washington county executive committee2 3 washington county executive committee2 3 ... the adrc has...

WASHINGTON COUNTY 1

EXECUTIVE COMMITTEE 2

3

Courthouse Government Center March 31, 2014 4

West Bend WI 9:00 a.m. 5

6

Present: Herbert Tennies, Mark McCune, Paul Ustruck, Rick Gundrum, and Daniel Stoffel. 7

8

Also Present: County Manager Joshua Schoemann, County Attorney Kim Nass, County Clerk 9

Brenda Jaszewski, Finance Director Susan Haag, County Board Supervisors Michael Bassill, 10

Ralph Hensel, Marilyn Merten, Robert Milich, and Peter Sorce. 11

12

Chairperson Tennies called the meeting to order at 9:00 a.m. and read the affidavit of posting. 13

14

MINUTES 15

Moved by Mr. Stoffel, seconded by Mr. Ustruck to approve the minutes of March 7, 2014, as 16

presented. Motion carried. 17

18

APPOINTMENTS 19

The Committee discussed the appointment process of the various boards and committees and 20

requested the Chairperson provide additional background information on each candidate when 21

appointments are brought to this Committee and the County Board. 22

23

Moved by Mr. Ustruck, seconded by Mr. Stoffel to approve the appointment of Dennis Melvin to 24

the Ethics Board for a three-year term effective April 15, 2014, through April 18, 2017, and 25

forward to the County Board. Motion carried with Mr. McCune voting no. 26

27

Moved by Mr. Ustruck, seconded by Mr. Tennies to approve the appointment of Leslie Borman 28

(citizen member) to the Human Services Board for a three-year term effective April 16, 2014, 29

through April 18, 2017, and forward to the County Board. Motion defeated with Mr. Gundrum, 30

Mr. McCune, and Mr. Stoffel voting no. 31

32

ORDINANCE AMENDMENT - COUNTY MANAGER OVERSIGHT OF 33

DEPARTMENT HEADS 34

Moved by Mr. McCune, seconded by Mr. Stoffel to approve the ordinance amendment to §4.01 35

and §4.09 of the County Code changing the Human Resources Director appointment authority to 36

the County Manager, and forward to the County Board. Motion carried. 37

38

CONSIDERATION AND POSSIBLE REVISION TO COUNTY INTERNET ACCESS 39

PRIVACY POLICY 40

Appearance: GIS Manager Eric Damkot, and Register of Deeds Sharon Martin 41

42

Ms. Nass explained that the County’s current Internet Access Privacy Policy does not allow for 43

searching by name or grantor/grantee, for land records maintained by GIS and the Register of 44

Deeds, unless there is a contractual agreement. Ms. Martin explained that the Register of Deeds 45

receives revenues from these annual contracts. It was suggested that if the County were to 46

Executive Committee March 31, 2014 of 4

change the policy to allow searching land records by name, consideration should be given as to 1

the timing of the policy change due to these annual contracts. The Land Information Council 2

will be reviewing this policy and making a recommendation at their meeting on Friday, April 11, 3

2014. The Committee agreed to review this issue after the recommendation from the Land 4

Information Council and the Planning, Conservation, and Parks Committee. 5

6

DISCUSS TRENDS AND ISSUES REGARDING CHAPTER 55 EMERGENCY 7

PROTECTIVE PLACEMENTS AT SAMARITAN HEALTH CENTER 8

Samaritan Campus Administrator Matt Furno, and ADRC Director Linda Olson 9

10

Mr. Schoemann and Mr. Furno informed the Committee of the increase of individuals placed at 11

the Samaritan as Emergency Protective Placements, and the negative financial impact this has 12

had on the facility. Mr. Furno explained that recently, the ADRC has begun to reimburse the 13

Samaritan for the first three days for these individuals. The Committee discussed the issues with 14

reimbursements for Emergency Protective Placements through Title 19 and Family Care and 15

how some of these individuals are at Samaritan for months before eligibility is established. 16

Samaritan is designated as the County’s Emergency Protective Placement facility and cannot 17

refuse to admit these individuals unless they cannot safely care for them, or if these individuals 18

pose a safety risk to other residents. Mr. Schoemann stated that at this point, he is bringing this 19

issue to the attention of the Executive Committee as information only and stated that the County 20

will need to develop a plan for dealing with these individuals. 21

22

Mr. Stoffel was excused at 9:47 a.m. 23

24

MMAC CULTURAL AND ENTERTAINMENT NEEDS TASK FORCE UPDATE 25

Mr. McCune updated the Committee on the MMAC Cultural and Entertainment Needs task force 26

meeting he attended on March 18, 2014. The task force has four different models that could be 27

used for raising funds to handle arts and cultural needs and wants. Mr. McCune stated that the 28

task force has indicated that if additional sales tax is requested, it would be contained to 29

Milwaukee County only. Additional information may be obtained from the MMAC task force 30

website at: www.culturalneedstaskforce.com. The next meeting is scheduled for May 28, 2014, 31

and Mr. McCune will provide another update to the Committee after that meeting. 32

33

DEPARTMENT HEAD RECRUITMENT UPDATE 34

Mr. Schoemann stated that the deadline for applications for the Human Resources Director 35

position was last week Friday, March 28, 2014. The recruiting consultant will narrow the 36

applicants and present approximately 10 - 12 for review by the County. It is anticipated that 37

interviews will be scheduled for the week of May 5, 2014. 38

39

Mr. Schoemann stated that the Human Services Director’s last day will be April 9, 2014. A 40

memorandum will be sent to all County Board Supervisors informing them that the recruitment 41

for this position is tentatively scheduled for after the budget cycle and will begin in late summer 42

or early fall. 43

44


The four final candidates for the Planning and Parks Administrator position will be interviewed 1

later this week, with a potential recommendation from the Planning, Conservation, and Parks 2

Committee to the County Board on April 15, 2014. 3

4

Mr. Schoemann has been informed that the Director of the Health Department is planning on 5

retiring some time in May and he will also send Supervisors a memo regarding recruitment for 6

this position. 7

8

SUPERVISOR ORIENTATION DATES AND RELATED INFORMATION 9

Ms. Nass informed the Committee that the initial County Board Supervisor orientation will be 10

Monday, April 7, 2014. This session will focus on the election process for the April 15, 2014 11

organizational meeting for the County Board officers, Transportation Committee members, and 12

Executive Committee members. A second orientation session is tentatively scheduled for 13

Tuesday, April 22, 2014. All elected County Board Supervisors are invited to attend both 14

orientation sessions. The Committee would like Mr. Schoemann to give his PowerPoint 15

presentation regarding the County Manager’s role at the April 22, 2014 orientation session. 16

17

RADIO COMMITTEE REPORT 18

Mr. Tennies reported the Radio Communications Committee met on Friday, March 14, 2014 and 19

reviewed the Tusa Consulting report and recommendations. The majority of individuals 20

attending the meeting would like to improve the radio system by incorporating 700 MHZ 21

technology into the current system. In order to do this, some equipment updates would be 22

required. It was noted that even with incorporating 700 MHZ technology, not all of the 23

identified issues will be solved and the County police and fire departments have been made 24

aware of this. It was recommended to have benchmarks for meeting specific, established goals 25

for any proposed system changes or upgrades so that when these goals are met, all individuals 26

are aware the project is complete. 27

28

WISCONSIN COUNTIES ASSOCIATION (WCA) REPORT 29

Mr. Tennies stated that he attended the WCA Board of Directors meeting two weeks ago, and it 30

was announced that there will be three retirements on Board. Consideration is being given to 31

combine the annual WCA conference with the UW-Extension conference in 2015. Mr. Tennies 32

stated that a report from the National Association of Counties (NACo) was given regarding the 33

placement of inmates in the County jails. Senator Leibham from Sheboygan reported on 34

legislative issues. The WCA Board also discussed proposed licensing certification for certain 35

elected officials, specifically coroners, and will continue this discussion at future meetings. Mr. 36

Tennies has the complete WCA report for any Supervisor who may be interested. 37

38

NEXT TENTATIVE MEETING DATE 39

The next Executive Committee meeting is tentatively scheduled for Tuesday, April 29, 2014, at 40

9:00 a.m. 41

42

Mr. Tennies recessed the meeting at 10:14 a.m. and reconvened at 10:29 a.m. 43

44

CLOSED SESSION 45


Moved by Mr. McCune, seconded by Mr. Gundrum to convene in Closed Session at 10:29 a.m., 1

pursuant to §19.85(1)(e), Wis. Stats., deliberating or negotiating the purchasing of public 2

properties, the investing of public funds, or conducting other specified public business, whenever 3

competitive or bargaining reasons require a closed session, specifically, to discuss status of 4

Facilities Management contract. Motion carried unanimously by roll call vote. 5

6

OPEN SESSION 7

Moved by Mr. McCune, seconded by Mr. Gundrum to return to open session at 10:47 a.m. 8

Motion carried unanimously by roll call vote. 9

10

ACTION ON ITEM DISCUSSED IN CLOSED SESSION 11

There was no discussion or action taken regarding the closed session. 12

13

ADJOURNMENT 14

Moved by Mr. McCune, seconded by Mr. Ustruck to adjourn the meeting at 10:47 a.m. Motion 15

carried. 16

17

18

19

Brenda J. Jaszewski, County Clerk 20

2.41(AM 99-45) EXECUTIVE COMMITTEE. The Committee shall consist of the County Board Chairperson who

shall be Chairperson of this Committee, the First Vice Chairperson, the Second Vice Chairperson and 2 County Board

members elected by the County Board at the April organizational meeting held in even numbered years. The duties of this

Committee shall be:

(1)(AM 99-45) To advise the County Board Chairperson with regard to all appointments to committees, boards and

commissions.

(2)(AM 99-45) To review proposed State and Federal legislation, to report on the same to the County Board and to

appear in support or opposition to pending State legislation with regard to any matter not under the direct authority of a

particular County Board Committee, Commission or Board.

(3)(AM 99-45) To determine the scope and nature of recruitment efforts, prescreen candidates and make a

recommendation to the County Board for vacancies in the Office of County Clerk, County Treasurer, Administrative

Coordinator and County Board Supervisor, subject to the authority of the County Board members to nominate candidates under

the Rules of Order.

(4)(AM 99-45)(AM 01-49) To recommend a candidate or candidates to the Governor for vacancies in the Offices of

Sheriff and Register of Deeds or to the Circuit Court Judges for a vacancy in the Office of Clerk of Courts.

(5)(AM 99-45) To assist the Chair in maintaining the internal discipline of the County Board by investigating at the

request of the Chair the conduct of County Board Supervisors which may be contrary to the State and County Code of Ethics,

including, but not limited to, leaks of confidential information from closed sessions, disclosure of confidential information

received by the County Board Supervisor in his or her capacity as a Board member or member of any County Committee,

Commission or subservient Board or any other conduct which brings discredit upon the Washington County Board of

Supervisors. Based upon the results of any such investigation, the Committee shall

recommend appropriate action to the full Board, including censure, discipline or removal to the extent permitted by law, and

may recommend pursuit of ethics prosecution to the appropriate prosecuting authority. Nothing in this subsection shall be

construed to convey rights to any person other than a County Board Supervisor to file complaints with the Executive

Committee nor shall this subsection be construed to extend any hearing or appeal rights to any person.

(6)(AM 99-45) To resolve jurisdictional conflicts between and among Committees and to recommend changes in the

Rules of Order and County Code to rectify any conflicts, and, where necessary, to request an opinion of the County Attorney's

Office with respect to jurisdictional conflicts. This subsection shall not be construed to authorize the Executive Committee to

review the decisions of other Committees, except where serving in a liaison function under this Code.

(7)(AM 99-45) To propose changes to the legislative and administrative structure of the County Board, its

departments, offices and agencies, and to direct the drafting of resolutions and ordinances to that effect.

(8)(AM 99-45) To serve as the Liaison Committee where no other liaison is provided by this Code or the Statutes.

(9)(AM 99-45) To meet from time to time with the heads of Washington County departments and Liaison Committees

to discuss and review department and Committee structure and authority.

(10)(AM 99-45) To investigate all matters referred to it by the County Board and to prepare a report to the County

Board on such matters.

(11)(AM 99-45) To study these Rules of Order and to make recommendations to the County Board for necessary

amendments.

(12)(AM 99-45)(AM 05-3)(AM 06-5) To serve as Liaison Committee over the following:

Administration

County Attorney

County HOME Program Committee

County Library Board

Economic Development Corporation

Federated Library Systems Board

WOW Manpower Policy Board

(13)(AM 99-45) To assist the Administrative Coordinator in the preparation of a comprehensive 5 year capital,

operational and fiscal plan covering all County departments and agencies. The plan's format shall be compatible with the then

current County budget format and shall specifically address prior plans, and how the goals and objectives of any prior plans

have been met.

To: Department Heads

From: Joshua Schoemann, County Manager

Date: 16 April 2014

Subject: 2015-2019 Capital Improvement Plan

Attach: 2014-2019 Capital Improvement Plan Summary; Proposed CIP

Policy; Example Capital Improvement Forms

This memo is to inform you that all departments have the opportunity to identify

needed capital projects, for the years 2015-2019, between now and the due date of

May 23, 2014. Liaison committees need to be informed of requests submitted by

that date, with their authorizing motion and any refinements by June 05. The

requests received by the Administration Department will be considered by the

Executive Committee in updating the County Capital Improvement Plan for 2015-

2019.

As you will note from the memorandum subject line, as well as the first

paragraph, this year’s Capital Improvement Program (CIP) will result in a five (5)

year plan, rather than a six (6) year plan as in years past. Given this important

change, your planning should largely consist of reviewing and updating

previously requested projects. While new projects may be considered, the

number of such projects should be limited, and in such cases should be of

necessity. Generally speaking, the 2015-2019 Capital Improvement Plan should

be considered a transitionary plan. As we migrate to a new CIP, Plan, and

potentially a Capital Budget, we will work to continue the planning efforts

already initiated, while developing a more efficient and effective platform for the

future.

With that information in mind, as in years past the starting point for this year’s

plan will be the last CIP and your requests for 2014-2019. Enclosed is a summary

of your projects currently included (if any). Also similar to years past, the project

threshold will be $50,000, however, the definition of “project threshold” is

modified as follows:

A project expected to have a useful life greater than 5 years and an estimated cost

of $50,000 or more. Capital projects include the construction, purchase, or major

renovation of buildings, utility systems, or other structures; purchase of land and

major landscaping projects; purchase of machinery or equipment.

This change in definition should not be interpreted to include vehicle replacement,

or similar asset replacement, at this time. Although future CIPs may include such

planning, at this time such items will typically not be included. If you have

specific questions regarding such requests, or a special exception which you

believe deserves consideration, please contact me prior to submitting such a

request.

ADMINISTRATION DEPARTMENT Joshua Schoemann, County Manager

432 E. Washington St. West Bend, WI 53095-7986

Phone (262) 306-2200

FAX (262) 306-2201 WI 1-800-616-0446

[email protected]

Each request must be made on the attached Microsoft Word form. Any projects

submitted which are not on the attached form will not be considered for the CIP.

In addition, please feel free to attach as much support documentation as necessary

to provide both Administration and the Executive Committee with sufficient

information to make an educated decision regarding the request. Additional

information will be requested as needed, but such request should be anticipated by

the requesting department as much as possible. The Executive Committee is

expected to review the requests and recommend plan updates in May, June and

possibly July.

For your convenience, I have attached a copy of the proposed CIP Policy, which

was discussed at both Finance and Executive. While this policy has yet to be

approved, and does not dictate the process which we utilize in 2014, the elements

of the previously referenced threshold definition, along with the prioritization

matrix will be incorporated to a large extent. To that end, the proposed policy

may be referenced as you contemplate whether or not to submit any new projects

for the 2015-2019 plan.

I thank you for your cooperation and patience as we work together toward a more

efficient, effective, economical and equitable (4 E’s) CIP. In the meantime, I

encourage your questions, comments and concerns. Please feel free to contact me

at your convenience.

JS

WASHINGTON COUNTY

CAPITAL IMPROVEMENT PROGRAM

I. PROJECT OVERVIEWS REVISED 8/27/2013

Department: ADMINISTRATION/FACILITY MANAGEMENT

Project Title: Facility Projects

Project Description: An annual funding allocation from the county sales tax of $400,000 is

identified for use to address larger facility projects with highest priority.

Project Justification: Without a continuing program of scheduled repairs and upgrades, facilities develop

operating problems, repairs become more serious, facilities are put at risk, and the

county loses control over the timing of funding capital improvements. Use of sales

tax funds for major outlay reduces the amount of funding required for this purpose

from either borrowing or from the operating budget. Some projects scheduled for

2014 are a roof replacement at Sheriff’s Dept., chiller replacement at Old Court-

house, additional parking at UWWC, and arc flash hazard analysis for all sites.

Estimated Capital Cost: $2,400,000

Cost by Year: 2014 $400,000 2017 $400,000

2015 $400,000 2018 $400,000

2016 $400,000 2019 $400,000

Department: ADMINISTRATION/FACILITY MANAGEMENT

Project Title: Facility Projects at Fair Park

Project Description: An annual funding allocation from the county sales tax of $100,000 is

identified to maintain the infrastructure of existing buildings and grounds, phasing

projects with the highest priority first.

Project Justification: Because of the poor condition of roadways and lots, the priority continues to be

phased implementation of the asphalt repair plan. One lot is designated for regrind

and relay of asphalt for 2014. Flooring replacements are also designated for

Pavilion meeting rooms 112 and 114.

Estimated Capital Cost: $600,000

Cost by Year: 2014 $100,000 2017 $100,000

2015 $100,000 2018 $100,000

2016 $100,000 2019 $100,000

Department: PLANNING & PARKS

Project Title: Park Development

Project Description: This capital plan allocates sales tax revenues annually to be used to make planned

improvements to the county park system.

Project Justification: These sales tax funds are for park development; borrowing would fund any park

acquisitions that may be Board approved. Development of parks increases their use

and enjoyment by county residents and visitors. For 2014 $200,000 goes to pay off

golf course debt. The annual project fund was reduced by $100,000 for 2013 and is

further reduced for 2014 and 2015.


Cost by Year: 2014 $200,000 2017 $400,000

2015 $300,000 2018 $400,000

2016 $400,000 2019 $400,000

REVISED 1

Department HIGHWAY

Project Title: Highway Road Projects

Project Description: The capital plan has allocated $1.5 million of sales tax revenues annually to be used

to further improve the condition of roads and bridges in the county highway system

without imposing these costs on the property tax.

Project Justification: With projected population growth and economic development in the county, it is

important to continue to maintain and improve the highway infrastructure. The

annual allocation proposed allows the County to anticipate these capital

expenditures and finance them at an acceptable cost. This plan contributes to an

average of 9.8 miles of highway resurfacing or reconstruction each year, as required

for a 20-yr lifecycle for the 186 mile system. For 2014 the largest project is

reconstruction of CTH P from CTH PV to CTH NN West (Rusco Road).

Estimated Capital Cost $9,000,000

Cost by Year: 2014 $1,500,000 2017 $1,500,000

2015 $1,500,000 2018 $1,500,000

2016 $1,500,000 2019 $1,500,000

Department: ADMINISTRATION

Project Title: Economic Development Impact Revolving Loan Fund

Project Description: Add to revolving loan fund to leverage growth of existing businesses within county

Project Justification: To supplement the funding and program limitations of the CDBG based revolving

loan fund, the Impact RLF is available for project loans to support growth of local

business and job creation. As with the original RLF, county funds supply gap

financing for business expansions that will also be supported by bank loans.

Applications are through EDWC and are evaluated by an experienced RLF

committee. The first loan of $500,000 was awarded in 2013, allowing Cambridge

Major Labs to open new capacity full-scale pharmaceutical manufacturing here. .

Infusion of planned funds in future years will depend on successful use of funds

budgeted by the County to date.


Cost by Year: 2012 $1,000,000 2014 $500,000 2016 $500,000

2013 $500,000 2015 $500,000

Department: ADMINISTRATION

Project Title: Economic Development Attraction Fund

Project Description: Continue a fund to attract interested businesses into the county

Project Justification: The first Attraction Fund project was in the form of a $500,000 gap funding loan to

an Illinios company, Nova-Kem, to expand into the County in 2012. Supplementing

a $6.8 million investment by the company, the expected result will be active use of

a previously vacant special use chemical production facility and the creation of 48

new full-time, quality positions over the next three years. Adding to this Fund in

the next three years, will strengthen this tool for EDWC to market to qualified

businesses. Either grants or loans may be issued from this Fund, depending on the

size and quality of the business growth. Commitment of money from this Fund

requires specific County Board action, following the recommendation of the

EDWC Revolving Loan Fund committee.


Cost by Year: 2011 $500,000 2014 $500,000 2016 $500,000

2013 $500,000 2015 $500,000

2

Department: FINANCE

Project Title: Network Infrastructure Replacement

Project Description: Replace all I.S. network hardware that cables plug into (not the cabling)

Project Justification: Equipment is located in 32 wiring closets in nine County buildings as well as

UWWC, Youth Treatment, and other remote locations. Upgrades will be needed

because replacement parts and support will not be available on the essential net-

work equipment. New equipment has greater capabilities and higher speeds,

required by some departments’ applications supported on the network. The alter-

native funding method would be to borrow and charge back departments over time.


Cost by Year: 2014 $600,000

Department: FINANCE

Project Title: Debt Payment – Callable Bonds

Project Description: Final principal payments on 2007 G.O. Promissory Notes

Project Justification: To reduce County indebtedness, several projects were reviewed for either

refinancing or early payment of principal. The next project with callable bonds is

from borrowing done to fund a part of the Radio System Project. By paying of the

remaining principal payments for 2015-2017 without the costs of refinancing,

interest savings to the County will be about $88,000.


Cost by Year: 2014 $1,535,000

Department: SHERIFF

Project Title: Outdoor Shooting Range

Project Description: Permanent improvements to the Outdoor Range and Training Area at Heritage

Trails County Park

Project Justification: In coordination with the Planning & Parks Department, work continues to improve

an outdoor shooting range in the gravel pit area of this county park. Ranges of 25

feet and 100 feet have been completed. Funds planned for 2014-15 will allow for

development of the site for improved use based on the master plan. Improvements

better serve the training needs of law enforcement officers in the county, confirm

this as a location to be used for the shooting range for many years, and increase the

safety of operations at this site.


Cost by Year: 2008 $100,000 2014 $200,000

2010 $100,000 2015 $ 50,000

REVISED 3

Department: SAMARITAN

Project Title: Samaritan RCAC Units and Adult Day

Project Description: 40-unit addition to Assisted Living offerings with Adult Day Care Center

Project Justification: These apartments would complement the current campus service offerings. They

would serve primarily low to moderate income individuals. The project has been

identified and included in the Capital Plan to communicate that it is a potential

future project. A feasibility study has confirmed the community need for these

services. Turnover in the Campus Administrator position and questions about

delays in Family Care reimbursements led to moving this possible project back..

Financing for the project would be through borrowing and repayment from

Samaritan/ Fields enterprise fund, not sales taxes.


Cost by Year: 2016 $9,000,000

Department: HIGHWAY

Project Title: Raze Old Slinger Highway Building

Project Description: Plan, perform asbestos abatement, and demolish the original Slinger Highway Shop

that was constructed over 80 years ago, abandoned in 2005 with the opening of the

new building.

Project Justification: The old building is beyond any practical use and poses a physical and environ-

mental threat. The structure contains a significant amount of asbestos that must be

removed prior to building demolition. As the physical condition of the building

degrades, collapses are a risk that would complicate and increase the cost of

asbestos removal. Removal of the old building will allow for needed asphalt

maintenance that has been delayed awaiting that clearing.


Cost by Year: 2014 $200,000

Department: COUNTY CLERK

Project Title: Election Voting Equipment

Project Description: Replace all voting equipment used by the County and all municipalities with

standardized digital equipment using paper ballots that meets Federal requirements

Project Justification: Current voting equipment is 1991 technology Optical Scan, increasingly failing and

with new memory cards becoming unavailable. Having all municipalities using the

same election equipment is important for both fiscal and quality (accuracy and

timeliness) reasons. An added advantage of the digital technology is that there is a

stored image of every ballot cast. While the County needs to be prepared to direct

the project and provide most of the funding, some consistent level of shared

funding with all municipalities will be expected at a 20% share, with repayment to

the County over a number of years.


Cost by Year: 2014 $ 46,000

2015 $419,000

REVISED 4

Department:

SHERIFF

Project Title: E911 Equipment Replacement

Project Description: Replace analog LL100 system which receives, analyzes, and routes incoming 911

phone calls with an IP based digital system

Project Justification: Effective March 2015 the LL100 system will be at manufacturer’s end of life.

Maintenance agreements on the current system will expire. AT&T will only

provide maintenance for 911 systems which are IP based. Several vendors supply

customer purchased equipment systems. Proposals will be requested when it is time

to issue system specifications, and purchase and install the digital equipment.


Cost by Year: 2015 $267,000

Department: SAMARITAN

Project Title: Chiller Replacement

Project Description: Replacement of a rooftop chiller that has had failed compressors

Project Justification: Chiller is near the end of its useful life and had 2 of 4 compressors fail, with

subsequent repairs made. The system was switched to glycol and will be kept

running for a few more years, based on the advice of an independent engineering

review. The costs of this project will be repaid from the Samaritan Enterprise Fund

over time.


Cost by Year: 2017 $300,000

Department: CLERK OF COURTS

Project Title: Branch 5 Courtroom

Project Description: Complete the interior construction of the fifth juried courtroom in the new

Courthouse Justice Center, third floor, built in 2006.

Project Justification: Though there is no specific date for addition of a fifth Circuit Court in Washington

County, it is anticipated not earlier than 2017. Since this space was not immediately

needed, its completion was delayed to reduce costs in the Courthouse Addition

project. The cost estimate of this project was developed in consultation with VJS

Construction, based in part on 2005 bid results, and has been increased to reflect

the eleven year time lag associated with the new schedule.


Cost by Year: 2017 $630,000

5

Department: SHERIFF

Project Title: Jail Addition – Partial

Project Description: Begin design and funding of next jail addition

Project Justification: The average daily population in-house at the county jail continues to grow along

with the population of the county. From 2010 to 2012 the daily adult population has

been trending up by about 5% each year. Community and service areas of the new

jail were sized to support the addition of cells to its east side when needed.

Sometime after 2019 this addition will be needed. Funds are allocated to develop a

specific plan and begin to save funds toward the total cost of the project, to reduce

the eventual extent of borrowing required.

Estimated Capital Cost: $2,000,000 (planned through 2019)

Cost by Year: 2017 $ 300,000

2018 $ 700,000

2019 $1,000,000

6

2014 2015 2016 2017 2018 2019

Facility Projects 0.400 0.400 0.400 0.400 0.400 0.400

Facility Projects at Fair Park 0.100 0.100 0.100 0.100 0.100 0.100

Park Development 0.200 0.300 0.400 0.400 0.400 0.400

Highway Road Projects 1.500 1.500 1.500 1.500 1.500 1.500

Economic Developmt. Impact RL Fund 0.500 0.500 0.500

Economic Developmt. Attraction Fund 0.500 0.500 0.500

Network Infrastructure Replacement 0.600

Debt Payment - Callable Bonds 1.535

Sheriff's Outdoor Range 0.200 0.050

Samaritan RCAC Units and Adult Day(F)**

9.000

Raze Old Slinger Highway Building 0.200

Election Voting Equipment 0.046 0.419

E911 Equipment Replacement 0.267

Samaritan Chiller Replacement 0.300

Branch 5 Courtroom 0.630

Jail Addition (partial) 0.300 0.700 1.000

Subtotal 5.781 4.036 12.400 3.630 3.100 3.400

Funded by Other Sources (F)^^

(0.057) (9.000) (0.300)

Requested Net County Funding 5.781 3.979 3.400 3.330 3.100 3.400

{after $2.5 m. prior years, avg. per year} 3.42

FUNDING SOURCES 2014 2015 2016 2017 2018 2019

Prior year balance of Sales Tax Revenue>>

3.177 0.996 0.237 0.127 0.157 0.487

Planned from Current Year Sales Tax 2.604 2.983 3.163 3.203 2.943 2.913

USE OF SALES TAXES 2014 2015 2016 2017 2018 2019

Total Estimated Sales Tax Revenue 9.000 9.200 9.400 9.600 9.800 10.000

Allocation for Capital Projects 40% 35% 35% 35% 35% 35%

Budgeted for Capital Projects 3.600 3.220 3.290 3.360 3.430 3.500

**

will be required to authorize construction and borrowing for this project, in addition to the Capital Plan.

Payment of borrowing from bond sales and/or General Fund loan will be from Samaritan Enterprise Fund.

^^ Other funding in 2015 is anticipated repayments by municipalities for a share of election equipment costs

^^ Other funding in 2016-17 is anticipated repayments by Samaritan Enterprise Fund for their projects

>> Prior year sales tax includes estimated $400,000 excess projected for 2013.

7REVISED

WASHINGTON COUNTY

CAPITAL IMPROVEMENT PROGRAMII. Cost by Year and Project - REVISED 8/27/2013

($ in millions)

Samaritan Committee continues to gather information about plans and costs; County Board action

Washington County Wisconsin

Capital Improvement Program Policy

1.0 PURPOSE

To provide an authoritative decision-making process for the evaluation, selection and multi-year

scheduling of public physical improvements based on a projection of available fiscal resources

and the community’s priorities.

2.0 ORGANIZATIONS AFFECTED

Washington County has a substantial investment in buildings, equipment, parks and public

infrastructure. Prudent management of these investments is the responsibility of County

government. In order to fulfill this responsibility but remain within fiscally prudent parameters,

the County has enacted this policy for development of the capital improvement budget. This

policy applies to all capital budgets of the County.

3.0 POLICY

This policy establishes a Capital Improvement Program to:

1. Ensure the timely renewal and extension of the County’s physical facilities

2. Maintain control over the County’s long-term debt in relation to the County’s capacity.

3. Maintain control over use of county sales tax proceeds for capital improvements.

4. Ensure coordinated capital development

4.0 DEFINITIONS

4.1 Capital Improvement Program (CIP)

A comprehensive and systematic program designed to facilitate the planning, budgeting

and funding of all Capital Improvement Projects. This shall include the Equipment

Replacement Program, as well as any projects which meet the below definition(s).

4.2 Capital Improvement Project Threshold

Projects meeting the below definition shall be included in the Capital Improvement

Program document rather than the Operating Budget document, as determined by the

Executive Committee..

A project expected to have a useful life greater than 5 years and an estimated

cost of $50,000 or more. Capital projects include the construction, purchase, or

major renovation of buildings, utility systems, or other structures; purchase of

land and major landscaping projects; purchase of machinery or equipment.

4.3 Capital Improvement Schedule

A summary schedule of all approved capital improvement projects. The program shall

be for a five year period. The program shall be annually revised and projected one year

to allow for changed conditions and circumstances.

4.4 Capital Improvement Plan

A comprehensive planning document including all approved projects in the five- year

Capital Improvement Program. This document will include detailed information

regarding each project, the Capital Improvement Program Project Request Form and

any subsequent attachments and background materials. This document will also include

the Capital Improvement Schedule and the Equipment Replacement Schedule, as well

as funding source information, linkages to other planning documents and other similar

data and analysis.

4.5 Capital Budget

The capital budget includes those projects scheduled for activity and funding in the next

budget year. The capital budget shall be presented annually by the County Manager to

the Executive Committee. After Committee approval the County Manager shall present

to the County Board for their approval. The source of financing for each project in the

budget shall be identified. The capital budget and the Capital Improvement Schedule

shall only include those project costs or portions thereof, that the County is responsible

for funding. This would include grant proceeds received on a reimbursement basis, but

would not include non-local funding for which the County does not need to front the

money.

4.6 Capital Fund

To ensure proper accounting and financial management the County shall create and

maintain a Capital Projects Funds for the purposes of financing and accounting for the

cost of Capital Improvement Projects. These funds shall be accounted for in the

Comprehensive Financial Report of and subject to the annual audit and will be

maintained by the Finance Department.

5.0 SCHEDULE

The schedule for the annual CIP process shall be as follows:

March - CIP Request Forms issued by County Manager

May – Departmental submission of CIP request forms to County Manager.

June and July – County Manager and Finance Director present analysis of available and

acceptable funding levels to Executive Committee

September - Presentation to the County Board of the CIP

October – Adoption of the CIP by the County Board

6.0 PROJECT PRIORITIZATION

As part of the project submittal process, department/division heads shall identify project priorities to help determine which projects are recommended for inclusion in the five-year CIP. The following matrix system shall be used to establish a priority for each project. The system ranks projects in two separate categories and then, through the use of the matrix, ranks the projects as either Level 1 (highest), Level 2 (medium) or Level 3 (lowest) priority. The initial measure of the project’s priority is first established using the following factors:

High

Project is mandated by local, State or Federal regulations

Project is a high priority of the County Board.

Project prevents irreparable damage to existing facilities

Project leverages local funding with other non-local funding sources

Project finishes a partially completed project Medium

Project maintains existing service levels

Project results in increased efficiency

Project reduces operational costs

Project significantly reduces losses in revenue or provides for significant increased revenues Low

Project provides an expanded level of service or new public facility

Project is deferrable Four project criteria are then evaluated to help separate projects with a greater “need”, like Health & Safety issues as compared to new projects that might be more “desired” than “needed”. The four project criteria are summarized as follows: Health/safety

Capital projects that protect the health and safety of the County, its residents, visitors and employees

Maintenance/replacement

Capital projects that provide for the maintenance of existing systems and equipment Expansion of existing programs

Capital projects which enhance the existing systems and programs allowing for expansion of services

New program

Capital projects that allow new programs and services After each project is rated on the priority criteria and project criteria identified above, the project is placed on the grid of the matrix and the rating is determined to be a Level I, II or III.

Note: Prioritization Matrix and description adapted from South Hampton County, VA.

7.0 Executive Committee Criteria

Project rating as established by department/division Head.

Cost in consideration of available funding, including non-local funding opportunities.

Project Benefits in relation to costs: o Projects directly affecting the health and safety of citizens shall have priority over

all other projects o Projects accruing benefits to a larger number of citizens shall have priority over

projects benefiting a smaller number of citizens

Project operating costs - Projects will be evaluated on the basis of additions and/or savings to the County's operating costs

Economic Development Impact - Projects will be evaluated on the basis of their overall impact on the County's economic base, including the likelihood that the project will spur other private and public sector development, create new jobs or assist in retaining current jobs, or otherwise positively impact the County's economic base

Project Readiness - Projects will be evaluated on the ability to move the project expeditiously to completion

Provide a balance of capital expenditures among the various service sectors.

CAPITAL REQUEST

Department

2015-2019

Responsible Person

PROJECT #

PROJECT NAME

CATEGORY

Improvement ______ or Equipment ______

PRIORITY (1 High…5 Low)

Useful Life

DESCRIPTION

JUSTIFICATION

Expenditure Schedule

PRIOR TOTAL

2015 2016 2017 2018 2019 TOTAL

FUTURE TOTAL

Funding Sources

PRIOR TOTAL

2015 2016 2017 2018 2019 TOTAL

FUTURE TOTAL

BUDGET IMPACT/OTHER

Project Fund Balance

PRIOR TOTAL

2015 2016 2017 2018 2019 TOTAL

FUTURE TOTAL

1

Project Title: UPS Battery Replacements

Project Year: 2015

Estimated Cost: $30,000

Location: Public Agency Center (1 Unit) Sheriff’s Department (3 Units)

Funding Source(s): Sales Tax/State Grant (80/20) Project Criteria: Maintenance/Repair (Criteria 2) Project Priority: Priority I (High) Project Description:

There are three Uninterruptable Power Supply Systems (UPS) in the Sheriff’s Department and one in the Public Agency Center. These units provide interim power to critical equipment during the transfer of street power to the generators during a power outage. The units are on a three year battery replacement schedule. A factory authorized service contractor performs routine maintenance on these twice per year. The Units are tested monthly by facilities staff. The units go through a discharge cycle at each outage and each test. Once the battery capacity is reduced below the recommended 80%, the batteries are replaced, based on history the replacements have been put on a three year cycle. There are total of 170 batteries in the 4 units.

Typical UPS System Typical Battery Cabinet

2

Project Title: Public Agency Center Chiller Replacement

Project Year: 2015

Estimated Cost: $225,000

Location: Public Agency Center

Funding Source(s): Sales Tax Project Criteria: Maintenance/Replacement (Criteria 2) Project Priority: Priority II (Medium – Could be postponed for one year)

Project Description:

Chillers that are over 10 years old are good candidates for replacement because there may be refrigerant replacement issues to address and newer models are significantly more efficient. The older types of refrigerants (Class 1 ozone depleting) are no longer produced because of negative environmental impacts. As a result, they are becoming more expensive and difficult to obtain due to strict regulations on handling and storage. The Public Agency Center chiller is 24 years old. The refrigerant that it uses is R22. The conversion or the need to purchase such refrigerant in the future could be costly. The primary use of the chiller at the Public Agency Center is to build Ice banks overnight on off peak electric rate hours. During the peak rate times during the day, the air handlers draw cold water off of the ice banks for their cooling coils.

This project would specify the replacement of the chiller with a model similar to the YORK YVAA High Efficiency, air cooled scroll chiller with variable speed drive. A unit like this should realize energy savings and eliminate the risk of having to address the unavailable refrigerant should a loss on the existing chiller occur.

washington county executive committee2 3 washington county executive committee2 3 ... the adrc has...

Documents