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OFFICE OF NAN KOTTKE COUNTY CLERK ADDENDUM ITEMS

MARATHON COUNTY

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.

ADJOURNED ANNUAL MEETING . THE ADJOURNED ANNUAL MEETING of the Marathon County Board of Supervisors, composed of thirty-eight (38) members, will convene at the Marathon County Courthouse, Assembly Room, 500 Forest Street, Wausau, on Tuesday, January 19, 2016, at 2:00 p.m. to consider the following matters: A. OPENING OF SESSION: 1. Meeting called to order by Chairperson Gibbs at 2:00 p.m., the agenda being duly signed and posted 2. Pledge of Allegiance to the Flag 3. Reading of Notice 4. Request for silencing of cellphones and other electronic devices 5. Roll Call 6. Acknowledgment of visitors B. CONSENT AGENDA: 7. Approval of minutes from the December 15, 2015 meeting 8. Referral of bills and communications to respective committees 9. Authorizing the Clerk to issue orders, bills and claims from the last session through this session 10. Enactment of Ordinances: a) Town of McMillan Rezone, Sara and Larry Yaeger #O-1-16 b) To Create Section 5.30 of the General Code of Ordinances for Marathon County: Medical Examiner Fees #O-2-16 11. Adoption of Resolutions: a) Land Conservation and Zoning Committee: A. Town of Weston Local Zoning Ordinance Amendments #R-1-16 b) Land Conservation and Zoning & Environmental Resources Committees: A. Protecting Water Quality Through Community Capacity Building #R-2-16 c) Public Safety Committee A. Change State of Wisconsin Policy of Termination of Public Benefits Upon Incarceration #R-3-16 d) Executive Committee: A. Authorizing County Administrator’s Office to Enter into Contract with North Central Health Care (NCHC) for Mental Health Services to Marathon County Offenders #R-4-16 C. MEMORIAL: 12. Life and Public Service of Leo J. Martin

D. REPORTS/PRESENTATIONS: 13. UW-Marathon County and the Regionalization of the UW Colleges – Dean Keith Montgomery

R E S O L U T I O N S E. FINANCE AND PROPERTY COMMITTEE: 14. 2015 Budget Transfers for Marathon County Department Appropriations #R-5-16 F. EXECUTIVE COMMITTEE: 15. Authorizing County Administrator’s Office to Create Transition Plan to Transfer Maintenance Responsibilities at North Central Health Care (NCHC) Campus from NCHC to Marathon County Facilities and Capital Management #R-6-16 16. To Approve Administrator's Work Plan for 2016 #R-7-16 17. Approving Withdrawal of Marathon County from the Tri-County Joint Contract Which Creates the North Central Community Services Program Board and Termination of Marathon County’s Relationship with North Central Health Care #R-8-16 A. MOTION TO GO INTO CLOSED SESSION (Roll call vote suggested), Pursuant to §19.85(1)(f) Wis. Stats. for the Purpose of Considering Financial, Medical, Social or Personal Histories or Disciplinary Data of Specific Persons, which, if Discussed in Public, Would be Likely to Have a Substantial Adverse Effect Upon the Reputation of any Person Referred to in Such Histories or Data, to wit: a Juvenile taken into custody by Marathon County Sheriff’s Dept. and evaluated by North Central Health Care Crisis Staff. B. Motion to Return to Open Session and Possible Announcement(s) on Closed Session Item. C. Further Discussion Regarding the Resolution to Withdraw from the Tri-county Agreement which creates North Central Community Services Program Board and Terminate Marathon County’s Relationship with North Central Health Care. G. MISCELLANEOUS BUSINESS: 18. Announcements or Requests 19. Move to adjourn WITNESS: My signature this 15th day of January, 2016. Nan Kottke Marathon County Clerk NOTE: The next meeting of the County Board will be the Educational Meeting on Thursday, February 11, 2016, at 7:00 p.m. The Adjourned Annual meeting will be held Thursday, February 16, 2016 at 2:00 p.m. Both meetings will be held in the Assembly Room at the Marathon County Courthouse. NOTICE PROVIDED TO: County Board Members, Marathon County Departments News Media, Posted on County Website: www.co.marathon.wi.us 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 [email protected] one business day before the meeting.

ORDINANCE #O-2-16 TO CREATE SECTION 5.30 OF THE GENERAL CODE OF ORDINANCES FOR

MARATHON COUNTY: MEDICAL EXAMINER FEES

WHEREAS, Wis. Statute sections 59.38(1), 59.36 and 69.18(2)(d)2 establish the authority of

the Marathon County Board to establish fees for services of the Medical Examiner’s Office WHEREAS, Chapter 5 of the General Code of Ordinances of Marathon County contains the

Marathon County Law Enforcement Provisions; and

WHEREAS, the volume cases that require Medical Examiner involvement and services has increased dramatically as a result of an aging population, a growing number of deaths that require investigation, and an increase in the number of persons choosing to be cremated; and

WHEREAS, the Medical Examiner’s Office has been expanded to meet the needs of the

community, so it is desirable for the County to establish fees to generate revenue to support the increase in services; and

WHEREAS, the Public Safety Committee has approved the fees set forth in the attachment.

NOW, THEREFORE, the County Board of Supervisors of the County of Marathon does

hereby ordain and resolve as follows: To create Section 5.30 of the General Code of Ordinances to read as described in the attachment.

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

Respectfully submitted this ___th day of January, 2016.

PUBLIC SAFETY COMMITTEE

______________________________ _______________________________

______________________________ _______________________________

______________________________ _______________________________

________________________________

Fiscal Impact Estimate: The County may anticipate an additional $40,000 per year in revenue as a result of this ordinance.

Chapter 5 – LAW ENFORCEMENT Create Section 5.30 Medical Examiner Fees

(1) Wis. Statute sections 59.38(1), 59.36 and 69.18(2)(d)2 establish the authority of the Marathon County Board to establish fees for services of the Medical Examiner’s Office. Fees shall be established as follows: (a) Death Certificate Signing Fee: $100

(b) Cremation Authorization Fee: $250

(c) Disinterment Permit $250

(2) The Public Safety Committee shall review the fees herein on an annual basis as part of the budget process and establish fees for the subsequent fiscal year not exceed an amount reasonably related to the to the actual and necessary cost of providing the services.

Overview of Proposed Zoning Ordinance Update November 20, 2015

Proposed Key Changes to the Town Zoning Ordinance (Based on Draft Zoning Ordinance as of November 2015)

Current Zoning Ordinance

Proposed Zoning Ordinance

1. Has 20 standard zoning districts and 9 overlay zoning districts, which contributes to ordinance complexity

Has 18 standard zoning districts and 7 overlay zoning districts, in an attempt to simplify while maintaining standards.

2.

Each zoning district has a relatively tight list of permitted and conditional uses; uses Planned Unit Development (PUD) district to provide flexibility.

Most zoning district allows a broader set of land use categories, but they are subject to pre-set performance standards; no PUD zoning district.

3.

Very similar to the Village and Town ETZ Zoning Codes.

Still very similar to the Village and Town ETZ Zoning Codes. As part of the Village update, the ETZ and Village Zoning codes were combined into one document and the regulations that would not apply in the Town ETZ were specifically stated.

4.

Much of the Town zoned for 10 acre lots.

Much of the Town would be zoned for housing at a density of one home per 20 acres owned, on lots as small as 2 acres (AR district). For example, an 80 acre, undeveloped ownership zoned AR could have 4 residences with each on a 2 acre lot. Pre-existing lots less than 20 acres could still be used for a new home.

5. Principal building setbacks are suburban in character.

Allows lesser building setbacks, particularly in side and rear yards.

6.

Expectations for site design features, like new landscaping for non-residential projects, relatively general.

Includes design expectations for new non-residential uses, like point system for landscaping (e.g., each tree worth X points, site must attain a total of y points).

7. Allows holding tanks for sanitary waste.

Doesn’t allow new holding tanks, except replacements or by obtaining a conditional use permit.

Current Zoning Ordinance

Proposed Zoning Ordinance

8.

Development review and approval largely in the hands of Board and Plan Commission. For example, Plan Commission responsible for all site plan approvals.

Where consistent with zoning ordinance standards, development review delegated to Commission and staff more. For example, staff responsible for most site plan approvals, with appeal to Plan Commission if necessary.

9. Not always modernized to reflect state law and modern zoning practice

Updated to state law in areas of communication towers, wind siting, others

The Town zoning ordinance affects a smaller percentage of parcels and residences in the Town of Weston than the Village/ETZ zoning ordinance. Many of the parcels and residences that remain under Town (and not ETZ) zoning are in the Home Sweet Home area near Wausau.

Zoning Jurisdiction Number of Parcels Total as a % of all Parcels in Town of Weston

Under Town Zoning Ordinance 175 38% Under ETZ/Village Zoning Ordinance 286 62% Total 461

Zoning Jurisdiction Number of Residences Total as a % of all Residences in Town of

Weston Under Town Zoning Ordinance 63 34% Under ETZ/Village Zoning Ordinance 124 66% Total 187

Parcels Residences

Town Zoning – Home Sweet Home area (Townline west near Wausau)

108 62% 38 60%

Town Zoning – Non-Home Sweet Home area

67 38% 25 40%

Total 175 63

How Proposed Zoning Ordinances Will Improve the Town’s Regulatory Structure (Based on Draft Zoning Ordinance as of November 2015)

1. Important to remember that all land in Town is currently subject to zoning rules—either under the Town zoning ordinance or the separate Village/ETZ ordinance. Zoning has been in place for decades and every property is already zoned into a particular zoning district.

2. Improved organization compared to current zoning ordinance, following and improving upon a format tested in other communities. It has been used in the Town ETZ area and in the Village since its adoption in March 2015 with no issues. The current Town ordinance is out of date, has been band-aided with amendments over the past two decades, doesn’t always reflect expectations for new development, and now is out-of-line with the new Village/ETZ ordinance.

3. Greater clarity—including more definitions, explanations, and illustrations—to help minimize later arguments and different interpretations over time.

4. More pre-set “performance standards” for complex and challenging types of land uses will minimize the amount of back-and-forth with the Plan Commission, help make sure all projects are treated equally, and allow a number of current conditional uses to become permitted-by-right uses.

5. Includes information in easy-to-use formats, including the tables that show allowable land uses in the different districts, and hyperlinks. Updated application forms and users guides will follow adoption.

6. Reduced number of zoning districts simplifies understanding and administration. More unified zoning districts and standards between communities will ease use by the common development community.

7. Allowable land uses by zoning district are fewer than the current ordinance, anticipate a broader range of modern land uses, and provide a greater likelihood that the current and future universes of possible land uses can be appropriately categorized.

8. Streamlines development review processes for site plans and conditional use permits, without compromising the quality of the review. Provides greater certainty and limits on Town review timeframes and criteria for and rezoning review.

9. Addresses perpetually challenging issues like signs; garage sizes; screening/buffering; ATV, snowmobile, RV parking; upgrading of older properties; residential density; transitional and mixed use zoning districts; tourist rooming houses; mobile home parks; keeping of animals; and bio-mass storage.

10. Mainly designed to apply to new and expanded land uses; will have little impact on existing land uses.

A Tour of the Draft Zoning Ordinance

The draft Zoning Ordinance is divided into several articles, with the following names and purposes:

Article 1: Introduction. Establishes the purpose of the Zoning Ordinance.

Article 2: Establishment of Standard Zoning Districts. Lists and describes each of the zoning districts shown on the zoning map. The zoning map divides different lots into different zoning districts. These include a variety of residential, commercial, and industrial zoning districts, mapped in locations that follow the recommendations of the Village (and once updated the Towns) Comprehensive Plan and that often reflect current land uses. The purpose statement for each zoning district sets the groundwork for allowed land uses and development standards.

Article 3: Land Uses Allowed in Zoning Districts. Includes tables that list the permitted uses, conditional uses, and temporary uses allowed in each zoning district. Permitted uses are allowed by right in the associated zoning district, provided that all zoning requirements are met. Conditional uses may be allowed in the associated zoning district, following a public hearing, a comparison of the proposed use versus conditional use standards in Article 16 of the Ordinance, and approval by the Town Plan Commission. The following is an excerpt of one of those “allowable use” tables in Article 3.

P = Permitted Use C = Conditional Use T = Temporary Use Empty Cell = Prohibited Use

Land Use Category

(#) Land Use Type

Zoning District (see key at end of figure)FP AR RR PR SF-L SF-S 2F MF MH

Residential Land Uses (see Section X.4.02 for descriptions and standards for each land use)

(1) Single-Family DetachedResidence C P P P P P P P

(2) Two-Family Residence P P(3) Multi-Family Residence

(3-8 unit building) P

(4) Multi-Family Residence (9+ unit building) C

(5) Mobile Home Community P(6) Mixed Use Dwelling Unit C

The highlighted text in the above table means that “two-family residences” would be allowed by right in the 2F Two Family Residential and MF Multiple Family Residential zoning districts, but would not be allowed in the FP, AR, RR, PR, SF-L, SF-S, or MH zoning districts.

Article 4: Land Use Descriptions and Standards. Includes a description and “performance standards” for each of the land uses listed in the tables in Article 3. The description usually includes examples of specific types of uses that fit into each broader use category. The performance standards are a unique list of pre-set standards for each type of land use, which would apply to new and expanded uses of that type except where otherwise indicated. Continuing with the example, users interested in seeing a description of what constitutes a “two-family residence” land use or learning what unique standards might apply to this use are directed to Section X.4.02 in Article 4. That section includes the following description and specific standards for this type of land use:

(1) Two-Family Residence.

A single structure containing two separate dwelling units, each unit having a private individual exterior access, and with no shared internal access within the building. Two-Family Residences can be constructed as attached side-by-side units each with a ground floor and roof (duplex), or as a two-story structure with one unit above the other (flats). Where side-by-side, both dwelling units may either share the same lot or be on separate lots as a “zero lot line” structure, such as that depicted in the top panel of Figure 4.02. Performance Standards:1. Each Two-Family Residence constructed after [insert date of adoption of chapter] shall meet performance

standards 1 through 8 in subsection (1) above, except where otherwise allowed by conditional use permit.2. The structure must be in compliance with the Wisconsin Uniform Dwelling Code (UDC).3. Where side by side, a building code-required, fire rated wall must separate the two dwelling units from the

lowest level to flush against the underside of the roof.4. Individual sanitary sewer and public water laterals and utility meters are required for each dwelling unit. 5. The minimum gross floor area of each dwelling unit shall be 700 square feet, exclusive of attached garages,

carports, and open decks/porches.6. If in a subdivision platted after [insert date of adoption of chapter], shall meet the single-family and two-family

housing variety standards in Section X.10.02.

Article 5: Density, Intensity, Bulk Regulations. Includes tables with dimensional standards for each of zoning district. These standards included minimum setbacks from lot lines, maximum building heights, minimum lot area and lot width, maximum building coverage, and minimum landscape percentage. Continuing the example, this section from one of those tables shows setbacks if someone wanted to build or expand a “two-family residence” or a detached garage or paved area in the 2F district:

Zoning District

Minimum Setbacks (ft) (b)Principal Residential Building

including Attached GarageDetached Accessory Building (a)

Pavement (d)

Front(a)

Street Side (a)

InteriorSide

Rear Interior Side(c)

Rear Interior Side or RearFront or Street

(a)

2F 30 30 8 20 6 6 6 10

Article 6: Overlay Zoning Districts. Overlay zoning districts apply additional requirements on certain properties that are within one of the overlay zones. Article 6 includes those associated with areas where the Town may wish to apply unique development design standards, protect the quality of water supplying municipal wells, and limit building heights near airports. The zoning map shows locations where overlay districts and associated regulations apply.

Article 7: Floodplain Overlay Districts. A unique, state-mandated set of overlay districts intended to limit development within floodplain areas mapped by the Federal Emergency Management Agency. The Town does not administer floodplain regulations. Instead per Wis. Stats., Marathon County floodplain regulations apply.

Article 8: Shoreland Overlay Zoning District. Another state-mandated overlay zoning district that establishes special rules within pre-set distances of navigable waterways, notably a 75 foot minimum building setback. The Town does not administer shoreland regulations. Instead per Wis. Stats., Marathon County shoreland regulations apply (1000 feet of the ordinary high water mark for a lake, pond or flowage or 300 feet from a river or stream or to the landward side of the floodplain, whichever is greater).

Article 9: Shoreland-Wetland Overlay Zoning District. Another state-mandated overlay zoning district that establishes local wetland protection within the same shoreland zoning areas as established in Article 8. DNR and/or Army Corps wetland rules apply to disturbance of all wetlands throughout the Town. The Town does not administer shoreland-wetland regulations. Instead per Wis. Stats., Marathon County shoreland-wetland regulations apply.

Article 10: Building and Site Design Standards. Includes standards to assure high quality design of new residential and non-residential buildings and sites. These include housing variety standards for new single-family residential development, illustrated building design and material standards for commercial and industrial buildings, and unique standards for large retail developments.

Article 11: Landscaping and Preservation Standards. Establishes landscape planting requirements for new and expanded commercial, industrial, institutional, and multiple-family residential developments. These are not applicable to single-family houses.

Article 12: General Performance Standards. Includes requirements for stormwater management, earth filling/excavating, fences, swimming pools, firewood storage, other exterior storage, RV storage, vehicle access, parking and circulation, off-street loading, exterior lighting, vibration, noise, air pollution, odors, glare, heat, fire and explosion, toxic and noxious materials, waste materials, and hazardous materials. Often, these standards do not apply to or are modified for single-family residential and agricultural uses.

Article 13: Signs. Includes rules for the placement of business and other signage. Typical residential signage is usually allowed without a sign permit, while business signs generally require a permit. Figure 13.07 of the Zoning Ordinance provides a summary of business sign regulations.

Article 14: N Neighborhood District. Lays out the process and standards for the “Neighborhood” zoning district. This is a special zoning district mapped on a neighborhood-by-neighborhood basis according to a unique plan and set of standards prepared by a developer and approved by the Town via a public process. State statutes require that the Village have such a district in its code, but the N district could also be used for the construction of a conservation subdivision in the Town.

Article 15: Nonconforming Lots, Uses, Structures and Sites. Provides procedures and standards where a particular land use or building does not match requirements of the proposed Zoning Ordinance, such as an old house that does not meet the setback standards of the zoning district it is within. Non-conforming land uses and buildings—in other words, those uses and buildings that do not meet new Zoning Ordinance requirements—may continue. However, where expansions or other substantial work to a non-conforming building or site are proposed, the Ordinance includes certain limitations.

Article 16: Procedures and Administration. Lays out the processes, application requirements, and standards for getting land rezoned, obtaining a conditional use permit, and receiving other development approvals. Easy-to-understand application forms will accompany the new Zoning Ordinance once adopted.

Article 17: Definitions. Helps understand the meaning of a variety of terms used throughout the Zoning Ordinance. Users who encounter a term in the proposed Zoning Ordinance that they don’t understand are encouraged to refer to Article 17 for a definition. The proposed Ordinance was written in such a way to reduce different interpretations of what it means later.

Proposed “Allowable Use” Tables (Based on Draft Zoning Ordinance as of November 2015)

Section 94.3.04: Allowable Uses in Rural, Open Space and Residential Zoning Districts

Figure 3.04: Allowable Uses in Rural, Open Space and Residential Zoning Districts


Land Use Category

(#) Land Use Type

Zoning District (see key at end of figure)

FP AR RR-2; RR-5

PR SF-L SF-S 2F MF MH

Residential Land Uses (see Section 94.4.02 for descriptions and standards for each land use) (7) Single-Family Detached Residence C P P P P P P P (8) Two-Family Residence P P (9) Multi-Family Residence

(3-8 unit building) P

(10) Multi-Family Residence (9+ unit building) C

(11) Manufactured Home Community P (12) Mixed Use Dwelling Unit C Agricultural Land Uses (see Section 94.4.03 for descriptions and standards for each land use) (1) Agricultural Use P P P/C C (2) Agricultural-Related Use P C C (3) Community Garden P P P P P P P P P (4) On-site Agricultural Retail P P C Institutional and Recreational Land Uses (see Section 94.4.04 for descriptions/standards for each use) (1) Passive Outdoor Public

Recreation C P P P P P P P P

(2) Active Outdoor Public Recreation C C C P C C C C C (3) Indoor Institutional—General C C P C C C P (4) Indoor Institutional—Intensive C C (5) Outdoor Institutional C C C C C C C C (6) Public Service or Utility C P P P P P P P P (7) Institutional Residential C C C C (8) Community Living Arrangement

(1-8 residents) P P P P P P

(9) Community Living Arrangement (9-15 residents) C C C C P P

(10) Community Living Arrangement (16+ residents) C P

Commercial Land Uses (see Section 94.4.05 for descriptions and standards for each land use) (1) Office (2) Personal or Professional Service C (3) Artisan Studio C (4) Group Day Care Center C C C C (5) Indoor Sales or Service (6) Outdoor Display


Land Use Category

(#) Land Use Type


FP AR RR-2; RR-5


(7) Indoor Repair and Maintenance (8) Outdoor and Vehicle Repair and

Maintenance

(9) Drive-In or Drive-Through Sales or Service

(10) Indoor Commercial Entertainment

(11) Outdoor Commercial Entertainment C

(12) Commercial Animal Establishment C C C

(13) Bed and Breakfast C C C C C C P (14) Boarding House C (15) Campground C P (16) Commercial Indoor Lodging (17) Tourist Rooming House C C C C (18) Large Retail and Commercial

Service Development

(19) Microbeverage Production Facility Storage or Disposal Land Uses (see Section 94.4.06 for descriptions and standards for each land use) (1) Indoor Storage or Wholesaling (2) Outdoor Storage or Wholesaling (3) Personal Storage Facility C C (4) Junkyard or Salvage Yard C (5) Solid Waste Disposal,

Composting, and/or Recycling Facility

C

(6) Auction Yard Transportation Land Uses (see Section 94.4.07 for descriptions and standards for each land use) (1) Off-Site Parking C C C (2) Airport or Heliport C (3) Freight Terminal (4) Distribution Center (5) Livestock or Farm Commodity

Trucking C C

Industrial Land Uses (see Section 94.4.08 for descriptions and standards for each land use) (1) Light Industrial (2) Heavy Industrial (3) Communications Tower C P C C C C C C C (4) Non-Metallic Mineral Extraction C C Accessory and Miscellaneous Land Uses (see Section 94.4.09 for descriptions/standards for each use) (1) Detached Accessory Structure

(For Non-Residential Use) P P P P P P P P


Land Use Category

(#) Land Use Type


FP AR RR-2; RR-5


(2) Detached Accessory Structure (For Residential Use) P P P P P P P P

(3) Family Day Care Home (4-8 children) P P P P P P P P

(4) Intermediate Day Care Home (9-15 children) C C C C C C C C

(5) Home Occupation P P P P P P C C (6) Residential Business C C C C C C (7) In-Home Suite P P C C P P (8) Accessory Dwelling Unit C C C C C C (9) Animal Fancier P P P C C (10) Keeping of Farm Animals on

Residential Lots P P P

(11) Company Cafeteria (12) Company Provided On-site

Recreation or Child Care

(13) Indoor Sales Incidental to Storage or Light Industrial Land Use

(14) Light Industrial Activities Incidental to Indoor Sales or Services

(15) Outdoor Display Incidental to Indoor Sales or Service

(16) Outdoor Alcohol Area (17) Small Exterior Communication

Device P P P P P P P P P

(18) Large Exterior Communication Device C C C C C C C C C

(19) Geothermal Energy System (GES) P P P P P P P P P (20) Small Wind Energy System P P P P P P P P P (21) Small Solar Energy System P P P P P P P P P (22) Outdoor Solid Fuel Furnace P P C (23) Private Lake (Pond) P P P C C C C C C (24) Vehicle Course or Track P P C C (25) Donation Drop-Off Box or

Vending Machine P C C

Temporary Land Uses (see Section 94.4.10 for descriptions and standards for each land use) (1) Temporary Outdoor Sales T (2) Garage, Yard, Estate, and In-

Home Sales T T T T T T T T

(3) Outdoor Assembly or Special Event T T T T T T T T T

(4) Contractor’s Project Office T T T T T T T T T


Land Use Category

(#) Land Use Type


FP AR RR-2; RR-5


(5) Contractor’s On-Site Equipment Storage Facility T T T T T T T T T

(6) Relocatable Building T T T T T T T T T (7) On-Site Real Estate Sales Office T T T T T T T T (8) Seasonal Outdoor Sales of Farm

Products T T T

(9) Temporary Portable Storage Container T T T T T T T T T

(10) Temporary Shelter T T T T T T T T T (11) Temporary Agricultural Structure T T (12) Temporary Unscreened Storage Key to Zoning Districts:

FP = Farmland Preservation AR = Agriculture and Residential RR-2 = Rural Residential (2 acre minimum) RR-5 = Rural Residential (5 acre minimum) PR = Parks and Recreation

SF-L = Single Family Residential-Large Lot SF-S = Single Family Residential-Small Lot 2F = Two Family Residential MF = Multiple Family Residential MH = Manufactured Home

Section 94.3.05: Allowable Uses in Non-Residential and Mixed Use Zoning Districts

Figure 3.05: Allowable Uses in Non-Residential and Mixed Use Zoning Districts


Land Use Category

(#) Land Use Type


INT B-1 B-2 B-3 BP LI GI

Residential Land Uses (see Section 94.4.02 for descriptions and standards for each land use) (1) Single-Family Detached

Residence

(2) Two-Family Residence C (3) Multi-Family Residence

(3-8 unit building) C C C C

(4) Multi-Family Residence (9+ unit building) C C C C

(5) Manufactured Home Community

(6) Mixed Use Dwelling Unit P P C

Agricultural Land Uses (see Section 94.4.03 for descriptions and standards for each land use) (1) Agricultural Use (2) Agricultural-Related Use C P C P P (3) Community Garden P P P P C C C (4) On-site Agricultural

Retail

Institutional and Recreational Land Uses (see Section 94.4.04 for descriptions/standards for each use) (1) Passive Outdoor Public

Recreation P P P P P P P

(2) Active Outdoor Public Recreation P C P P P P P

(3) Indoor Institutional—General P P P P C C

(4) Indoor Institutional—Intensive P C C P

(5) Outdoor Institutional P C C C C C C (6) Public Service or Utility P P P P P P P (7) Institutional Residential P C C C C C C (8) Community Living

Arrangement (1-8) C

(9) Community Living Arrangement (9-15) C C C

(10) Community Living Arrangement (16+) C C C

Commercial Land Uses (see Section 94.4.05 for descriptions and standards for each land use) (1) Office C P P P P P P


Land Use Category

(#) Land Use Type



(2) Personal or Professional Service P P P P P P

(3) Artisan Studio P P P C C (4) Group Day Care Center P P P P C C (5) Indoor Sales or Service P P P C C (6) Outdoor Display C C P C C (7) Indoor Repair and

Maintenance P P P P

(8) Outdoor and Vehicle Repair and Maintenance C P P P

(9) Drive-In or Drive-Through Sales or Service C P P C C C

(10) Indoor Commercial Entertainment C P P P C C

(11) Outdoor Commercial Entertainment C C C

(12) Commercial Animal Establishment P

(13) Bed and Breakfast C C (14) Boarding House C (15) Campground C (16) Commercial Indoor

Lodging C P P P

(17) Tourist Rooming House C (18) Large Retail and

Commercial Service Development

C C

(19) Microbeverage Production Facility C P P C P P

Storage or Disposal Land Uses (see Section 94.4.06 for descriptions and standards for each land use) (1) Indoor Storage or

Wholesaling C C P P

(2) Outdoor Storage or Wholesaling C C C P

(3) Personal Storage Facility C C C (4) Junkyard or Salvage

Yard C

(5) Solid Waste Disposal, Composting, and/or Recycling Facility

C C C

(6) Auction Yard C C C Transportation Land Uses (see Section 94.4.07 for descriptions and standards for each land use) (1) Off-Site Parking C C C C C C C


Land Use Category

(#) Land Use Type



(2) Airport or Heliport C C C (3) Freight Terminal C P (4) Distribution Center C P (5) Livestock or Farm

Commodity Trucking C P

Industrial Land Uses (see Section 94.4.08 for descriptions and standards for each land use) (1) Light Industrial C C P P (2) Heavy Industrial C P (3) Communications Tower C C C P C P P (4) Non-Metallic Mineral

Extraction C

Accessory and Miscellaneous Land Uses (see Section 94.4.09 for descriptions/standards for each use) (1) Detached Accessory

Structure (For Non-Residential Use)

P P P P P P P

(2) Detached Accessory Structure (For Residential Use)

P

(3) Family Day Care Home (4-8 children) P P

(4) Intermediate Day Care Home (9-15 children)

(5) Home Occupation C (6) Residential Business C (7) In-Home Suite (8) Accessory Dwelling Unit C C C (9) Animal Fancier C C (10) Keeping of Farm

Animals on Residential Lots

(11) Company Cafeteria P P P P P P P (12) Company Provided On-

site Recreation or Child Care

P P P P P P P

(13) Indoor Sales Incidental to Storage or Light Industrial Land Use

P P P P

(14) Light Industrial Activities Incidental to Indoor Sales or Services

C C C

(15) Outdoor Display Incidental to Indoor Sales or Services

P P C C


Land Use Category

(#) Land Use Type



(16) Outdoor Alcohol Area C C C C C (17) Small Exterior

Communication Device P P P P P P P

(18) Large Exterior Communication Device C C P P P P P

(19) Geothermal Energy System (GES) P P P P P P P

(20) Small Wind Energy System P P P P P P P

(21) Small Solar Energy System P P P P P P P

(22) Outdoor Solid Fuel Furnace C P P

(23) Private Lake (Pond) P P P P P P P (24) Vehicle Course or Track C C C C (25) Donation Drop-Off Box

or Vending Machine P P P P C P P

Temporary Land Uses (see Section 94.4.10 for descriptions and standards for each land use) (1) Temporary Outdoor

Sales T T T T T T T

(2) Garage, Yard, Estate, and In-Home Sales

(3) Outdoor Assembly or Special Event T T T T T T T

(4) Contractor’s Project Office T T T T T T T

(5) Contractor’s On-Site Equipment Storage Facility

T T T T T T T

(6) Relocatable Building T T T T T T T (7) On-Site Real Estate Sales

Office T T T T T T

(8) Seasonal Outdoor Sales of Farm Products T T

(9) Temporary Portable Storage Container T T T T T T T

(10) Temporary Shelter T T T T T T T (11) Temporary Agricultural

Structure

(12) Temporary Unscreened Outdoor Storage Accessory to Industrial Use

T T T


Land Use Category

(#) Land Use Type



Key to Zoning Districts: INT = Institutional B-1 = Neighborhood Business B-2 = Highway Business

B-3 = General Business BP = Business Park LI = Limited Industrial GI = General Industrial

M:\document1\WebCountyBoard\ProtectingWaterQuality.docx

RESOLUTION #R-2-16

PROTECTING WATER QUALITY THROUGH COMMUNITY CAPACITY BUILDING

WHEREAS, Marathon County, in cooperation with the University of Wisconsin Stevens

Point, lake groups, sports clubs, towns and citizens, developed Lake Management Plans for eleven Eastern Marathon County lakes to guide preservation and protection of these pristine water resources, and

WHEREAS, Marathon County is also involved in numerous water quality efforts aimed at reducing phosphorus including managed intensive grazing, Fenwood Creek pilot project, and the Central Wisconsin River TMDL plan, and

WHEREAS, the Marathon County Conservation, Planning and Zoning staff along with its partners from the Department of Natural Resources, University of Wisconsin-Stevens Point, Natural Resources Conservation Service, and UW-Extension are developing strategies and activities to guide Marathon County in the building of community capacity to specifically address water quality concerns resulting from excess phosphorus in our surface waters.

WHEREAS, these strategies and activities include identifying the community members, the level of community awareness and concern for water quality challenges, the likelihood of the community to take action to change behavior and practices and connection to the community’s values and sense of place.

WHEREAS, the Marathon County Conservation, Planning and Zoning Department is interested in pursuing a cost-share grant from the Wisconsin Department of Natural Resources for the purpose of protecting water quality through building community capacity as well as implementation of shoreland protection measures, NOW, THERFORE, BE IT RESOLVED, that the Marathon County Board of Supervisors hereby authorizes the Director of the Conservation, Planning and Zoning Department or his/her designee to act on behalf of Marathon County to sign and submit a grant application, attest to the validity and veracity of the statements and representations contained in the grant application, enter into a grant agreement with the DNR, take necessary action to undertake, direct, and complete the approved project and bind the applicant, submit quarterly and/or final reports and reimbursement requests to the DNR as required by the grant agreement, and sign and submit any other necessary documents.

BE IT FURTHER RESOLVED, that applicant will comply with all local, state and federal rules, regulations and ordinances relating to this project and the cost-share agreement.

Dated this day _____ of January, 2016.

LAND CONSERVATION & ZONING COMMITTEE

M:\document1\WebCountyBoard\ProtectingWaterQuality.docx

ENVIRONMENTAL RESOURCES COMMITTEE

Protecting Water Quality through Community Capacity Building: Resolution impacts:

Fiscal Impact: No new levy request or allocation to the lake management project. There is a minimum of a 25% match by local community to support any state allocations. In this grant, Marathon County will request $100,000 from WIDNR. Marathon County (Parks, Recreation & Forestry and Conservation, Planning and Zoning Department) along with local public and private partnerships will provide the in-kind match requirement of $25,000. Marathon County in-kind match will represent a re-allocation of existing staff, supplies, and equipment to this program priority.

Healthiest County impact: In the Marathon County Land and Water resource Management Plan, the water quality of our Eastern Lakes and Heart of America’s Dairyland regions is identified as a priority resource concern. Water quality in our surface and groundwater that is safe for human consumption and contact is important to ensure human health. The grant will promote partnerships, best management practices and organizational capacity aimed at improving our community’s water quality through improved land use activities.

Prosperity Impact: Our local economy is benefited by great water quality of ground water and surface water. Citizens, businesses and visitors prefer to live, work and play in a community with plentiful and clean water resources. The grant will promote partnerships and activities that protect the economic asset value of our soil and water resources.

RESOLUTION #R-3-16

CHANGE STATE OF WISCONSIN POLICY OF

TERMINATION OF PUBLIC BENEFITS UPON INCARCERATION

WHEREAS, the State of Wisconsin’s current policy is to terminate public benefits upon incarceration; WHEREAS, this policy results in barriers to treatment upon release from jail for offenders with medical,

mental health and alcohol or other drug (AODA) needs; and WHEREAS, the Sheriff’s Independent Mental Health Panel recommended that Marathon County advocate

for a legislative change to the state requirement to terminate public benefits upon incarceration; and WHEREAS, it is the goal of Marathon County to be the safest county in the state of Wisconsin; and WHEREAS, reducing recidivism in offender populations with mental health and AODA concerns requires

access to treatment not only during incarceration but upon transition to the community and; WHEREAS, offenders access to treatment is often hindered by loss of insurance under the Affordable Care

Act and/or ability to pay for treatment upon release; and WHEREAS, the Marathon County has created a social work position in the jail to assist with effective

transitioning of offenders to the community; and WHEREAS, the Marathon County Jail social worker spends the majority of her time assisting with

applications to reinstate terminated public benefits upon release and has little time to address other criminogenic needs of offenders ; and

NOW, THEREFORE, the County Board of Supervisors of the County of Marathon does hereby ordain and

resolve and request that the State of Wisconsin legislature review the current law and policy regarding termination of public benefits during incarceration and respectfully requires that law and policy be changed to a suspension for public benefits including insurance coverage under the Affordable Care Act.

BE IT FURTHER ORDAINED AND RESOLVED, that the Marathon County Board of Supervisors authorizes

County Administration to make this request of Marathon County’s State of Wisconsin elected officials.

Respectfully submitted this _____ day of January, 2016.

PUBLIC SAFETY COMMITTEE

FISCAL IMPACT: Unknown at this time.

RESOLUTION #R-4-16 AUTHORIZING COUNTY ADMINISTRATOR’S OFFICE TO ENTER INTO CONTRACT WITH NORTH CENTRAL

HEALTH CARE (NCHC) FOR MENTAL HEALTH SERVICES TO MARATHON COUNTY OFFENDERS

WHEREAS, the Marathon County Board of Supervisors created the North Central Health Care (NCHC) Oversight Task Force, pursuant to Ordinance #O-14-15, dated May 19, 2015; and WHEREAS, the NCHC Oversight Task Force has been directed to develop policy recommendations regarding “services, performance expectations, accountabilities, costs, roles and responsibilities of NCHC”; and

WHEREAS, the NCHC Oversight Task force has determined to recommend to the Marathon County Board that it authorize the Marathon County Administrator to enter into agreement to provide mental health services to Marathon County offenders consistent with the attached DRAFT Agreement; and

WHEREAS, Marathon County Executive Committee met on January 6, 2016 and approved the Task Force recommendation to be forwarded to the Board; and

NOW, THEREFORE, BE IT RESOLVED, that Marathon County Administrator is hereby authorized to enter into discussion with NCHC and to enter into an agreement for NCHC to provide mental health services to Marathon County offenders consistent with the attached DRAFT Agreement.

BE IT FURTHER RESOLVED that all other appropriate officials of Marathon County are hereby authorized and empowered to take actions necessary to effectuate the purposes of this resolution. Submitted this ____ day of January, 2016.

EXECUTIVE COMMITTEE

______________________________________ ______________________________________

______________________________________ ______________________________________

______________________________________ ______________________________________

______________________________________ ______________________________________

Fiscal Impact Estimate: No Levy Impact anticipated at this time for 2016 Budget. In the event additional costs are anticipated for second year of contract, said funds will be subject to regular budget review.

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AGREEMENT FOR MENTAL HEALTH SERVICES TO MARATHON COUNTY OFFENDERS

AUTHORITY: This agreement is entered into pursuant to sec. 51.42(5)(a)12, Stats., which requires that the 51.42 Board “[d]etermine, subject to the approval of the . . . county boards of supervisors in counties with a multicounty department of community programs and with the advice of the county community programs director appointed under [sec. 51.42(4), Stats.], whether services are to be provided directly by the county department of community programs or contracted for with other providers and make such contracts . . . [T]he county boards of supervisors in counties with a multicounty department of community programs may elect to require the approval of any such contract by the . . . county boards of supervisors in counties with a multicounty department of community programs.

PURPOSE: The purpose of this agreement is to is to provide effective treatment to offenders involved in all phases of the Marathon County Criminal Justice System in order to reduce recidivism due to Mental Health or Alcohol or Other Drug Dependence (AODA) issues that result in an unchecked cycle of offenders from Jail to North Central Health Care (NCHC) to private sector care providers back to Jail.

OBJECTIVES/GOALS:

· To extend the period of time between incarceration for offenders. · No further incarceration for the same or similar crime. · First time offenders never reoffend. · Reduce and/or lessen harm to victims and the community · Reduce the number of offenders who commit crimes due to historical trauma. · An offender has no further contact with any part of the criminal justice system as a defendant. · Reduce utilization of medication for behavioral management during incarceration

APPLICATION: This Agreement applies to Offenders, Courts, Prosecutors, Probation and Parole, Sheriff’s Dept., and NCHC

POLICY GUIDELINES:

1. All parties recognize that treatment to an offender population presents more challenges than treatment to voluntary motivated patients. Degree of cooperation with treatment is often dependent on the status of the offender within the Criminal Justice System. Outcome expectations must be tailored to the level of motivation for treatment displayed by each individual offender.

2. Not all offenders require treatment for mental illness or AODA issues. This highlights the absolute need for prompt and effective assessment.

3. It shall be the policy of all partners to craft Release of Information forms that will facilitate the exchange of mental health and AODA records to greatest extent permitted by law.

4. It is understood and agreed that data exchanged during 2016 shall form a baseline for definition of further performance measures during the second year of this agreement.

5. The parties hereto agree that they shall jointly establish “satisfactory levels of services,” as that term is used below, no later than 1-1-2017.

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6. It is understood that the Reporting Requirements set forth below are to contain only census, demographic or aggregate data for the purpose of understanding the volume of services required and supplied and to help the parties identify and define satisfactory levels of services as well as opportunities for improvement and service gaps. Said reports under this agreement are to contain no personally identifiable health information.

OFFENDER STATUS:

1. Pretrial offenders-are in absolute agreement to avoid further prosecution. There is actual consent by offender to enter voluntary treatment as an alternative to potential penalties

2. Post-disposition offenders a) Plea Agreement-Although entered into by mutual agreement of prosecutor and

defendant, there is less motivation to cooperate with treatment. Sanction and revocation are the remedy for failure to cooperate with treatment.

b) Contested Sentence-Least amount of motivation for treatment. Possible increased time of incarceration is the consequence for failure to cooperate with treatment.

TERM: January 1, 2016-December 31, 2017.

EFFECT ON CURRENT SERVICES:

It is understood and agreed by the parties that the services provided by NCHC not specifically identified and made subject to this Agreement for Mental Health Services to Marathon County Offenders shall be continued at current levels and that all other agreements between Marathon County and Lincoln and Langlade Counties, NCHC and the North Central; Community Services Board, not specifically modified herein, shall remain in full force and effect. However, it is also recognized by the parties that services defined and supplied pursuant to this agreement may supplant other community supports or have an effect on maintenance of effort with respect to different service groups in the non-offender population due to limited resources.

DEFINITIONS:

1. “Aftercare” means a treatment plan after discharge/release from a service insuring a continuum of care.

2. “Assessment” means a structured process for gathering information to understand the offender’s issues, concerns, how and why problems developed and for the foundation for a treatment plan.

3. “Compliant with treatment” means · Attends sessions · Interacts adequately with the therapist · Maintains sobriety · Cooperates with testing · Compliance does not mean disclosure of content of discussion with therapist

4. “Forensic therapy” means both AODA and Mental Health treatment for offenders involved in the Marathon County Criminal Justice System, including:

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· Assessment results · Diagnosis · Treatment Plan · Updated Progress-including timely notification that the subject is not compliant with

treatment · Discharge Plan · Aftercare Plan

5. “Offender” means a person who has been charged with or convicted of committing a crime.

GENERAL EXPECTATIONS:

For services identified as part of this agreement North Central Health Care will provide the following to Marathon County:

1. Documents that specify the State of Wisconsin’s expectations regarding services identified by NCHC as: North Central Health Care Programs, hereinafter referred to as “identified services,” including State Statutes, Wisconsin Administrative Code sections, inspection reports, memorandums or any other executive or administrative directives that affect provision of these services.

2. Copies of all contracts and MOUs that North Central Health Care has entered into regarding the identified services executed at any time from January 1, 2016 through December 31, 2017.

3. Copies of North Central Health Care’s administrative policies and procedures related to the identified services. Any changes to the administrative policies and procedures must be submitted to Marathon County at least 30 calendar days before the effective date of the change.

4. Copies of the Community Services Program Board’s policies related to the identified services. Any changes in the Community Services Program Board’s policies must be submitted to Marathon County at least 30 calendar days before the effective date of change.

5. The term: “Changes” includes changes in wording as well as alterations in levels of service or termination of service. NCHC shall distinguish between changes in policy or service made in response to regulatory requirements as opposed to discretionary changes.

6. Quarterly reports as set forth below to Marathon County Administration due no later than the 30th of the month following the close of each quarter (e.g. April 30, July 30, October 30 and January 30).

7. Report annual cost per unit of service for each identified services no later than March 31st.

SERVICES:

1. Crisis – Specialized assistance with urgent mental health, developmental disability or substance abuse needs to alleviate the crisis

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2. Detoxification · Medically monitored · Ambulatory – an outpatient service for individuals requiring detoxification from drugs

and alcohol including assessment, patient observation, monitoring of vital signs, treatment of withdrawal symptoms, substance abuse consultation and referral for ongoing addiction and substance abuse treatment.

3. Psychiatric Services · Medication Management – Assessment and evaluation of medications for mental

health. 4. Forensic Mental Health Services – Assessment and behavior management planning for offenders

during incarceration including assessment of crisis needs, medication management and care planning upon release from the jail.

5. Inpatient Treatment – Behavioral health services in an inpatient setting for persons with severe psychiatric and detoxification needs including assessment, evaluation and treatment of mental health and psychiatric needs in addition to medication management to ensure stabilization of acute mental health crisis.

6. Residential Treatment – Provides support and structure in a group home setting or other form of community-based residential care for mental illness and addiction issues.

7. Outpatient Treatment · Day Treatment – a structured and intensive multi-disciplinary recovery program for

individuals who are obtaining substance abuse treatment to aid in recovery including: o Group therapy o Individual therapy o Rational emotive behavioral therapy o Cognitive behavioral therapy o Substance abuse education (alcohol and other drugs) o Co-occurring education o 12 step recovery philosophy o Music therapy o Art therapy

· Counseling/Mental Health Services/Substance Abuse & Addiction Services - Non-residential services for evaluation, diagnosis, and treatment of mental, emotional, and substance abuse challenges. Including but not limited to:

o Anxiety o Depression & Mood Disorders o Addiction o Schizophrenia o Personality Disorders o Behavioral Disorders o Abuse/Trauma o Stress

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o Relationship challenges o Grief & loss o Major life changes o Conflict resolution

· Driving with Care – an evidence based educational and therapeutic program to reduce

the frequency of drinking and driving, and break the chemical dependence of offenders who have had four or more OWI convictions or OWI convictions involving serious accident or injury. See Attachment A for specific service delivery requirements and reporting.

8. OWI Assessment – See Attachment B for specific service delivery requirements and reporting. 9. Comprehensive Community Services – Services for adults with substance abuse, mental health

issues or co-occurring disorders including treatment, rehabilitation and support services. Including:

a. Assessment b. Recovery planning c. Service coordination d. Communication and interpersonal skills training e. Community skills development and enhancement f. Employment related skill training g. Medication management and assistance h. Physical health assistance and monitoring i. Psycho-education j. Recovery education and illness management k. Counseling l. Groups to aid in skill building and quality of life enhancement m. Peer specialist services, includes counseling

10. Community Support Program - Services for adults with severe and persistent mental illnesses including support, treatment and rehabilitation. This population includes persons with substance abuse, mental health issues or co-occurring disorders. Includes:

a. Initial and in-depth assessments to help determine the best course of treatment for the individual

b. Recovery planning that integrates vocational training services, psychosocial rehabilitation, psychiatric and psychological counseling, psychotherapy and supportive services

c. Medication prescription, administration and monitoring d. Assistance in managing symptoms. e. Daily living, social and recreational skill training. f. Health, nutrition and wellness management g. Crisis intervention.

AGREEMENT:

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NCHC agrees to provide and Marathon County agrees to pay for the foregoing services to offenders. In order to monitor compliance and verify level of services provided, NCHC shall provide quarterly reports as follows:

1. Daily census data for inpatients served, including: a. Number of inpatient beds filled on unit at NCHC b. Number of inpatients held on locked psychiatric units at other facilities c. County of residence of each inpatient d. Number of consecutive days each inpatient has been held e. Insurance status of each inpatient, including

1) MA/Badger Care or other income-based public insurance 2) Medicare

a) With supplement b) Without supplement

3) Private Insurance 4) Other Insurance 5) No insurance

f. Legal Status of each inpatient g. Number of days since last admission of each inpatient to a locked psychiatric care unit

2. Crisis data, including

a. Number of calls/contacts per day b. Source of call/contact, including identification of referral, to the extent permitted by law c. Time of Day of each call/contact d. Day of Week of each call /contact e. Disposition of each call/contact, including:

1) Whether resulted in Crisis Team assessment 2) Whether resulted in referral to:

a) Emergency Room Services b) Private provider c) Internal NCHC provider d) Other, specify:

f. Number of all Crisis Team assessments per day regardless of whether assessment performed by phone or in person: 1) Whether assessment resulted in admission

a) Voluntary b) Involuntarily

2) If assessment did not result in admission, what observable behavior, or other circumstances, was noted by staff as reason to decline admission

3. Number of staff dedicated to each of the SERVICES identified above

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4. Number of OWI assessments performed each day

5. Number of inmates served each day, for each inmate state a. Whether Release of Information (ROI) has been signed b. What SERVICES were provided from list 1-10 set forth above c. Identity and dosage of each psychotropic medication administered to inmate in jail under

supervision of NCHC staff d. Supplemental Services provided, not included in list above e. Additional or Supplemental Services recommended.

6. Number of offenders, other than jail inmates, served each day, for each offender state

a. Whether ROI has been signed b. What SERVICES were provided from list 1-10 set forth above c. Whether offender was compliant with treatment, including how offender failed to comply

pursuant to DEFINITION set forth above. d. Supplemental Services provided, not included in list above e. Additional or Supplemental Services Recommended

Marathon County agrees to provide NCHC with the following information on a quarterly basis as set forth above:

1. Number of offenders referred to NCHC for services 2. Number of jail inmates referred for services, for each inmate

a. Time spent on suicide watch (Days/Hours) b. Use of restraints (Hours/Min) c. Time spent in Administrative segregation (Days)

3. Number of out-of-county transports of patients to other locked psychiatric care facilities

ENFORCEMENT

1. Marathon County agrees to pay budgeted tax levy in quarterly installments to NCHC for the provision of satisfactory levels of services set forth above and upon compliance with the above reporting requirements.

2. In the event NCHC fails to act in good faith to jointly establish performance measures for satisfactory levels of services by 1-1-2017, or to provide satisfactory levels of services, once established, to offenders or fails to comply with reporting requirements, Marathon County may withhold payment

3. Marathon County shall withhold $1000 from the agreed payment for each out-of-county transport reported quarterly by Marathon County to NCHC pursuant to this agreement, except

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that the penalty set forth herein shall not apply to transports of juveniles 12 years of age or less to and from Wisconsin State Mental Health Institutes

ADMINISTRATION

Marathon County’s contact for this agreement is the County Administrator or his designee. All correspondence should be addressed to:

Brad Karger County Administrator Marathon County Courthouse 500 Forest St Wausau WI 54403 CHANGE ORDERS: The scope of services to be performed under this Agreement may be amended or supplemented by written agreement of the parties.

Non-Appropriation of Funds: Not withstanding anything contained in this Agreement to the contrary, no event of default shall be deemed to have occurred under this Agreement if adequate funds are not appropriated during a subsequent fiscal period during the term of this contract so as to enable the County to meet its obligations hereunder, and at least thirty (30) days written notice of the non-appropriation is given to North Central Health Care.

Dispute Resolution: If a dispute related to this Agreement arises, all parties shall attempt to resolve the dispute through direct discussions and negotiations. If the dispute cannot be resolved by the parties, and if all parties agree, it may be submitted to either mediation or arbitration. If the matter is arbitrated, the procedures of Chapter 788 of the Wisconsin Statutes or any successor statute shall be followed. If the parties cannot agree to either mediation or arbitration, any party may commence an action in any court of competent jurisdiction. If a lawsuit is commenced, the parties agree that the dispute shall be submitted to alternate dispute resolution pursuant to s802.12, Wis. Stats., or any successor statute.

Unless otherwise provided in this contract, the parties shall continue to perform according to the terms and conditions of the contract during the pendency of any litigation or other dispute resolution proceedings

IN WITNESS WHEREOF this Agreement has been executed by the parties. North Central Health Care County BY: By: TITLE: TITLE: DATE: DATE:

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ATTACHMENT A AGREEMENT BETWEEN MARATHON COUNTY and

NORTH CENTRAL HEALTH CARE FOR PROVISION OF DRIVING WITH CARE SERVICES

THIS AGREEMENT between North Central Health Care (NCHC), a Wisconsin organization headquartered in Wausau, WI and County of Marathon (hereinafter “County”) with its County Seat in Wausau, WI, shall establish the terms and conditions for provision of Driving with Care I. Terms and Conditions

1. Provider Status: The parties agree that NCHC shall be the sole vendor providing Driving with Care programming for the County.

2. Services Provided: NCHC will provide the Driving With Care curriculum without

deviation. At least one facilitator will be trained in the Driving With Care curriculum per group. NCHC will conduct up to eight (8) cycles consisting of thirty-three (33) two hour sessions over eighteen (18) weeks. At least two (2) of the eight (8) cycles will be begin after 5:00 p.m. to increase access for employed offenders. Each group (cycle) will have a minimum of ten (10) participants per group. NCHC will provide twelve (12) months of aftercare upon successful completion of Driving With Care.

3. Quality: NCHC will provide at minimum one (1) certified AODA staff as facilitator for

Driving With Care cycle. NCHC will ensure that additional AODA certified staff is available to meet participant/facilitator ratios consistent with NCHC licensure.

4. Wait List: NCHC will establish a wait list to ensure a minimum of ten (10) people per

group. The wait list cannot exceed six (6) weeks. NCHC must notify the County as to the reason for the wait list and seek a waiver either to the wait list time or minimum number of group participants requirement.

5. Compliance with NCHC Smoke Free Environment Policy. Driving with Care participants will comply with NCHC Smoke Free Environment policy. The Driving with Care facilitator will inform all participants of NCHC smoke free policy and indicate that failure to comply with smoke free policy may result in the participant being expelled from the program. Marathon County expects that at the first violation of the smoke free policy the facilitator will immediately address the issue with the participant and inform the participant that any future violations will result in expulsion. The facilitator will document this conversation and send the documentation to the County’s Justice Systems Coordinator. Prior to expulsion the facilitator will inform the County’s Justice Systems Coordinator of the second infraction and intent to expel the participant for non-compliance with NCHC smoke free policy.

6. Reporting Requirements: In addition to the notice specified in Section 4, NCHC must

provide the following: a. notice as to when a cycle begins and ends; b. completion rates and reasons for failure to complete; c. track referrals and reason why referral did not enter Driving With Care program; d. monthly status report of participant progress; discharge and reason why; and

successful completion;

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e. discharge report to Division of Community Corrections Probation & Parole agent; f. aftercare reporting including number of inactive and why; number successfully

completed, number of relapses, and number of new OWI offenses.

7. Release of Information: NCHC will obtain appropriate releases of information such that information regarding referral, reasons for non-acceptances or discharge, progress, completion and aftercare results can be shared with the County and Department of Corrections.

8. Coordination: the County’s Justice Systems Coordinator (currently Laura Yarie) shall

be the program administrator for the County and NCHC shall work efficiently with him/her to address problems which may arise, to jointly plan administrative policies which are needed to clarify expectations and implement this Agreement, and to continuously improve the quality of service provided under this agreement.

9. Agreed Upon Charges for Driving With Care: NCHC and the County have agreed to

charges for the period of January 1, 2015 to December 31, 2015, of $6,765 per cycle (33 sessions per cycle, $205 per session). NCHC will provide an invoice of the number of sessions conducted on a monthly basis.

II. Expected Outcomes

NCHC will provide Driving With Care services and produce the following results: 1. Wait List will not exceed six (6) weeks for referrals. 2. NCHC will maximize efficiency by having no less than ten (10) participants per group. 3. Successful completion rate for Driving With Care including aftercare of 94%. 4. Less than 10% of participants who successfully complete Driving With Care have a

new OWI charge within two (2) years of completion. 5. Maintain fidelity in provision of Driving With Care program.

III. Standard County Contract Language

1. Change Orders: The scope of services to be performed under this Agreement is not expected to change. However, should something unexpected occur and/or the County desires an expansion of the services provided, this Agreement may be amended or supplemented by mutual written agreement between the parties to this Agreement.

2. Gratuities and Kickbacks: It shall be unethical for any person to offer, give, or agree to

give any elected official, employee or former employee, or for any elected official, employee or former employee to solicit, demand, accept, or agree to accept from another person, a gratuity or an offer for employment in connection with any decision, approval, disapproval, recommendation, preparation or any part of a program requirement or a purchase request, influencing the contents of any specification or procurement standard, rendering of advice investigation, auditing, or in any other advisory capacity in any proceedings or application, request for ruling, determination, claim or controversy, or other particular matter, pertaining to any program requirement or a contract or subcontract, or to any solicitation or proposal therefore.

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It shall be unethical for any payment, gratuity, or offer of employment to be made by or

on behalf of a subcontractor under a contract to the prime contractor or a higher tier subcontractor or any person associated therewith, as an inducement for the award of a subcontract, or order.

3. Insurance Requirements: NCHC shall not commence work under this contract until all

insurance required under this paragraph is obtained, and such insurance has been approved by the County, nor shall NCHC allow any subcontractor to commence work on their subcontract until all similar insurance requirements have been obtained and approved.

A. Worker’s Compensation Insurance. NCHC shall obtain and maintain throughout

the duration of this contract statutory Worker’s Compensation insurance for all of its employees employed at the site or while working on this project. In case any work is sublet, NCHC shall require the subcontractor similarly to provide statutory Workers’ Compensation insurance for all of the latter’s employees, unless such employees are covered by the protection afforded by NCHC.

B. General Liability, Professional Liability and Property Damage Insurance. NCHC shall secure and maintain in force throughout the duration of this contract such General Liability and Professional Liability Insurance as shall protect him/her and any subcontractor performing work covered by this contract from claims for damages for personal injuries including accidental death, as well as from claims for property damage, which may arise from operations under this contract, whether such operations be by NCHC, or by an subcontractor or by anyone directly or indirectly employed by either of them; and the amount of such insurance shall be as follows:

· Comprehensive General Liability $1,000,000 per occurrence and in aggregate

· Professional Liability Coverage, $1,000,000 per occurrence and in aggregate.

· Automobile Liability $1,000,000 per occurrence and in aggregate · Excess Liability Coverage, $1,000,000 over the general liability and

automobile liability coverage. 4. Hold Harmless: NCHC hereby agrees to release, indemnify, defend, and hold harmless

the County, their officials, officers, employees and agents from and against all judgments, damages, penalties, losses, costs, claims, expenses, suits, demands, debts, actions and/or causes of action of any type of nature whatsoever, including actual and reasonable attorney’s fees, which may be sustained or to which they may be exposed, directly or indirectly, by reason of personal injury, death, property damage, or other liability, alleged or proven, resulting from or arising out of the performance of contractor, its officers, officials, employees, agent or assigns. County does not waive, and specifically reserves, it’s right to assert any and all affirmative defenses and limitations of liability as specifically set forth in Wisconsin Statues, Chapter 893 and related statutes.

5. Americans with Disabilities Act Compliance: In connection with the performance of

work under this Agreement, NCHC agrees that no qualified individual with a disability, as defined by the Americans with Disabilities Act, shall, by reason of such disability, be excluded from participation and the benefits of services, programs, or activities, including employment, or be subjected to discrimination. NCHC is specifically notified that it is subject to all employment requirements listed under Title I of the Americans with

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Disabilities Act by virtue of its contract with the County, a public entity. NCHC is specifically notified that it is subject to federal requirements to assure participation and access to public facilities, programs, and activities under Title II of the Americans with Disabilities Act by virtue of its contract with the County, a public entity. These requirements mandate separate or special programs or reasonable modification of existing programs, services, and activities without surcharge to disabled individuals as long as safety is not compromised. NCHC shall provide a similar notice to all its subcontractors.

6. Dispute Resolution: If a dispute related to this agreement arises, all parties shall

attempt to resolve the dispute through direct discussions and negotiations. If the dispute cannot be resolved by the parties, and if all parties agree, it may be submitted to either mediation or arbitration. If the matter is arbitrated, the procedures of Chapter 788 of the Wisconsin Statutes or any successor statute shall be followed. If the parties cannot agree to either mediation or arbitration, any party may commence an action in any court of competent jurisdiction. If a lawsuit is commenced, the parties agree that the dispute shall be submitted to alternate dispute resolution pursuant to s802.12, Wis. Stats., or any successor statute.

Unless otherwise provided in this contract, the parties shall continue to perform according

to the terms and conditions of the contract during the pendency of any litigation or other dispute resolution proceedings.

The parties further agree that all parties necessary to the resolution of a dispute (as the

concept of necessary parties is contained in Chapter 803, Wisconsin Statutes, or its successor chapter) shall be joined in the same litigation or other dispute resolution proceeding. This language relating to dispute resolution shall be included in all contracts pertaining to this project so as to provide the expedient dispute resolution.

7. Non-Debarment Clause: NCHC hereby certifies that neither it nor any of its principal

officers or officials have ever been suspended or debarred, for any reason whatsoever, from doing business or entering into contractual relationships with any governmental entity. NCHC further agrees and certifies that this clause shall be included in any subcontract of this contract.

8. Statement of Compliance: NCHC has carefully reviewed the County’s required contract language, pertaining to termination of contract, change orders, gratuities and kickbacks, hold harmless/indemnification, ADA compliance, insurance requirements/proof of insurance, dispute resolutions, and non-debarment, and is in full compliance with all statements and requirements. This contract language is incorporated herein by specific reference as if set forth in full. Any statements set forth in this contract document that conflict with the County’s contract language are superseded by the County’s required contract language.

9. Entire Agreement: This Agreement set forth the entire Agreement between the parties

and stands in place of any previous Agreement, whether oral or written. IN WITNESS WHEREOF this Agreement has been executed by the parties. North Central Health Care County BY: By:

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TITLE: TITLE: DATE: DATE:

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ATTACHMENT B

North Central Commitment to Providing Quality OWI Assessments

Purpose:

The North Central Community Services Program Board has designated North Central Health Care (NCHC) as the intoxicated driver assessment facility. NCHC will ensure services are provided efficiently and effectively, as well as being in compliance with DHS 62. The desired outcomes are: 1.) To implement best practice in determining appropriate treatment and education for offenders. 2.) To increase overall compliance with successful completion of the Driver Safety Plan. 3.) To increase the affordability and access to assessment and treatment. 4.) Reduce jail beds. 5.) Reduce recidivism rates among OWI offenders.

This document has been established to provide clarity of expectations and reporting.

Process:

Ø NCHC will maintain adequate trained staff to ensure completion of OWI Assessments within designated time frames.

Ø Pre-trial OWI assessments (criminal offense) will be completed by NCHC within 5 working days from referral.

Ø Traffic violation assessments will be completed by NCHC within 10 working days of the referral. Ø Marathon County or ATTIC, Marathon County’s designated case management provider, will

notify NCHC of potential clients needing a pre –trial assessment. Ø NCHC will develop of process for notification of pre-trial clients needing an OWI assessment. Ø NCHC will prioritize scheduling of assessments to schedule pre-trial assessments first. Ø Per DHS 62.11 of the WI Administrative Code, a client is required to pay a reasonable fee for an

assessment. The client may be allowed to pay the assessment fee in 1, 2, 3 or 4 equal installments before an assessment is conducted. NCHC will provide the option of installment payments prior to the assessment, up to 4 equal payments.

Ø NCHC may provide an option to help clients who do not have the funds to pay for the assessment.

Ø NCHC will notify ATTIC if payment has not been made. Ø NCHC will notify ATTIC of failure to attend a scheduled OWI assessment Ø Establish an audit process

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Communication:

Ø Each organization will designate a staff to be the central communication contact. Ø NCHC will provide to Marathon County the number of assessments completed and the average

length of time from the time of referral to completion of the assessment based on agreement of process and reporting.

Ø A committee will meet regularly or as needed, but no less than 4 times per year, to review the process and identify any potential improvements, proposed changes and policies associated with the OWI Assessment Program prior to implementation. The committee will be led by the Marathon County and NCHC contacts. Meeting notes distribution will be determined by committee leads.

Ø Major policy shifts regarding the OWI assessment process will be discussed by the committee and not be implemented until the Public Safety Committee of County Board has been informed and understands the impact of changes. Committee leads will be responsible for presentation.

Categories:

1st OWI regardless of which court system is a traffic violation and should have “2015TR” in front of their case number. These individuals do not have criminal cases and do not participate in the pre-trial program. They would seek assessment upon conviction. They may or may not have the fee on their fine at conviction depending if they went through County Circuit court or Municipal Court. Municipal courts do not follow the practice of adding the fee on the fine at conviction. Clients should show court paperwork to prove the fine was added on.

2nd-4th OWI’s that are misdemeanor criminal offenses would all come through Marathon County Circuit Court as they are criminal. The case numbers for these offenses would start with “2015CM” These individuals are eligible for the pre-trial program and jail reductions. They would be seeking assessment prior to conviction in order to participate. Not all chose to participate and some may seek assessment following conviction, at which point their fee should have been included on their fine. Those waiting until conviction should show court paperwork as proof the fee was added to their fine.

Some 4th offenses (if committed within 5 years of 3rd offense) and all 5th and above offenses are felony crimes. The case numbers for these start with 2015CF. These individuals are not eligible for pretrial and will most likely be seeking assessment following conviction and should have the assessment fee added on to their fine. They should have court paperwork to verify this as well.

MEMORIAL Life and Public Service of Leo Martin Leo Joseph Martin, age 84, died Saturday, December 12, 2015 at Aspirus Hospice House in Wausau. He was born December 1, 1931, son of the late William and Loretta (Boylen) Martin. On September 2, 1961, he married Ellen Winter at St. Paul University Catholic Church, Madison. Leo studied Agricultural Education at the University of Wisconsin, Madison from 1951 – 1955, and returned to complete is Master’s Degree in Agricultural Economics in 1968. He served his country in the United States Army, retiring with the rank of Lieutenant Colonial after 28 years. He was Marathon County Farm Management Agent for 21 years, and after his retirement he provided education for people in communities throughout the world.

Leo served on the Marathon County Board of Supervisors from 1992 – 2002. During that time he was on many committees, including Finance, Social Services, Groundwater Management, Land Conservation and Wisconsin Valley Library Service Board.

In the passing of Leo Martin we have lost a leader who was dedicated to serving his community,

near and far. He is hereby honored and remembered for his faithful public service. NOW, THEREFORE, BE IT RESOLVED by the Marathon County Board of Supervisors that they enter this Memorial into the proceedings of the Board out of respect for the memory of Leo Martin. A copy of this memorial shall be sent to his wife with the sympathies of the Board. Dated this 19th day of January, 2016. _______________________________________ Kurt Gibbs, Chairperson Marathon County Board of Supervisors STATE OF WISCONSIN ) )SS. COUNTY OF MARATHON ) I, Nan Kottke, County Clerk in and for Marathon County, Wisconsin, hereby certify that the above Memorial was approved by the Marathon County Board of Supervisors at their Adjourned Annual meeting which was held January 19, 2016. _______________________________________ Nan Kottke Marathon County Clerk

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UW-MARATHON COUNTY AND THE

REGIONALIZATION OF THE UW COLLEGES:

A SUMMARY REPORT

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UW COLLEGES “NORTH REGION”

Eighty-five fully occupied positions will be eliminated across the UW Colleges. “Administration” positions account for the overwhelming majority of the reductions. No other UW institution has had to undertake such a fundamental reorganization, made necessary by the distributed nature (the “geography”) of the UW Colleges. This decision was prompted by a $5 million cut in state funding. However, major discussions about our administrative structure have been ongoing since 2013. It was clear then that our management model would have to adapt to accommodate our reduced resources, our priorities, and evolving programmatic and service needs of our students, our communities and our state.

ADMINISTRATION:

There are now five full-time senior-level regional administrators in place of fourteen local positions on North Region campuses.

· Keith Montgomery, Regional Executive Officer and Dean · Academic Affairs:

o Jayant Anand Regional Associate Dean for Academic Affairs, and Campus Administrator UW-Marathon County

· Administration and Finance: o Michelle Boernke, Regional Associate Dean of Administration and Finance, and

Campus Administrator UW-Marshfield/Wood County · Student Affairs and Enrollment Management:

o Cindy Bailey, Regional Associate Dean for Student Affairs (Marathon & Marinette) and Campus Administrator UW-Marinette County

o Brittany Lueth, Regional Associate Dean for Student Affairs (Barron County & Marshfield/Wood County) and Campus Administrator UW-Barron County

Also, eight director-level positions (not all full-time) have been reduced to two:

· Regional Director of Facilities Planning and Management o Search underway

· Regional Director of Continuing Education o Search underway

CONSOLIDATION OF OTHER ADMINSTRATIVE POSITIONS:

Several other functions have been consolidated across the region as well as state-wide across the UW Colleges as a whole. For example, on a state-wide level, all admissions are now processed by four full-time specialists, rather than by many partial, local positions. This is also

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true of services in financial aid, veterans’ services, student conduct and compliance, library administration, and IT network administration. Regionally, consolidation of services in communications, human resources, financial services, and administrative assistance has also been implemented.

OTHER LOCAL OPERATIONS:

Local staffing in Student Affairs has been consolidated into fewer specialty positons in a new service delivery model:

· The “one-stop shop” model is considered a well-established best practice nationally and is designed to meet students’ advising and business services needs.

ACADEMICS:

No faculty and instructor positions have been eliminated as a result of budget reductions, and courses and sections are unaffected.

SOME Q & A:

1. Will UW-Marathon County’s identity be maintained? The unique identity of UW-Marathon County, as a campus of the UW Colleges, is part of what makes the UW Colleges special. UW-Marathon County will retain its current name and full identity; it will, however, benefit from a closer partnership with other campuses within the North Region. By streamlining administrative duties and creating avenues for campuses to collaborate regionally, UW-Marathon County will benefit in new ways from the new model. Regional leadership will be expected to strategically nurture local partnerships, thus leveraging the resources of our campuses even more than we do now.

2. What does this mean for the communities, such as Marathon County, that have financially invested in the campuses? How will the relationships remain strong? Our partnership with Marathon County has made our campus and our students successful for over half a century. Marathon County has invested over $67m in its UW campus and annual expenditures in 2014 approached $700,000. The UW Colleges and the Regional Administration are committed to ensuring that this partnership remains as strong and as successful as ever.

3. What is a Regional Executive Officer/Dean, and what are the responsibilities? Under the new administrative structure, the North Region is led by a Regional Executive Officer/Dean (REO/Dean) who oversees a regional leadership team. The REO/Dean reports directly to the Chancellor of UW Colleges and UW-Extension. The REO/Dean will, among

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other duties and responsibilities: develop strong and productive relationships with local government and other leaders within the respective regions; provide academic and strategic leadership to the campuses in the region; and work collaboratively with faculty, staff and students to establish policies and practices that ensure regional and campus success.

4. How will the REO/Dean position be different from the old Campus Executive Officer/Dean position? The job of REO/Dean is substantially different from the “old” campus executive officer/dean position. The territory will be wider, but the scope of the work in most cases will become narrower. The primary responsibility of the REO/Dean will be to grow the already strong relationships between the campuses and their respective county and municipal governments, business communities, K-12 partners and other educational partners, and others. The daily operations of the campus will no longer be the responsibility of the REO/Dean.

5. Who will take on the other responsibilities of the former Campus Executive Officer/Deans? The REO/Dean will have a regional leadership team of Regional Associate Deans, one each for Administration and Finance; Student Affairs and Enrollment Management; and Academic Affairs. These Associate Deans will assume the other responsibilities of the former Campus Executive Officer/Dean. In addition to responsibilities in their operational area, each Regional Associate Dean will also serve as a campus administrator on a campus within the region. As campus administrator, the Regional Associate Dean will be responsible for daily operations on a campus, serve as deputy liaison to local government and community organizations, and be responsive to student and community needs.

6. What can students expect with these changes? How will their experience be impacted? Students will not experience any changes in the classroom environment, faculty members, instructional academic staff members, or instruction. Other services for students are may be relocated or modified as a result of reorganization, but students should expect a similar level of service although in a different format. For example, services that can be provided remotely may not be offered on a campus (see “Local Operations” and “Consolidated, State-Wide Positions,” above).

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UW Colleges is an institution of the University of Wisconsin System comprised of 13 campuses and UW Colleges Online. UW Colleges offers an Associate of Arts and Science degree and a single Bachelor of Applied Arts and Sciences degree. By providing an affordable, accessible education, UW Colleges prepares more than 14,000 students of all ages and backgrounds for success in some 200 baccalaureate and professional programs. While UW Colleges faculty and staff are employed by the UW System, municipalities and/or counties own the campuses and buildings in which the UW Colleges are located.

RESOLUTION #R-5-16 APPROVE 2015 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 2015 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: Sheiff-232-978 State Grant Revenue Transfer to: Sheriff-232-978 Wages overtime Amount: $11,090 Re: State grant-Alcohol Enforcement Grant 2015-16

Transfer from: Sheriff-143-867 State grant Revenue Transfer to: Sheriff-143-867 lodging/supplies expense Amount: $2,200 Re: State grant-Internet Crimes against Children

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 19th day of January 2016.

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-6-15 AUTHORIZING COUNTY ADMINISTRATOR’S OFFICE TO CREATE TRANSITION PLAN TO TRANSFER MAINTENANCE

RESPONSIBILITIES AT NORTH CENTRAL HEALTH CARE (NCHC) CAMPUS FROM NCHC TO MARATHON COUNTY FACILITIES AND CAPITAL MANAGEMENT

WHEREAS, Marathon County has entered into a series of use agreements with the North Central Community Services Board, created pursuant to §51.42, Stats., for the use of property located at 1100 Lakeview Drive, Wausau Wisconsin, referred to as NCHC Campus, which includes Mount View Care Center Nursing Home Facility; and

WHEREAS, said agreements have contained terms that require the County to contract with NCHC to “maintain the property and all improvements, additions or alterations as well as any equipment, personal property and landscaping constructed or installed by the COUNTY and/or NCCSP upon the property subject to this agreement;”

WHEREAS, the NCHC Oversight Task force has reviewed this issue and has determined to recommend to the Marathon County Board that it authorize the Marathon County Administrator to create a transition plan and modify said use agreement; and

WHEREAS, the reasons cited by the task force for this change are as follows: Both the County and NCHC employ staff to perform what are essentially the same functions. Specialized building maintenance needs at the NCHC Campus can be sufficiently addressed by existing staff

working under one department head. Medicaid and Medicare billing, which includes a portion of maintenance costs as overhead, will not be affected

by this transition. Combining the work forces under one department of county government will result in efficiency as well as

consistency; and WHEREAS, Marathon County Executive Committee met on January 6, 2016 and approved the Task Force recommendation to be forwarded to the Board; and WHEREAS; the Task Force and the Executive Committee recognize that there is a distinction between repair and maintenance services and housekeeping services and recommends that the Administrator be directed to conduct a separate cost benefit analysis in order to develop a recommendation for the Board determine whether housekeeping services should be included as part of the job duties to be transferred. NOW, THEREFORE, BE IT RESOLVED, that Marathon County Administrator is hereby authorized to develop a transition plan to transfer maintenance responsibilities at North Central Health Care Campus from NCHC to Marathon County Facilities and Capital Management Department and to amend Use Agreement to reflect same.

BE IT FURTHER RESOLVED that the Administrator is hereby directed to conduct a separate cost benefit analysis in order to develop a recommendation for the Board to determine whether housekeeping services should be included as part of the job duties to be transferred.

BE IT FURTHER RESOLVED that all other appropriate officials of Marathon County are hereby authorized and empowered to take actions necessary to effectuate the purposes of this resolution. Submitted this ____ day of January, 2016.

EXECUTIVE COMMITTEE ______________________________________ ______________________________________ ______________________________________ ______________________________________ ______________________________________ ______________________________________ ______________________________________ ______________________________________

Fiscal Impact Estimate: No Levy Impact anticipated. Marathon County has been paying NCHC for Maintenance and Housekeeping services as part of the quarterly allotment paid by Marathon County, pursuant to the terms of the current Use Agreement.

RESOLUTION #R-7-16

TO APPROVE ADMINISTRATOR’S WORK PLAN FOR 2016 WHEREAS, sec. 2.01(21)(a), Gen. Code of Ordinances for Marathon County directs the County Administrator to prepare and present to the Board for approval a Work Plan for the next succeeding fiscal year; and WHEREAS, sec. 2.01(21)(a), Gen. Code of Ordinances also provides a process for the Marathon County Executive Committee to “review and to modify the plan, as required during the year, to assure the highest priority work of the county is addressed;” and WHEREAS, at its meeting on January 6, the Executive Committee voted to approve the Work Plan for 2016, as presented by Deputy County Administrator, Deb Hager. NOW, THEREFORE, BE IT RESOLVED that the Board of Supervisors for the County of Marathon does hereby approve the attached Administrator’s Work Plan for 2016. BE IT FURTHER RESOLVED that the Executive Committee is charged with the responsibility to monitor and amend the Work Plan to reflect emerging priorities during the next year, pursuant to sec. 2.01(21)(a), of the General Code.

Dated: January ____, 2016.

EXECUTIVE COMMITTEE

______________________________________ ______________________________________

______________________________________ ______________________________________

______________________________________ ______________________________________

______________________________________ ______________________________________

Fiscal Impact: None.

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2016 WORK PLAN

12/15/2015

CORE STRATEGY #1: PROVIDE LEADERSHIP FOR GREATER COOPERATION AND COLLABORATION AMONG STATE, REGIONAL, AND LOCAL PUBLIC AND PRIVATE ENTITIES.

Activity

What We have Already Done

Outcomes

Time Line

Progress Progress

1. Support the NCHC Task Force in Defining the Relationship the County Wants with NCHC.

Responsible person(s): Deb Hager with the support of the County Board Chair and the NCHC Task Force

A lot has been learned about mental health and corrections. (Both a national and local concern)

Mental health services in the Jail have been improved.

Needs around crisis services have been discussed, but not fully defined or achieved.

Offender mental health needs are addressed. Law enforcement professionals are

clear on what support they can expect from NCHC. NCHC accepts offenders as part of

their community mental health mission and actively develops strategies to meet the unique need of this population.

The Task Force is expected to report out its recommendations by March 31, 2016.

Those findings will clarify what needs to be done and by when.

2. Manage the Cost of Health

Benefits Provided to Employees Including a Bold Initiative to Promote Wellness.

Responsible person(s): Brad Karger with the support of Frank Matel, Glen Aldrich and Joan Theurer

We have a successful Weight Watchers at Work Program in place.

Preliminary conversations with GHT about helping us fund an expanded wellness initiative.

Preliminary conversations with the other public employers about combining efforts on a wellness initiative.

Healthier eating and more active lifestyles. Less need for pharmaceuticals for

cholesterol and high blood pressure. Reduce chronic disease Long term – reduced cost of

employee health care

An employee wellness plan approved and in place for the 2017 budget.

3. Implement Uniform County Addressing.

Responsible person(s): Deb Hager with the support of the County Board Chair

Many group presentations have been made to clarify the problems that will be resolved by Uniform Addressing.

Preliminary discussions among the Executive Committee members have occurred with regard to the County’s financial contribution to the initiative and the funding source.

The County Board makes a well informed decision. Community leaders, even if they don’t

like the decision, at least accept that it was an open decision-making process. Implementation is efficiently managed

and local concerns are addressed as much as they can be.

An implementation plan and schedule is approved by the County Board at their October meeting.

All the pieces are in place including funding for a 2017 implementation.

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4. Oversee the Aquatic Therapy

Study Designed to Produce a Cost Estimate Sufficiently Specific ad Reliable to Base a Borrowing Resolution Upon.

Responsible person(s): Brad Karger with the support of Michael Lotter

U.S. Aquatics has provided a range of costs for various options.

I have identified myself as the single point of contact with U.S. Aquatics.

U.S. Aquatics will provide a more precise cost estimate for a rectangular pool and a new site.

An RFP for a second cost estimate has been created and distributed.

The County Board makes a well informed decision when it votes on the borrowing resolution. The financial projection accurately

represents the cost of the project.

The borrowing resolution vote occurs during or before the August County Board meeting.

A construction plan is ready within 45 days after an approved borrowing resolution.

5. Develop and Implement a County Policy for Providing Financial Assistance to Municipalities Involved in Commercial Real Estate Litigation Defense.

Responsible person(s): Brad Karger with the support of Scott Corbett

$20,000 was set aside in the 2016 budget to support municipalities in commercial real estate defense litigation.

The County Board adopts a policy for cost sharing which supports municipalities in property assessment litigation Financial support is open to all

municipalities not just Wausau. Policy does not call for the County to

provide oversight to litigation unless such participation adds value.

Policy approved by the County Board during or before their March meeting.

6. Oversee the Nursing Home Remodel.

Responsible person(s): Brad Karger with the support of Michael Lotter

The County Board committed itself to operating the nursing home long term.

New public reimbursement laws are well understood and support a new capital investment. Remodel occurs with patient safety at

the forefront of everyone’s thinking.

This capital project is stalled until the NCHC Oversight Task Force completes its work in April.

Project schedule for the nursing home project probably can’t be completed until that report is received and key stakeholders have an opportunity to react to it.

7. Improve Communication with State Legislators to Forward Marathon County’s Initiatives on a Proactive Basis.

Responsible person(s): Brad Karger

CORE STRATEGY #2: FOSTER, AND WHEN APPROPRIATE, PROVIDE SERVICES, WHICH FACILITATE ECONOMIC DEVELOPMENT AND RESULT IN THE CREATION OF PRIVATE SECTOR JOBS.

Activity


Outcomes

Time Line

Progress

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1. Implement the County Marketing Study “Wisconsin Central Time”.

Responsible person(s): Brad Karger with the support of Jim Warsaw

MCDEVCO commissioned a marketing plan for Marathon County which has been partially implemented.

The County Board better understands what is in the marketing plan and expresses support. Marathon County and its “Wisconsin

Central Time” brand gain acceptance and are effective in promoting our County.

An action plan and financial plan is reviewed by the Executive committee during or before their June meeting.

2. Facilitate Greater Role Clarity Among Agencies Involved in Economic Development Including MCDEVCO, Chamber of Commerce, Centergy, and Municipalities.

Responsible person(s): Brad Karger with the support of Jim Warsaw

A lot of agencies and units of government are involved in e-commerce development.

Each agency brings a different perspective and resources to the table.

A retreat of the MCDEVCO Board and the Education & Economic Development Committee occurred in 2015.

The MCDEVCO Board and Education and Economic Development Committee agree upon an action plan for both groups for 2016-17. The County’s economic development

activities are well coordinated.

A 2016-17 Economic Development Plan, which clarifies roles and responsibilities for new or ongoing initiatives, presented to the County Board during or before their September meeting.

CORE STRATEGY #3: PROVIDE LEADERSHIP AND SERVICES FOCUSING ON IMPROVING LAND USE AND RESOURCE PLANNING. THIS WILL ASSURE THE ORDERLY DEVELOPMENT OF RETAIL AND MANUFACTURING BUSINESS, AGRICULTURE/AGRIBUSINESS, AND RESIDENTIAL GROWTH WHILE RETAINING THE RURAL CHARACTER OF MARATHON COUNTY.

Activity


Outcomes

Time Line

Progress

1. Complete the Comprehensive

Plan for the County. Responsible Person(s): Deb Hager with the support of Becky Frisch and CPZ staff and department heads

Extensive planning involving multiple stakeholders has occurred.

Long range guide to decision-making is in place and routinely referenced and used by policy-makers.

Comprehensive Plan is approved and distributed by mid-year.

2. Complete Zoning Comprehensive Revision

Responsible person(s): Brad Karger and Becky Frisch

Extensive planning involving all key stakeholders has occurred.

The long range goal all along has been to include all Towns in County Zoning.

The Comprehensive revision will be approved and in place by mid-year.

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3. Restore the Pond at Bluegill Bay County Park for Youth Fishing.

Responsible person(s): Brad Karger with the support of William Duncanson and Peter Knotek

Construction design is in place Permits are in place. Fundraising largely complete.

A restored fishing pond that permanently stays clean of excessive plant growth and algae bloom.

The target is to start and complete construction in 2016.

CORE STRATEGY #4: DEVELOP AND IMPLEMENT INNOVATIVE APPROACHES, WHICH IMPROVE THE ADULT AND JUVENILE JUSTICE SYSTEMS, AS A MEAN TO CREATING MARATHON COUNTY AS THE SAFEST COUNTY IN WISCONSIN.

Activity


Outcomes

Time Line

Progress

1. Complete Phase 3 of the Radio System Upgrade to Improve the Signal on the County’s North Border (Berlin, Hamburg, Halsey)

Responsible person(s): Brad Karger, Dan Hoenecke and Dale Wisnewski

Phase 1 and 2 of the system upgrade have been completed.

Phase 3 has been assigned for design over the winter.

High quality public safety radio communications capacity in the County’s north border.

Land purchased and tower designed by 10/1/16.

Design complete and ready for construction in the summer of 2017.

2. Enhance Mental Health Services to Offenders

Responsible person(s): Deb Hager with the support of Chad Billeb

Tremendous amount of learning and planning has occurred with regard to mental health and corrections.

We have a plan in place to respond to mental health issues of offenders.

NCHC embraces the plan. Law enforcement sees the plan as a

big step forward in improving public safety.

Again a specific timeline will need to be created after the NCHC Task Force reports its findings and recommendations.

3. Create a Capital Plan (Long and Short Term) and a Staffing Plan Supportive of the County Board’s Prior Commitments When a New Judge is Allocated to Marathon County.

Responsible person(s): Brad Karger with the support of Michael Lotter and Frank Matel

The County Board has committed to providing facilities and staff support for a new Judge.

A conceptual plan has been prepared and discussed for remodeling the Courthouse for a new courtroom and to enhance efficiency and safety at all the courtrooms.

We have accommodated a new Judge short term doing the best we can within the limits of the current facility.

We review the prior plan for a comprehensive remodeling and create a financial plan. The new plan must be affordable and improve safety.

We meet all of the prior commitments in time so that the new Judicial appointment is not delayed.

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CORE STRATEGY #5: INCREASE COUNTY GOVERNMENT ACCOUNTABILITY BY ESTABLISHING MEASURABLE PERFORMANCE EXPECTATIONS FOR COUNTY PROGRAMS AND SERVICES. MONITOR PERFORMANCE WITH PREDETERMINED OUTCOME EXPECTATIONS.

Activity


Outcomes

Time Line

Progress

1. Select, Retain and Support a Consultant on Priority Based Budgeting Toward the Goal of Allocating Resources Based on Priorities.

Responsible person(s): Brad Karger with the support of the County Board Chair

A RFP for consulting support has been created and posted.

We adopt a methodology that can be applied long term.

Stakeholders accept the methodology as rational.

County Board members can effectively communicate the reasons some programs need to be reduced to the community

We need a plan to accommodate a 6 million dollar deficit in place for the 2017 budget. Part of that plan might include a wheel tax but an equal commitment will be made to reallocation from low to high priorities and administrative efficiency.

CORE STRATEGY #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.

Activity


Outcomes

Time Line

Progress

1. Build Public Engagement Capacity of County Leaders.

Responsible person(s): Deb Hager with the support of the County Board Chair

We have utilized public engagement to communicate with stakeholders about uniform addressing.

Policy and administrative leaders of the County learn to communicate with and engage the public more effectively.

Community leaders believe that their input has been considered.

Input received guides critical decisions.

By Labor Day leaders in various roles will have learned more about public engagement and will be supported in using these new techniques to effectively gain public acceptance of changes.

2. Publish a County E-Newsletter Targeted to community and Business Leaders.

Responsible person(s): Brad Karger with the support of Andy Johnson

The Polished Pen has been contracted with to provide editing and production of the newsletter.

Support for the work of County Government grows among government, civic and business leaders.

Four issues created all released in 2016.

Winter issue will be released by February 1, 2016.

ITEMS TARGETED TOWARD IMPROVING MANAGEMENT SYSTEMS

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Activity


Outcomes

Time Line

Progress

1. Implement the Next Phase of Pay-For-Performance Where Department Managers have Wide Discretion.

Responsible person(s): Brad Karger and Frank Matel

A new performance evaluation system has been created and is in use.

Consulted with the Human Resources leaders of private sector employers (Aspirus, Greenheck)

Eliminated pay increases based on time in grade.

The County’s pay practices and decisions result in a stronger organization culture and support better public service to the community.

The County’s top talent is retained.

By mid-year departments will be submitting to Employee Resources their pay increase plan.

Approved plans will be implemented before Labor Day.

2. Implement Specific Strategies Designed to Sustain the Strong Workplace Culture.

Responsible person(s): Brad Karger and Deb Hager

Employee videos created to highlight outstanding County employees and reinforce values.

Expansion of “rounding” planned. Culture survey results analyzed

and plans for improvement created both on the County level and the individual department levels.

The factors that build a strong culture are consistently considered in our leadership.

Our managers become excellent role models of our values.

Employees at all levels believe that their concerns are listened to and given serious consideration.

People are held accountable and rewarded for behavior that supports a strong culture.

Managers have the resources and support they need to be effective leaders for a strong culture.

“Rounding” with all employees by mid-year.

Employee videos widely distributed by 3/31/16.

Department with developmental needs have specific improvement plans in place by 3/31/16 and administration oversight in support of progress.

3. Implement the Short Term Recommendations of the Motor Pool Task Force in Vehicle Maintenance

Responsible person(s): Brad Karger

Task Force came up with several short term recommendations for cooperative purchasing.

Goal was added to the 2015 Work Plan but did not progress because of higher priorities.

Documented cost savings of 5 – 10 % as a result of cooperative efforts.

Oversight Group formed by 3/1/16. Consolidated purchase strategy

adopted and in place by mid-year.

RESOLUTION #R-8-16

APPROVING WITHDRAWAL OF MARATHON COUNTY FROM THE TRI-COUNTY JOINT CONTRACT WHICH CREATES THE NORTH CENTRAL COMMUNITY SERVICES PROGRAM BOARD AND TERMINATION OF

MARATHON COUNTY’S RELATIONSHIP WITH NORTH CENTRAL HEALTH CARE.

WHEREAS, the Marathon County Board of Supervisors have entered into a series of Joint Contracts to create and renew the North Central Community Services Board as a multi-county community services program with Lincoln and Langlade County; and WHEREAS, the Marathon County Board has determined that a multi-county community services program no longer meets the needs of the residents of Marathon County; and

WHEREAS, Marathon County Executive Committee met on January 16, 2016 and approved this Resolution.

NOW, THEREFORE, BE IT RESOLVED, that the Marathon County Board of Supervisors hereby approves withdrawal of Marathon County from the Tri-County Joint Contract which creates the North Central Community Services Program Board and termination of Marathon County’s relationship with North Central Health Care.

BE IT FURTHER RESOLVED that all appropriate officials of Marathon County are hereby authorized and empowered to take actions necessary to effectuate the purposes of this resolution.

BE IT FURTHER RESOLVED that the expected effective date of this withdrawal is January 1,2018,

unless either of the other two counties involved also decide to withdraw, or the counties otherwise agree to an earlier termination date. Submitted this ____ day of January, 2016.

EXECUTIVE COMMITTEE

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Fiscal Impact Estimate: No Levy Impact anticipated at this time for 2016 Budget. The effect of this resolution on future budgets will be developed through the regular process.