Report
DOOR COUNTY HISTORICAL MUSEUM
Mission Statement: Our mission is to preserve and promote Door County history. We do this through the use of educational displays, audio/visual productions, community outreach programs and general assistance with historical questions and issues.
Summary of Responsibilities:
Create and maintain exhibits Provide programming for youth and adults Fulfill requests and answer questions from the general public Organize and catalog the collection Promote and market the museum
Goals/Objectives Achieved in 2012
1) Change the name to the Door County Historical Museum and Archives and begin working toward making the Groth & Associates plan a reality. We began the process of changing our organization name and starting accepting donation and grants for the museum expansion project.
2) Develop and document the collection of Door County historical items. 3) Become a key facility for learning about and researching the history of Door County. The staff continues to accession new items and catalog and document the collection. Some of the items donated to the collection and put on exhibit include a post puller and patent, Washington Island Icelandic doll, boots and skates, an H.C. Prange bronze sign and many items of local memorabilia. In addition, with the help of the Sturgeon Bay Fire Department, we put on exhibit a huge crowbar used at a local quarry in the 1800s that had been in our storage for many years. Correct and attractive labeling is a high priority of the staff. In addition, historic photographs are continuously collected and are in the process of being digitally cataloged.
4) Promote the museum and archives to a wide variety of patrons from the local community and beyond.
The museum sponsored the following events to bring visitors to the museum:
Taxidermy by Mike Orthober – On three different occasions, this master taxidermist and naturalist prepared a bird for the museum’s Seasons of Life display. He answered questions and educated visitors about his craft as well as Door County’s animal and plant life.
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Add to the Archives: Prohibition – The public was invited to visit the museum and see displays that portrayed how prohibition affected Door County and the rest of the country. Visitors were invited to bring in any information, items, stories, or memorabilia related to this unique period in our history.
Schools of Door County – This event featured the recent permanent school display completed in 2011 and, once again, invited visitors to bring in their own Door County school memories and memorabilia to share.
Add to the Archives: World War II – The public was invited to visit the museum and see displays that portrayed how Door County contributed to the war effort. Visitors were invited to bring in any information, items, stories or memorabilia related to this important time that continues to shape our history.
Holiday by the Bay – Through a partnership with the Sturgeon Bay Visitors Center, Santa Claus greeted children and families in the museum’s antique sleigh. Live reindeer were on exhibit on the lawn in front of the Pioneer Fire Station. This event is very popular and gives many local families with children their first exposure to the museum
5) Collaborate with other historical groups. The museum staff works closely with the Door County Historical Society and the Door County Historical Resource Association (currently in the process of changing its name to the Door County Heritage Alliance). During 2012 we worked with the Earthhaven Museum and Door County Land Trust (provided photos and research). We provided items on loan to Third Avenue Playhouse and Southern Door for theatrical productions. We provided historic school photographs to the Government Center for display.
Knowledge Sharing 2012
The museum staff provided programs or assisted with research or programming for groups or businesses including: Learning in Retirement (a walking tour of historic homes in both spring and fall), Leadership Door County, Door County Living, Door County Magazine and the Door County Advocate, Sturgeon Bay 2nd graders (Sturgeon Bay “Then & Now” program), and the Sturgeon Bay Over 50 Years Reunion. The staff also, on a regular basis, fulfilled requests and answered research questions from the general public.
The following groups, among others, toured the museum: Road Scholars (many throughout the season), Sunrise School, St. Peter’s Lutheran School, Sevastopol kindergarten and agricultural class, St. John Bosco School, Door County YMCA, and Segway Tours (throughout the season).
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Department Budget Status
2012 Adopted Budget $56,534.00
2012 Amended Budget $56,534.00
2012 Actual Budget $41,748.62
2011 Actual Budget $54,323.49
Goals and Objections for 2013 Continue to work toward the goal of expanding the museum and archives according to the proposed plan. Develop and document the collection of Door County historical items. Become a key facility for learning about and researching Door County history. Promote the museum and archives to a wide variety of patrons from the local community and beyond. Collaborate with other historical groups.
Sample Comments from the museum’s guest register:
Fantastic! Especially for a county museum (MO) A true Door County gem! (WI) Amazing museum with a small footprint (WI) Remarkable collection of artifacts beautifully displayed (WI) Loved it! Inspirational. We’re recommending the stop to others (WI) What a treasure! Enjoyed by the whole family (WI) Charlie came with his school & LOVED it – hasn’t stopped talking about it (WI) Incredible displays & loved all the kid friendly activities (WI) Diorama is better than the museum in Chicago (IL) Congratulations on a superb history lesson. Best museum ever! (TX) The museum was far beyond what I’d expected (IL) A great museum to visit. Thanks for your dedication (England) I can see why this is called “The Best Museum in the Midwest” (IL)
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2012 ANNUAL REPORT DOOR COUNTY PARK DEPARTMENT
Mission Statement: Provide a coordinated park and outdoor recreation program including the development of park and recreation facilities to meet the needs and demands of Door County residents and visitors.
George K Pinney County Park November 2012
Summary of Responsibilities:
The Door County Parks Department, with oversight from the Door County Airport & Parks Committee, administers the programs and policies approved by committee and governed by Chapter 12 ordinances. The department’s responsibilities include acquisition, development, redevelopment, and maintenance of 19 county parks totaling 972 acres and including 12.5 miles of state trails, 7 boat launch facilities, 17 restrooms, 3 “Welcome to Door County” signs, and miscellaneous buildings totaling over 85,000 square feet.
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Door County Parks Department Program Summary
State of Wisconsin Snowmobile Program Write funding grants for trail program, inspect trail for safety, review and approve funding for 7 local clubs maintaining 213.8 miles in Door County.
Plotmaster Program Maintain and rent out Plotmaster equipment to general public, and other governmental agencies for approved conservation and natural resource protection projects.
Goals/Objectives Achieved in 2012
Robert LaSalle County Park Constructed a new restroom facility in the lower portion of the park; old restroom on the upper level was removed from the property.
Cana Island Parking Land Removed house from property, cleared and leveled site. Base work completed for parking lot. Asphalt paving will be completed in spring of 2013.
Ahnapee Trail Utah Street to Michigan Street and Neuville Purchase Working with D.O.T. to meet their stringent requirements for this difficult grant process. All DNR grants are in place and ready to go. Getting closer, hope to construct in 2013.
Memorial Drive Connection to Ahnapee Trail in Sturgeon Bay Project completed in 2012.
Friends of Door County Parks System Donated a Gazebo to Cave Point County Park; construction completed in 2012. Ordered five more kiosks and committed to contribute to the bridge for Sugar Creek County Park.
Beach Monitoring/Design The Bailey’s Harbor Beach rehab project was completed in 2012. Continue to work with Soil & Water to plan for rehab project at Murphy Park.
State Snowmobile Trail Program Received grants for continued maintenance of trail systems.
Chaudoirs Dock Received grant from Waterways Commission for dredging, waiting to hear on other DNR grants. Plans are to do dredge Chaudoir’s Dock. Without dredging, Chaudoir’s Dock launch will most likely be unusable due to low water.
Murphy Park Door County Triathlon continues to be sold out and is a huge success for everyone involved. Bill Schuster and Grant Thomas have become the drivers of the Cave Exploration Team. A new gate was installed on the cave.
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Knowledge Sharing 2012
Annual Committee Parks Tour ~ Took Committee on a two day tour of County Parks
Department Budget Status
Approved 2012 Budget $853,376.00 Actual 2012 Budget $1,016,838.16 2012 Levy appropriation $531,716.31 2011 Levy appropriation $ 647,726.00 2012 Budgeted revenue $321,659.69 2012 Actual Revenue $ 408,290.01 2011 Actual Revenue $1,684,123.00
Grants received for 2012:
Wisconsin Department of Natural Resources
Door County Snowmobile Trail Maintenance 2012-13 S-4112 $53,450.00
Door County Chaudoir’s Dock Dredging RBF-1417 $85,400.00 Door County Ahnapee State Trail Maplewood Wayside RTA-574-13 $25,987.50 Development Door County Ahnapee State Trail Development: Clay, $49,006.00 S-ADLP3-12-1130 Shiloh & Maplewood Door County Memorial Drive Connection to the RTA-510-12 $20,712.50 Ahnapee State Trail Door County Ahnapee State Trail Utah to Michigan RTA-518-12 $42,062.50 Development Door County Ahnapee State Trail Utah to Michigan S-ADLP3-11-1108 $42,062.50 Development
Issues, Concerns, & Restraints
In the past we have relied heavily on grant dollars to fund part or all of park acquisitions and developments. Recent political changes in grant programs have added words like “nature based” and “open to all public access”. Both of these terms are interpreted to greatly limit what the grant dollars can be used for. Governor Scott Walker’s proposed budget includes reducing, restricting, additional regulations and paperwork for grant programs plus competition for grant dollars has dramatically increased in the last few years. We are concerned that grant reductions will not be evenly distributed but will be weighing more heavily on Local Units of Government than State agencies overseeing the programs. We are working with Legislators to review and revise these rules. In 2010 & 2011 we experienced an unusual amount of pressure from single issue interest groups that required additional time to work through.
Door County Parks Department consists of 2 full time employees (Director and Lead Worker) and 2 full time employees shared with Airport (Administrative Assistant and Lead Worker). We also hire approximately 12 seasonal employees to supplement our full time staff.
Office space was addressed with the remodeling of our office facility at the Cherryland Airport. In October of 2011 we moved our office to temporary space in the Government Center, in late March of 2012 we moved back to our new office. Maintenance space is also shared with the airport.
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In the last 4 years our traffic counters have seen a continued increase in usage of County Parks and in the last 5 years boat launch traffic has increased dramatically. Increased usage means increased costs to maintain from cleanup to general wear and tear.
We have and will continue to strive to use dollars available with the utmost efficiency. If we are directed to make major reductions in our costs, than we will have to dramatically change our mission statement and the services the public are requesting.
Door County’s Park System has often been identified as one of the main attractions that bring visitors and dollars into our economy. Reducing the appearance and appeal of these attractions could potentially negatively affect our economy.
Goals & Objectives for 2013
Continue to apply for State and Federal Grants to fund Acquisition, Maintenance and Development projects. Negotiate Murphy Park Cave underground access and work with DNR to study Bat Habitat. Reestablish Peregrine Falcon Project. Pursue funding for Chaudoir's Dock Dredging Complete Maplewood Wayside project. Restrooms and parking funding received. Continue to improve County Snowmobile Trail Program. Continue Beach redesign program by funding improvements, focus on Murphy Beach construction. Invasive species monitoring and removal in parks focusing on Murphy Beach. Continue to pursue Schauer Park long range plan. Continue working with Friends of Door County Parks System on select projects. Sugar Creek Bridge and Restrooms, and rehab of original arch entrance at Murphy Park. Complete brushing of Ahnapee Trail. Construct Ahnapee Trail extension, Utah to Michigan Street Design additional parking area at Carmody Park. Design additional parking area at Murphy Park. Design additional parking area at Cave Point Park
Respectfully submitted by Keith R. Kasbohm Interim Door County Parks Director
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Door County Planning Department 2012 Annual Report
A. Mission Statement
The Door County Planning Department does not have a formal mission statement. We do, however, have various policies and procedures in place as well as an overall departmental work ethic which guides our activities: We strive to effectively and efficiently administer the programs under our jurisdiction; to be efficient, accurate, courteous, helpful, knowledgeable, and timely in our work with our clients; and to ensure our activities are coordinated with the work of the many other local and state agencies and organizations with which we interact.
B. Summary of Responsibilities
The primary responsibilities of Planning Department staff members are to administer the county- level planning program, as mandated by state statute; to administer and enforce the county-level zoning, land division, and floodplain zoning ordinances, as mandated by state statute; to administer and enforce the telecommunication tower, wind energy facility, and airport height limitation ordinances, as mandated by the county board; and to administer and enforce the county addressing ordinance and program, as mandated by the county board. Staff members during 2012 were:
Mariah K. Goode Planning Department Director David W. Sautebin Senior Zoning Administrator Richard D. Brauer Zoning Administrator II Kay E. Miller Zoning Administrator II Susan Vanden Langenberg Zoning Administrator II Rebecca Kerwin Planner II Audrey A. Forslund GIS Mapping Specialist Linda Riemer Administrative Assistant III Ruth A. Neinas Clerk Typist I (.5 FTE)
The department’s oversight committee is the Resource Planning Committee, comprised of five county board members. Per state statute, the county board-appointed Board of Adjustment (all laypersons) also participates in administration of the zoning ordinance. Both bodies typically hold public hearings and regular business meetings once or twice monthly.
C. Program Summary
Door County Zoning Ordinance Administration Administered and enforced by Door County Planning Department staff, the Door County Board of Supervisors’ Resource Planning Committee, and the Board of Adjustment, the Door County Zoning Ordinance is in effect in all areas of nine towns – Baileys Harbor, Clay Banks, Forestville, Gibraltar, Jacksonport, Liberty Grove, Sevastopol, Sturgeon Bay, and Washington – per their voluntary enrollment in comprehensive county zoning, and, per state statute, in the shoreland areas of the Towns of Brussels, Egg Harbor, Gardner, Nasewaupee, and Union. Zoning applications processed in the shoreland areas of the county's fourteen towns, as mandated by the state, constitute about 55% of the department's processed zoning applications.
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Door County Land Division Ordinance Administration Administered and enforced by Planning Department staff and the Resource Planning Committee, the Door County Land Division Ordinance is in effect in all fourteen towns, regardless of whether or not the town is under county zoning.
Other Ordinance Administration Planning Department zoning administration staff members and, in certain cases, the Resource Planning Committee, also administer and enforce several other county ordinances: 1) the Door County Floodplain Zoning Ordinance, in effect per state statute in all 14 towns; 2) the Door County Telecommunications Tower Ordinance, also in effect in all 14 towns; 3) the Door County Wind Energy Facility Ordinance, in effect in all 14 towns; and 4) the Door County Height Limitation Zoning Ordinance, in effect in areas surrounding the Cherryland Airport.
Planning Programs Door County Planning Department planning program staff members are responsible for developing and implementing comprehensive, farmland preservation, and other land use-related plans, as well as developing and updating the department's multiple ordinances. Planning staff also organize and participate in a variety of educational and information-sharing programs, primarily with local municipalities, government agencies, and non-profits.
Addressing and Mapping Programs These functions are carried out by the GIS Mapping Specialist, whose primary responsibilities are to maintain land information data and to create a variety of maps for zoning and planning purposes for county staff, local municipalities and agencies, residents, and property owners. The addressing program, in effect in the unincorporated areas of the county and two villages, ensures consistent address number assignment, avoidance of duplicative road names, and transfer of information to E- 911 dispatch entities. The Sanitarian Department is responsible for installation of addressing signs.
D. Goals / Objectives Achieved in 2012
Planning Department goals and objectives for 2012, as stated in the 2011 Annual Report, were to:
1. Continue to administer ordinances/programs under our jurisdiction as effectively and efficiently as we are able. 2. Continue working on the new county farmland preservation plan, as required by statute and per the process outlined in the county board-approved public participation plan. 3. Continue drafting ordinance amendments necessary to work toward consistency between ordinances and the comprehensive plan, and/or to comply with changing state requirements.
These goals are discussed below, in conjunction with the appropriate program area.
Zoning Ordinance Administration The Planning Department’s four zoning administrators – Senior Zoning Administrator Sautebin and Zoning Administrators II Brauer, Miller, and Vanden Langenberg – and administrative staff members – Administrative Assistant III Riemer and .5FTE Clerk Typist I Neinas – process all regular zoning permit applications, as well as conditional use permit applications which eventually go to the Resource Planning Committee for public hearing and approval or disapproval. Zoning ordinance-related matters constitute the majority of the work of the zoning administrators and administrative staff, and about one-third of GIS Mapping Specialist Forslund's time.
The zoning administrators and administrative staff members also process the paperwork for petitions for variance from the Door County Zoning Ordinance, appeals of either Resource Planning
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Committee or zoning administrator decisions, and petitions for text or map amendments to the zoning ordinance. The public hearings at which decisions are made regarding variances and appeals are held by the Door County Board of Adjustment. Public hearings regarding text or map amendments are conducted by the Resource Planning Committee, with the County Board making the final determinations regarding such petitions.
Goals set in 2011 related to zoning program administration were largely met for 2012: zoning staff continued to effectively and efficiently administer zoning ordinances and programs (goal 1); drafting of ordinance amendments in conjunction with planning staff in order to ensure consistency with the comprehensive plan continued, as for the past few years (portion of goal 3); and zoning and planning staff continued working on county farmland preservation planning activities, including drafting and seeing through to county board adoption amendments to the county zoning ordinance regarding regulations in the Exclusive Agricultural farmland preservation district (goal 2).
The chart below shows permit application levels for 2008-2012. (For town-level information, please call (920) 746-2323.) Numbers should be considered approximate, due to continual refinement and upgrades to the permit tracking system. Note that the chart does not reflect most activities related to these regulatory programs, such as: 1) pursuit of violations, including site visits, correspondence, phone calls, court appearances, citation issuance; 2) completion of formal research requests for the development community; 3) informal information exchanges (e-mails, phone calls, drop-in client visits, and letters other than "formal" research requests); 4) project-related meetings with applicants, builders, surveyors, architects, attorneys, etc.); 5) educational meetings with municipal officials, interest groups, residents, etc.; 6) meetings with other local, county, regional, or state governmental bodies or agencies; 7) RPC- and BOA-related work each month, including preparation of notices, agendas, mailings, and packets, meeting facilitation, preparation of minutes, and other follow-up work requested/required; and 8) preparation of materials for monthly county board meetings. Note, too, that zoning administrators conduct site visits for nearly all applications.
Door County Planning Department Permit Application Levels, 2008-2012
5-year 5-year 5-year 2008 2009 2010 2011 2012 total median average PERMIT TYPE Regular zoning permit types: New single-family residences (SFR) 113 77 75 49 79 393 77 78.6 SFR additions 176 150 124 108 124 682 124 136.4 Accessory structures 174 166 199 208 160 907 174 181.4 Permit renewals 9 15 15 11 7 57 11 11.4 Other 101 137 74 96 101 509 101 101.8 Total, Regular Zoning Permits 573 545 487 472 471 2,548 487 509.6 Conditional use permits 21 15 15 13 10 74 15 14.8 Variances 33 30 32 27 18 140 30 28.0 Zoning map & text amendments 22 9 14 9 11 65 11 13.0 Appeals 3 2 0 1 0 6 1 1.2 Telecommunications towers 5 2 4 0 1 12 2 2.4 Floodplain permits* 4 4 14 22 20 64 14 12.8 Wind energy facility permits 2 2 0 1 0 5 1 1.0 TOTAL APPLICATIONS 663 609 566 545 531 2,914 566 582.8 Certificates of Compliance** 347 871 546 543 418 2,725 543 545.0
* Note that floodplain permitting procedures changed significantly between 2009 and 2010. ** In addition to the on-site inspections required to issue permits, zoning administrators conduct inspections subsequent to project completion to ensure permit conditions have been met.
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Land Division Ordinance Administration The four zoning administrators process all applications related to land divisions. Minor land divisions are reviewed by staff only; major land divisions are reviewed first by staff and then reviewed and approved or disapproved by the Resource Planning Committee at regular business meetings. Staff continued to effectively and efficiently administer the land division ordinance (goal 1), and adoption of a completely rewritten ordinance was accomplished in spring 2012 (goal 3).
The following chart shows the number and types of land divisions processed each year for the past five years and the resultant number of new lots comprised of ten or fewer acres. (For information at the town level, please contact the Planning Department at (920) 746-2323.)
Land Divisions Processed and Lots Created, By Year
Minor Land Divisions Major Land Divisions Year # of CSMs # of Lots Created # of Plats # of Lots Created 2012 41 71 0 0 2011 48 90 0 0 2010 33 62 0 0 2009 41 65 0 0 2008 57 107 0 0
Notes Applications processed but not approved due to non-compliance with ordinance standards not included.
A Minor Land Division – or Certified Survey Map (CSM) – is a division of land whereby 4 or fewer new lots of 10 acres or less are created. A Major Land Division – or plat – is a division of land whereby more than 4 new lots of 10 acres or less are created.
Other Ordinance Administration Staff continued to effectively and efficiently administer all other regulatory programs (floodplain, telecommunications, wind energy, etc.) (goal 1).
Normally, activity levels related to these ordinances is relatively minimal. In the past few years, however, work levels on floodplain ordinance administration have been higher, due to the 2009 ordinance and maps adopted per state and federal mandates. In addition, FEMA is currently in the midst of a new Great Lakes floodplain study; county zoning staff spent many hours attending educational meetings on the matter and reviewing and providing input on study components as they were released. County planning and zoning staff also closely monitored work at the state level to revise regulations and standards allowable in local wind energy system ordinances, but have not yet drafted new county-level standards, as changes might be forthcoming at the state level due to the November 2012 election results.
Planning Programs In addition to developing and implementing comprehensive and other land use-related plans, planning program staff also organize and participate in a wide variety of other activities, including educational, training, and coordination activities, and information-sharing programs. Planning staff members are often invited to attend meetings of municipal, environmental, political, or development-related boards, commissions, agencies, and organizations for presentations and discussions about planning and zoning-related issues. They frequently meet, talk, and correspond with municipal elected and appointed officials regarding planning and zoning issues. Planner II Kerwin spends 100% of her time on the planning program, Director Goode, about 25% of her time, and GIS Mapping Specialist Forslund, about one-third of her time. In 2012, planning staff drafted
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many zoning ordinance amendments which were ultimately adopted by the county board, continuing to ensure consistency with the comprehensive plan (goal 3). Other specific planning activities in 2012 included:
Continued work to update the county farmland preservation plan, with the ultimate goal of folding it into an updated comprehensive plan during 2014 (Kerwin). Continuing (roughly) quarterly educational/discussion meetings regarding planning and zoning issues for local elected and appointed officials (Goode and Kerwin). Continued work by Kerwin and some by Goode on affordable housing issues with the Door County Economic Development Corporation and an emerging non-profit/municipal housing trust, which grew out of a 2010 housing trust educational workshop organized by Kerwin for interested local municipal staff and officials, property owners, and development community members. Participation in county-wide bike and pedestrian plan development (Goode and Kerwin). Participation in Door-Tran's update of the federally-mandated transportation plan (Goode and Kerwin). Corrections and updates to the Door County Greenprint website (Goode and Forslund) and conducting several demonstrations and trainings on the website (Goode, with Soil & Water Conservation Department staff).
Addressing Program GIS Mapping Specialist Forslund continues to effectively and efficiently review and assign address numbers and coordinate phone system and address sign installation, in addition to her previous address mapping and other mapping program duties. Forslund spends about one-third of her time on the addressing program.
E. Knowledge Sharing
All staff members of the Planning Department are constantly sharing knowledge, providing an array of informational and educational services, namely with:
Each other Other county departments Local public and private agencies and organizations Regional, state, and federal public and private agencies and organizations Local residents and property owners Local elected and appointed officials Local real estate agents, developers, surveyors, architects, attorneys, builders and their associations.
In addition, our website provides all ordinances, application forms, and comprehensive planning program information to anyone accessing the site. It is frequently updated.
All planning and zoning staff attend various environmental and political agencies’ meetings as requested for presentations and discussions, and meet frequently with staff members of other county departments, such as Sanitarian, Deeds, Real Property Listing, Information Systems/LIO, Soil & Water Conservation, and Corporation Counsel, in order to ensure coordination of program administration and for educational purposes. They also meet or talk frequently – for the same reasons – with staff of other governmental agencies, local and state, and local elected and appointed officials. In addition, zoning administrators regularly organize and attend regional conferences and meetings with other county code administrators, with one zoning administrator currently serving on the regional and state code administrators' professional association boards.
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Additional planning program staff members' knowledge-sharing activities were discussed above.
F. Department Budget
Expenditures Revenues Levy appropriation 2012 Adopted $ 769,126.00 $ 125,200.00 $ 643,926.00 2012 Amended 2012 Actual $ 720,532.51 $ 129,404.18
2011 Adopted $ 795,186.00 $ 140,500.00 $ 654,686.00 2011 Amended 2011 Actual $ 751,485.46 $ 140,124.91
2010 Adopted $ 837,446.00 $ 169,425.00 $ 668,021.00 2010 Amended 2010 Actual $ 750,307.42 $ 147,076.58
2009 Adopted $ 819,024.00 $ 127,700.00 $ 691,324.00 2009 Amended $ 835,726.00 2009 Actual $ 821,946.32 $ 133,075.34
No grant funds were received in 2012.
G. Other Accomplishments
Staff members are continuously seeking ways or undertaking projects to improve individual and departmental performance and improve services, ordinances, programs, and related matters. Staff members also work to address issues arising due to external forces. Examples from 2012 include:
Continued involvement in Wisconsin county code administrators' organizations. Continuing to monitor farmland preservation, shoreland zoning program, and wind energy facility legislative and rule-making activity at the state level that will affect county-level programs/ordinances administered. Holding two educational/discussion meetings for county Board of Adjustment members. Continued development with county Information Systems staff of enhancements to digital permit tracking programs.
H. Issues, Concerns, and Restraints
The condition of the local, regional, and national economies continued to be of concern to many of our clients in 2012, as has been true since 2008.
I. Goals and Objectives for 2013
1. Continue to administer ordinances/programs under our jurisdiction as effectively and efficiently as we are able. 2. Continue working on the new county farmland preservation plan, as a component of an updated comprehensive plan, with the ultimate goal of completion of the plan during 2014. 3. Continue drafting ordinance amendments necessary to work toward consistency between ordinances and the comprehensive plan, and/or to comply with changing state requirements.
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2012 ANNUAL REPORT
DOOR COUNTY PUBLIC HEALTH DEPARTMENT
A. Mission Statement: The Mission of the Door County Public Health Department is to provide and coordinate services to create a healthy future for all Door County residents.
B. Summary of Responsibilities: The Public Health Department is statutorily responsible for the core functions of assessment of the community’s health, policy development, and assurance that services are provided to ensure the health of the community. The Public Health Department works collaboratively with the State Division of Public Health, Department of Health Services.
C. Program Summaries: Maternal and Child Health: Immunization clinics, home visits by public health nurses, Women, Infants & Children’s Program (WIC), Prenatal Care Coordination, Childhood Lead Poisoning Prevention Program, Vision & Hearing Screening Program, tobacco education & control resources.
Environmental Health: Community household sharps collection program, animal bite investigation & rabies follow-up, beach testing & monitoring of 34 public beaches, enforcement of laws & regulations that protect & insure safety, education & resource referral, water testing program for new parents.
Adult Health: Blood Pressure Screening, Cholesterol Screening, Worksite Health Promotion, Flu Vaccine administration, Tetanus Boosters, WI Well Woman Program, Home Visits.
Emergency Preparedness Planning: Planning on regional and state level with local public health departments, development of emergency response plans, preventing secondary public health emergencies after disasters, community outreach/education.
Communicable Disease Follow-up, Investigation, and Control: Contagious disease outbreak control, preventing the spread of infectious disease, providing laboratory testing from State Lab of Hygiene, investigating reports of communicable disease.
D. Goals / Objectives Achieved in 2012:
Continued to provide a high quality immunization program for the community, providing a total of 6,216 vaccinations to 2,746 children and adults through immunization clinics.
Met all requirements for State Audit of Immunization program conducted in 2012 that monitored for compliance with vaccine handling and storage, immunization policies and procedures, and Vaccine for Children (VFC) eligibility and screening. An assessment of immunization coverage was conducted for children 19-35 months of age. Children were 85.2% up-to-date with immunizations by 24 months of age and late up-to-date coverage was 89%. The Healthiest Wisconsin 2020 objective is to achieve 90% immunization levels for children by the age of 24 months.
Worked closely with and provided assistance to county health care providers to assist them with the implementation of an immunization program at their facility.
2012 Annual Report Door County Public Health Department Page 1 of 4 Page 64 of 108
Implemented State Immunization policy changes with the establishment of appointment system for immunization clinics, with public outreach for community information.
Worked with community partners to finish the Door County Health Plan with the design and distribution of the Health Plan in brochure format. The three priorities of Mental Health, Adequate Food and Nutrition, and Dental Health were addressed with the creation of three sub-committees to address these issues.
Worked with the Building Ad Hoc Committee as an active partner to address issues regarding space needs.
Developed and maintained a Health Department Facebook page with Twitter updates to provide timely health information to community.
Worked to ensure effective use of Ceridian Time System by staff.
Continued to monitor and investigate communicable disease in the community, with the investigation of five communicable disease outbreaks related to congregate living facilities and sports teams. There was one respiratory outbreak and four outbreaks related to gastrointestinal illness.
Worked collaboratively with the Soil and Water Conservation Department, UW-Oshkosh, and the DNR to ensure the smooth operation of the Beach Monitoring Program of 34 public beaches.
Continued to utilize digital imaging program for department files.
Educated community regarding emergency preparedness for families. Continued to maintain readiness for Public Health Emergencies through networking with regional and state partners, education, training, and evaluation.
Completed the Wisconsin Hazard Vulnerability Assessment Tool for Door County to aid in emergency preparedness.
Continued to keep staff updated on current communicable disease issues.
Updated training regarding emergency preparedness, immunizations, communicable disease, maternal/child health, and environmental issues.
2012 Annual Report Door County Public Health Department Page 2 of 4 Page 65 of 108
E. Knowledge Sharing 2012:
Educational presentations and community outreach regarding the following topics were provided in 2012:
West Nile Virus Nutrition Education Infectious Disease Issues Public Health Department Healthy Beach Practices Water Quality Issues Services Babysitting Issues Influenza Emergency Preparedness Methicillin-Resistant Breastfeeding Education Diabetes Information Staphylococcus Aureus (MRSA) Community Health Needs Prenatal and Postpartum Tobacco Information Assessment Education for Women Immunization Information Senior Fit Infant Care
Safe Medication Disposal Summer Safety Personal Hygiene Maternal/Child Health Life Summer Food Program Bloodborne Pathogens Course Model Indoor Radon Sharps Collection Program Women’s Health Screening
F. Department Budget Status
Approved $ 1,052,714 Actual 2012 Budget $ 1,000,767 2012 Budget 2012 Levy 2011 Levy $ 716,912 $ 731,556 appropriation appropriation 2012 Budgeted $ 335,802 2012 Actual Revenue $ 292,836 Revenue 2011 Actual Revenue $ 355,640
Grants received for 2012: $ 261,668
G. Other Accomplishments: Designated cooling shelters in July and provided press releases and public information to alert citizens to dangers of heat, where to go for relief from the heat, and techniques to use to keep cool in the heat. Worked with Bellin College of Nursing, UW-Green Bay, Silver Lake College, and NWTC to provide experience to LPN and RN nursing students for community health clinical rotation. Provided 766 Public Health Nursing visits to individuals in Door County, including prenatal and postpartum visits.
Provided WIC Nutrition Program to 815 unduplicated women and children.
2012 Annual Report Door County Public Health Department Page 3 of 4 Page 66 of 108
Maintained an average monthly caseload of 490 clients for WIC Program. Investigated 228 cases of reportable communicable diseases including sexually transmitted diseases. Investigated and followed-up on 85 animal bites/exposures. Screened 91 women through the Wisconsin Well Woman Program. Provided education to families and tested 416 children for blood lead, with one elevated lead level detected. Ten children had levels between 5 to 9 mcg/100mL which requires follow-up per new CDC guidelines. Screened 2,447 students for vision concerns with 56 referrals, with 15 students reported to have received treatment and results still being reported for the other 38 referrals. Screened 2,216 children for hearing concerns with 23 referrals made, and with seven reported to have received treatment. Results are still pending for the other referrals.
H. Issues, Concerns and Restraints:
The Health Department continues to have a need for more space to increase efficiencies and serve the public in a more quiet and comfortable environment.
I. Goals and Objectives for 2013: Continue to work with community partners on the goals and objectives of the Health Plan. Work with the county staff to address issues regarding space needs. Continue to monitor and investigate communicable disease in the community. Continue to implement the Beach monitoring program, by working collaboratively with UW-Oshkosh, the DNR, and other community agencies and municipalities with funding from multiple sources. Continue to keep staff updated on current communicable disease issues, such as emerging infectious diseases. Continue to provide a high quality immunization program for the community for target populations. Continue to utilize social media as an avenue for public information.
2012 Annual Report Door County Public Health Department Page 4 of 4 Page 67 of 108
2012 Annual Report
Door County Real Property Listing Department
Mission Statement: Provide accurate property information for all 41,089 parcels of real estate in Door County per State Statute 70.09
Summary of Responsibilities
Process and verify all documents of transfer recorded at Register of Deeds Office. Maintain current computer records of property owner’s name, mailing address, location address of property, legal description, document numbers, land class codes, district codes, parcel history, acres, map page numbers, condominium or plat codes, assessed values, special assessments and taxes on all real estate and personal property parcels in Door County. Print and/or electronically transfer all state mandated reports, assessor work rolls, sales and split labels, notices of assessments, assessment rolls, tax rolls and tax bills for all 19 municipalities. Budget and oversee the monumentation and relocation of section corners per State Statute 59.74. Also image/index/file all monumentation tie sheets (location of monumented section corners) and GPS control data sheets (bearings & distances between monuments). Image/index/file all plat of surveys done by registered land surveyors of parcels of land in the county. Plat of surveys must be filed with RPL within 60 days of completion per State Statute 59.45. Maintain all tax parcel maps showing boundaries, dimensions, acreages and parcel numbers of all real estate parcels. Update county web map with new boundary changes and land records website with new ownership, assessment, taxes, surveys, etc data as it pertains to the real estate parcels for public and in house use. Upload to Dept. of Revenue Statement of Assessments for all 19 municipalities. Work with DNR Forester insuring all property entered in Managed Forest Land programs show correct ownership and acreages. Real Property Listing is the custodian of land information and our role is vital to the function of government. We are the major source of parcel based data and have first hand knowledge of the county/local/state and general public needs regarding land information. The data we maintain is built upon by all departments here at the county and also at the state.
2012 Program Summary
Monumentation Program – Recovery, Relocation and Monumentation of public land survey corners per Statute Statue 59.74
Goals/Objectives Achieved in 2012
- Continued entering AS/400 data regarding parcels from the old history work rolls only completed 1 additional roll now have 8 of the 19 complete - Information Systems completed programming for electronic index for all 17,000 plat of surveys. Customers can now search an entire section or quarter-quarter to see surveys that have been done. Also our office can now print indexes for each section file folder showing which surveys are in that file. - Started imaging monumentation tie sheets (location of public land survey control monuments). Completed imaging and indexing of over 2300 tie sheets. Page 68 of 108
2012 Knowledge Sharing
- Data entered and maintained by RPL is shared with all internal departments, Dept. of Revenue, Dept. of Natural Resources and local municipalities. The data is also put out on the county land records and web map websites for the surveyors, realtors, title companies and general public to use - Work with municipal assessors in keeping assessment data up to date - Wisconsin Real Property Listers Association and Wisconsin Land Information Association
2012 Budget Status
Approved 201 $160,862 Actual 2012 Budget $157,768.18 Budget 2012 Levy $153,562 2011 Levy $155,997 appropriation appropriation 2012 budgeted $7,300 2012 Actual Revenue $6,830.62 revenue 2011 Actual Revenue $5,713.27
Other Accomplishments:
- 2940 transfers of property in 2012 largest growth in sales since 2007 – 13% increase over 2011 - Hosted 2012 Annual State Meeting of the Wisconsin Real Property Listers Association
Issues, Concerns and Restraints
- Keeping up with technology changes and being able to send/create reports, labels and maps as requested
Goals and Objectives for 2013
- Image and index control summary sheets (bearing and distances between public land survey monuments) and put out on County Land Records Website. - Work with State Cartographers Office in linking survey monument tie sheet images to state database - Work with Information Systems to create database to display tie sheets on County Land Records Website to make images accessible to public - Continue imaging old parcel history work rolls and entering data contained in old work rolls into AS/400 - Continue creating section folder indexes for all plat of surveys from data entered from plat of survey images Page 69 of 108 County of Door Register of Deeds CAREY PETERSILKA 421 NEBRASKA ST STURGEON BAY, WI 54235 TELEPHONE (920)746-2270 FAX (920)746-2447
2012 Annual Report
Since the beginning of time, when documents were first hand written, changes have occurred over the years. In 1919 documents were typed, 1947 documents began to be photocopied, 1976 they were microfilmed, and in 2002 to present day documents are scanned into the optical imaging system. 2007 ended the issuance/sale of CD’s which contained images of real estate documents and the beginning of images available online for purchase. We currently have 30+ customers who utilize the online unlimited or escrow usage of documents which are back scanned to 1993. It is our intention to put more documents online through a portion of recording fees collected in the Register of Deeds office.
SVRIS – State Vital Record Information System – Implementation of access to Vital Records directly from the State Vital Record data base. The Register of Deeds Office went online with the State February 1, 2011, without any issues. This will be in phases with birth being first. We will issue death and marriage records from our paper records until further roll out of the product which is planned for 2013. This is in reaction to the Real ID ACT, which was Federally mandated.
Redaction of Social Security Numbers – 59.43(c) With regard to any instrument filed with or recorded by a Register of Deeds before April 1, 2006, which the Register of Deeds, makes available for viewing or download on the Internet, the Register of Deeds shall make a reasonable effort to make social security numbers from the transferred instrument’s electronic format not viewable or accessible on the Internet. All records in electronic format must have any social security number that may be of record redacted from record. The original document is accessible within the office as a public record. Funding for this project is already being retained from fees collected through recorded documents.
The Register of Deeds office continues to electronically record documents, reducing the amount of paper used within the office. We currently work with 2 Vendors who submit the documents to us from outside entities for recording. The entire recording process is paperless. Through this type of recording we are not only going “green”, we have also saved on postage, and helped in the timelines needed for the returning of recorded documents.
Going forward, on the same lines of less paper and more efficiency, we also accept Real Estate document requests and Vital Record requests online with payment by credit card. This also saves the public time and postage, as well as on our end. With the Real Estate documents, we no longer mail those documents, and are able to email the document directly back to the customer with much efficiency.
Mission Statement:
To provide the official county repository for:
1. Real estate records (deeds, land contracts, mortgages, etc.) 2. Personal property records (UCC real estate fixture filings) 3. Vital records (birth, death, marriage, domestic partnerships and military discharges)
To provide safe archival storage and convenient access to these public records. To implement statutory changes, system modernization, program and procedure evaluation and staff development to assure a high level of timely service for our citizen-customers.
Real Estate
Throughout the day real estate documents are presented for recording. Prior to the slowed housing market, an average of 40 to 50 documents per day is a typical recorded document total. However, daily recorded documents have varied from 20 to 130 documents so organizational efficiency is critical. Documents are brought into the office via title companies, standard mail, electronically, overnight, and the general public. Prior to the recording process, two Register of Deeds (ROD) employees review the documents in order that they meet statutory recording requirements and required fees. Examples of these requirements include a standard document Page 70 of 108 recording format, original signatures, a general location statement (legal description), and notarized signatures. It is important to note that ROD office is solely a recording office and staff is required to record documents if they meet statutory recording requirements. ROD staff is not responsible to determine the validity or authenticity of the documents. Therefore, if a situation arises that would question the validity of the documents it would be up to the court to make that finding.
Once the document is deemed recordable by ROD staff, the document is validated electronically and recorded (given a document number, date and time of recording, and fees paid). As this information is indexed and receipted, outside customers are able to search document recording information. Although the scanned document is not viewable at this point, this process is an improvement from the past when this information was not available outside the office. Once the recording process is completed, documents are ready to be scanned.
One ROD employee scans the documents generally twice a day, which includes late morning and mid day. Once scanned, documents are viewable to ROD staff and outside customers via computer. ROD staff indexes document information, which includes legal description, Grantor/Grantee name (Buyer/Seller, Mortgagor/Mortgagee), associated document number, and return document information.
As documents are indexed, 2 ROD employees verify the indexed document information. This process ensures that indexed document data matches the recorded document such as spelling of names, legal descriptions, and associated documents. Once receipting, scanning, indexing and verification have occurred, ROD staff returns the documents back to the designated recipient on the document. At month end, ROD staff creates a back up CD for the ROD office. The CD is reviewed by ROD staff to ensure document material and quality is sufficient.
Vital Records
Death, domestic partnerships and marriage certificates are recorded daily in the ROD office. Documents are brought into the office by Judges, Funeral Directors, Attorneys, Ministers, and general mail. Once required information is reviewed by ROD staff such as names, occurrence dates, place of death, or marriage, the document is signed, recorded and given a vital record document number. In addition, military discharges are also recorded with the authorization of the Veterans Service office. These documents are then scanned, indexed and verified in the same manner as the real estate records. Birth, death, domestic partnerships and marriage records are viewable to the public. However, military discharges and non-marital births are neither viewable nor searchable in the general public index. Once the vital records are recorded, customers are then able to obtain certified copies of the documents in person or online by credit card, cash, or by standard mail.
Customer Service
ROD staff provides assistance to title companies, attorneys, county employees, and the general public. Typically, 4 hours each day is dedicated to customer service by ROD staff. These duties include real estate document searching, retrieving customer real estate document copies, retrieving certified copies of vital records, and answering telephone questions.
The above described processes are performed daily and must be completed before any additional tasks are started. Due to the need of document information accessibility and the importance of timely document recording for staff and customers, the real estate process is the main priority of ROD staff. The volume of real estate documents dictates the daily workflow of the ROD office.
Goals and Objectives Achieved in 2012:
-Worked thru the challenges associated with the economy, and changes in workload.
-Continue to work on tract indexing of older documents for accessibility to the public.
-Continue to scan Condominium Plats for accessibility to the Public electronically.
-Began conversion of micro-fiche to digital image.
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Department Budget Status:
Approved 2012 Budget $245,008.52 Actual 2012 Budget $243,720.38 2012 Levy appropriation $(28,116.00) 2011 Levy appropriation $(24,303.00) 2012 budgeted revenue $255,000.00 2012 Actual Revenue $363,294.35 2011 Actual Revenue $316,276.24
Other Accomplishments:
The Register of Deeds team members processed a total of 11,000 recorded documents in 2012, which accounts for approximately 53,235 pages of new images.
-Filed 412 new marriage records, 339 new death records, 0 new domestic partnership records, 54 new military discharges. There were also 179 new births to Door County residents.
-Issued a total of 5,840 certified copies of vital records, which includes military discharges.
Issues, concerns and restraints:
The economy as with many offices is a direct concern for the Register of Deeds office. With the housing market at its lowest, and beginning to make a come back. We have been fortunate to see an increase in revenue, and a positive response in the housing market at the end of the year. Working towards redaction of privacy information of online records, as well as providing more information online, is a goal we are working towards.
Goals and Objectives for 2012
-Begin work on redaction of social security numbers of online records.
-Continue back scanning Condominium Plats, for online access.
-Complete the back scanning of all documents currently on micro-fiche and convert to digital image.
-Customer service is very important to this office. In order to maintain and improve our customer service we will continue to empower our staff by communicating the information they need to meet our customer’s questions and concerns.
“Few Things Must Last as Long as County Records”
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2012 ANNUAL REPORT DOOR COUNTY SANITARIAN’S DEPARTMENT
Mission Statement to provide environmental services to the property owners, citizens and visitors of Door County. Strive to protect the ground and surface waters of the state via providing treatment of on-site wastewater systems in unsewered area of the county. Protect the health through administration, education, and enforcement of public health codes and ordinances. Respond to environmental health concerns and complaints in a professional manner and take appropriate action to abate the health hazard or nuisance in a timely manner.
Summary of Responsibilities
Administer, enforce, and provide education on POWTS (private on-site wastewater treatment systems). Conduct on-site investigations of soil reports and prepare reports and recommendations to property owners and soil evaluators. Inspect on-site waste treatment system at time of installation. Determine if existing private on-site wastewater treatment systems meet the statutory criteria of a failing system and issue orders for replacement Maintain and enforce requirements for the long term maintenance of POWTS installed to provide proper operation and protection of groundwater and surface water sources. Investigate health nuisances and respond to complaints and concerns of impacts on the public in rural and developed areas of the county. Issue orders and take enforcement measures as necessary. Provide reports and updates to the Board of Health on activities, permits, sanitary surveys, complaints, and litigation of the department. Abate human health hazards. Document conditions which could result in sickness or death if exposure to the substance, activity or condition is not abated. Respond with appropriate action. Provide inter-departmental cooperation to expedite permits of buildings permits of building project for property owners and their agents.
2012 Sanitarian’s Department Program Summary
Door County Code Chapter 21-Private On-Site Wastewater Treatment System - The purpose of this chapter is to establish minimum standards and criteria for the design, installation, inspection and management of a private on-site wastewater treatment system so that the system is safe and will protect public health and the waters of the state.
Wisconsin Administrative Code Chapter SPS s.387-Private Sewage System Replacement or Rehabilitation Grant Program – This chapter provides for implementation and administrative of a financial assistance program to replace or rehabilitate failing private sewage systems.
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Door County Code Chapter 31.39-Nuisance – Investigate concerns, complaints of health nuisances such as solid waste, abandoned structures, unsafe, unsanitary structures offered for rent for the purpose of human habitation.
Comprehensive Sanitary Survey – Inspect existing private on-site wastewater systems in environmentally sensitive areas to identify failing POWTS in bedrock, zones of saturation, seasonal high groundwater, and discharge to the ground surface.
Steel Septic, Pump, and Holding Tanks Inspections – Locate existing steel tanks and determine via camera, pumping records, visual probing, and observation of leaking tanks, ordering their replacement.
Door County Code Chapter 21.03.E (1) (a) 2. Have existing POWTS evaluated prior to sale, transfer or conveyance of property ownership or change in interest, to find existing failing POWTS and order their replacement within one year.
Environmental Health Hazards – Interdepartmental memo of understanding with the Door County Public Health Department to investigate and abate conditions which can cause sickness or death.
Goals/Objectives Achieved in 2012
Soil evaluation reports filed with county and field investigated: 295
Sanitary permit issuances:
2012 Sanitary Permits Issued
Use Type New and Replacement
Single Family Homes 565
Park/Recreational Area 4
Restaurant/Bar 3
Condominiums 2
Municipality Facility 1
Campgrounds 2
Resort 2
Mobile Home Park 3
Commercial Facility 9
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Installations of private onsite waste treatment systems:
2012 Private On-site Wastewater Treatment Summary: Installations POWTS Type New Replacement
Non-Pressure In-Ground 20 77
At-Grade 7 12
Mound 31 123
Sand Blanket 0 1
Pressurized In-Ground 0 5
Holding Tanks 7 134
ATU 0 5
Replacement Septic Tanks 121
Replacement Pump Tanks 31
Reconnections 19
Continued with the inspection of existing systems on Chambers Island, identifying failure of POWTS components.
Educated the public and organizations on the use and maintenance of on-site systems.
Updated property owner organizations on findings of the Door County Comprehensive Sanitary Survey.
Strived to improve services to customers and public.
Worked with installers to update installation process.
2012 Knowledge Sharing
Learning in Retirement tour of Government Center. General overview of staff and department duties, programs and activities. Update on the Comprehensive Sanitary Survey to the Clark Lake Advancement Association. Information on areas of survey on Clark Lake, how survey was conducted and what the criteria is in identifying a failing private onsite waste treatment system. Door Property Owners Inc. provided findings of the Comprehensive Sanitary Survey. Updated the members on progress and areas surveyed in the county and numbers of failing systems identified and replaced.
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Wisconsin County Code Administrators Association. Panel discussion on the on- site activities of counties, success and problems in administration and enforcement of the POWTS codes. Wisconsin On-site Water Recycling Association. Discussion of on-site issues, such as problems with prefabricated concrete septic tanks and research to resolve the issues with some of those tanks.
2012 Sanitarian’s Department Budget Status The 2012 adopted budget was $566,388; amended 2012 budget $593,707. Actual expenses totaled $576,879 . The 2012 levy appropriation was $322,926 and for 2011 was $335,080.
Other Accomplishments Disbursed $151,819 in Wisconsin Fund grant monies to eligible property owners to assist in the replacement of their failing private onsite waste treatment system with a new code compliant system. The continuation of evaluating existing private onsite waste treatment systems at time of sale, transfer or conveyance of property ownership.
Issues, Concerns and Restraints Loss of Wisconsin Department of Safety & Professional Services on-site waste specialist for the district. Loss of the Wisconsin Department of Safety & Professional Services director for the Wisconsin Fund Grant Program. Health nuisance issues. Placement of address numbers in a timely manner. Homeowner maintenance and operation of private on-site waste treatment systems.
Goals and Objectives for 2013 Assist customers and public with resolving questions and concerns on environmental issues relating to ground and surface water protection. Using best available technology and practices to process sanitary permits and plan review of on-site systems. Provide information and assistance on program(s) to provide financial help for replacement of existing failing private on-site waste treatment systems.
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2012 ANNUAL REPORT
DOOR COUNTY SHERIFF’S DEPARTMENT
A. Mission Statement: We, the men and women of the Door County Sheriff's Department, believe that our fundamental duty is to serve and protect the citizens and tourists of Door County with fairness, compassion, and respect. We demand excellence in the quality of our law enforcement, stressing professionalism, integrity, and timeliness, so that those we serve may feel secure. We provide equal enforcement and protection of the law without prejudice or favor. We promote the setting of goals in partnership with the community, and prioritize and address problems based on the concerns of the community. Committed to continuous improvement in law enforcement, we promote and utilize the most modern techniques available.
B. Summary of Responsibilities: Sheriff’s Departments in Wisconsin have unique responsibilities that differ from those services provided by municipal law enforcement agencies. These differences are outlined in state statute and require the Sheriff’s Department to provide for the following services; 1) The Sheriff is the custodian of the jail and is therefore responsible for all persons ordered into custody, 2) The Sheriff must attend to the security of the Circuit Courts, 3) The Sheriff must serve and execute all process, writs, precepts and orders issued or made by lawful authority and delivered to the Sheriff, 4) The Sheriff must provide for water rescue and recovery operations for the waters within the jurisdiction of the county and, 5) The Sheriff must enforce all general orders of the Department of Commerce relating to the sale, transportation, and storage of explosives within the county.
In addition the Sheriff and his or her Deputies shall keep and preserve the peace in the county and quiet and suppress all affrays, routs, riots, unlawful assemblies and insurrections.
C. Program Summary: Administrative Services: Provide walk-in customer service at sheriff’s lobby (3,253 served in 2012) Civil Process Citations, Warrants, Accidents Sheriff Sales Accident Reporting Incident Based Reporting (IBR) Court Services: Provide Justice Center Security Screening (20,637 in 2012) Courtroom Security Justice Center Security Monitor Video Security Systems Transportation Services Jail Division: Healthy Relationship Class – Female Inmates - offers parenting, coping and family values education. GED/HSED – Sentence Reduction Program (twice a week) AODA Group (weekly meeting/male & female) Religious Programs Alcoholic Anonymous Windows to Work (male & female)
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Investigative Division: D.A.R.E. – Drug Abuse Resistance Education Program to prevent drug abuse in children and youth. School Liaison Officer for Washington Island, Gibraltar, Sevastopol, and Southern Door schools. Prescription Drug Drop Off Program. I.C.A.C. (Internet Crimes Against Children) o Numerous public education awareness presentations Members of various Committee’s: o CCR(Coordinated Community Response)-Sexual Assault o CCR(Coordinated Community Response)-Domestic Violence o Alcohol and Drug Coalition o I-Team (Interdisciplinary for Elder and Vulnerable Adults) o Northeast Wisconsin Investigators Group o Door/Kewaunee Multi-Jurisdictional Drug Enforcement Group participation. o Maintain informational files on local registered sex offenders. Patrol Division: During the months of May – September, the patrol division combined forces with the Stugeon Bay Police Department to place additional patrol deputies on the road during specific high volume traffic times and dates. The specialized Boat Patrol Unit completed its first year patrolling the waters of Green Bay and Lake Michigan. The Community Police Concept has been well received by the community. Feedback from the community and deputies indicate a positive interaction with the business owners and residence taking place. All deputies completed “Active Shooter Training” which prepared this department on how to properly respond to an active shooter situation such as in a school setting. Accident Investigation Unit now using state of the art technology in the measurement of scenes. Specialized training received in the area of Impaired Driving and Boating Under the Influence. Door County awarded one Arbitrator in Car Camera System through the Wisconsin Department of Transportation-Highway Safety. SWAT Team Leader scheduled to attend First Level Leadership Training in 2013. Defense and Arrest Tactics Training completed. Underage alcohol compliance checks were performed at several major festivals/activities located throughout the county. Door County sheriff’s Reserve Unit provided security at numerous parades, festivals and school events. Storage shed located at the range completed. Patrol Sergeant Thomas Lemke created and maintains a “Facebook” page for the Sheriff’s Department. Deputy Jon Gilson State Certified as a Drug Recognition Expert. Specialized Programs: o Boat Patrol o Dive Team o SWAT Team o Technical Accident Investigation o Snowmobile Patrol Communication Division: Answer all calls for service promptly, professionally and accurately. Maintain a good rapport with all agencies (Law, Fire, EMS, State Patrol, Coast Guard and Constables).
D. Goals / Objectives Achieved in 2012: Patrol Division: Community Projects completed by individual deputies.
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Completion of the “Drug Recognition Expert Program” by Deputy Gilson. High visibility boat patrol operation very successful. Pursued and obtained highway safety money for traffic enforcement equipment and additional patrol units during peak traffic times. Maintaining the “Community Police Patrol” concept. Obtaining the “Data Collection Station/Software” for the Technical Accident Investigation Unit. Alcohol compliance checks increased. “Active Shooter Training” completed. Storage shed located at the range completed. Additional in car camera systems obtained and installed. Maintaining patrol staffing levels. Wisconsin Crime Alerts participating agency.
Jail Division: Both male and female AODA offered weekly. Food service. IP Configuration upgrade Additional CTO officers added Added additional Instructors Continue part-time female jail staffing to minimize overtime expenses.
Investigative Division: Provided the community with informational presentations on drug recognition and enforcement, elder abuse, identity theft, school bullying, ICAC investigations, etc. Coordinate a multi-jurisdiction task force to locate and arrest offenders who are involved with using computers to facilitate child sex acts. Investigators and patrol supervisors attended training for the Wisconsin Crime Network program.
E. Knowledge Sharing 2012 Electronic release of incidents on a daily basis to local media. Host Internet Crimes Against Children informational meetings for parents. Elder Abuse Identification Theft presentations. Learning In Retirement Identification Theft presentations. Collaborative agency crime information networking with state and local law enforcement agencies. o Door/Kewaunee Drug Task Force o I.C.A.C – Internet Crimes Against Children Task Force Provide annual jail tour with the Law Enforcement Judiciary Committee Host annual Leadership of Door County Program by providing information on local government and the legal system to participants.
F. Department Budget Status Approved 2012 Budget $ 7,575,977.00 Actual 2011 Budget $ 7,297,238.00 2012 Levy $ 7,102,642.00 2011 Levy $ 6,893,553.00 appropriation appropriation 2012 Budgeted revenue $ 473,335.00 2012 Actual Revenue $ 627,017.00 2011 Actual Revenue $ 733,101.00
Grants received for 2012: Highway Safety Click-It or Ticket Grant; Department of Natural Resources Snowmobile Patrol Grant; Department of Natural Resources Water Patrol Grant, Bullet Proof Vest Grant, SCAAP Grant.
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G. Other Accomplishments:
H. Issues, concerns and Restraints: The budget for County Government will always be one of the main concerns for the Department. The Department continues to search for revenue generating opportunities as well as ways to reduce tax levy dollar expenditures. Highway Safety – Accident Reduction.
I. Goals and Objectives for 2013: Jail Division: o Research C.I.T. Team for Jail/all staff CIP certified o Update Spillman Software, staff training o Increase GED/HSED Completions o Review/Revise Policy & Procedures o Conduct staffing analysis o Review/update CTO Manual o Research technology for camera/control update.
Patrol Division: o Completion of Defensive Driving Training for all deputies o Completion of First Level Leadership Training. o Highway Safety funding so that we can continue to place extra patrol units on the highway during peak traffic periods. o Completion of the Snowmobile Safety Program for all operators. o Increase Boat Patrol coverage on the Bay of Green Bay and Lake Michigan. o Continuation of the Underage Alcohol Compliance Checks. o Continuation of the “Community Police Patrol” concept. o Implementation of the Shift Community Projects. o Placing additional in car camera video systems into more patrol units. o Update of the camera system located at DCMC. o Conduct Standardized Field Sobriety Training for all deputies to enhance OWI detection. o Work with all the schools/hospital/churches concerning the possibility of an Active Shooter.
Investigative Division: o Continue operating the drug drop off program for the public to destroy outdated and unused drugs they have in their homes. o Continue to maintain the high level of proficiency involving child sexual abuse cases and violence against women investigations. o Provide more community presentations dealing with internet, credit card and scams that the public is being exposed to. o Continue to attend the above community meetings. o Coordinate with the US Marshall’s Office to check local registered sex offender’s addresses.
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2012 ANNUAL REPORT DOOR COUNTY DEPARTMENT OF SOCIAL SERVICES Roger C. Tepe, Director
MISSION STATEMENT
“The Door County Department of Social Services promotes self-sufficiency and family unity. We are dedicated to providing the highest quality of service to individuals and families in a manner that demonstrates respect, integrity and commitment.”
STATUTORY RESPONSIBILITIES
The Door County Department of Social Services was responsible for the delivery of social service programs for children / families / physically disabled adults / frail elderly, and a full array of aging related services. We also operated various financial assistance programs including: Medical Assistance, Food Share, BadgerCare, Wisconsin Shares (Child Care), Energy Assistance and the W-2 / FSET programs. All of the programs were authorized by State Statute and were administered on a contractual basis with the State of Wisconsin.
PROGRAM UNIT SUMMARIES
Each of the program units has briefly summarized their unique responsibilities and indicated the numbers of clients served by program area. This will be the final Annual Report for the Department of Social Services; as it merged with the Department of Community Programs to become a combined Department of Human Services, effective 1/1/13.
Aging Unit (Senior Resource Center)
The Aging Unit operated as a program unit within the Department of Social Services; and was often referred to by the name of its Sturgeon Bay facility, the Senior Resource Center; even though it also operated congregate meal sites in Forestville, Baileys Harbor, Liberty Grove, and Washington Island, as well as a Meals on Wheels program in the immediate Sturgeon Bay area, and on a limited basis near Sister Bay and on Washington Island.
Major areas of service included: (1) Information and Assistance, (2) Nutrition Program, (3) Elderly Benefit Specialist, (4) Transportation, (5) Alzheimer’s & National Family Caregiver Support Programs, (6) Senior Citizen / Low Income Free Tax Assistance, and (7) Activities program. The Activities program focused on exercise and preventive health education, while also encouraging socialization, good nutrition, and many volunteer opportunities.
Nutrition Number of Congregate Meal 964 Number of Congregate Meals 14,379 Program Site Participants Served Number of Persons Receiving 200 Number of Home Delivered Meals 19,719 Home Delivered Meals – also includes frozen meals Overall Number of Meals 34,098 Served
Information & Number of Information and 18,631 Assistance Assistance Contacts
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Transportation Number of Senior Center Bus 6371 Program one way trips Veterans’ Number of trips completed to 222 Number of veterans transported 51 Transportation VA medical facilities (unduplicated count) Program
Volunteer Number of Volunteers 152 Number of Volunteer Hours 4021.5 Program Provided
Other Program Activities Totals
Number of times that participants used the exercise equipment, participated in exercise 5313 classes, etc. Number of participants who had their blood pressure taken by a volunteer nurse 76 Dollar value of benefits obtained on behalf of participants through the efforts of our Elderly $ 511,167 Benefit Specialist (1.0 FTE position) Number of Legal / Benefit Assistance Contacts by the Elderly Benefit Specialist 8232
Adult Protective Services (APS) program data is offered below. With the creation of the Department of Human Services, the Adult Protective Services program is no longer under the umbrella of the Aging Unit in 2013 and was established as a free standing program unit, under the direct supervision of the Deputy Director of Human Services.
Referrals of Elder Abuse and Neglect / Elders at Risk 126
Self – Neglect 74 (58.7 %) Financial Exploitation 19 (15.1 %) Neglect 15 (11.9 %) Emotional Abuse 10 (7.9 %) Physical Abuse 7 (5.6 %) Sexual Abuse 1 (.80 %)
Part of the Adult Protective Services program included the recruitment and training of volunteer guardians for the Court, as well as acting as the petitioner in some cases and completing comprehensive evaluations and reviews for those persons who were protectively placed by the Court (WATTS reviews).
Other Court Related Activities Done by APS Staff
Guardianship Petitions 8 Watts Reviews 18 Comprehensive Evaluations 9 Emergency Protective Placements 1
Child and Family Services Unit
This program area served children and juveniles from birth to age 18, as well as their families. We provided initial screening of referrals and ongoing services to children who were abused or neglected or at risk of abuse or neglect, as well as to juveniles in need of protection or services and delinquent youth.
Although the majority of children and youth that we worked with resided with family members in the community, we also handled out of home placements for children and youth who required 2
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protection or services beyond what could be provided in their own homes. We also directly provided or contracted for services such as electronic monitoring, shelter care and secure detention, restitution and community service, independent living skills training, and parent education.
Child Protection Child Welfare Juvenile Justice TOTALS 114 Investigations of 43 Cases Accepted for 53Delinquency Petitions 217 Cases Acted Children in Need of Services 7 JIPS Petitions On Protection or Services No Civil Law Violations Acted (CHIPS) Upon by the Juvenile Court 58 Screened Out 34 Cases Not Accepted 0 Cases closed without 92 Cases Not Referrals for Services formal action Acted On TOTAL = 172 TOTAL = 77 TOTAL = 60 309
Action taken 114/172 Action taken 43/77 cases Action taken 60/60 cases Action taken cases = 66 % = 56 % = 100 % 217/309 = 70 %
Child Protection / Child Welfare Profile Juvenile Justice Profile
Sexual Abuse = 30 % 88 % of reports were for Delinquency Physical Abuse = 35 % 47 % had prior referrals Physical Neglect = 34 % 53 % had no prior history Emotional Damage = 1 % Other = 0% 34 = Number of 72 hour holds
Placement Profile Source of Referrals
Kinship Care (relatives) = 31 % 35 % of reports were from Sturgeon Bay PD Foster Care Level One = 7 % 40 % of reports were from DC Sheriff’s Dept. Foster Care Level Two = 36 % 17 % of reports were from other Police Depts. Treatment Foster Care Level Three = 9 % Residential Care Center = 5 % 8 % of reports were from schools (4 truancy referrals) Shelter Care = 12 % 0 % of reports were from Circuit Court Corrections (Sprite only) = 0 %
Economic Support Unit
Our Economic Support Unit provided county – wide eligibility determination for major financial programs such as Medical Assistance / BadgerCare Plus / Food Share (Food Stamps) / Home Energy Assistance / Emergency Assistance / Wisconsin Shares (subsidized Child Care) / Wisconsin Works (W-2) / and FSET (Food Stamp Employment and Training) program. In addition, staff networked with numerous other community agencies to obtain supplementary financial assistance for current recipients, as well as for those who didn’t qualify for our regular financial-related programs.
This unit worked closely with other program units within Social Services, other departments within County Government, and other community agencies. With the local economy still recovering from the 2008 recession, the ES Unit continued to see a higher than average number of participants in our financial assistance programs.
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2012 was a transition year for Economic Support staff. It was the first full year of operation for the 5 county Bay Lake Income Maintenance Consortium, including the regional call center. Due to our relative understaffing compared to the other counties in our consortium, Door County was given a one year hiatus from staffing the call center in 2012; but our responsibility for call center staffing was reinstated for 2013.
Each individual county still maintains county based workers to handle ongoing eligibility and case processing duties and to see walk-in clients, upon request.
In addition, the Wisconsin Works program (W-2) was privatized at the end of 2012, with Door County’s program being subcontracted by the State to Forward Service Corporation.
Total Food Share Cases -2012 Value of Food Share Benefits to Door 1935 Cases County residents in 2012 was 4038 Recipients $ 3,485,904 Total Medicaid / BadgerCare Value of Medicaid / BadgerCare Benefits Cases – 2012 for Door County residents in 2012 was NA yet for 2012 - Cases (1870 cases in 2011) Not Available Yet for 2012 4440 Recipients ($ 18,462,829 in 2011) 32 W-2 Participants Individuals receiving career planning, case Individuals placed in 95 Food Stamp Employment & management, assessment, and job unsubsidized Training (FSET) Participants development services = 127 employment = 45 Wisconsin Shares (partial child Payments of $ 395,399 on behalf of 218 Average annual payment care subsidy for working parents) children per child was $ 1814 Energy Assistance program Provided bill paying / heating emergency For 1159 Door County assistance households
Long Term Care Unit
The Long Term Care Unit’s programs assisted the frail elderly and adults with physical disabilities in maintaining their independence in the community, utilizing Supportive Home Care services, the Community Options Program, and a series of Medical Assistance Home and Community Based Waiver programs, including Nursing Home Diversion and the Community Relocation Initiative. More specifically, they took intake calls, conducted assessments to determine needs, completed the Long Term Care Functional Screen to determine eligibility, developed care plans, and monitored provision of services to eligible participants. They also provided information and referral to callers who sought assistance but were not yet eligible for funding or did not wish to participate in our programs.
Long Term Care staff also ran a volunteer grocery shopping program for program participants who required that service, known as Wheel Shop for You.
The supervisor of the Long Term Care Unit, Michael Van Ess, also devoted a considerable amount of time in 2012 in planning for the start-up of Door County’s ADRC. They became a distinct program unit on 12/1/12, with the actual start-up with a small staff scheduled for January, 2013. Further expansion of Family Care and the Northeast Wisconsin Family Care District was still on hold at the end of 2012, pending action by the State Legislature.
Program Activity – Long Term Care Totals
New Intakes 73
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Assessments completed on newly referred individuals 45 Long Term Care Functional Screens completed on newly referred and ongoing 111 participants Total participants served by Long Term Care programs 118
Waiting List Information
Number of individuals on the Waiting List on 01/01/12 37 Number of individuals added to the Waiting List during 2012 32 Number of individuals removed from the List and now getting services 20 Number of individuals removed from the List before getting services (e.g. died, 17 entered a nursing home, declined services, etc.) Number of individuals remaining on the Waiting List on 12/31/12 32
Support Staff (2 at the Government Center / 2 at the Senior Resource Center)
We still maintained our switchboard and front desk for callers and walk-ins at the Government Center. We still did scanning of documents in priority order, although we had more of a backlog than we used to for scanning. Financial records and accounting functions were still being completed. Some functions were streamlined or more fully automated to save staff time.
Similar services and functions were performed by two additional clerical staff at the Senior Resource Center building. ______
GOALS / OBJECTIVES ACHIEVED IN FULL OR IN PART DURING 2012
Completed the year with all mandated services delivered within our approved budget, with approximately $ 500,000 returned to the Unassigned General Fund (estimated). Completed all program / financial audits with no sanctions given. The Aging and Disability Resource Center officially came into existence on 12/1/12. Staff was hired in the 4th quarter to begin work on 1/2/13. Planning continued all year toward the merger of Social Services and Community Programs into a Department of Human Services, which went live on 1/1/13. The public transit system, known as Door 2 Door Rides, expanded to include an area around Sturgeon Bay, a north service area stretching from Egg Harbor to Sister Bay, and a Connector system of buses from Sunshine House and the Senior Resource Center which linked the north and south service areas. Despite continuing planning efforts, no significant progress was made to expand Family Care into northeastern Wisconsin, including Door County. ______
KNOWLEDGE SHARING IN 2012
Although our staff provided some direct community education in the form of presentations, media contacts, health fairs, etc., our interaction with the greater Door County community and its many service providers often took the form of serving on and / or chairing state, regional, county, or local committees or workgroups on various topic areas.
The Agency Director participated in the following committees / groups as the primary contact:
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Northeast Wisconsin Regional Directors’ meetings Door – Tran Board of Directors Door County Advisory Committee – Family Services NEW Partnership on Children & Families – Steering Committee Human Services planning group
The list below represented the more active regular interactions by staff with the community. Where the Agency Director was also a direct participant, those committees / groups are noted in bold type with an asterisk*.
Aging Unit and Adult Protective Services
Planning team for a Door County Aging and Disability Resource Center (ADRC) – with the Department of Community Programs* Senior Services Advisory Committee* Nutrition Advisory Council* Door County Transportation Consortium*
Door County Caregiver Coalition Updated the Door County Resource Guide for Senior Citizens, Persons with Disabilities and their Caregivers Interdisciplinary Team for Adults and Elders at Risk – involving multiple community agencies Coordinated Community Response Team for Sexual Assault Senior Resource Center education programs – on various topics Learning in Retirement classes
Child and Family Services Unit
Coordinated Services Team (CST) Coordinating Committee*
Child Health Team Coordinated Community Response Team – Domestic Violence Coordinated Community Response Team – Sexual Assault Sexual Assault Response Team (SART) Regional Child Death Review Team
Economic Support Unit
W-2 Community Steering Committee* Job Center Management Team* Core planning group re: Income Maintenance Consortia*
W-2 Children’s Service Network Salvation Army emergency assistance - contact agency
Long Term Care Unit
Planning team for Northeast Wisconsin Family Care – with the Department of Community Programs* Long Term Support Planning Committee* 6
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Planning team for a Door County Aging and Disability Resource Center (ADRC) – with the Department of Community Programs* ______
BUDGET STATUS
Department of Social Services, including Senior Resource Center Division
Adopted Total 2012 Budget $ 5,693,273 Actual Total 2012 Budget $ 5,948,242.54
2012 Levy Appropriation $ 1,893,144.91 2011 Levy Appropriation $ 2,099,032
2012 Budgeted Revenue $ 4,055,097.63 2012 Actual Revenue $ 3,922,558.55
2011 Actual Revenue $ 4,109,276
* Some figures are estimated, pending final 2012 year end close-out ______
ISSUES, CONCERNS AND RESTRAINTS
We had a very capable / creative staff and management team at Social Services; but cutbacks / freezes in funding at the Federal, State, and local level still challenged us. Significant issues, concerns and restraints during 2012 included:
Continuation of a property tax levy cap, which limited our ability to even maintain services at existing levels, much less address the growing need for safety net services Door County still had labor union contracts in place till 12/31/13, which prevented the county from fully realizing the savings on staff costs to offset the cuts in state funding for mandated programs Absorption of additional job responsibilities / new mandates with no additional staff, e.g. Income Maintenance Consortia, permanency planning roundtables for children in placement, stricter standards for initial contacts / completion of assessment reports / seeing all children in out of home placement monthly, etc. Increased demand for congregate / home delivered / and frozen meals with no increase in funding or staff Mandatory deadline from the State to plan and implement an Aging and Disability Resource Center by 12/1/12. Deadline from the County Administrator and County Board to plan and implement a combined Department of Human Services (by merging Social Services and Community Programs Departments) by 1/1/13. Uncertainties about whether the Family Care expansion would be reinstated by the Legislature and the timeline for that expansion – in either 2013 or 2014, which would require further reorganization of the new Department of Human Services. ______
GOALS AND OBJECTIVES FOR 2013
None were established for the Department of Social Services, as the department was dissolved on 12/31/12 with the merger / creation of the Department of Human Services.
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Goals and Objectives for the Department of Human Services for 2013:
o Begin the complex process of merging the two management teams, the multiple sets of clerical positions, and the two different agency cultures o Begin operations of the Aging and Disability Resource Center of Door County o Work toward closer integration of the ADRC and Senior Resource Center programs o Continue to support the Economic Support Unit, which anticipates additional workload for the Call Center, as well as for all ES eligibility staff, as they plan for the implementation of the federal health exchanges (marketplace), as part of the Patient Protection and Affordable Care Act (ObamaCare) o Manage the combined budget, which is in excess of $ 15,000,000, to stay within approved budget parameters o To the degree possible, reduce the number of separate data systems inherited from the previously separate departments to manage our case and financial records o Continue further expansion of the public transit system, by leveraging county, state, and federal transit funds o Continue to explore options with our regional partners to move the expansion of Family Care forward in the northeast region, and plan for the impact of that expansion as it may affect our long term care units.
Respectfully submitted by:
Roger Tepe, Director – Social Services (2012) Deputy Director – Human Services (2013)
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2012 ANNUAL REPORT DOOR COUNTY SOIL AND WATER CONSERVATION DEPARTMENT http://map.co.door.wi.us/swcd/
Mission Statement and Summary of Responsibilities:
The Door County Soil and Water Conservation Department is created under the authority of Chapter 92 of Wisconsin Statutes. Chapter 92 gives the SWCD the responsibility for the administration of the County soil and water conservation program and the authority to exercise the powers granted to the Land Conservation Committee. The legislative declared policy of the State in Chapter 92 is to halt and reverse the depletion of the State's soil resources and pollution of its waters. The SWCD has a responsibility, and directive under Chapter 92, to promote landuses and programs which advance conservation and the protection of Door County's natural resources. The mission of conservation and environmental advocacy is the standard by which SWCD programs are developed and implemented.
2012 Soil and Water Conservation Department Program Summary
Aggressive Invasive Species Initiative - The Door County SWCD maintains a lead role in the Door County Invasive Species Team (DCIST). DCIST is a collaboration of natural resource professionals, community leaders and interested citizens who are concerned with preserving Door County’s natural environment. DCIST seeks to halt the invasion of exotic non-native plants by empowering citizens with the education, the tools, and the skills necessary to control invasive species.
Agricultural Performance Standards Ordinance - Agricultural operations are reviewed for compliance with minimum Statewide nonpoint pollution standards for protection of ground and surface water quality. Operations founded to be in noncompliance are contacted and a plan and schedule for achieving compliance is developed.
Animal Waste Storage Facility Ordinance - Permits are issued through Chapter 23 of Door County Code. The ordinance regulates the location, design and construction of animal waste storage facilities to reduce the impact to ground and surface water quality.
Beaches - The quality of the surface water at Door County beaches is the focus of a program which the SWCD and Door County Public Health Department (DCPHD) have joint responsibility for. The SWCD is responsible for the pollution source identification, and beach contamination reduction portions of the project.
Buffer Programs - The SWCD works with several agencies utilizing available funding sources to install vegetated buffer strips in critical and riparian areas, to protect surface and groundwater resources.
Door County Greenprint Project – The Door County Greenprint Model, a joint project with the Door County Planning Department, has been developed to provide an online public access tool for analysis of lands for natural resource protection and land use planning in the county.
Dunes Lake Watershed Study and Pollution Reduction – The SWCD along with other public and private sector natural resource organizations and individuals have investigated the cause and extent of the accelerated eutrophication occurring in Dunes Lake, located in the Town of Sevastopol. The study has been completed and the effort is now in the implementation phase of landuse practices and changes to reduce nutrient sources causing the eutrophication.
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Gypsy Moth Suppression Program - This program protects trees from mortality by controlling gypsy moth population outbreaks through an aerial spraying program sponsored by the WI DNR. Aerial spraying typically occurs in late May to early June.
Land & Water Resource Management Plan & Program – The LWRM Plan establishes the SWCD programming and priorities. State funds are allocated to the SWCD by the Wisconsin Department of Agriculture, Trade & Consumer Protection and Department of Natural Resources to address conservation issues identified in the approved LWRM Plan.
Nonmetallic Mine Reclamation Ordinance – Door County Code Chapter 36 is administered by the SWCD and was established to ensure that local nonmetallic mining sites would be properly reclaimed in accordance to State administrative code and Statutes. Annual compliance inspections are performed for each site. Financial assurance is also required and monitored annually to ensure adequacy.
Nutrient Management Program - The purpose of the program is to minimize nonpoint pollution in ground and surface waters by avoiding the over-application of nutrients to crop fields through the proper placement, timing and crediting of nutrients such as animal manure, legumes, and commercial fertilizers.
Planning Department Referrals - The SWCD provides technical reviews and onsite inspections of proposed plans for stormwater, erosion control, rockhole alternative protection, nonmetallic mining operations, and land disturbance projects. This review process is included in an inter-departmental agreement between the SWCD and the Planning Department for permitted land uses under County Ordinances.
Targeted Runoff Management Program - A competitive grant program through the Department of Natural Resources to address water quality issues over a two-year grant period for small-scale projects and three years for large-scale projects. The Program provides grants to the SWCD by which cost-share grants can be offered to landowners to install water quality practices.
Technical Assistance Provided - Technical Assistance to the public is a service provided by the SWCD. The SWCD maintains a personnel resource base of diverse knowledge and expertise in natural resources to serve the public. Maintaining a resource network for referrals to other departments and agencies is also an important element of the technical assistance provided to the public. Technical assistance to the public will continue as SWCD resources are available and where the service will provide an environmental or conservation benefit.
Tree and Shrub Program - The Wisconsin DNR tree/shrub provides large increments of seedlings to be purchased for reforestation, windbreak packets, hardwood forest packets and wildlife habitat packets. Door County SWCD assists the DNR with this program. The SWCD also has tree planters which are made available to the public for a rental fee.
Water Pollution Abatement Cost-share Program - This program financially assists landowners in the cost of installing practices, which prevent and/or reduce ground or surface water pollution.
Wildlife Damage Abatement & Claims Program - The wildlife damage program is a technical assistance program for landowners who are experiencing crop damage from deer, geese, turkey and/or bear. Eligible crops under the program include any commercial agricultural crop. Enrolled landowners must choose one of two public hunting options and follow their abatement plan to remain eligible for assistance, claim payments, and/or abatement reimbursements. If a landowner does not want their land open to the public for hunting, there is a shooting permit option, with mandatory harvest objectives, where in return enrollees forfeit eligibility for any claim payments or abatement reimbursements. 2
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Wisconsin Working Lands Initiative/Farmland Preservation Program - Eligible landowners receive income tax credits for maintaining land in farming activities and meeting conservation standards required by the county. The Door County SWCD ensures participants meet state conservation standards to remain eligible for tax credits.
Goals/Objectives Achieved in 2012
Aggressive Invasive Species Initiative – Several accomplishments were possible as a result of the implementation of a DNR Aquatic Invasive Species (AIS) grant, two US Forest Service (USFS) grants, a Lakeshore Natural Resources Partnership Inc. (LNRP) grant, a Raibrook Foundation grant, a Great Lakes Restoration Initiative (GLRI) grant received by the WI DNR, and numerous donations from landowners and local Town Boards; supporting both educational and control activities. Two limited-term employees inspected 609 boats with 1,276 boaters regarding Clean Boats Clean Water educational efforts. Volunteer match hours totaled over 1,297 for both aquatic and terrestrial work. The DNR GLRI grant supported control work on Phagmites and Lyme grass in Conservation Opportunity Areas and shorelines areas. Approximately 174 acres of Phragmites were retreated and approximately 135 acres of Phragmites were added to the program for treatment by aquatic approved herbicide applicators. Three acres of Lyme Grass along Lake Michigan were also treated. Other grants and donations provided first time treatment of 36 acres of Phragmites along the shorelines of Southern Door County and the Township of Sevastopol, and first time treatment of 15 acres of Phragmites within Southern Door road right-of-ways. Additional inventories have identified Phragmites populations along the shorelines in Egg Harbor and Jacksonport townships for planned treatments in 2013. The majority of this inventory was provided by volunteers, LTE’s and the Door County Invasive Species coordinator utilizing GPS units. The USFS grant provided funding for the treatment of approximately 66 miles of wild parsnip in road right of ways and 36 acres of private lands. Efforts were also made to control expanding populations of cut-leaved teasel and Japanese knotweed.
Agricultural Performance Standards Ordinance – Seventy-five notification letters were sent to landowners/operators informing them of the compliance or non-compliance status findings regarding their property/operation. Many of the landowners/operators were offered cost-share funds to facilitate correction of their non-complainant status. Thirty-one follow up letters were sent with compliance achieved from a previous notification. Two enforcement efforts have been ongoing concerning landowners/operators who declined to achieve compliance. One of those operations has worked with the SWCD to install corrective measures, the other remains in litigation and unresolved
Animal Waste Storage Facility Ordinance - Nine waste storage permits were issued for construction.
Beaches - Efforts focused on implementation at Baileys Harbor Ridges Beach, Anclam Park Beach, and Otumba Park Beach. The municipalities, in which these beaches reside, chose to participate in a cost-share program with the SWCD to utilize a $250,000 GLRI grant to implement beach best management practices. The three municipalities implemented their beach project in spring and fall 2012. Efforts also included the planning phase for utilizing an additional $702,300 GLRI grant awarded to the SWCD in 2011 to continue to work with municipalities on beach implementation. The SWCD began to work with the Town of Jacksonport and the County Parks Department for implementation at Lakeside Park Beach and Murphy Park Beach, respectively. The focus in 2013 and 2014 will be working with additional municipalities on design and implementation of beach best management practices according to the GLRI grant requirements. Buffer Programs- Project status reviews were conducted of previously cost-shared buffer installations. Restoration existing buffers as necessary with past projects and the promotion of the installation of additional vegetated buffers is promoted. 3
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Door County Greenprint Project – Routine updates to the Greenprint model with the most current data and website continued in 2012. Training for users continued with presentations and informational displays of the Greenprint website and the available products for the user.
Dunes Lake Watershed Study and Pollution Reduction- The SWCD along with the Department of Natural Resources, the University of Wisconsin – Madison Department of Geology & Geophysics, the Wisconsin Geologic and Natural History Survey (WGNHS), and the Nature Conservancy have teamed up to form the Dunes Lake Partnership (DLP) to investigate the cause of the accelerated eutrophication occurring in Dunes Lake, located in the Town of Sevastopol. The study has been completed and is now in the implementation phase to reduce nutrient sources causing the eutrophication. 2012 focused on completing the Watershed study report and meeting with key stakeholders to incorporate public input for the final report and Lake Management Plan. To date SWCD has received $29,942 in Lake Management grant funding from the WDNR, $4,000 in grants from the WI Land & Water Conservation Association, and Donations totaling $16,000 from the Glidden Drive Association, Door Property Owners Association, The Nature Conservancy and the Raibrook Foundation.
Gypsy Moth Suppression Program - There were no spray blocks eligible for treatment in 2012 and there are no spray blocks scheduled in Door County for 2013.
Land & Water Resource Management Plan & Program – A total of $60,242 in state cost- sharing grants were encumbered on cost-share agreements for water quality protection barnyard runoff control and manure storage projects in 2012. Construction of a barnyard runoff control system was completed in 2012 and a portion of the cost-share grant funding will be carried over from 2012 for 2013 construction.
Nonmetallic Mine Reclamation Ordinance - One site was transferred to a new operator and no sites were reclaimed. There remains 51 permitted mines representing 1,674 potentially mined acres and 796 acres which are currently active and/or un-reclaimed. All sites are inspected annually for compliance and adequacy of financial assurance. This program is sustained entirely on fees, which are reviewed and assessed annually to the operators of permitted sites. Operator annual fees were reduced on a one-year basis in 2012 and 2013 to reflect a reduction in mining activities.
Nutrient Management Program - In the spring 164 nutrient management plans were submitted to the SWCD, covering 62,709 acres. An additional 13 Soil & Water Resource Management (SWRM) cost-share agreements and two county cost-share agreements were signed to enroll 901 additional acres of nutrient management planning starting in 2013 and an additional 127 acres where cost-sharing was offered, but not accepted by the landowner/operator. Annual cost-sharing for the program was provided by a SWRM Grant of $25,000, and $682 from the County cost-share fund.
Parks Department Assistance – In 2012, the SWCD assisted the Parks Department with planning, design and construction supervision of projects at the Horseshoe Bay Cave and Cana Island Lighthouse. A parking lot was designed and construction supervised at Cana Island. A new gate was designed and installed at Horseshoe Bay Cave which is more “bat-friendly. In addition, the SWCD assumed a lead County role in the development of a Management Plan for Horseshoe Bay Cave which will include a bat white-nose syndrome prevention component as well as potential future uses of the cave.
Planning Department Referrals - In 2012, the SWCD reviewed 5 projects which included compliance checks for existing projects with operation and maintenance requirements.
Targeted Runoff Management Program - Three small-scale grants totaling $225,478 in State cost-sharing were applied for and scored high enough to indicate an expectation of an award 4
Page 92 of 108 notification in 2013. Four projects were installed in 2012 with cost-share funds provided to the landowners through the TRM program. Planning commenced on the implementation of the large-scale grant awarded for the Dunes Lake Watershed. Identification of the key issues and the prioritization of landowners and operators were established. Implementation of this grant will continue in 2013.
Tree and Shrub Program - The joint DNR/SWCD program sold and delivered 66,525 trees. Six tree customers also rented the County's tree planters. Tree and shrub small order sales as well as the large tree orders have experienced a decline in public participation in recent years.
Wildlife Damage Abatement & Claims Program (WDACP) – Twenty-one landowners enrolled for deer and/or turkey crop damage abatement. Two additional landowners started the process, but did not submit the required application. No damage appraisals were conducted in 2012. Landowner complaints appear to be increasing with deer and turkey damage. 2012 was the fourth straight year where earn-a-buck requirements were dropped and deer populations have been allowed to increase. Also three complaints were received regarding sand hill crane damage. Sand hill cranes are currently regulated by the federal government and are ineligible for any WDACP assistance. Seven shooting permits issued to control excessive deer damage; a preliminary count indicates that 14 deer were shot by 5 permitted landowners. In addition, one shooting permit was issued to control excessive turkey damage, which resulted in the harvest of 8 turkeys. The Deer Donation Program for Door County received 43 deer donated to local food pantries, compared to 40 deer in 2011, 58 deer in 2010, 70 deer in 2009 and 253 deer donated in 2008 (last earn-a-buck season).
Wisconsin Working Lands Initiative/Farmland Preservation Program- Fifty-eight participants were under contract or under Exclusive Agriculture zoning in Door County. Self- certification forms were sent to all participants and the SWCD will be verifying compliance for participants to remain eligible for tax credits. Those determined to be non-compliant have the option to work with the SWCD to achieve compliance and remain eligible.
2012 Knowledge Sharing
Beaches o Meetings are on-going at municipalities throughout the county to discuss the implementation of their best management plans at beaches to minimize beach water contamination. o Presentations continue for local and statewide audiences regarding the SWCD's beach projects.
Invasive Species o The DCIST website continues to be updated and is a useful resource for many with all of its features including: alerts, video links, printable color publications, online resources and contacts, identification and control methods, and an online calendar of DCIST events. o Handouts, brochures, and wildcards were made available at all meetings, presentations, landowner work groups, and workshops administered by the DCIST coordinator. o Coordinator and SWCD staff presented and administered numerous educational presentations, and hands-on workshops to the general public, organizations, county personnel, landowner groups, and members of DCIST. o Clean Boats Clean Waters LTE conducted educational contacts to 1,276 boaters during boat inspections at several boat launches in the county.
Other o Presented to the Door County Leadership class, school and other groups on various conservation practices. o Field trips and presentations for The Ridges. 5
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o Beach source identification and beach contamination reduction presentations to the Sturgeon Bay Noon Rotary Club. o Held a meeting for farms in the county regarding manure spreading restrictions and hazards related to manure spreading. o Provided educational presentations for individual farmer and their respective employees regarding manure spreading hazards. o Participated in Sevastopol Town Board’s Dunes Lake Advisory Committee to explore options for the protection and improvement of the water quality of Dunes Lake.
SWCD Budget Status
Approved 2012 Budget $2,851,170 Actual 2012 Budget $1,738,685 2012 Budgeted revenue $2,450,207 2012 Actual Revenue $1,354,862 2011 Levy appropriation $415,234 2012 Levy appropriation $400,963 2011 Actual Levy appropriation $409,432 2012 Actual Levy appropriation $383,823
Grants Received/Used for 2012: DNR Lake Planning Grant (Dunes Lake) $2,923.88 DNR Aquatic Invasive Species Grant $43,542.16 DNR Targeted Runoff Management Grant $587,859.27 DATCP Soil & Water Resource Management Grant $129,457.00 DATCP Land & Water Resource Management Grant $115,931.00 DNR Wildlife Damage Claims Program $26,068.85 US Environmental Protection Agency (Beach) $273,098.39 US Forest Service (Invasive Species) $32,483.10 Lakeshore Natural Resource partnership, Inc. (LNRP) $5,000.00 The Raibrook Foundation $1,588.67
Revenue from Self-funding Accounts: Waste Permits $6,464.92 TRM Technical Support $40,022.42 S & W Fund $3,716.28 Tree & Shrub Program $898.55 Nonmetallic Mine Program $34,953.75
Donations Utilized in 2012: Invasive Species Donations $1,191.00 Green Printing Donations $3,533.00
Other Accomplishments
o Village of Ephraim construction site erosion/stormwater runoff control reviews. o Installation of beach best management practices at three sites: Baileys Harbor Ridges Beach, Anclam Beach, and Otumba Park Beach. o Individual landowner, local business, and local government drainage problem reviews and conservation planning. o Lead and arsenic pesticide residue in soils and groundwater information and technical assistance to landowners, potential buyers, real estate agencies, and land developers. o Individual landowner pond and wetland technical assistance and development. o Preparation and review of farm operation specific prioritization maps for the winter spreading of animal waste to reduce water quality impacts. o Surveying design and stormwater runoff control planning assistance to the Door County Parks Dept. and City of Sturgeon Bay on stormwater detention ponds including construction monitoring and supervision of the new Wal-Mart stormwater detention pond which is connected to a stormwater detention pond on County property..
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o Conducted compliance inspections on stormwater runoff construction projects and construction site erosion practices. o Conducted approximately 90 site reviews of cost-share projects with contractual operation and maintenance periods. o Assisted NRCS with EQIP sign-up and implementation. o Conservation planning with farmers for proper resource management. o Installation of stream identification signs across the County. o Sampling of monitoring wells within the watershed of the Dunes Lake Watershed.
2012 Conservation Practice Summary 1,297 Volunteer Hours of Invasive Species Control work throughout Door County 13 New nutrient management plans submitted/1029.7 acres new cropland acres enrolled in the nutrient management program 51 Nonmetallic Mine Reclamation Plan Review/Permits 1 Nonmetallic mine permit transfer 32 Topographic/PS/Laser Surveys 16 Planning/Design with Landowners 7 Animal Waste Storage Systems 2 Milkhouse Waste Collection Systems 6 Barnyard Runoff Control Systems 2 Roof Runoff Structure 164 Nutrient Management plans/62,709 acres 11 Stormwater Management/Erosion Control Reviews 7 Well Abandonment 14 Deer harvested on five of seven shooting permits issued in the WDACP 43 Deer donated in Door County through Deer Donation Program 609 Boats inspected by Clean Boats Clean Waters LTE 1276 Boaters contacted during Clean Boats Clean Waters inspections 360+ Acres Phragmites treated 65.6 Right of Way miles of Wild Parsnip treated 35.7 Acres of Wild Parsnip treated 3 Beach Best management practice projects
Issues, Concerns and Restraints: Program demands and natural resource protection needs are continuing to expand while fiscal and staffing resources are limited or decreasing.
Goals and Objectives for 2013: 1. Maintain existing natural resource protection programs implementation during a time of diminishing fiscal resources and governmental uncertainty. 2. Locate and/or develop new program support revenue streams. 3. Continued implementation of agricultural nonpoint water quality performance standards. 4. Implement a Lake Management Plan for the Dunes Lake Watershed. 5. Obtain additional funding for terrestrial invasive species control work for DCIST. 6. Implement beach best management practices at Murphy Park Beach, Lakeside Park Beach and potentially one Town beach. 7. Produce final designs for “second tier” beach best management implementation. 8. Conduct additional acres of nutrient management implementation and compliance reviews. 9. Continue Greenprint training to agencies, staff and public. Increase awareness of the model.
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2012 ANNUAL REPORT DOOR COUNTY TREASURER’S OFFICE
Mission Statement The Door County Treasurer’s Office strives to provide efficient and accurate accounting of county funds and excellent service to the taxpayer.
Summary of Responsibilities Collection, deposit & distribution of all county funds Collection of current and delinquent property taxes Storage of tax records Foreclosure and sale of tax delinquent property Distribution of all accounts payable checks
Program Summary Summary of Money Received January 1st to December 31st 2012
Tax Settlement $15,389,208.01 State Credit on Real Estate & Personal Property $5,468,647.33 Sales Tax Credit $3,081,689.47 County Tax Collections $25,381,861.19 Redemption Tax Collections $2,084,142.42 Special Assessments $36,352.41 Gain on Tax Deed Sales $65,360.67 Interest on Taxes $422,038.99 Interest on Special Assessments $16,297.93 Penalty Charges $219,298.18
Delinquent Totals December 31, 2012 Delinquent Tax Sale Certificates $1,368,529.81 Delinquent Special Assessments $106,284.26
Door County Sales Tax Summary Total Sales Tax Collections for 2011 $2,991,834.42 Total Sales Tax Collections for 2012 $3,081,689.47
Goals & Objectives Achieved in 2012 All property taxes collected for 15 of 19 municipalities Property tax collection at three North Shore Bank locations and three locations of Associated Bank Credit Card, Debit Card, and E-check payments available at counter Page 96 of 108
Knowledge Sharing 2012 Annual Clerk-Treasurer’s Meeting – October 29, 2012
Department Budget Status: Approved 2012 Budget $ 183,325.00 Actual 2012 Budget $187,484.40 2012 Levy $(599,957.12) 2011 Levy $(552,989.00) Appropriation Appropriation 2012 Budgeted $ 510,300.00 2012 Actual Revenue $787,441.52 Revenue 2011 Actual Revenue $744,626.00 Note: A negative number reduces the tax levy
Goals for 2013: Support legislation that reduces costs to the county; such as publishing unclaimed property on the internet Continue to direct the public to our internet site. Cuts down considerably on calls for information to the office Offer first half collection to additional municipalities
2012 Treasurer’s Report Delinquent taxes were down substantially at the end of the 2012 tax year. Door County had delinquent taxes of approximately 1.37 million dollars which is down about $350,000 from 2011. Much of this could be credited to the recovery of the economy and some to larger taxpayers catching up on past years. The 1.37 million dollars represents less than 8/10th of one percent of the total property taxes assessed. Door County has also worked hard to get properties that have been foreclosed upon for back taxes back on the tax rolls. At the end of 2012 Door County only owned one small strip of land in the City of Sturgeon Bay that has not been sold. There are approximately 40,000 parcels of land in Door County. Door County offers several options for property tax payments other than cash or check. Through the Point and Pay Corporation, payments can be made by credit card, debit card or e-check. There are fees involved that go to the credit card company but this is definitely a trend of the future. Bank collections of property taxes are also available during the months of January, July and December. All Door County locations of North Shore Bank and Associated Bank offer the service. Jay Zahn Door County Treasurer 2012 Page 97 of 108
Door County University of Wisconsin-Extension 2012 Annual Report
Mission Statement
UW-Extension extends the knowledge and resources of the University of Wisconsin to people where they live and work.
Summary of Responsibilities
The Door County University of Wisconsin-Extension office designs and delivers educational programs based on the needs of the county. Educational programs are offered in four broad areas: 1) Community, Natural Resources, and Economic Development, 2) Family Living, 3) 4-H Youth Development, and 4) Agricultural – Crops and Soils. Also housed within Door County University of Wisconsin Extension is the Wisconsin Nutrition Education Program. Within these broad areas, professional educators align themselves with specialists from the University of Wisconsin system to deliver unbiased research-based educational programs based on the needs of the county.
The Door County University of Wisconsin Extension office also has unique partnerships with the Peninsular Agricultural Research Station (PARS) and the Kewaunee County Extension office. The PARS staff help provide fruit outreach educational services to Door and Kewaunee County’s residents. This collaboration between PARS and Door and Kewaunee County Cooperative Extension is implemented in a Memorandum of Understanding. Door and Kewaunee County’s Extension also have specialized their agricultural educator positions, the Door County position provides crop and soil expertise, whereas the Kewaunee County position provides dairy and livestock expertise to residents of both counties.
The Agriculture and Extension Education Committee (AEEC) is responsible for supervision of Extension programming, as specified in Wisconsin Statute 59.56. In a collaborative effort, the AEEC and professional educators work together to fulfill the mission of UW-Extension. The committee is comprised of Cletus Fontaine, Chair, Mark Feuerstein, Vice Chair, Roy Englebert, John Neinas, and Tim O’Connor.
Objectives and Outcomes Achieved in 2012
Community, Natural Resources, and Economic Development – Rob Burke
Objectives
Program I: Supporting County and Local Governments and Strengthening the Nonprofit Sector The non-profit community in Door County (including ad-hoc citizen volunteer efforts for specific projects) represents a valuable resource for guiding county spending priorities as well as helping provide efficient delivery of county services, protecting our environment, growing the local economy, and adding to our quality of life. The goals of the Community Development Program in working with nonprofits and county ad hoc committees include:
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Provide educational support to the nonprofit community aimed at improving board governance, managing the organizations more strategically, and helping executive directors and staff improve their professional skills.
Guide and facilitate the work of citizen advisory committees, ad hoc committees, work groups and task forces established by county and local governments to provide input into community decision making.
Programming included teaching and facilitating strategic planning events with Door County nonprofits; conducting board/organizational needs assessments, and facilitating workshops, retreats, and other events for goal setting, annual action planning, policy development, and strategic planning efforts.
Programming also includes regular local radio broadcasts on topics relevant to non-profit organizations. In the second half of 2012, there were 12 radio broadcasts delivered on topics of relevance to nonprofit management and governance.
In the second half of 2012, Burke provided assistance in this area to the following organizations and committees: Door County Buy Local Ag Committee Door County Wine Trail Jacksonport Historical Society Ad Hoc Door County Fair Study Committee Door/Kewaunee County Legislative Days 2013 Peninsula Singers Combined Community Response Team
Program II: Professional Development in Afghanistan in 2012
Successfully completed a 7 month deployment as a field Social Scientist with the US Army Human Terrain Team AF20 embedded with the 2 Brigade Combat Team, 4th Infantry Division, Camp Nathan Smith, Kandahar, Afghanistan. Supporting our troops on the ground, I planned, designed and conducted survey research to inform brigade elements on local civilian population attitudes, perspectives, and opinions on issues of importance to the brigade. Deployed from December 2011 through June 2012.
Family Living – Pam Peterson
Objectives
. Family strengthening programs will support the development of healthy interpersonal relationship skills, decrease domestic violence, improve well-being of children and improve supports for families dealing with mental health issues. . Inform and support family caregivers resulting in improved health outcomes for caregivers themselves and care recipients which will maximize in-home care and reduce cost of care for older/disabled adults. . Provide nutrition education to improve health outcomes, address food insecurity, increase food safety and encourage healthy food choices. . Support positive youth development through activities to build self-esteem and focused on making appropriate life choices. . Improve financial outcomes for low income families.
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Outcomes
. Continued development of programming to low-income Head Start families which included classroom instruction, home visitation and educational parent meeting nights. Home visitation by a social work student field placement from UW-Green Bay included skill building activities for parents and youth. Families who participated in home visitation generally presented special needs such as parents/children with cognitive delays, mental health issues, single parents, and/or social services involved families. . Low income families received a monthly financial management newsletter, Money Smart in Head Start, and participated in financial management workshops. Pre/post evaluations are administered in September and May. . Lead community stakeholders in planning and implementing Door County CARES (Creating A Responsive & Effective System for Protecting and Promoting our Children’s Well-being) Summit which resulted in the formation of an ongoing coalition to address well-being of children in Door County. . Continued literacy and parenting programs including Books for Babies, Bookworms™ and age- paced Parenting the First, Second and Third Year Newsletters which provide parents with information and skills to engage children in reading activities, enhance parenting skills and optimize child development. Door County Bookworms™ project provides books to low income preschool children at five sites throughout the county. Nearly $2,000 is raised annually by Door County Home & Community Education (HCE) to fund the project. Volunteers provide more than 100 hours of reading to 80 preschool children. . Delivered Powerful Tools for Caregivers and Living Well programs to address the needs of caregivers and those living with chronic diseases. Programs help participants find practical ways to deal with pain and fatigue, improve nutrition and exercise, understand treatment choices, and improve communication with doctors and family members. . Completed the Door County Barn Quilt Project with 50 barn quilts installed, revised brochure/location guide, website and Facebook pages developed.
Grants Received
. AODA Grant for Strengthening Families for Parents & Youth 10 –14 Program, $2,500 . Northern Door Kiwanis $180 for Parenting the First, Second & Third Year Newsletters . Wal-Mart for Head Start Collaborative, $50 . Door County Dairy Promotion Committee for Head Start Collaborative, $100 . Fundraising/cash donations to Barn Quilt Project, $1,125; in-kind donations $1,900 labor & equipment . Baldwin Grant for three years to address child welfare issues in the county, $3,000 TOTAL: $8,855
4-H Youth Development – Dawn Kuelz
Objectives
. Increase 4-H Youth Development enrollment and increase the number of 4-H clubs to expand the reach of 4-H Youth Development programming. . Expand 4-H Youth Development programming to non-traditional audiences, and use new delivery methods (afterschool, summer programs, short-term programs) to go beyond the traditional delivery model of the 4-H community club. . Create collaborations to program toward the National 4-H Headquarters Mission Mandates (Healthy Living; Science, Technology, Engineering & Math; and Citizenship) 3 Page 100 of 108
Outcomes
. In 2012, 4-H Community Club membership and adult leader numbers stayed very steady in the county. There were 212 members and 74 leaders enrolled in 4-H Community Clubs in 2012. Outreach programs (summer camp at Camp Bird, Summer Science Club at Boys & Girls Club) included an additional 46 participants. . In December 2012, plans were set into motion to establish a new 4-H community club on Washington Island. . Youth members were added to the 4-H Leaders Board, giving youth a direct voice to the programming and decisions being made for the 4-H program. Traditionally, this group has been made up of all adults, and has utilized and requested very little youth input into decisions. Having youth on the board allows for a direct voice to share concerns and new ideas for programming. . Club Officer Training was held in 2012, providing critical training and resources for the youth that lead their local 4-H clubs. Training included resources on how to run a meeting, the proper way to make a motion and the roles of each officer in the club. Five club officers attended the training, all of whom were new, first-time officers in their clubs. . Development of a partnership with the Jim Larsen Boys and Girls Club to conduct summer programming. Every Tuesday during their summer program, youth participated in Summer Science Club, which was a one-hour science activity taught by 4-H Youth Development Agent, Dawn Kuelz. A total of 37 youth participated in the Summer Science Club. . Renewed a grant through the USDA (U.S. Department of Agriculture) and National 4-H Council for the “Engaging Youth Serving Communities” project. This four-year grant will provide $2,500 annually and will allow youth the opportunity to develop life skills and leadership while working with community members to improve the lives of families in Door County. In the second year of the grant, the youth and adult team created GPS kits for families and individuals to check out from the Sturgeon Bay Library that include a GPS handheld unit, instructions and items necessary to start geocaching. The team also created a geocaching scavenger hunt in downtown Sturgeon Bay where families can get outdoors, participate in physical activity and learn a new skill. The scavenger hunt also was used in collaboration with the Door County Reads project through the library system. . 4-H clubs completed 900 hours of community service projects benefiting Door County non-profit organizations. Using the current value of volunteer service ($20.25 per hour), the 4-H clubs provided over $18,000 in hourly service. In addition to the $5,000 given in cash donations to local organizations, this totals approximately $23,000 in support and donations to local groups! . The adult volunteers in the 4-H program also provide much needed service and support to Door County youth. Annually, 4-H volunteers provide on average 50 hours of service to educational projects, organization support, and other mentoring roles. The leaders’ hours total up to around $75,000 worth of value to the Door County 4-H Youth Development Program and the community in general.
Grants Received
. USDA/NIFA & National 4-H Council Engaging Youth/Serving Communities Year 1 Grant - $2,500.00 (Funds held and administered through the Wisconsin 4-H Office)
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Agriculture – Crops and Soils – Dean Volenberg
Objectives
. Provide local and statewide educational information through classroom, outdoor workshops, and by print and digital media to improve Wisconsin wine grape production. . Support and educate local agricultural producers and help identify new markets that provide sustainable alternatives for locally produced foods and value added agricultural products. . Provide agronomic crop producers research-based information and consultation to help them maintain economic stability. . Evaluate potential “new” crops in collaboration with the Peninsular Agricultural Research Station to diversify and provide increased value to Door County agriculture. . Provide education and training to identify and manage invasive terrestrial plants.
Outcomes
. Educational programs on grape growing were provided in a number of different forums, including the Peninsular Agricultural Research Station, The Wisconsin Fresh Fruit and Vegetable Conference, The Wisconsin Grape Growers Spring Vineyard School, and a Vineyard Walk. The educational program topics this past year were based on a needs assessment of the WGGA Educational Committee of which I am a member. From the needs assessment results, pests and pest management are the top educational needs of grape growers. Therefore, my educational programming in integrated pest management (IPM) continues to remain a relevant need. . A weekly grape IPM report is published to inform grape growers of pest threats. In addition, the publication contains information on pest management, pest biology, growing degree days, and grape phenology. This publication is produced by me and sent to all WGG members and is posted on the UW-Extension Door County website. For this effort, I received the 2012 WGGA Industry Award. . A new pest, spotted wing drosophila was confirmed in Door County in 2012. How or when this pest may impact the Door County fruit industry is unknown at this time. The PARS and UW- Extension have maintained a monitoring program for spotted wing drosophila since 2011. In 2013, efforts will be increased to understand biological and environmental factors that may help in future management of spotted wing drosophila. . A number of invasive terrestrial plants continue to be a threat to many of Door County’s natural areas. I provided educational programs on invasive plant management and identification to a number of organizations including, Crossroads at Big Creek, Wild Ones, and The Ridges Sanctuary. I continue to research best management practices for common buckthorn. . Direct marketing of agricultural products is very important to the Door County economy. Direct marketing sales of agriculture products contribute $1.2 million to the economy (Deller 2011). Local agricultural production and sales have direct impacts on Door County Buy Local, tourism, and restaurants. Over the past 4 years, I have published a yearly listing of local agricultural producers that sell directly to end-product users. This has resulted in restaurants incorporating more locally produced agricultural products into their offerings. This past year, I have worked with the Door County Buy Local program to list agricultural producers into their website. This gives local agricultural producers another area to advance their marketing free of charge. . Wisconsin has a growing craft beer industry. Currently, there are approximately 80 craft breweries in Wisconsin and in 2013 Door County will hopefully have a craft brewery to call its own. For many of these breweries, a goal is to produce an all-Wisconsin beer that is made from Wisconsin grown hops and barley. In 2012, Lakefront Brewery was the first to claim this prize. The goal to produce an all Wisconsin beer has ramifications for agriculture. Starting in 2010, I
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began a collaboration with Kevin Smith from the University of Minnesota and with Mike Davis, President of the American Malting Barley Association to begin winter barley trials in collaboration with the Peninsular Agricultural Research Station. In 2012, we continued this research and also added Spring malting barley trials. The objective of this research is to identify cultivars and potential new material for expanding winter barley production in Wisconsin. . Fungal pathogens remain one of the greatest threats to the Wisconsin wine grape industry. Although, several fungicides are available for protecting the crop, movement has been towards pesticide stewardship and using materials that have less negative impact on the environment and human health. Research was undertaken this past year to evaluate both copper and sulfur on cold-climate grape cultivars. Both copper and sulfur are effective fungicides and meet the criteria of pesticide stewardship and limited toxicity to the environment and human health. However, these compounds have been reported to result in some phytotoxicity to some cold- climate grape cultivars. Preliminary results, suggest that both copper and sulfur can have some phytotoxicity on certain cold-climate grape varieties. This research will be repeated in 2013. This research is a collaborative effort involving, UW-Extension, PARS, Patty McManus, UW-Madison Plant Pathologist, and the Northern Grapes Project. . The replicated grape variety trials established in 2008 at PARS continue to produce important data for Wisconsin grape growers. The trials are dynamic in that some cultivars have been removed from the trial, while “new” released cultivars have been added. Data is collected on the cold hardiness, pest complex, phenology, yield, and juice quality. These results have allowed University specialists, as well as UW-Extension personnel, to recommend wine-grape varieties based on geographic location in the state of Wisconsin. These trials are a collaborative effort of the College of Agriculture and Life Sciences at UW-Madison, Agricultural Research Stations, and UW-Extension. I am the coordinator of the trials. . The Peninsular Agricultural Research Station is an important resource for Door County as well as all Wisconsin agricultural producers. Since 2011, PARS has been faced with potential closing due to state budget constraints. Matt Stasiak, Superintendent at PARS, and I formed an advisory group to help direct both research and educational outreach. The advisory group members are mainly fruit growers from Door and Kewaunee Counties. Besides providing direction, the advisory group provides advocacy for PARS. In 2012, the advisory group met with College of Agriculture and Life Sciences Dean Kate VandenBosch to voice their concerns. At present, Kate is undertaking strategic planning and these results will likely dictate how agricultural research stations perform in the future. . Proper corn silage ensiling is dependent on a number of different factors. Harvesting corn at the proper moisture content for the type of silage storage structure is one of the most important factors to assure high quality silage. Over the past five years, I have provided corn moisture testing to Door and Kewaunee County’s silage producers. Over this period, more than 600 samples of corn have been tested. This service helps assure corn is harvested at the proper moisture range, instead of producers harvesting corn based on anecdotal evidence. . Small grains are planted on approximately 20,000 acres in Door County annually. To demonstrate the effect of winter wheat variety, saved seed, and planting date, I have established field plot trials at PARS since 2007. Results of the trials have been communicated to growers during annual twilight meetings.
Grants $500 Sustainable Agricultural Research and Education Travel Grant $4,500 American Malting Barley Association
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Wisconsin Nutrition Education Program (WNEP) - Jenny Spude, RD, Nutrition Coordinator, Imelda Delchambre and Barb Stauber, Nutrition Educators
Objectives
The WNEP is a UW-Extension administered nutrition education program that is funded by Federal dollars from USDA Farm Bill. This funding structure requires that our educational outreach efforts reach limited income families and individuals. We educate based on participant needs, but general education is focused on how to purchase and prepare healthful food while keeping it food safe and how to become more food secure by spending food resources wisely. In 2012, 4,007 teaching contacts were made with Door County residents at locations such as Head Start, Food Pantries, Ministry Door County Dental Clinic, orchards/gardens, Senior Centers, family homes and at the Sturgeon Bay location of Northeast Wisconsin Technical College (NWTC).
Outcomes
In efforts to increase food security, WNEP continues as a leading partner in the development of The Community’s Garden. The Community’s Garden is a non-profit organization, operated by a Board of Directors, in which community organizations and households grow food. The 2012 growing season provided 72 gardeners with space to grow food in 48 community garden plots. Over 700# of produce -- primarily peppers, tomatoes and herbs were donated to food pantries.
Goals and Objectives for 2013
Community, Natural Resources, and Economic Development In collaboration with the Door County Economic Development Corporation organize and lead the 2013 Door/Kewaunee Legislative Days. Continue to provide strategic planning assistance to Door County Nonprofit Organizations. Expand programming with nonprofits to include more organizational development, and board development training. Support local economic development efforts by assisting local business development organizations in planning and implementing programs and activities that grow the local private sector.
Family Living . Expand current Head Start programming to reach additional families served by all county Head Start sites. . Implement programming to improve child well-being to address gaps identified by Door County CARES Coalition. . Complete economic impact assessment of Door County Barn Quilt Project. . Collaborate with community organizations to address mental health issues impacting children and families.
4-H Youth Development . Continue to develop more connections in the community in order to strengthen all 4-H programs through increased youth involvement. . Continue to find ways to program toward the National 4-H Mission Mandates. . Increase educational programming for diverse and varied audiences. . Continue teamwork efforts within the office to strengthen programming and demonstrate the value of Extension programming.
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Agriculture – Crops and Soils . A spotted wing drosophila monitoring network will be established in Door County. The data collected will help establish future management programs. . Spring and winter malting barley research trials will be established in cooperation with PARS. . Complete the second year of the copper and sulfur phytotoxicity on selected cold-climate wine grape cultivars. . Continue to collect yield and quality components of the wine grape variety trial at PARS. . Update and publish local agricultural producers guide for Door County. Also continue collaboration with Door County Buy Local Program. . Provide outreach education on Crops and Soils with further emphasis on wine grape and other fruit production. . Continue to build partnerships in county and local government and provide continuing support with a number of local agricultural themed programs.
Wisconsin Nutrition Education Program . Address food security in our community: In addition to providing nutrition education and coordinating gardening education at The Community’s Garden we will develop networks to provide additional low income families with gardening options. Help develop efforts to increase redemption of FoodShare benefits at Sturgeon Bay Farm Markets. . Focus educational efforts on addressing childhood obesity: Partner with the 4-H Youth Development Educator to increase free cost options for families during winter months for outdoor activities through the Engaging Youth Serving Communities Grant (EYSC). Utilize research based nutrition education curricula to teach child obesity prevention efforts with the Boys & Girls Club of Door County, in Hispanic family homes and at Summer Feeding Program meal sites.
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2012 ANNUAL REPORT DOOR COUNTY DEPARTMENT OF VETERANS SERVICES
A. Mission Statement: Provide all veterans of Door County and their families with a single, comprehensive, and seamless access point to the services and benefits which they have earned from both the United States Department of Veterans Affairs (VA) and the Wisconsin Department of Veterans Affairs (WDVA). Additionally, we strive to foster partnerships with and among veterans organizations and other concerned parties, to leverage all available resources to enhance the quality of life and public recognition for our veterans.
B/C. Summary of Responsibilities/Program Summary: Although a Door County department, the office provides services and access to benefits primarily provided and administered by: the U.S. Department of Veterans Affairs and the State of Wisconsin Department of Veterans Affairs. The Veterans Service Office (VSO) initiates applications for veterans and their dependents for a wide array of benefits, including: Home mortgage loans. Home improvement loans (WDVA – program is currently suspended). Personal loans (WDVA - program is currently suspended).
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Compensation and pension. Death benefits, graves registration, and headstone/grave markers. Medical and education grants. VA healthcare. Transportation for veterans to and from VA medical appointments at Milwaukee, Cleveland, Tomah, Appleton, and Green Bay hospitals/clinics. GI Bill entitlements. Correction of military records. Insurance benefits and claims assistance. Administering Veterans Service Commission aid. Administering Veterans Service Council aid. Veteran residency and nursing home applications. Recording of DD–214 discharge documents. TRICARE/CHAMPVA information. Coordinate care packages to service members serving abroad.
The target community we serve is estimated to be 2964 Door County veterans (2012 VA data). We are seeing a marked increase in requests for information and assistance from:
Veterans suffering from presumptive illnesses related to exposure to Agent Orange during their Vietnam conflict “in theater” deployments. Over time, the VA continues to add illnesses that qualify as being deemed presumptive due to Agent Orange exposure. Veterans suffering from Posttraumatic Stress Disorder (PTSD) from their experiences in all combat engagements. Eligible spouses and dependent children of veterans. Veterans returning from Operation Enduring Freedom and Operation Iraqi Freedom. Needy veterans who have lost their job, been temporarily laid off, or have seen their salary reduced/hours cut back. Older veterans who are moving to Door County to retire following completion of their civilian careers. Veteran deaths in general throughout Door County.
Additionally, the County Veterans Service Officer (CVSO) provides administrative support to the Veterans Service Commission and Veterans Service Council.
2012 was a very productive year for the veterans office. Ken Rock served as the Interim CVSO again until spring of 2012. Deborah Hart, Assistant CVSO, then
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ran the office by herself for a few months after Ken Rock’s departure until Scott McFarlane returned from his latest mobilization 3 Jun 12.
D. Goals/Objectives Achieved in 2012: Assisted Door County veterans with applications and documentation of eligibility to receive $5,430,444 in Federal VA compensation and pension amounts. This represents an increase of $783,689 (18.3%) over 2011 totals. These amounts represent 68 compensation claims cases and 41 pension claims cases processed by the VSO staff. Processed death benefit claims for 75 veterans. Processed 14 VA mortgage loan certificates. This represents a total of 73 VA Mortgage Loans currently active in Door County. Total benefits paid to Door County veterans from WDVA programs processed by the VSO staff in 2012 totaled over $90,000. VSO experiences approximately 10-15 personal office visits and 20-25 telephone contacts per day. Assisted the maintenance department in the oversight of the Door County Fallen Veterans Memorial. Provided administrative support to the Veterans Service Commission and Veterans Service Council. Assistant CVSO Deborah Hart has maintained her VA accreditation status - expanding the office knowledge base and ultimately providing direct computer access to federal VA records and benefits for our Door County veterans community.
E. Knowledge Sharing 2012: Updated Veterans Service Organizations (VSOs) on benefit changes and program modifications. Interfaced with like agencies to share and disseminate veterans benefit information. Began laying groundwork for 2013 outreach activities throughout the county.
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F. Department Budget Status:
Approved 2012 $153,496 Actual 2012 Budget $153,496 Budget 2012 Levy $142,496 2011 Levy $146,565 appropriation appropriation 2012 budgeted $11,000 2012 Actual $8581.34 revenue Revenue 2011 Actual $6703.35 Revenue
Grants received for 2012: WDVA CVSO Grant, $10,000. WDVA Transportation Grant, $1085.21.
G. Issues, Concerns, and Restraints: The CVSO office outreach effort improved greatly during 2012. In 2013, outreach must continue to be ramped up to ensure all Door County veterans receive the benefits they have earned.
H. Goals and Objectives for 2013: Continue meeting the full intent of our Department of Veterans Services mission statement. Ensure all veterans who stop by the office, and those calling on the phone (or e-mailing), are served in a timely manner. Due to the increasing workload from intensive outreach efforts, this may require volunteer or LTE assets to assist with manning the office. Outreach is imperative to the success of our mission. The unusual geography of Door County requires continuous effort to reach out to all of our veterans; especially those who reside significant distances away from our office in Sturgeon Bay. Work diligently with the Veterans Service Organizations, five Door County radio stations, and three newspapers to reach out to veterans. Continuing changes in benefit programs requires ongoing training. Conduct as budget, staffing, and time permit. Under the purview of the County Administrator’s guidance and direction, work with federal, state, and local legislators to promote and advocate for our Door County veterans and their families.
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