OFFICIAL NOTICE AND AGENDA MARATHON COUNTY, WISCONSIN of a meeting of the County Board, Committee, Agency, Corporation or a sub-unit thereof.

Marathon County Mission Statement: Marathon County Government serves people by leading, coordinating, and providing county, regional, and statewide initiatives.

It directly or in cooperation with other public and private partners provides services and creates opportunities that make Marathon County and the surrounding area

a preferred place to live, work, visit, and do business. An educational meeting of the COUNTY BOARD OF SUPERVISORS will be held at the Marathon County Courthouse, County Board Room, 500 Forest Street, in the City of Wausau, at 7:00 p.m., on Thursday, June 19, 2014. AGENDA 1. Meeting called to order at 7:00 p.m. by Chairperson Gibbs, the agenda being duly signed and posted 2. Pledge of Allegiance to the Flag 3. Reading of Notice 4. Request to Silence Cell Phones and Other Electronic Devices 5. Roll Call 6. Acknowledgement of Visitors 7. 15 Minute Public Comment 8. Appointments: a) North Central Health Care Governance Task Force b) Children with Disabilities Education Board c) Comprehensive Planning Task Force d) Solid Waste Management Board Signed: _ /s/ Kurt Gibbs _ Presiding Officer or His/Her Designee FAXED TO DAILY HERALD THIS NOTICE POSTED AT THE COURTHOUSE Date ________ Time _______ AM/PM Date ________ Time ________ AM/PM By ________________________________ By _________________________________

9. Proclamation: June Dairy Month 10. Memorial: Life and Public Service of Robert Wiesman 11. Education Presentations/Reports: a) Standing Committee Chairpersons or Designees b) History and Accomplishments of the Marathon County Children and Disabilities Education Board (Dr. Eric Hartwig, Administrator of Pupil Services/ Psychologists) c) Advice Given to County Clerk on Same Sex Marriage Licenses (Scott Corbett, Marathon County Corporation Counsel) d) Building a Culture of Public Engagement in Marathon County (Eric Giordano, WIPPS) 12. Review and discussion of Tuesday meeting agenda items: a) Ordinances: 1. Creation of a Task Force to Review the Distribution of Funds Policy for the Environmental Impact Funds

- Appointment of Task Force Members 2. Create a Task Force to Determine the Benefit of a County Motor Pool to Service County Vehicles and Oversee a Transition

- Appointment of Task Force Members b) Resolutions: 1. Finance and Property Committee: A. 2014 Budget Transfers for Marathon County Department Appropriations 2. Extension and Education Committee: A. Resolution Commemorating the 100th Anniversary of Wisconsin 4-H Youth Development 3. County Board of Supervisors: A. Change in Supervisory District Boundary Resulting from City of Wausau Annexation 13. Announcements and/or requests 14. Adjourn For Tuesday’s Meeting: Special Recognition Award – Community Coalition Assisting with Applications for Affordable Care through the Federal Market Place Closed Session – Workers Compensation Settlement Any person planning to attend this meeting who needs some type of special accommodation in order to participate should call the County Clerk's Office at 261-1500 or e-mail infomarathon@mail.co.wi.us one business day before the meeting.

APPOINTMENT North Central Health Care Governance Task Force

I, Kurt Gibbs, Marathon County Board Chair, do hereby upon approval of the Board of Supervisors, appoint the following to serve on the North Central Health Care Governance Task Force, created by Ordinance #O-7-14, dated May 20, 2014:

John Townsend, Health Care/Medical Management Community

Dated this 24th day of June, 2014.

__________________________________ Kurt Gibbs Marathon County Board Chair

STATE OF WISCONSIN )

)SS. COUNTY OF MARATHON )

I, Nan Kottke, County Clerk in and for Marathon County, Wisconsin, hereby certify that the above appointment was confirmed by the Marathon County Board of Supervisors at their Adjourned Organizational Meeting which was held June 24, 2014.

_____________________________________ S E A L Nan Kottke

Marathon County Clerk

APPOINTMENT Marathon County Children With Disabilities Education Board

I, Brad Karger, Marathon County Administrator, do hereby upon approval of the Board of Supervisors, appoint the following individuals to serve on the Marathon County Children With Disabilities Education Board, effective July 1, 2014, their terms to expire June 30, 2017: Sharon Seubert, 7603 Whippoorwill Road, Wausau (Marathon School District)

John Resech, H4272 Maple Road, Colby (Abbotsford School District)

Gary Lewis, R4987 Aspen Road, Edgar (Edgar School District)

Carol Schulz, 3348 State Road 66, Rosholt (Rosholt School District)

Scott Johnson, N10127 Basswood Avenue, Spencer (Spencer School District)

Lori Haines, 706 Hope Drive, Athens (Athens School District)

Mileage/expense reimbursement will be paid for meeting attendance to all members of the Board and per diem will be paid to citizen members, paid by the department of Special Education. Dated this 24th day of June, 2014. ____________________________________ Brad Karger Marathon County Administrator STATE OF WISCONSIN ) )SS. COUNTY OF MARATHON ) I, Nan Kottke, County Clerk in and for Marathon County, Wisconsin, hereby certify that the above appointments were confirmed by the Marathon County Board of Supervisors at their Adjourned Organizational meeting which was held June 24, 2014. ____________________________________ S E A L Nan Kottke Marathon County Clerk

APPOINTMENT Marathon County Comprehensive Planning Task Force

I, Kurt Gibbs, Marathon County Board Chair, do hereby upon approval of the Board of Supervisors, appoint the following Supervisor to serve on the Marathon County Comprehensive Planning Task Force, created by Ordinance #O-17-13, and amended by Ordinance #O-39-13:

Matt Hildebrandt, representing Technology Committee

Dated this 24th day of June, 2014.

__________________________________ Kurt Gibbs Marathon County Board Chair

STATE OF WISCONSIN )

)SS. COUNTY OF MARATHON )

I, Nan Kottke, County Clerk in and for Marathon County, Wisconsin, hereby certify that the above appointment was confirmed by the Marathon County Board of Supervisors at their Adjourned Organizational Meeting which was held June 24, 2014.

_____________________________________ S E A L Nan Kottke

Marathon County Clerk

APPOINTMENT Solid Waste Management Board I, Brad Karger, Marathon County Administrator, do hereby upon approval of the Board of Supervisors, appoint Roger Zimmermann, 1726 Esker Road, Hatley, to the Solid Waste Management Board for a three year term to expire April 30, 2017. Mileage/expense reimbursement will be paid to all members of the Board. Per diem will be paid to citizen members. Dated this 24th day of June, 2014. ________________________________ Brad Karger Marathon County Administrator STATE OF WISCONSIN ) )SS. COUNTY OF MARATHON ) I, Nan Kottke, County Clerk in and for Marathon County, Wisconsin, hereby certify that the above appointment was confirmed by the Marathon County Board of Supervisors at their Adjourned Organizational meeting which was held June 24, 2014. ________________________________ S E A L Nan Kottke Marathon County Clerk

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Marathon(County(Special(Education(Executive(Summary(

May(2014( The Marathon County Children with Disabilities Education Board represents six rural districts in central Wisconsin and oversees a variety of programs for the Marathon County Special Education Consortium (MCSEC) and has done so since 1957. Our history reflects various activities and support provided to our partner districts on behalf of students with special education needs. Year-End Program Summaries provided by our staff reflect the ongoing activities, services and responsible programing supports provided to our consortium districts. The information contained in this executive summary highlights and summarizes some of that work. Standards-based IEPs (Individual Education Plans) continue to be a cornerstone for ongoing staff trainings, focusing on data driven, outcomes-based growth for children with disabilities. In addition to onsite administrative and special education support, MCSEC continues to provide specialized services such as nursing, behavioral support, vocational/transition skills, technology support, occupational, and physical therapy, deaf/hard of hearing services. In addition, MCSE continues to partner with the county health department to provide vision and hearing screenings throughout Marathon County and Northwest Passage for mental health services/day treatment. Our agency, in collaboration with our school districts have sought to create capacity for an integrated system of support for all children around academics, engagement and behavior and have taken steps to implement a multi-tiered system of support (MTSS) to better meet educational and behavioral needs. Marathon County Special Education has provided guidance and training for implementing a model of problem solving for school improvement so that services provided to districts will be sustainable, implemented with fidelity insuring data based decisions with relevant and real time data. Prevention and early intervening services continue to be monitored by MCSEC’s universal screenings in reading (DIBELS, PALS), math (cbmMath) and social emotional behavior (b.e.s.t.). The process has become streamlined and more efficient with the addition of online access for screening math and behavior. Our third year of the Measures of Academic Progress (MAP 2013-2014) will provide districts with historical benchmark data to support student matched instruction and documentation of student growth. Support for local districts on the use of MAP as a growth measure has been provided to districts through the Northwest Evaluation Association (NWEA) and MCSE. Districts are on a path to establish systematic protocols for the use of student data. As an agency, we have begun to put more focus on growth data for students with disabilities and will work in the coming year to be sure special education staff are accountable for student data and continue to use that data to direct instruction. The 2014 Wisconsin Statutory changes to the eligibility criteria for learning disabilities placed particular emphasis for our staff on understanding, accessing and utilizing data to monitor student progress. Staff knowledge and leadership in these areas have become critical to districts’ implementation of a ‘response to instruction’ model and overall school improvement. On site trainings and staff support have been initiated to provide teachers the necessary skills and resources for these ongoing program changes.

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MCSE’s flagship conference, the Annual Institute on Educating Students with Emotional and Behavioral Disabilities, which hosts nationally recognized experts, held its 21st Annual event in March with over 190 educators in attendance. We are continuing our educational awareness on seclusion and restraint by providing onsite and outreach training in Nonviolent Crisis Prevention and Intervention several times a year to our member schools as well as invited districts. Since 1994, we have provided ongoing research-based training to over 1000 school personnel regarding the appropriate use of school-based seclusion and restraint. The MCSEC Summer Academy has become a foundation for providing teacher training and professional development to all the staff of the consortium schools with internationally recognized trainers in specific content areas. July 2013 brought over 150 regular and special educators together experiencing three intensive days around explicit instruction and active student participation and engagement. We provided support for districts’ efforts to improve literacy instruction at all levels and spent time during the Academy to research evidenced-based academic and behavioral interventions that have been utilized to develop an online instructional resource. Theses efforts have resulted in the MCSE Intervention Guidebook LiveBinder providing teachers with a portal for accessing the tools necessary for multi-tiered instruction and intervention. (http://www.livebinders.com/play/play?id=1189879). In 2014 will host the 6th Annual Summer Academy. Training for both Para-Educational staff and Health Assistants has expanded this year. All instructional support personnel will be enrolled in online training modules with personalized coursework designed to support classroom and student assignments. The second annual Health Skills Training will be held in August, providing our school nursing health assistants with school health preparedness, updates and hands-on skills practice. Both training programs serve to ensure that support personnel meet criteria for maintaining ‘highly qualified’ staff that serve our students, staff and schools. Universal screening and trainings in behavior and social/emotional learning were expanded in our schools through grant funding for 2013-14. The b.e.s.t., an online tool is now available for teachers to screen their students in fall and spring; reports generated from the screening provide guidance for supporting social and emotional learning. The first School-Based Mental Health Summit sponsored by MCSE in partnership with UW-Madison will be held in August 2014 to help schools identify mental health needs and integrate services to better support social and emotional learning. Finally, each fall, MCSEC and school district staff begin the school year with Multi-District Beginning of the Year Inservice presented by nationally recognized speakers. This multi-district event began in 2005 bringing many distinguished presenters to our area. MCSEC’s 9th Annual Multi-District beginning of the year in-service will be held on August 28, 2014, and once again will bring together nearly 500 MCSEC educators to receive an energizing welcome to the start of another school year focused on a tradition of high quality educational services and high expectations for all staff and students. As an agency, we will continue to work toward improved collective capacity to reach and teach all children, defining what we value most, and emphasizing how attitude and perspective effect all that we do. We want to challenge our collective staff to the highest levels of professional

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development and collaboration and we will do it in a manner that recognizes the central and important strategic role that teachers play in a child’s educational life and future development. Respectfully Submitted,

Eric P. Hartwig, Ph.D. Administrator of Pupil Services EPH/slw

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1951 The County Board of Supervisors, authorized the County Superintendent of Schools to employ a Special Supervising Teacher for the education of exceptional pupils with handicaps.

1957 State law required the establishment of a County Handicapped Children’s Education board in all counties where services existed. Establishment of the Marathon County Handicapped Children’s Education Board – November

1958 First Board consisted of Elgis Berkman, Town of Maine; Edward Jansen, Aniwa; Ray Parrette, Spencer; Louis Pauls, Jr., Schofield; & Hugo Seubert, Sr., Marathon; Alfred Engebrecht – January

First Board meeting – January 14 Establish philosophy and statement of policy – April 21 1959 Handicapped Children’s Education Board Budget - 1959 1961 Ray Ropella was interviewed for position as psychometrist – May 24 1965 The office of the County Superintendent was abolished in the State of Wisconsin,

the office now known as the Special Education office – July 1 1967 Authorize hiring of Social Worker and the starting of secondary rooms – September 15 The salary of hired Social Worker set at $550.00 per month – December 20 1968 Employing all personnel in the hands of the Handicapped Children’s Education

Board – December 11 Balance Sheet – December 31 1969 Early Childhood home training program was initiated. Application for ample funds to participate in Early Identification program – March 26 Continue an Early Identification and Intervention program – March 26 1970 Increase in 1971 budget – September 22 1971 Wilbur Kalinke offered contract for Director of Special Education – August 11 1972 Classes for the Emotionally Disturbed and Learning Disabilities began in

Marathon County Schools. Approval to hire a Supervisor of Special Education – February 9

Letter from Elvin Conway – Types of handicapped programs that DC Everest would like to have supported by Marathon County Special Education – February 11

1973 MCHCEB eligible for Senate Bill 185, general aids – March 29 Summer speech program requested by Stratford and Spencer school districts – June 6 1974 Chapter 89, Laws of 1973, mandatory to give educational services to all children

between the ages of 3 and 21 years who have exceptional education needs – February 19

Started Trainable Mentally Retarded Class at Spencer. Status of the speech therapist employed and also of the second Psychologist, Eric Hartwig – February 19 Invitation sent to all districts within Marathon County to meet with the Board – October 7 1975 President Ford signed Public Law 94-142, which now mandates provisions, such

as in Wisconsin’s Chapter 115, for all children in the United States.

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The County Board authorized the Handicapped Children’s Education Board to erect a building in Edgar.

Letter to James H. Despins – January 21 Letter to the County Board of Supervisors – Wilbur Kalinke became President of the Council for Exceptional Children – March

Article: County Special Education Budget – Increase in budget and staff – December 26 1976 Building to be built in Edgar - Letter to County Board of Supervisors 1977 Multidisciplinary team assessment/individual written plan - Letter to County

Board of Supervisors –– February Eric Hartwig as temporary acting Coordinator of Pupil Services – November 18 1978 Resolution #34-78 – Move Special Education offices to 1308 West Street – March 21 1979 Special Education Study Committee.

The Special Education Study Committee was chaired by Ardean Kort with members Edward Fenhaus, Daniel Bohman and Wilbur Kalinke, Ex-officio. Excerpt: It was moved, seconded and unanimously carried by a roll call vote of aye that the handicapped program continue in Marathon County. (Adjourned organizational meeting, August 28, 1979)

1980 Day Treatment Program – February Program Support Teacher position created. Letter to Roy Smith – Discussion about alternatives available for the most severely emotionally disturbed children at the secondary level – February 7

Accounting system study discussion – July 9 Local Status of Vocational Education - 1980 1982 Move to 326 River Drive, a resolution to the State Superintendent – October 14 Letter to County Board of Supervisors – Decrease in Federal and State aids – February 1983 Joint Agreement – HCEB will locate and operate a Special Education Program for

children with E.D. Autistic behaviors in a building of the DC Everest School District – January 3 Letter to County Board of Supervisors – 1982 areas taxed by program/service units – February Joint Agreement – MCHCEB located and operated a Special Education Program in a building of the DC Everest Area School District – August 1

1985 HCEB special committee – May 9 HCEB member selection – July 11 Resolution #138-85 – Restructuring of special education program financing – November 14 1986 Record Review Article: Administrators Favor Special Ed Funding Plan – May 28 Article: Special Ed Budget Gets Nod From Reps – June 18 1987 Statutory reorganization (county tax base to school tax base).

Memorandum to Government Study Committee – Special education continues as a County department but to be funded by the user school boards – March 4

Mission and Goals Board Policy – July Letter from DPI – Approval of grant under PL94-142 for flow-through funds – August 12

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Letter from Marathon County Program Coordinators – Coordinated Services for Young Parents received continuation funding for the year 1988 – December 28 1989 Eric Hartwig offered the Administrators position – January 26 Health insurance plan waiting periods – July 20 1990 Decentralization plan TMR/MRS program update – April 19 New Board appointment – May 17 Letter from State of WI Council of Developmental Disabilities – Application for a school-to-work transition pilot project – May 31 Minutes of Meetings – June 21

Letter from Herbert Grover – Approval of application for discretionary grant under PL 94-142 – June 29

Involvement of MCSE with NCHCF regarding the 0-3 population – November 20 1991 MCSE moved to the Professional Plaza - Article: Cognitively Disabled Will Be

Returned to Home School Districts Article: Social Services Will Be Coordinated – Social services coordinated with rural Western Marathon County schools Letter from Marathon County Social Services – Psychologists in schools become focal points for communication – July 24

Progress of CBRF – November 21 1992 ADA and options for administrators to make modifications to their school

buildings to meet the needs of disabled students – January 19 1993 Article: Athens School Board Okays “Start Right” Program – Approval of the

Start Right Project – November 17 1994 Annual EBD Institute established – March 17 1996 1997 County budget information – August 15 Bloodborne Pathogen Exposure Control Plan Policy – October 17 1997 MCHCEB 40th Anniversary, Background checks, API Update on 1997-98 grant approvals Options for cell phones – December 18 1998 Annual Summer Law Institute established. Name Change from Handicapped Children’s Education Board to Children with Disabilities Education Board – September 17 Relationship with CESA 9 – November 19 1999 IDEA update – February 18 Update from Administrator Highlights – March 25

Memorandum Regarding Charter School Mental Health Services for EBD Students – October 15

2000 Joint program development – Journey Day Treatment.

Memorandum regarding Journey – providing a 6 hour/day program, consisting of educational, therapeutic and family intervention components - January 20 Date for State Superintendent’s Form set and discussion on renting lobby space of MCSE – December 21

2001 Website development – www.mcspecialeducation.com. Educational Evaluation Policy, 8th Annual EBD Institute and recruitment of

practicum students at UWSP – January 25 2002 Six district consolidation.

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MCSE’s possible participation in organizing the Central Wisconsin Educator’s Convention held annually – August 15 2003 Just-in-Time /Behavioral Initiative: Behavioral Screening Jim Prozinski assigned school liaison, Big Buddy Program – April 24 2004 Providing vision and hearing screening services – January Establishment of Employee Benefit Trust – June 17 Establishment of a trust based Health Care Savings Plan – July 15 2005 Camp contribution from Brett Favre Fourward Foundation – February 17 Categorical Aide Reimbursement & Mini-Grants – November 17 2006 Modernizing Chapter 115 – February 16 BadgerNet Converged Network – February 16 Sponsorship of DIBELS training – June 2007 WKCE results and use of MAP assessments – January 25

MCSE was the recipient of $5,000 grant from Brett Favre Fourward Foundation for Summer Camp 2007 – March 15

2008 MCCDEB 50th Anniversary Dinner to be held May 15, 2008 – February 21 Modernization and Improvement of Our Work Project Phase I – November 26 2009 Wisconsin State Superintendent Forum – January 15 ENIS & b.e.s.t. screenings – October 15 Technology/Polycom Additions – November 19 2010 Tracking ARRA funds – February 18

CESA 9 Contract for Assistive Technology and agreement to participate in the MAP program – March 18

Modernization & Improvement of Our Work, MCSEC Summer Academy – May 20 Audiologist position created – June 18 2011 Program Support for Technology created.

Oasys implementation, all consortium schools passed maintenance of effort tests (MOE) – March 17

Overview on audit costs – October 18 2012 Information on Educator Effectiveness – May 17 MidAmerica account information, new lease for office – January 26

Change in local Flow Through budgets and approval of PST technology position – June 21

2013 Modernization and Improvement of Our Work - Identification of students suspected of having a learning disability – March 21 Lori Szymanski, Coordinator of Transition Services, shared highlights of her work– May 23

Upcoming professional development – June 20 WRS Contribution rates benefits summary – July 18 Update on health insurance and Modernization and Improvement of Our Work – August 22 Modernization & Improvement of Our Work Phase I ends – October 17 2014 Modernization and Improvement Plan Phase II begins. CRUNCH Time: Building

on What Works, Identifying What Matters Most Universal Screening for Behavioral, Emotional and Social Health Data Management

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Marathon County Special Education Administrators 1961 – 1971 Ray Ropella 1971 – 1989 Wilbur Kalinke 1989 – Present Eric P. Hartwig, Ph.D. Assistant Administrators 1972 – 1977 Russell Reterer, Ed.D. 1976 – 1977 Linda Gross, M.A. 1977 – 1989 Eric P. Hartwig, Ph.D. 1989 – 1990 Colleen Sickels 1990 – 1996 Ann Wicklund 1996 – 2000 Amy Schmitt 2000 – Present Kelly Kapitz

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Abbotsford School District

District Administrator 1962 – 1963 Herb Juneau 1963 – 1965 Jim LaPlant 1965 – 1967 Herb Scidmore 1967 – 1971 George Hightdudis 1971 – 1978 Harold Mills 1978 – 1983 Merrill Switzenberg 1983 – 1992 Jim Hayes 1992 – 1995 Brad Gillespie 1995 – 2005 Marcia Hochhalter 2005 – Present Reed Welsh High School/Middle School Principal 1957 – 1962 Herb Juneau 1962 – 1963 Wayne Kassera 1963 – 1965 John Sandberg 1965 – 1966 George Hightdudis 1966 – 1970 Jim Leudtke 1970 – 1972 Vincent Saulino 1972 – 1996 Phillip Cassata 1996 – 2000 Tom Steward 2000 – 2002 Al Arnold 2002 – 2005 Reed Welsh 2005 – 2008 Jerry Zanotelli 2008 – 2012 Greg Doverspike 2012 – Present Lucas Barth Elementary Principal 1957 – 1963 Herb Juneau 1963 – 1967 Bruno Pawlowicz 1967 – 1968 Dean Hawkes 1968 – 1992 Lawrence Stettler 1992 – 1998 Mary Dettmerring Phillip Cassata (Transition Interim) 1998 – 2005 Jerry Zanotelli 2005 – Present Gary Gunderson

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Athens School District

District Administrator 1961 – 1963 Clarence Wesslen 1963 – 1986 Leore Marchel 1986 – 1988 Bill Anderson 1988 – 1990 Guy Leavitt (left 9/90) 1990 – 1991 George St. Catherine (Interim 1/91 – 3/91) 1991 – 1996 Robert Clinton (4/1/91) 1996 – 2000 Mark Smits 2000 – 2004 Dave Wessel 2004 – 2009 Frank Harrington (50 – 60%) 2009 – 2010 Larry Swanson (50%) 2010 – 2013 Mike Dailey (50%) 2013 – Present Timothy Micke High School/Middle School Principal 1920 – 1921 J.A. Leirich 1925 – 1926 Philip Peloquin 1932 – 1941 L.O. Gardner 1942 – 1943 D.W. Hulbert 1944 – 1945 V.B. Rasmusen 1948 – 1961 Clarence Wesslen 1961 – 1963 Leore Marchel 1963 – 1984 Graydon Peterson 1984 – 1988 Guy Leavitt 1988 – 1990 Tom Lambries (left 4/90) 1990 – 1997 Lance Alwin 1997 – 2001 Tim Hodkowicz 2001 – 2004 Dan Nowak 2004 – Present Timothy Micke Elementary Principal 1968 – 1983 Bob Brown 1983 – 1990 Marge Wolding 1990 – 1994 Chuck Futterer 1994 – 1999 Dan Sullivan 1999 – 2000 Larry Fildes 2000 – 2006 Amy Schmitt 2006 – 2009 Dan Shumway 2009 – 2010 Larry Swanson (50%) 2010 – 2012 Mike Dailey (30%) 2012 – Present Brooke Bargender

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Edgar School District

District Administrator 1957 – 1961 George Maki 1961 – 1985 John Hirvela 1985 – 1988 Neil Winchell 1988 – 2002 Barkley Anderson 2002 – 2012 Mark Lacke 2012 – 2013 Dave Brandvold 2013 – Present Cari Guden High School/Middle School Principal 1957 – 1963 George Maki 1963 – 1981 Carl Penno 1981 – 2002 Mark Lacke 2002 – 2009 Robert Houts 2009 – 2011 Tim Raymond 2011 – Present Jordan Sinz Elementary Principal Lydia Greisch ? – 1980 Geraldine McNeight 1980 – 1984 Randy Freese 1984 – 2002 Robert Christianson 2002 – Present Lisa Witt

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Marathon School District

District Administrator 1964 – 1974 John Gillman 1974 – 1986 Doug Chickering 1986 – 1998 Robert Burmester 1998 – 2004 Gary Adams 2004 – 2008 Donald Viegut 2008 – 2008 Ralph Neale 2008 – Present Richard Parks High School/Middle School Principal 1933 – 1934 Myrlen Alterburg 1934 – 1937 1937 Carl Eck 1937 – 1946 Francis Roman 1946 – 1964 John Gillman 1964 – 1984 Edwin Szymanski 1984 – 1992 Gerald Hegna 1992 – 2000 Dennis Erstad 2000 – Present David Beranek Elementary Principal Ewald Hertz ? – 1967 Fred Schepp 1967 – 2002 Larry Perrodin 2002 – Present Jeff Reiche

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Rosholt School District

District Administrator 1957 – 1969 Russell Wrolstad 1969 – 1970 Lennert Abrahamson 1970 – 1983 Gary Schuerrell 1983 – 1986 David Carlson 1986 – 1989 Orland McCollum 1989 – 2006 Kathleen Martinsen 2006 – 2010 Kenneth Camlek 2010 – Present Marc Christianson High School/Middle School Principal 1957 – 1964 Russell Wrolstad 1964 – 1966 Harold Myrold 1966 – 1971 Lennert Abramson 1971 – 1974 Dwaine Ganyo 1974 – 1980 Ken Sand 1980 – 1994 James Krems 1994 – 1996 Erwin Roth 1996 – 2000 Paul Luce 2000 – 2006 Kenneth Camlek 2006 – Present James Grygleski Elementary Principal 1970 – 1978 Marlys Gross 1978 – 1983 Gary Twining 1983 – 1986 David Carlson 1986 – 1989 Kathleen Martinsen 1989 – 1992 Marlys Gross 1992 – 2000 Kenneth Camlek 2000 – Present John Parks

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Spencer School District

District Administrator 1966 – 1969 George Nikolay 1969 – 1984 James Diulio 1984 – 1990 Donald Stevens 1990 – 2004 Larry Stordahl 2004 – 2007 David Wessel 2007 – 2008 Larry Stordahl (Interim) 2008 – Present Michael Endreas High School/Middle School Principal !1957 – 1963 Philip E. Myott (started sometime before 1957 was Supervising Principal) 1963 – 1966 George Nikolay 1966 – 1971 Roland Krueger 1971 – 1974 Ralph Storm 1974 – 1976 Robert Sladky 1976 – 1984 Joseph Colletti 1984 – 1987 John (Jack) Hiltunen 1987 – 1990 Larry Stordahl 1990 – 1992 Dean Sanders 1992 – 1994 John Olig 1994 – 1997 Gail Erb Mieden 1997 – 2000 David Wessel 2000 – 2008 Harold Toufar 2008 – Present Gerald Zanotelli Elementary Principal !1965 – 1987 Robert Hinrichsen (Junior High Principal 1965-1971; Elementary Principal

1971-1987) 1987 – 1998 Mark McGuire 1998 – 2013 Michael Endreas (Served dual roles/Superintendent) 2013 – Present Jill Schulz

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Building a Culture of Public Engagement in Marathon County A Proposal Submitted by

Wisconsin Institute for Public Policy and Service UW-Extension, Cooperative Extension (Marathon County)

UW-Extension, Local Government Center

I. PURPOSE Assist Marathon County Government to develop a culture of, and increased capacity for, engaging the public in ways that improve policy outcomes.

II. BACKGROUND Marathon County government seeks to be a preferred place to live, work, visit and do business. To realize this vision, government must be effective, efficient, and responsive to community needs. The current political and economic climate makes this task more challenging than ever. Lingering effects of economic downturn, government debt, and ongoing budget pressures at the national and state levels have contributed to policy decisions that have decreased funding to local governments. Political gridlock and polarization, meanwhile, continue to take a toll on civility in the public sphere. Citizens report feeling more disenchanted with, and disengaged from, political processes than ever before. As a result, we are witnessing a general decline in citizen involvement in public life; an abandonment of public service as an ideal; significant and persistent distrust of government; historic lows in confidence in elected leaders; and increasing values conflicts among policy-makers and citizens. There is some good news. Many ordinary citizens and communities want to reverse these trends. At the local level, people still believe that they can make a difference. There is also a growing sentiment among local government organizations that engaging the public in constructive ways, including providing citizens opportunities to participate meaningfully in decision-making processes, leads to better long term policy outcomes. In fact, experiments in citizen-centered governance are springing up around the country. Some argue that citizen engagement in local issues may be the most important means for reinvigorating healthy democratic practice and restoring public confidence in government. Marathon County government leaders are aware of these conditions and trends. They have launched government on a steady trajectory, including defining and strengthening the roles of the governing body (Supervisors) and the implementers (staff). They have also built a solid foundation of forward-looking values, goals and strategies to ensure that government is serving the public interest as effectively as possible. The time is ripe to take another step forward. Specifically, Marathon County government seeks to increase its capacity to engage the public in constructive ways to address issues that residents of Marathon County care most about.

III. OBJECTIVES

A. Expand communication with residents and provide educational opportunities in order to improve the public’s

understanding of the services provided and the issues confronting Marathon County Government (Strategic Goal 6).

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B. Support growing culture among county administration and elected officials of the value of public engagement, including the importance of public input as part of governance

C. Assist the county in developing a competency in public engagement, including an effective system of principles, knowledge, skills, tools and processes

D. Create/adopt a rational and practical process whereby county leaders can make informed decisions about when and how to apply appropriate skills and tools to address different types of public issues in Marathon County.

IV. PUBLIC ENGAGEMENT PLAN

A. The Need

Public engagement means to involve those who are affected by a decision in the decision-making process. It promotes sustainable decisions by providing participants with the information they need to be involved in a meaningful way and communicates to citizens how their input affects decisions.

America was founded on the principle of participation which, in its earliest forms included gathering in local churches and meeting houses to address collective problems. From the outset, participatory democracy was seen as complementary to a representative democratic system. Similarly, public participation is not new to Marathon County government. Routine public meetings, citizen advisory committees, surveys, listening sessions, and other forms public involvement are part of the County’s current practice of public engagement.

However, County leaders have made the following observations: · While some Supervisors and staff possess some skills relevant to public engagement, there is a need to

expand and strengthen existing skill sets. · While there have been some excellent examples of effective public engagement on specific issues, the

County desires more consistency in effective public engagement. · The County possesses some capacity to engage the public (e.g., surveys, focus groups, listening sessions),

but there is a need to update and add to the County’s repertoire of skills and tools connected to engage the public.

· The County lacks a comprehensive system for understanding when and how to engage the public and, in particular, what skills and tools to apply in specific circumstances.

B. Building Capacity

Effective public engagement requires (1) understanding the connection between County core values and the principles of public engagement; (2) understanding the intended purpose and outcomes of interacting with the public (3) building County capacity in appropriate skills and tools to effectively engage the public, and (4) designing and implementing a process for deciding when and how to engage the public. 1. Connecting values and principles

Marathon County has established a set of core values that guide its strategic plan. Three of those values: integrity, diversity, and shared purpose are closely connected to the work of public engagement.

VALUES (from Marathon County Strategic Plan) · Integrity – having a clear, unique sense of who we are as a governing organization and our

mission. · Diversity – respecting and acknowledging the varying opinions about what local government could

and should do, as well as how they want to participate. · Shared Purpose – commitment to present and advance a common vision for our community as a

preferred place to live, work, visit and do business.

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In particular, the idea that the work of the County has shared purpose and a common vision implies the need to understand the views and preferences of residents. Similarly, the value of diversity suggests the importance of respecting and acknowledging different viewpoints and considering how citizens want to participate. Finally, understanding “who we are” as a governing organization also means taking into consideration the principle of government by and for the people. These values also tie into the principles of public engagement. See Appendix for a list of the principles of public engagement. Helping County leaders understand this connection—and the importance of public engagement generally—is one of the objectives of this proposal.

2. Understanding purpose and outcomes Experts in the field of public engagement have identified a continuum of possible public interaction with policymaking (see Figure 1 below).1 It is important that County leaders address in concrete terms their public engagement preferences in order to understand the appropriate tools needed to engage citizens effectively and efficiently. There is not one “right answer” regarding the appropriate level of public participation. It may differ from issue to issue and over time. For example, the degree of consensus, the technical nature of the problem at hand, and the political environment will play a significant role in determining the level of engagement sought.

1 This document is reproduced with permission from the International Association for Public Engagement (IAP2). IAP2 is the preeminent international organization advancing the practice of public participation.

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Figure 1. The IAP2 Spectrum of Public Engagement

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3. Skills and Tools The County has identified the importance of accessing skills and tools that can improve its engagement with the public. By “skills” we mean competence and ability of individuals within or connected to County government to carry out tasks that improve public engagement capacity. Examples include active listening, meeting facilitation, asking good questions, ethical communication, using ground rules and so forth (see Appendix for additional examples). It is worth noting that these skills are synonymous with best management and leadership practices generally. In other words, developing good public engagement skills among County Supervisors and staff would have broader application to the work of governance and policy implementation generally. “Tools” refer to broad instruments, models, or techniques that can be used to engage the public effectively. There are myriad tools available to help governments and organizations engage effectively with the public.2 However, there are seven basic types of tools necessary for effective public engagement. Although there is some overlap, each represents a different set of goals, methods, and potential outcomes that can be useful in different contexts:

· Information gathering · Idea generation · Information sharing/education · Analysis and choice work · Action planning · Feedback and evaluation · Conflict management An assessment by County leadership reveals that there exists some knowledge of, and capacity to use, public engagement tools. For example, the County conducts focus groups, informational presentations, citizen surveys, public hearings and other types of citizen engagement. On the other hand, County leaders recognize the need to acquire additional tools in order to more effectively engage the public, including naming and framing, deliberative processes, generating and evaluating alternative solutions, among others (see Appendix for a sample list of tools).

4. Decision-making process Acquiring a set of proven tools can create the requisite competency to engage the public more effectively. However, there remains the question of what tool to use and when to use it. One of the commonly expressed frustrations among government officials and other community leaders seeking to enhance public participation is the oversaturation of tools and the complexity of decision-making surrounding which tool to use in a given situation. The proposed training for County leaders is not about making Supervisors and staff experts in each tool, but to provide them the capacity to understand the need to employ different tools in different circumstances as well as a process to help them make appropriate decisions. A sample process model is provided in Figure 2 below.

2 For a comprehensive list of tools, see the IAP2 Toolbox at http://c.ymcdn.com/sites/www.iap2.org/resource/resmgr/imported/06Dec_Toolbox.pdf.

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Figure 2. Public Engagement Process

C. Defining a role for citizens

One unanswered question is the extent to which the County envisions involving citizenry in co-learning the skills, tools, and processes of public engagement. In other words, to what extent would the County consider offering training to municipal leaders and other interested citizens? The effectiveness of public engagement will increase if citizens understand and have access to similar skills and tools. As an example, municipal leaders often have the pulse of their communities and can be instrumental in helping to support or hinder policymaking. Encouraging them to understand and support public engagement processes would likely increase public participation and provide leadership to help citizens buy into engagement processes. If, on the other hand, county leaders are more interested in simply asking the public to accept decisions already made, the need for citizens to be trained in these skills and tools decreases substantially. This proposal presumes that the County desires healthy public input on at least some public policy issues.

V. PROGRAM DELIVERY A. Public Engagement Learning Modules

Efficient and effective delivery of content is critical to the success of building both a culture of and capacity for public engagement. The need for exposure, training, and experiential learning will always be in competition with the demands on county leaders’ time. For this reason, we propose providing a series of discrete “learning modules” designed to introduce public engagement in stages, beginning with exposure to

Analysis & Choice Work

Action Planning

Implementation

Feedback & Evaluation

Information & Idea Gathering

Public Engagement Competency

Core Values

Principles

Skills

Tools

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foundational values, principles and general information about the value of public engagement. More advanced modules will introduce scenarios, demonstrations and limited hands-on experience to promote deeper learning. A final module will serve as a refresher training event in subsequent years for those already exposed to the public engagement process. This refresher course can be used as an ongoing mechanism to keep public engagement front and center in the minds of County leaders over time. Modules would be approximately one-two hours in length but can be adapted to meet the time constraints and practical needs of the County. Module 1: Values, Principles and Importance of Public Engagement Outcomes - Increase general knowledge about public engagement - Understand the link between county core values and the principles of public engagement - Become familiar with the purpose and spectrum of public engagement - Begin to appreciate the importance of public engagement (i.e., Why does it matter?)

Module 2: Skill-Building for Public Engagement Outcomes - Understand skills necessary for effective public engagement - Conduct personal and organizational inventory of existing skill sets - Learn the value of public engagement skills towards improved public service - Engage participants in limited hands-on skill training (as needed) - Module 3: Tools of Public Engagement Outcomes - Familiarize participants with various public engagement tools - Learn the importance of public engagement tools towards improved public service - Engage participants in experiential process using one or more public engagement tools - Understand the relationship between specific tools and desired outcomes

Module 4: The Process of Public Engagement Outcomes - Familiarize participants with the process of public engagement - Demonstrate the importance of using a comprehensive process of information gathering, analysis,

planning, implementation, and assessment as it relates to effective public policy - Use scenarios to highlight importance of decision points - Identify policy areas for which public engagement processes add value to County operations - Demonstrate an understanding of public engagement processes

Module 5: Public Engagement Refresher Outcomes - Re-familiarize participants with the values, principles, skills, tools and process of public engagement - Reflect on past public engagement efforts; identify strengths, weaknesses, and opportunities - Assist County leaders in identifying future training needs

B. Public Engagement Practicum

We recommend an additional series of experiential training modules, referred to here as “Practicum,” intended to deepen learning and provide ongoing capacity to obtain and effectively use public engagement skills and tools as needed. These modules can be stand-alone training opportunities or mixed and matched to provide selected staff and Supervisors with a deeper capacity to engage the public. Because a Practicum module entails deeper hands-on learning, we recommend a half-day time investment by participants.

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However, we recognize that time is a scarce commodity. Therefore, shorter high impact Practicum modules must be considered. Decisions will need to be made in terms of who is trained, which skills and tools are most relevant to County needs, and how training will be sustained. Below is a sample subset of Practicum topics that could be introduced to County officials depending on County interests and needs. Practicum: Skill-Building Outcomes - A deeper, hands on training that provides practical learning and application of public engagement skills

(see the Appendix for specific examples of public engagement skills) [Note: Because of the large set of potential skills, decisions will need to be made regarding which skills are most relevant to County needs.]

Practicum: Information Gathering Outcomes - Participants learn the value of basic information gathering, including the advantages and tradeoffs for

different types of processes. - Participants gain hands-on experience in one or more processes such as surveys, focus groups, interviews,

Charrettes, and newer technology-aided forms of information gathering. Practicum: Idea Generation Outcomes - Participants learn about the value of idea generation processes as public engagement tools - Participants gain hands-on experience in one or more processes, including group brainstorming, mind

mapping, World Café models, and other generative processes, depending on needs.

Practicum: Analysis and Choice Work Outcomes - Participants learn the importance of naming and framing to address complex public problems and can

identify appropriate contexts for using such tools. - Participants learn about the difference between deliberation and other forms of civic discourse (such as

conversation and debate). - Participants learn the importance of appropriate structuring and facilitating deliberative events and why

such events are most effective in addressing complex problems - Participants gain experience in facilitating deliberative events.

Practicum 5: Conflict Management Outcomes - Participants learn about the different types of conflict management tools and when and how to apply them

in public settings C. Delivery Recommendations

1. All Supervisor training

a) Fold into existing education/training of new Supervisors where possible. b) Suggest that all Supervisors be exposed to Module 1 (or a consolidation of Modules 1 and 4) for a

time commitment of 1-2 hours.

2. Committee Chairs and key support staff training a) Because Committee Chairs represent key point of contact both with policy creation and the public,

conduct in-depth training for Committee Chairs using multiple Modules.

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b) Assume a “cold start” (i.e., that Supervisors have not had significant exposure to public engagement principles, skills, tools, and processes).

c) Possible training configuration:

· Module 1: 1.5 hours · Module 2: 2 hours · Module 3: 2 hours

· Module 4: 2 hours · Practicum (TBD): 2 half days

3. Build Public Engagement Training into Comprehensive Planning Process a) Ensure that key information, skills, and tools of public engagement are appropriately integrated into

planning process b) Provide appropriate training as needed to support culture of public engagement.

VI. SUSTAINING PUBLIC ENGAGEMENT

The purpose of this proposal is to build capacity. An essential part of building a culture of effective public engagement over the long term is to sustain this capacity. We propose two ideas for sustaining Marathon County’s public engagement capacity.

A. Create a repository of knowledge skills, tools and public engagement expertise

It is not realistic to expect thirty-eight Supervisors to become public engagement experts. The primary purpose of training Supervisors is to help them understand the value of public engagement skills, tools, and processes and to learn when to apply appropriate tools to specific circumstances. They must also be aware of how to access the appropriate tools and processes. It seems natural that the UW-Cooperative Extension office and, in particular, the CNRED educator, would be the repository for the skills, tools and processes needed to provide effective public engagement. In short, Cooperative Extension would provide expertise—or have information about how to access appropriately trained experts—when needed by County Supervisors and staff.

B. Peer mentoring County government leaders, or specific departments within the County, may decide that having a staff person trained in public engagement skills and tools would be beneficial to operations. This would necessitate additional training for these individuals. As previously mentioned, some County personnel are already familiar with a limited set of public engagement skills and tools. Whether through previously acquired knowledge or knowledge gained through additional training, these individuals could serve as peer mentors for other staff members or Supervisors seeking to enhance their public engagement competency. Additional training, combined with a peer mentorship program would enhance the overall capacity of the County to effectively engage the public and help with sustaining a culture of public engagement. For the purposes of this proposal, we do not offer this additional training as part of the delivery plan or project budget.

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VII. EXPECTED OUTCOMES In keeping with Marathon County’s strategic plan and planning processes, we present the expected outcomes of the project in a logic model format as linked to the current strategic goal that addresses public engagement. Marathon County GOAL 6: Expand communication with residents and provide educational opportunities, in order to improve the public’s understanding of the services provided and the issues confronting Marathon County Government: 1. Develop a system which allows the county government to communicate with every Marathon County household and

business. 2. Develop and implement a communication system with all elected officials that results in timely notification of elected

officials regarding county actions and activities Short term outcomes Medium term outcomes Long term outcomes · County Board and staff

understand the value of public engagement.

· County Board leadership and key staff understand and apply the public participation continuum.

· County Board leaders and key staff demonstrate ability to use appropriate methods consistent with the public participation continuum.

· Increased confidence in County leaders’ and key staff’s ability to engage the public on issues and topics.

· Public is effectively engaged in major issues and topics of importance to them.

· Public understands issues, topics and tradeoffs in the public decision making process.

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VIII. DRAFT BUDGET

Project Item Notes Hours Budget In Kind County All Supervisor Training [Fringe Inclusive]

Eric Giordano - WIPPS planning, organization, training @ $75/hr 10 $750 $750 Mary Kluz – Cooperative Ext. planning, organization, training @75/hr 4 $300 $300 Bill Rizzo – Local Gov’t Center planning, organization, training @75/hr 4 $300 $300 WIPPS Intern (2) event prep, organization, copying @ $10/hr 4 $40 $20 $20 County personnel Organization, support @ $50/hr (avg) 10 $500 $500

Executive Comm. Training

Eric Giordano - WIPPS planning, organization, training, assessment, final report @ $75/hr 65 $4,500 $4,975

Mary Kluz – Cooperative Ext. planning, organization, training @75/hr 40 $3,000 $3,000 Bill Rizzo – Local Govt Center planning, organization, training @75/hr 40 $3,000 $3,000 Connie Nikolai - WIPPS logistical support; communication @ $30/hr 20 $600 $600 WIPPS intern (2) event prep, organization, copying @ $10/hr 20 $400 $200 $200

Comp. Plan Support Eric Giordano - WIPPS planning, training, etc. @ $75/hr 25 $1,875 $1,875 Mary Kluz – Cooperative Ext. planning, organization, training @75/hr 100 $7,500 $7,500 Bill Rizzo – Local Govt Center planning, organization, training @75/hr 25 $1,875 $1,875 County personnel In kind ??? ??? ???

Travel Bill Rizzo Rndtrp Madison – 8 x 286 mi. x $.50/mi. $1,144 $1,144 $1,144

Miscellaneous Print/copying 500 / $.05 $25 $25 Wisline teleconference 5 calls x $10/call $50 $50

TOTAL $25,729 $17,234 $8,495

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APPENDIX I. EXISTING COUNTY VALUES

A. What values underlie our efforts to develop a Public Engagement Plan? The county has identified a set of core values that serve as a foundation for its strategy and actions. A subset of these values has direct implications for the development of an effective public engagement plan. While values are not necessarily talked about on a daily basis, they nevertheless represent the foundation of shared values expressed by residents and leaders of Marathon County. All subsequent actions in connection with public engagement should spring from these values. VALUES (from Marathon County Strategic Plan) · Integrity – having a clear, unique sense of who we are as a governing organization and our mission. · Diversity – respecting and acknowledging the varying opinions about what local government could and

should do, as well as how they want to participate. · Shared Purpose – commitment to present and advance a common vision for our community as a

preferred place to live, work, visit and do business.

II. Principles A. What principles will we use to develop a Public Engagement Plan?

The principles of public engagement are well established in the literature and in practice. The following principles are a summation of a collaborative project led by the National Coalition for Dialogue & Deliberation (NCDD), the International Association for Public Participation (IAP2), the Co-Intelligence Institute, and other leading networks and organizations in the field of public engagement.3 These principles have been endorsed by over fifty national and international organizations that represent the fields of public engagement, collaboration, and conflict resolution. As the authors of the principles put it,

The more any given public engagement effort takes into consideration the following seven Core Principles, the more it can expect to effectively build mutual understanding, meaningfully affect policy development, and/or inspire collaborative action among citizens and institutions.4

PRINCIPLES · Careful Planning and Preparation

Through adequate and inclusive planning, ensure that the design, organization, and convening of the process serve both a clearly defined purpose and the needs of the participants.

· Inclusion and Demographic Diversity Equitably incorporate diverse people, voices, ideas, and information to lay the groundwork for quality outcomes and democratic legitimacy.

· Collaboration and Shared Purpose Support and encourage participants, government and community institutions, and others to work together to advance the common good.

· Openness and Learning Help all involved listen to each other, explore new ideas unconstrained by predetermined outcomes, learn and apply information in ways that generate new options, and rigorously evaluate public engagement activities for effectiveness.

· Transparency and Trust

3 Atlee et al., Core Principles of Public Engagement (2009). See www.ncdd.org/pep/. 4 Atlee et al., 2.

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Be clear and open about the process, and provide a public record of the organizers, sponsors, outcomes, and range of views and ideas expressed.

· Impact and Action Ensure each participatory effort has real potential to make a difference, and that participants are aware of that potential.

· Sustained Engagement and Participatory Culture Promote a culture of participation with programs and institutions that support ongoing quality public engagement.

III. Skills (sample) · Active listening · Asking appropriate questions · Assertiveness · Balanced feedback · Brainstorming · Collaborative leadership · Crisis communication · Data synthesis · Dealing with disruptors · Ethical communication · Effective note-taking · Ground rules · Group facilitation · Management/learning style preference · Principled negotiation (Getting to “Yes”) · Saying “no” effectively · Setting effective agendas

IV. Tools (sample)

· Appreciative inquiry · Action planning · Informational presentations · Charrettes · Choice work · Citizen advisory panels · Citizen and customer surveys · Citizen juries · Deliberative polling · Fishbowl processes · Focus groups · Naming and framing · Public deliberation · Public hearings · Technology-assisted meetings · Town meetings · World Café

COUNTY OF MARATHON COURTHOUSE – 500 FOREST STREET WAUSAU, WISCONSIN 54403-5568

MARATHON COUNTY BOARD OF SUPERVISORS

(715) 261-1500 FAX (715) 261-1515

M:\document1\WebCountyBoard\Environmental Impact Fund Memo.doc

Date: June 19, 2014

To: Marathon County Board of Supervisors From: Kurt Gibbs, Chairman RE: ENVIRONMENTAL IMPACT FUND POLICY TASK FORCE

In March, the Environmental Resources Committee (ERC) provided the Executive Committee with the 2013 annual report for the Environmental Impact Fund. As part of the annual report, the ERC provided four specific policy recommendations to the County Board of Supervisors to consider for improvement. To respond to the recommendations, a task force will be created to determine the merit and implementation of the policy recommendations and to report back the Executive Committee with any action. The task force will consist of three members from both the ERC and Finance and Property Committee. The Conservation, Planning and Zoning and Finance Department staff will provide administrative assistance for the task force’s work. Please refer to the attached charter and ordinance for details.

ORDINANCE #O-____-14

TO CREATE SEC. 2.05(16) ENVIRONMENTAL IMPACT FUND POLICY TASK FORCE

WHEREAS, on April 15, 2014, the Board of Supervisors for the County of Marathon adopted Sec. 2.01(14) of the General Code of Ordinances for Marathon County establishing the mechanism for the creation of governance subgroups; and WHEREAS, on February 25, 2014, the Marathon County Environmental Resources Committee met to discuss the 2013 Environmental Impact Fund Annual Report that included recommendations for policy change considerations to Executive Committee; and WHEREAS, the Executive Committee determined that a task force should be organized, pursuant to the structure set forth in the attached addendum, to make a recommendation to the Committee as set forth in the attached. NOW, THEREFORE, BE IT ORDAINED AND RESOLVED by the Board of Supervisors of the County of Marathon that Sec. 2.05(16) of the General Code of Ordinances is hereby created as provided in the attached. BE IT FURTHER ORDAINED AND RESOLVED that the task force shall sunset no later than September 30, 2014. BE IT FURTHER ORDAINED AND RESOLVED that expense reimbursement and travel for task force members who represent Marathon County shall be subject to Rule 20 of the Marathon County Board Rules of Procedure.

BE IT FURTHER ORDAINED AND RESOLVED that said ordinance shall take effect upon passage and publication as required by law.

Respectfully submitted this _______ day of June 19, 2014.

EXECUTIVE COMMITTEE

_____________________________ _________________________________ _____________________________ _________________________________ _____________________________ _________________________________ Fiscal Impact: Expense reimbursements and travel of the task force members from

Marathon County will be paid through the Marathon County Clerk’s Office only if said expenses and travel are included in a budget submitted by the Environmental Resources Committee pursuant to Rule 20 of the Marathon County Board Rules of Procedure.

M:\document1\WebCountyBoard\EnvironmentalFundsAttachment.docx

ENVIRONMENTAL IMPACT FUND (EIF) TASK FORCE TO

REVIEW POLICY RECOMMENDATIONS OF ENVIRONMENTAL RESOURCES COMMITTEE (ERC) Reporting Relationships: Reports to the Marathon County Executive Committee Mission/Purpose: Evaluate the recommendations of 2013 Annual Report for the Environmental Impact Fund to determine the merits and implementation relative to the intent of existing policy and other organizational plans. Membership: The Task Force will be chaired by a representative of the Executive Committee. Membership will include:

1. Three (3) members of the Finance and Property Committee 2. Three (3) members of the Environmental Resources Committee

Member Terms: Task Force sunsets on October 1, 2014 Duties and Responsibilities:

1. Understand the Environmental Impact Fund (June 2013): · Policy guidelines · Administrative guidelines

2. Review and assess the ERC recommendations for policy change found in the 2013 EIF Annual Report 3. Determine the consistency of the policy recommendations with existing Strategic and Comprehensive

Plans 4. Evaluate the fiscal impacts of proposed policy recommendations 5. Evaluate the value and benefits of the recommendations to contribute to Marathon County vision 6. Evaluate the administrative implications of recommendations 7. Present a report of findings and final recommendations for action, if any, to the Executive Committee.

Description of timeline:

1. Begin meeting by July 1, 2014. 2. Review existing policy and administrative guidelines (July, August) 3. Review and analyze ERC recommendations and rationale for change (August and September) 4. Analysis and develop report of findings and recommendations (September) 5. Present a final recommendations to the Executive Committee by the September 30, 2014

Other Organizational Relationships: None

ORDINANCE #O-____-14

TO CREATE SEC. 2.05(17) TASK FORCE TO DETERMINE THE BENEFIT OF A COUNTY MOTOR POOL TO SERVICE COUNTY VEHICLES

AND TO OVERSEE A TRANSITION

WHEREAS, on April 15, 2014, the Board of Supervisors for the County of Marathon adopted Sec. 2.01(14) of the General Code of Ordinances for Marathon County establishing the mechanism for the creation of governance subgroups; and WHEREAS, on June 11, 2014, the Marathon County Executive Committee met to discuss the need determine the benefit of a county motor pool to service county vehicles and to oversee a transition; and WHEREAS, the Executive Committee determined that a task force should be organized, pursuant to the structure set forth in the attached addendum, to make a recommendation to the Committee as set forth in the attached. NOW, THEREFORE, BE IT ORDAINED AND RESOLVED by the Board of Supervisors of the County of Marathon that Sec. 2.05(17) of the General Code of Ordinances is hereby created as provided in the attached. BE IT FURTHER ORDAINED AND RESOLVED that the task force shall sunset no later than July 1, 2015. BE IT FURTHER ORDAINED AND RESOLVED that expense reimbursement and travel for task force members who represent Marathon County shall be subject to Rule 20 of the Marathon County Board Rules of Procedure.

BE IT FURTHER ORDAINED AND RESOLVED that said ordinance shall take effect upon passage and publication as required by law.

Respectfully submitted this _______ day of June, 2014.

EXECUTIVE COMMITTEE

_____________________________ _________________________________ _____________________________ _________________________________ _____________________________ _________________________________ Fiscal Impact: Expense reimbursements and travel of the task force members from

Marathon County will be paid through the Marathon County Clerk’s Office only if said expenses and travel are included in a budget submitted by the Health and Human Services Committee pursuant to Rule 20 of the Marathon County Board Rules of Procedure.

TASK FORCE TO DETERMINE THE BENEFIT OF A COUNTY MOTOR POOL TO SERVICE COUNTY VEHICLES AND TO OVERSEE A TRANSITION

Reporting Relationships: Reports to the Marathon County Executive Committee Mission/Purpose: Evaluate the creation of a County motor pool for repair and service of Highway Department, Sheriff’s Department, Park Department vehicles and equipment and oversee the creation of a transition plan, if warranted. Membership: The Task Force will be chaired by a representative of the Executive Committee. Membership will include:

1. A representative of the Infrastructure Committee 2. A representative of the Parks Commission 3. A representative of the Public Safety Committee 4. A representative of the Capital Improvement Progam (CIP) Committee 5. The Sheriff or designee 6. The Parks Director or designee 7. The Highway Commissioner or designee 8. A representative of the business community

Member Terms: Task Force sunsets on July 1, 2015 Duties and Responsibilities:

1. Understand the current environment including: · Staff and position classifications dedicated to vehicle and equipment repair · Types of repairs and regular maintenance currently by County staff and the types currently

conducted by a private sector vendor · System currently in place for prioritizing repairs and regular service · Preventative maintenance plans · Cost comparison of similar repairs performed in-house vs. repairs performed by the private

sector 2. Consider the impact on cost and service of a County motor pool which had very few employees and

almost all repairs were completed by private sector vendors 3. Consider the impact on cost and service of a County motor pool which employed substantially the

same number of County employees as currently dedicated to vehicle and equipment maintenance, but rather than being allocated among three (3) different departments (Highway, Parks, Sheriff) were grouped together into a new department dedicated to vehicle repair and service

4. Present a preferred option to the Executive Committee and a report which describes the cost-benefit analysis of each option considered

Description of timeline:

1. Begin meeting by July 1, 2014. 2. Development of evaluation criteria and planned activities throughout the summer months (July,

August) 3. Presentations by department representatives, data collection about the status quo throughout the Fall

(September, October) 4. Analysis of options in relation to the evaluation criteria. (November, December, January) 5. Present a preferred reorganization plan to the Executive Committee by the February, 2015 meeting 6. Oversee the creation of an administrative transition plan which provides for an orderly transition and

provides employees with notice of the impact the organizational change may have on their employment.

Other Organizational Relationships: None

RESOLUTION # R-______- 14 APPROVE 2014 BUDGET TRANSFERS FOR MARATHON COUNTY

DEPARTMENT APPROPRIATIONS

WHEREAS, Section 65.90(5)(a) dictates that appropriations in the Marathon County budget may not be modified unless authorized by a vote of two-thirds of the entire membership of the County Board of Supervisors, and WHEREAS, the Finance and Property Committee has reviewed and does recommend the 2014 transfers listed below, and NOW, THEREFORE, BE IT RESOLVED the Marathon County Board of Supervisors authorize and direct the budget transfers as listed below: Transfer from: 238-87282429 Administration-State Grant Transfer to: 238-87282429 Administration-Other Professional Services Amount: $7,146 Re: Grant to contractual services-ATTIC Correctional Services

Transfer from: EM Mngmt-101-92593921Small CIP Projects Transfer to: EM Mngmt-101-92593921Storage Rent Amount: $12,396 Re: Pay rental cost for storage of equipment

Transfer from: Sheriff-296-23182321Salariy Reimbursement-Fed Grant Transfer to: Sheriff -296-23191120/1220 Overtime Amount: $1,308 Re: Cannabis Enforcement and Suppression Effort (CEASE) grant

reimbursement of Overtime That a Class 1 Notice of this transaction be published within (10) days of its adoption;

BE IT FURTHER RESOLVED that the County Board of Supervisors hereby authorizes and directs the Marathon County Clerk to issue checks pursuant to this resolution and the Marathon County Treasurer to honor said checks.

BE IT FURTHER RESOLVED that the proper officers of Marathon County are hereby authorized and directed to take all actions necessary to effect this policy.

Respectfully submitted this 24th day of June, 2014.

FINANCE AND PROPERTY COMMITTEE

_______________________________ _______________________________

_______________________________ _______________________________

_______________________________ _______________________________

_______________________________________

Fiscal Note: This resolution modifies the revenues and expenditures for various County funds. There is no additional County levy appropriated in this resolution.

RESOLUTION #R-_______-14 RESOLUTION COMMEMORATING THE 100TH ANNIVERSARY OF WISCONSIN 4-H YOUTH DEVELOPMENT

WHEREAS: Thomas L. Bewick was appointed Wisconsin’s first State Leader of Boys' and Girls’ 4-H Club Work with the new Cooperative Extension Service in July 1914 and organized the first 4-H club under Cooperative Extension in Walworth County in October 1914; and

WHEREAS: Marathon County was a pioneer in 4-H club work when Wakelin "Ranger Mac" McNeel was hired to explore the opportunities for extending Agriculture based research to local youth in 1921 – 1922, and

WHEREAS: In 1927, CJ McAleavy was hired as one of the state’s first full time permanent "Club Agents” to serve Marathon County youth, and went on to establish numerous 4-H clubs throughout his 35 year Extension career, and

WHEREAS: 2014 marks the 100th anniversary of this unique partnership between the counties of the state, the University of Wisconsin-Extension and Wisconsin 4-H Youth Development; and

WHEREAS: this partnership of University of Wisconsin campuses, the University of Wisconsin-Extension and county-based 4-H Youth Development programs embodies the true meaning of the “Wisconsin Idea” – that the resources of the university shall be extended to the people of the state where they live and work; and

WHEREAS: Wisconsin 4-H Youth Development’s purpose is to help youth learn leadership, citizenship and life skills, develop new skills, become leaders and help shape their communities; and

WHEREAS: the vitality of today’s Wisconsin 4-H Youth Development program as well as 4-H’s national reputation as the largest out-of-school educational organization can be credited to the men and women of vision who accepted the challenge in 1914 to help grow 100 years of Wisconsin leaders;

NOW, THEREFORE, BE IT RESOLVED: that the Marathon County Board hereby commends Wisconsin 4-H Youth Development and its local 4-H Youth Development Extension educators for their leadership, cooperation and support, which allows the youth and families of Marathon County and all of Wisconsin to apply the research and knowledge of the University of Wisconsin to their lives, homes and communities and help build strong leaders for tomorrow.

BE IT FURTHER RESOLVED: that the Marathon County Board encourages its members to work collaboratively with their local 4-H Clubs, 4-H Youth Development educators and University of Wisconsin-Extension teams to commemorate and celebrate the 100-year anniversary of Wisconsin 4-H Youth Development.

Dated this _____ day of ________________, 2014

EXTENSION AND EDUCATION COMMITTEE

Chair

Fiscal Impact: None.

RESOLUTION #R- -14 Changes in Supervisory District Boundaries Resulting From City of Wausau Annexations WHEREAS, the revised reapportionment statutes 59.10(4)(c) allow the County Board to consider changes in the boundaries of supervisory districts based on City Annexations which occur after passage of the 10-year county reapportionment plan; and WHEREAS, duly annexed property described as part of the S½ of the SE¼, Section 6, and part of the N½ of the NE¼, Section 7, all in Township 28 North, Range 8 East (complete description attached), formerly in the Town of Weston, Marathon County, Wisconsin, should be included in Supervisory District #2, there being no electors residing therein; and WHEREAS, exact maps of the above-described parcel, along with a certified copy of the City of Wausau ordinance, have been duly filed with the Clerk of Marathon County; and WHEREAS, changes in said supervisory district boundaries are allowed by law, provided that the total number of supervisory districts is left unchanged; and NOW, THEREFORE, BE IT RESOLVED that the County Board of Supervisors of the County of Marathon does ordain as follows: That the above-described duly annexed property, now within the City of Wausau is hereby included in the supervisory district enumerated above. BE IT FURTHER RESOLVED that the Marathon County Clerk is hereby directed to forward all notices required under Chapter 59, Wisconsin Statutes, to the Secretary of State for the purpose of advising that office of said boundary changes. Dated this 24th day of June , 2014. COUNTY BOARD OF SUPERVISORS _________________________________ _________________________________ _________________________________ _________________________________ _________________________________ _________________________________ _________________________________ _________________________________