2025 Department Annual Reports

County of Door 2025 Annual Reports Compiled by: Door County Administrator’s Office 421 Nebraska Street Sturgeon Bay, WI 54235 (920) 746-2552 2025 Annual Reports to the Door County Board of Supervisors Broadband ....................................................................................................3 Child Support ...............................................................................................6 Circuit Court and Clerk of Court (and Register in Probate) ........................8 Communications ........................................................................................14 Corporation Counsel ..................................................................................16 County Clerk ..............................................................................................20 District Attorney ........................................................................................22 Emergency Services and Emergency Management ...................................26 Facilities & Parks .......................................................................................31 Finance Department ...................................................................................37 Health & Human Services .........................................................................40 Highway & Airport Dept. ..........................................................................45 Human Resources ......................................................................................49 Land Use Services......................................................................................51 Library........................................................................................................53 Museum & Archives ............................................................................57 Register of Deeds .......................................................................................59 Sheriff’s Office. .........................................................................................62 Soil & Water Conservation Department ....................................................68 Technology Services .................................................................................72 Transportation ............................................................................................75 Treasurer ....................................................................................................77 UW-Extension............................................................................................79 Veterans Office ..........................................................................................83 2025 ANNUAL REPORT DOOR COUNTY BROADBAND DEPARTMENT A. Mission Statement: The Door County Broadband FiberNet Project promotes interaction between all stakeholder groups to coordinate and deploy a municipality-led broadband fiber network in Door County. B. Summary of Responsibilities: • Champion the vision of the Door County FiberNet • Provide local coordination working with all municipal broadband/technology committees by helping with project development, work product, and grants. This addresses work in Access, Adoption, and Affordability. • Provide as-needed support for municipalities and their Internet Service Providers (ISPs) in meeting the goals of FiberNet. • Build partnerships and work with stakeholders like WPS, WI PSC WBO, SBU, WI DNR, USFWS, ISPs, UW Extension, and New North. • Maintain awareness and monitor the status of federal and state broadband-related grants and loans. • Build partnerships, collaborate, coordinate and track activities and policies related to Digital Inclusion. C. Program Summary: • FiberNet Door County – local coordination with municipal broadband committees to enter into public private partnerships to build out fiber-to-the-premise infrastructure under their municipal boundaries. • Digital Skills Door County – grow and strengthen the digital inclusion and skills- building ecosystem in Door County in partnership with the United Way of Door County, and additional stakeholders. D. Goals / Objectives Achieved in 2025: • Filed BEAD engagement and endorsement support including resolutions for ISPs in January • Completed issuing the final Door County Broadband Grant Program awards, and closed out the program. Total program funds issued $487,225.00. • Submitted the PSC Local Planning Grant Final Report to NEW North • Presented at the NEW Digital Leaders Conference with DCEDC – Bridging the Digital Divide: A Broadband Revolution Through Partnerships & Innovation • Established broadband permit and construction tracking to update the committee and municipalities. • Working with United Way on the CPF Digital Connectivity & Navigators Program issuing devices through 2026. Page 3 of 84 • Door County BEAD BOB Awards Summary: total County award is $22,613,241.00 for 5,979 locations, the 8th highest award in the state. E. Knowledge Sharing 2025: • Continue to coordinate County resources from GIS, LIO, Soil & Water, Highway, and Treasurer with municipal committees and ISPs. • Facilitate local permitting and environmental compliance review with municipalities to expedite broadband construction readiness. IE: conversations with WE on joint use and Frontier Communications on purchasing poles to expedite make-ready. • Collaborated with NEW Boost for regional digital skills building • Collaborated with the WI Broadband Office for the WI Digital Equity & Stakeholder sub-committee • Collaborated with UW Extension WI Digital Navigator Network for statewide digital skills building F. Department Budget Status 2024 2025 Approved Budgeted Expenditures $128,275.00 $95,069.00 Actual Expenditures $92,728.49 $93,452.73 Budgeted Revenues $128,275.00 $95,069.00 Actual Revenues $97,130.53 $93,452.72 Levy Appropriation NA/ ARPA NA/ARPA Grants received for 2025: • BEAD BOB - $22,613,241.00 Municipal broadband investment for 2025: • Liberty Grove - $6,392,357.00 Page 4 of 84 G. Other Accomplishments: • UW Madison Extension case study highlighting Door County’s broadband infrastructure efforts – Broadband by Committee: Building Local Capacity for Connectivity in Door County • WI Office of Rural Prosperity feature with NEW North on Regional Broadband Planning • Member of WI Broadband Office Digital Equity and Inclusion Stakeholder Group • Member of UW Extension Digital Navigator Network • Broadband Committee Phase I work on broadband access and extensive advisory guidance from 2022-2025 was transitioned to Phase II committee with a focus on broadband adoption and digital skills building. H. Issues, concerns, and Restraints. • Limitation on providing support to municipalities receiving BEAD grants, since the ISPs are contracting directly with the state for implementation. I. Goals and Objectives for 2026: • Continue to support municipal and ISP public-private partnerships and investment • Continue to support any ISP/municipal broadband grant applications • Continue to monitor broadband construction projects and progress • Continue United Way Digital Skills Door County work and local coalition building • Expand community education on FTTP adoption and use including digital skills building by working with municipalities and trusted stakeholders in the community • Build relationships with ISPs for broadband adoption outreach and digital skill building • Build relationships with trusted stakeholders to build a network of digital skills volunteers • Issue a digital skills survey in partnership with United Way and other trusted stakeholders Page 5 of 84 2025 ANNUAL REPORT DOOR COUNTY CHILD SUPPORT DEPARTMENT A. Mission Statement: Door County Child Support Enforcement Agency’s mission is to provide efficient and effective services that benefit families and the public consistent with the law. The Agency operates the State of Wisconsin’s child support program for Door County by providing services for the location of absent parents, establishment of paternity, establishment of medical support and child support orders, the enforcement of the orders, and the detection and prevention of fraud. B. Summary of Responsibilities: • Establishment of paternity for children who do not have a father listed on their birth certificate. • Establishment of court orders requiring parents to pay child support and provide health insurance for their children. • Collection of court-ordered support payments. • Commencement of administrative and/or legal actions to enforce collection. • Recovery of money due the State of Wisconsin as repayment of amounts expended for certain public benefits. • Detect and prevent the fraudulent receipt of benefits. C. Program Summary: Child support. Goals / Objectives Achieved in 2025: The Agency again exceeded the 80 percent level for current support collections and Door County continues to be in the top ten counties in Wisconsin for percentage of current support collected. The “payments on arrears” also again exceeded the 80 percent level—the level set by the State of Wisconsin and the Federal Government. Door County will be awarded the Certificate of Excellence based on our overall performance in the metrics designated by the Federal Government. The CSA also started implementing electronic files and all new cases will be entirely electronic going forward. A big thank you to TS for their collaboration in making this happen. D. Knowledge Sharing 2025: Attorney Martin continues to lead a statewide initiative to coordinate and collaborate at the county level. The group is focused on practical improvement to the program such as training, management, cross-county service contracts, and networking. The group expended in 2025 to include several new counties. Page 6 of 84 E. Department Budget Status 2024 2025 Approved Budgeted Expenditures $672,309 $679,975 Actual Expenditures $661,136 $610,015 Budgeted Revenues $577,506 $581,632 Actual Revenues $587,003 $580,452 Levy Appropriation $74,133 $29,563 Grants received for 2025: None. F. Other Accomplishments: N/A G. Issues, Concerns and Restraints: • Outdated KIDS system continues to have issues as other interfacing systems are updated. • A new administrative assistant started in December 2025 after the last one retired after 27 years. That retirement marked the last of core employees within the CSA that worked there for over 25 years each. • Forthcoming THRIVE system was anticipated to be fully implemented by 2029 with testing and piloting expected as early as 2027. The State has terminated the contract with the company responsible for developing the new system for the past several years and is now in the process of contracting with a new one. This will inevitably delay the new system, but the State has not indicated what the new timeline will be. This marks a significant setback for the child support program as the current system dates back to 1997 and is very inefficient. The outdated system presents a training and retention obstacle for CSAs across the state. • Several new legislative changes proposed by the State, if passed, would impact many of our cases, workflow, and funding. These efforts are not new, but the ending of State reimbursement for alternative care cases will have an impact on funding for Door County’s Health and Human Services. H. Goals and Objectives for 2025: • Improve upon collections rate. Door County in 2021, 2022, and 2023 finished first in current support collections. Getting back near the top position or two. • Continue to train and develop staff. With the exception of the administrative assistant, every member of the Department has 4.5 years of experience or less. Page 7 of 84 1 2025 ANNUAL REPORT DOOR COUNTY CIRCUIT COURT and CLERK OF COURT A. The mission of the Wisconsin Court System is to protect individuals’ rights, privileges and liberties, to maintain the rule of law, and to provide a forum for the resolution of disputes that is fair, accessible, independent and effective. It is the responsibility of the Circuit Court system to fulfill this mission in Door County. B. Summary of Responsibilities Circuit Court The Circuit Court handles all stages of criminal proceedings; juvenile CHIPS, delinquency, termination of parental rights and ordinance cases; family matters, including divorce and paternity; all civil matters including personal injury, land disputes, contracts, foreclosures, money judgments and small claims; traffic and forfeiture cases; probate, guardianship, and mental, drug, and alcohol commitment proceedings; and court review of local and state adminis trative proceedings including zoning, taxes, condemnation, DNR permits, and worker’s and unemployment compensation reviews. Door County has two Circuit Court Judges. Judge Jennifer A. Moeller has been the Branch I judge since 2024. Judge David L. Weber has been the Branch II judge since 2016. Each judge has a judicial assistant. Pamela Parks works with Judge Moeller and Cynthia Sommer is the judicial assistant for Judge Weber. Ms. Parks is the current Juvenile Court Clerk ; Ms. Somm er is the Assistant Juvenile Court Clerk. The judges have court reporters assigned: Melissa Ciszewski serve s Branch 1, and Holly Jewell serves Branch 2. Circuit Court also includes the Family Court Commissioner/Register in Probate, Regan Hendrickson. Pam Pride , Commissioner Hendrickson’s admin retired in October 2025 and a search was conducted to fill the position, which was still open as of the end of the year. There are four Supplemental Court Commissioners appointed by the judges: Door County Attorneys: James Downey, Randall Nesbitt, Jennifer Hobart, and Matthew Pribyl . There are six Commissioners of Condemnation appointed by the judges: James Downey, Dan Lenius, James Pankratz, David Smith, Heather Smith, and Nancy Robillard. Clerk of Court The Clerk of Court (COC) is the principal non -judicial officer of the court, responsible for supporting the judges by overseeing and managing the court's comprehensive administrative and operational functions. As a Constitutional Officer, the Clerk of Court is elected every four years by the voters of Door County. Connie DeFere was first elected as Clerk of Court in November 2014 and assumed office in January 2015. The office is supported by five full -time deputy clerks, who function as case ma nagers: Laurie Schlaefer, Jodi Robillard, Jan Anderson, Chrystal James, and Jennie Ledvina. Additionally, the office is staffed with three jury bailiffs: Mary Lardinois, Val Mosgaller, and Jan Olson. The Clerk’s Office is responsible for managing a wide ar ray of duties across more than 30 case types. These include the most frequently encountered categories such as Criminal, Civil, Divorce/Paternity, Small Claims, and Traffic cases. The office regularly collaborates with public safety agencies, government entities, businesses, professionals, and the general public to ensure the efficient and effective handling of all case types. Page 8 of 84 2 Managing these diverse and often complex tasks requires addressing urgent matters and adhering to strict deadlines. Essential and mandated functions of the Clerk of Court's office include administering oaths, swearing in witnesses, bailiffs, and jurors, as well as attending daily court hearings and trials, recording minutes, managing exhibits, preparing documents, and overseeing all court records and cases. The office is also responsible for obtaining signatures and preparing critical reports for both the state and the county. Providing accurate and timely service to all customers is a core responsibility of our office, as the information and documents we manage frequently have significant, life -altering implications for those we serve. Another key responsibility is the collection of filing fees, attorney reimbursement fees, fines, bonds, and court costs. The funds collected are either held in trust accounts or distributed to the appropriate entities, including individual parties, vendors , local municipalities, the county, city, and state. In 2025, our office has processed over $2.5 million in receipted funds, with $115, 274 collected through State Debt Collection (SDC) efforts and an additional $8, 166 through tax intercept. Notably, these collection methods have incurred no cost to the county. The Clerk of Court is responsible for overseeing all jury -related functions, including the recruitment and random selection of jurors, the formation of jury pools and panels, case assignments, juror q uestioning, issuance of summonses, management of juror payments, and ensuring the accurate and timely reporting of trial information for both the county and state records. In 2025, the office planned for 37 jury trials; however, jurors were brought in for only four trials. This reflects the unpredictable nature of jury management, requiring ongoing flexibility to accommodate last-minute changes while ensuring proper management of jury resources. Program Summary 1. Treatment Court. Treatment Court is an evidenced-based judicial process to enhance public safety and restore sober, productive and law-abiding citizens to the community. 2. Victim Impact Panel. Victims of drunken driving tragedies share their stories of pain and loss with drunken driving offende rs who appear to need understanding the results of impaired driving. C. Goals / Objectives Achieved in 2024 1. Treatment Court On December 21, 2020, the Treatment Court accepted its first participant. Since then, the Treatment Court has had approximately forty referrals, with fourteen individuals who have graduated from the program. The Treatment Court Team is fully committed to continuing this program. However, the Treatment Court has not accepted any new applicants since March, 2025. This is due to staffing issues at the Department of Health and Human Services. Specifically, the DHHS has had departures of key personnel who were i nvolved with the Treatment Court, including a coordinator, a case manager, and a counselor. Fortunately, the County has hired Kristen Deprey as its Behavioral Health Clinical Supervisor. Ms. Deprey is fully committed to the Treatment Court and its mission . In addition, Scott Dadam has been hired as a Treatment Court counselor. The only missing piece currently is a case manager. The County is advertising to fill this position. Once a case manager is hired, the Treatment Court Page 9 of 84 3 will once again be accepting new participants. Because of these issues, the Treatment Court currently has no participants, having graduated its last participant in March, 2026. A team of Treatment Alternatives and Diversion specialists from the Department of Justice did an on-site review of our Treatment Court in March, 2025. It observed our staffing meeting and our court session with participants. It also reviewed our handbook and policies. It issued a report, which was very positive. It did, however, suggest some changes, especially in our handbook, which the Treatment Court is currently working on and implementing. The Treatment Court Steering Committee met regularly throughout 2025 to provide program oversight. Judge Weber participated in online discussions with other treatment cou rt judges approximately once every six weeks, and he will continue to do so. The team attended seminars and training and will do so again this year. 2. Court Access Technology updates have been completed in all three branches, which includes updates and improvements to ZOOM technology interfaces, new displays and desktop kiosks for the judges and clerks to run the Zoom Rooms. While the project construction wrapped up on time, there were punch list items and technology logistics that continued to require vendor and staff support to iron out. The court appreciates all the support from staff (TS and Facilities) who assisted. Functionality is fully operational and improvements realized. 3. Circuit Court Automation Program (CCAP) The Clerk of Court team has worked diligently to stay current with the ongoing updates and changes to the Circuit Court Automation Program (CCAP). This includes the continuous revision of forms and procedures, as well as the ongoing implementation of CCAP 3 financials. We are optimistic that the full integration of the new financial system will be completed this year, as managing two separate financial systems simultaneously has posed significant challenges. D. Knowledge Sharing 2025 1. Judge Moeller and Judge Weber hosted local high school and grade school students to discuss the courts and the legal process. 2. Judge Moeller and Judge Weber hosted periodic lunch meetings to discuss court procedures and operations with city, county and state departments that interact with the court system. 3. Judge Weber chairs the Door County Criminal Justice Collaborating Council (CJCC) on an interim basis currently. The CJCC’s mission is to enhance public safety in Door County through community collaboration by ensuring offender accountability, providing rehabilitation programs, and supporting the rights and needs of victims. In the short history of the CJCC, most of the activi ty had related to the Treatment Court. However, now that we have completed our Sequential Intercept Model (SIM s) mapping, the CJCC will be focused on implementing the recommendations of the SIMs report. (See G 5. Below). 4. Judge Weber conducted several presentations in 2025 to various organizations regarding the Treatment Court. He received positive feedback from the community about this program. 5. The Clerk of Court team is committed to educating the public on court procedures and protocols through various channels, including tours, phone, text, email, and the county website. Connie, along with other professionals, participated in the October 2025 Career Day held at NWTC, Sturgeon Bay for 8th graders and their peers. Page 10 of 84 4 6. The Clerk of Court, in collaboration with Financial Clerk Jan Anderson, our TS department, and CCAP/The State, organized and hosted an informative and collaborative training session in November in our Jury Assembly Room for all Financial Clerks in District 8. Attendance was strong, and the information shared, along with the recognition of fellow Distric t 8 clerks, proved valuable to all participants. E. Department Budget Status 1. Updated Numbers 2024 F. 2025 Approved Budgeted Expenditures 1,181,885 $1,216,549 Actual Expenditures 1,240,059 $1,245,701 Budgeted Revenues 485,800 $511,200 Actual Revenues 594,759 $605,085 Levy Appropriation 696,085 $705,349 2. Grants received for 2025 a. TAD Grant. The Door County Department of Health and Human Services received the Treatment Alternatives and Diversion Grant from the Wisconsin Department of Justice to help fund the Treatment Court. The funds will last only until December, 2026. However, the State has strongly encouraged us to reapply this fall, and we will do so. If we are successful, we will have TAD grant funding for an additional five years. This grant funds the cost for a portion of the court services coordinators and treatment court counselor’s time, treatment court team trainings, computer software, participant drug screens, transportation costs, and incentives for participants. b. Title IV-E Grant. Commissioner Hendrickson worked with the Door County Health and Human Services to a pply for the Title IV -E Reimbursement Program for Legal Representation of Parents and Children. The grant offsets legal fees and expenses already required of the court in certain cases. Door County’s application was approved for 2026. There are some changes coming for this program, the details of which are still pending and are anticipated in August 2026. c. WI Supreme Court’s Annual Assistance. The Clerk of Court submits reports with the help of Circuit Court, Finance, and Corporation Counsel, to ensure the county’s receipt of local financial assistance to support Circuit Court, Court Interpreters, and Guardians ad Litem. In 2025, Door County received $217,711. G. Other Accomplishments 1. RIP/FCC Regan Hendrickson serves on several boards and organizations important to her role. These include Wisconsin Interdisciplinary Counsel on Divorce (WIPCOD) which hosts a two- day conference each spring , Working Interdisciplinary Netw orks of Guardianship Stakeholders (WINGS), Door County Coordinated Community Response (CCR) and the Wisconsin State Bar Family Law Conference planning committee, which is hosted each year in Sturgeon Bay. In 2025 Commissioner Hendrickson was also nominated to and participated in Leadership Door County. She serves as the Class Representative to the class on the LDC Board. Page 11 of 84 5 2. Connie DeFere continues her involvement with the Wisconsin Clerk of Circuit Court Association (WCCCA) by serving on the Audit Committee, attending relevant conferences, and participating in UWGB courses. She has also worked with the county board and lobbied at the State Capitol to advocate for a more balanced financial partnership between counties and the state in managing the court's fiscal responsibilities. As a result of these efforts, Door County received $29,552 for the 2025 budget and anticipates similar fu nding for 2026. Ongoing lobbying by the WCCCA aims to influence potential policy changes for the 2027 budget. 3. Security has consistently been a priority throughout the county. In January 2025, the Clerk of Court reception area was enhanced with the installa tion of a security glass wall by local company Door County Glass and Mirror, providing added protection for our team while ensuring liability measures are met for the county. Alongside this security upgrade, the lobby’s aesthetic was transformed, creating a more welcoming and accessible environment for all visitors. Additionally, through the efforts of Jan Anderson, Laurie Schlaefer, and Jodi Robillard, a historical display was created to honor the individuals who have served as elected Clerks of Court, recognizing their commitment to the residents of the county. 4. Judge Moeller serves on the Circuit Court Access Program (CCAP) Steering Committee, a group that advises the statewide computer system serving courts and the public. Judge Moeller is a member and chair of the Wisconsin Courts’ Model Record-Keeping Procedures Committee. 5. Judge Weber, along with 27 other representativ es from Door County, participated in a Sequential Intercept Model (SIMs) Mapping program in November, 202 5. The program was sponsored by the Wisconsin Court System and had six facilitators. The program helped identify resources and opportunities within our community to improve justice and behavioral health responses to individuals with mental illness and substance use disorders. The program resulted in two separate work groups, one which will focus on obtaining housing for various groups in need, and one which will focus on bringing more providers to our community who treat mental illness and substance use disorders. The SIMs facilitators prepared a report with recommendations for Door County going forward. We expect that these items will be the focus of CJCC meetings in the future. H. Issues, Concerns and Restraints 1. A court reporter shortage exists in the state and country. The use of Zoom for court helps address the court reporter crisis, but this issue remains a statewide concern. Although there is a place for recordings of proceedings, an official court record remains a vital part of the justice system. In 2021, digital audio recording (DAR) systems were installed in all branches by the State Courts. The training and implementation of DAR is pending. 2. Representation for indigent and state public defender (SPD) appointments is needed. There continue to be few local attorneys who accept SPD appointments. In juvenile cases and cases involving people with mental impairments, most of the attorneys are from out of county. The county has had to appoint attorneys in some cases in which the SPD could not find an attorney to travel to Door County. Offering remote options assists the court in continuing to be able to service these vulnerable members of the public. 3. The demand for interpreters remains high, not only for court proceedings but also for various other court-related services. The state has worked on a universal contract for interpreters to help maintain reasonable costs across the state. Door County continues to implement dedicated interpreter days each month, aiming to minimize overall expenses while ensuring access to essential services. Page 12 of 84 6 I. Goals and Objectives for 2026 1. The Treatment Court needs a case manager to continue operating. The DHHS expects to fill this position shortly. Once that happens, the Treatment Court will be fully operational again, as all key stakeholders believe in the program. Successful graduation continues to be reasons for the court and the communit y to celebrate everyone’s hard work. The Treatment Court Steering Committee will continue to provide oversight with monthly review meetings and an annual long-range planning meeting. The treatment court will continue to engage in training, evaluate its handbook, testing protocol, sanctions and rewards, and court proceedings. The Steering Committee will continue to meet with participants to better evaluate the efficacy of its policies and procedures 2. Education and Outreach. a. Judge Weber and the Treatment Court Steering Committee will continue to educate the public about Treatment Court. b. Commissioner Hendrickson continues to participate in panels for both FCC/RIP presentations and at the State Bar’s Family Law Workshop in Door County in August. The FCC is active in her various roles and will continue as a guest on WDOR, the Pulse Podcast and speaking to local organizations about the courts, family law and elder care. c. We expect to host more tours for the public including Leadership Door County and students to explore employment opportunities the county has to offer. The court also supports local Mock Trial teams and provides direction and space for the teams to practice in the courtrooms. 3. Circuit Court Automation Program (CCAP) Clerk of Court team remains committed to staying informed about the ongoing updates and changes to the Circuit Court Automation Program (CCAP). Anticipated updates for 2026 include finalizations of the CCAP 3 financials, updated forms and codes, as well as potential technology enhancements, subject to state budget allocations for the Wisconsin Court System. 4. Local Court Rules A work group consisting of Judge Weber, Judge Moeller, District Attorney Colleen Nordin, and Family Court Commissioner Regan Hendrickson was formed to draft local rules for our Circuit Court. We believe some local rules are needed to help with court operations and case management. The group has met twice and is in the process of preparing a draft for circulation to the entire Door County Bar Association. We hope to have adopted our local rules by mid - year 5. Security & Facilities Committee Judge Weber will continue to Chair the Door County Security & Facilities Committee. Meetings will be conducted four tim es per year. Judge Weber recently sent out Supreme Court Rule 68.05, which specifies who shall attend these meetings. We hope we will have all these persons at future meetings. Page 13 of 84 2025 ANNUAL REPORT DOOR COUNTY COMMUNICATIONS CENTER Mission Statement The mission of the Door County Communications Center is to provide a vital link to the public and all emergency services. We are dedicated to serving with integrity, compassion, and concern for the welfare of others. Our goal is to provide efficient, courteous and quality service to the community. Our standard is excellence and our model of success is teamwork. Summary of Responsibilities Communications Division • Receive all 911 emergency calls • Receive administrative non-emergency calls • Dispatch for 4 law enforcement agencies • Dispatch for 11 fire departments • Dispatch for 1 County EMS department • Dispatch for 12 first responder groups • Coordinate with 3 primary external public safety agencies as needed • Track all public safety units within the County at all times • Assist all public safety agencies with resource and information support during incidents • Continuously update resources and best practices • Monitor severe weather and activate warnings as needed • Participate in training and exercises • Various record filing Goals / Objectives Achieved in 2025 • Completed the NG911 project, live date was 1/15/2025 • Received new grants totaling over $100,000 for backup dispatch consoles, desktop computers for dispatch and training conferences. • Grew relationships with internal and external partners • Implemented EMD in the center • Went live with Text to 911 and made the public aware Page 14 of 84 Department Budget Status Issues, Concerns and Restraints • Communications call volume levels are a challenge due to the uniqueness of the County. The busy tourism season along with weekly events grows the population exponentially higher, leading to triple the call volume during the busy season while staffing levels in dispatch have been hard to keep fully staffed to absorb this extra load. • Making sure our department stays within the budget is always a concern. Goals and Objectives for 2026 • Become fully staffed and retain staff • Continuing education for dispatchers • Continue to grow the new dispatch lead positions • Apply for other communications grants as they become available • Grow and develop strong relationships with internal and external partners Respectfully Submitted By: Brenda Bley, Director 2024 Approved Budget $1,377,935 2025 Approved Budget $1,493,281 2024 Actual Expenses $1,248,000 2025 Actual Expenses $1,410,220 2024 Budgeted Revenues $263,346 2025 Budgeted Revenues $270,802 2024 Actual Revenues $245,107 2025 Actual Revenues $256,948 2024 Levy Appropriation $1,114,589 2025 Levy Appropriation $1,222,479 Page 15 of 84 1 2025 ANNUAL REPORT DOOR COUNTY CORPORATION COUNSEL DEPARTMENT A. MISSION STATEMENT: Our mission is to provide legal services, of the highest professional and ethical standards, that facilitate and support Door County's goals. B. SUMMARY OF RESPONSIBILITIES: The Door County Corporation Counsel Department attends to all civil legal matters relating to Door County. This includes: • Prosecute and defend all civil actions or proceedings. • Interpret the powers and duties of boards, commissions, committees, departments, employees, and officers of the County. • Serve as legal adviser to boards, commissions, committees, departments, employees, and officers of the County. • Guardianships and protective placements. ❖ Chapters 54 and 55 Wisconsin Statutes. • Civil (mental and alcohol) commitments. ❖ Chapter 51 Wisconsin Statutes. • Land use, zoning, conservation and environmental issues (e.g., agricultural standards and prohibitions, private on-site wastewater treatment systems, and stormwater and erosion control). • Code drafting, interpretation, and enforcement. • Employment / Labor Relations. ❖ This encompasses compliance with state and federal employment laws, regulations and rules; legal aspects of hiring, discipline and termination; legal aspects of negotiation, mediation and interest arbitration; legal aspects of grievances, up to and including arbitration; and representing the County in proceedings before the courts, administrative bodies and various agencies. • Contract negotiation, drafting, review, interpretation, and/or enforcement. • Foreclosure of tax liens (by action In Rem or In Personam) and sale of tax delinquent real estate . ❖ Chapter 75 Wisconsin Statutes. • Animal Abuse or Neglect. ❖ Section 95.21 and Chapters 173 and 174, Wisconsin Statutes. • Ethics and conflicts of interest. ❖ Render (verbal and written) opinions regarding ethics and conflict of interest issues. ❖ Sections 19.21 – 19.39 Wisconsin Statutes. • Public records. ❖ Sections 19.41 – 19.59 Wisconsin Statutes. • Open meetings. ❖ Sections 19.81 – 19.98 Wisconsin Statutes. • Real property acquisition / disposal. ❖ Handle legal aspects of the purchase and sale of real estate by the County. • Public works projects. ❖ Involved in the legal aspects of (e.g., land use and zoning, financing, risk management, drafting of documents, design, bidding, construction, oversight, and dispute resolution issues) public works projects. • Director of Family Court Counseling Services. ❖ Corporation Counsel is the Director of Family Court Counseling Services, with the attendant responsibilities and authority as set forth in Section 767.405 Wisconsin Statutes. Page 16 of 84 2 • Child Support Agency. ❖ Assists the Child Support Agency on an as needed basis. The Child Support Agency Director, on an as needed basis, serves as Assistant Corporation Counsel and aids Corporation Counsel. The Departments were separate and distinct entities, through 2011, were assimilated effective January 1, 2012, and then torn asunder January 1, 2013, but remain interrelated if not inextricably intertwined. • Claims against county / officials / employees. ❖ The County's liability insurance is through the Wisconsin County Mutual Insurance Corporation (WCMIC). The scope of liability protection provided by WCMIC is broad. Corporation Counsel oversees and assists outside counsel assigned by WCMIC to defend covered claims. ❖ Defend all claims not covered by County's liability insurance. • Miscellaneous issues. ❖ Communications, election, information security and confidentiality, intellectual property, parliamentarian, referenda, and whatever other legal issues, which may arise from, time to time. As a general rule, we handle everything in-house. We make very judicious use of outside counsel, and are somewhat unique in this respect. C. PROGRAM SUMMARY: Not applicable. As in-house counsel, we are an internal service department. To a certain degree we live vicariously, through the other departments. D. GOALS / OBJECTIVES ACHIEVED: The straightforward answer? Maintain the current state of affairs and aspire to improve. As with anything else in life, work as in-house counsel is about balance; balancing competing priorities, other's expectations, and our own. E. KNOWLEDGE SHARING: Provide legal advice to elective and appointive officials, and employees of Door County. Participate in public forums, to educate on various issues. F. DEPARTMENT BUDGET STATUS: 2024 2025 Approved Budgeted Expenditures $526,944 $538,415 Actual Expenditures $472,972 $529,257 Budgeted Revenues $7,500 $ 7,500 Actual Revenues $ 6,342 $ 6,921 Levy Appropriation $519,444 $530,915 G. OTHER ACCOMPLISHMENTS: Having an influence within Door County, which involves working together with elect ive and appointive officials, and employees to tackle problem---not necessarily the big hairy audacious ones but rather the many ordinary things done right each day that in the end make the biggest difference. H. ISSUES, CONCERNS AND RESTRAINTS: To use a scientific analogy, it is recognizing (and bringing to light) the existence of the "Mandelbrot Set"… that there is order in chaos when there is adherence to basic principles and laws. I. GOALS AND OBJECTIVES: Having a positive impact. Realizing we are here to counsel and assist Door County's elective and appointive officials, and employees to accomplish their goals. Page 17 of 84 3 2025 CASES AREAS OF LAW Administrative Review 0 Claim 14 Collection 21 Commitments 43 Contract 74 CPS Appeal 2 General 77 Guardianships 33 Insurance 11 Labor 8 Litigation 22 Mediation 31 Open Records 84 Property 1 RFP 3 Violation 91 TOTAL 515 DEPARTMENTS ADRC 0 Child Support 0 Circuit Court 33 Clerk of Court 3 Corporation Counsel 31 County Administrator 4 County Board 9 County Clerk 41 District Attorney 0 Emergency Management 22 Emergency Services 2 Facilities & Parks 27 Fair Association 1 Finance 9 Highway/Airport 24 Human Resources 9 Health and Human Services 112 Land Use Services 9 Library 2 Museum 1 Register of Deeds 4 Sheriff 127 Soil & Water Conservation 7 Tech Services 10 Transportation 1 Treasurer 27 Veterans 0 UW-Extension 0 TOTAL 515 Page 18 of 84 4 HISTORY On December 7, 1976, the Executive & Personnel Committee engaged in discussion concerning the position of Corporation Counsel. The Executive & Personnel Committee recommended that the duties and powers of Corporation Counsel be conferred upon the District Attorney. County Board accepted this recommendation by adoption of Resolution No. 38-76. Over time, the workload of the Door County District Attorney's Department steadily increased. Effective January 1, 1979, by adoption of Resolution No. 72 -78, County Board relieved the District Attorney of the duties and powers of Corporation Counsel, established the Office of Corporation Counsel, and employed a part-time Corporation Counsel. There was an upsurge in the caseload of Corporation Counsel, particularly with respect to code enforcement matters (i.e., zoning ordinance violations). Consequently, it was deemed necessary to employ a part-time Assistant Corporation Counsel. By adoption of Resolution No. 22 -85, the Board of Supervisors authorized the appointment of an Assistant Corporation Counsel to aid the Corporation Counsel in the performance of the duties of Corporation Counsel. On October 27, 1987, by enactment of Ordinance No. 67 -87, the County Board established a full time Corporation Counsel position. County employed its first full time Corporation Counsel and one full -time support staff person, in 1988. In 1994, County employed a full-time Assistant Corporation Counsel, and an additional full -time support staff person. The Assistant Corporation Counsel time was divided equally between Office of Corporation Counsel and the Child Support Agency. On May 31, 1999, the Assistant Corporation Counsel resigned. On June 3, 1999, one full-time support staff person transferred from the Office of Corporation Counsel to the Office of County Administrator. Neither position was re -filled. On October 11, 1999, County employed a Child Support Agency Director / Assistant Corporation Counsel. This person is the administrator of, and attorney for, the Child Support Agency. On September 30, 2002, by adoption of Resolution 95 -02, County Board reauthorized the employmen t of an Assistant Corporation Counsel and Clerk Typist I. The Assistant Corporation Counsel aids the Corporation Counsel and Child Support Agency Director / Assistant Corporation Counsel in the performance of their duties. In 2005, a decision was made to layoff the Clerk Typist I. This position remains unfilled. There have been no organizational changes since 2005. There was a complete turnover of Corporation Counsel Office staff in 2022, with the hire of a new Corporation Counsel, Assistant Corporation Counsel, Child Support Director, and Paralegal/Legal Assistant. 2025 Staff: Sean P. Donohue, Corporation Counsel/Family Counseling Service Director Kristen M. Hooker, Assistant Corporation Counsel Caryn Juidici, Paralegal/Legal Assistant Page 19 of 84 2025 Annual Report Door County Clerk’s Office Mission Statement: It is the objective of the County Clerk and her staff to go beyond the statutes to provide efficient, courteous service, in the most cost-effective manner possible, to county residents, the county board, municipalities and other units of government. Summary of Responsibilities: The Door County Clerk’s office is a State Constitutional office, with the Clerk being elected by the people of Door County. The Clerk has both statutory and non-statutory responsibilities. The County Clerk’s Office issues marriage licenses, and timber cutting permits. The office coordinates, distributes, and reconciles the State dog licenses program in conjunction with local Municipal Treasurers. The office compiles and distributes the Official County Directory for Door County, publishes the Property Valuation Statistical Report and the Proceedings of the Door County Board of Supervisors. The County Clerk is the official clerk to the board’s regular, special, limited term, and standing committees. Under the direction of the county board chairperson or committee chairperson, creates the agenda for board meetings and keeps and records true minutes of all the proceedings of the board, including all committee meetings, either personally or through an appointee. The office is responsible for publishing all minutes, ordinances and budgetary changes in the newspaper. All County Board minutes, original resolutions and ordinances are on file in the Clerk’s Office. The office is the information system for the county and the public. The office handles the switchboard operations, directs the public to proper offices, answers numerous questions from the public, reserves meeting rooms for various committees and organizations, maintains the Fleet Vehicle reservations and manages the Mail Department. The Door County Clerk is the chief election officer for Door County; the office conducts all federal, state, county, local and school elections, in coordination with the municipalities and school districts, to ensure that the State Statutes governing elections are carried through. The County Clerk’s Office is responsible for programming elections, publishing legal notices, preparing ballots, tabulating results and ensuring the accuracy of all county-wide elections. This office utilizes the Statewide Voter Registration System (WisVote). WisVote is a voter database system which enables the State of Wisconsin to comply with the Help America Vote Act. The Door County Clerk’s Office provides WisVote service to 17 Door County municipalities. Goals, Objectives, and Other Accomplishments Achieved in 2025: ✓ Elections completed February Primary, and April Spring Election ✓ Upgraded Election equipment ✓ Training - All staff attended the first ever Wisconsin Election Commission Conference ✓ Continuation of record updating and maintenance for 17 municipalities ✓ Fielded and directed 4,250+ incoming phone calls ✓ Issued 204 Marriage Licenses ✓ Continuation of virtual meetings for County Board and Committees ✓ Maintained the County’s YouTube Channel – Rendered and posted all County Board meeting videos ✓ Upgraded the County Board roll call/voting system ✓ Co-organized successful county events including the Annual County Picnic, Healthy Month, and October Pink Out ✓ Continued team work between four departments to make a shared Administrative Assistant position very successful Page 20 of 84 Knowledge Sharing All staff in the County Clerk’s Office are constantly sharing knowledge, providing an array of information and educational services, namely with: ✓ Each other ✓ Other county departments ✓ Local public and private agencies and organizations ✓ Regional, state, and federal public and private agencies and organizations ✓ Residents and property owners ✓ Elected and appointed officials ✓ Door County municipalities Department Budget Status Issues, Concerns, Restraints ✓ Election and cyber security remain at the forefront. We must continue to address our security needs to ensure Door County is meeting the highest standards. ✓ Threats to Election Officials continue to be of great concern. Continued monitoring and reporting of concerns and situations to local, state and federal officials must be a top priority. ✓ Continued work with key County Officials for election security for County Staff and all of our County Municipalities ✓ Continued work with key County Officials for building security protocols, and building updates and security enhancements Goals and Objectives for 2026: ✓ ADA website compliance ✓ Create election related SOP’s ✓ Enhance Election and Cyber security ✓ Complete office and overall building security ✓ YouTube Channel – creating, rendering, and posting of recorded meetings and information ✓ Establish a great working relationship with the 2026-2028 newly elected County Board of Supervisors ✓ Co-create easy access for County Board Members to receive information ✓ Monitor all legislation related to the office and elections and share such information with our Municipal Clerks ✓ Additional training, as offered by the State or other Institutions/Programs ✓ Training of Municipal Clerks to maintain certification ✓ Coordinate with Municipal Clerks for training of Poll Workers and Certified Chief Election Inspectors ✓ Continue to strive to carryout statutorily required duties ✓ Continue to serve the public in the most efficient and courteous manner Approved 2025 Budget $ 372,843 Actual 2024 Budget $355,930 2025 Levy appropriation $ 338,843 2024 Levy appropriation $317,930 2025 Budgeted revenue $ 34,000 2024 Budgeted revenue $ 38,000 2025 Actual revenue $ 59,237 2024 Actual revenue $ 59,383 Page 21 of 84 2025 ANNUAL REPORT DOOR COUNTY DISTRICT ATTORNEY’S OFFICE Office Personnel: Colleen C. Nordin - District Attorney Aleksandra Hodowany - Assistant District Attorney Holly Malvitz - Administrative Supervisor Lisa Mraz - Victim/Witness Coordinator Angela Buren - Administrative Assistant II Kristin LeFevre - Administrative Assistant II Christina Nellis - Administrative Assistant II Mission Statement: • The primary mission of the Door County District Attorney’s Office is to seek justice through fair and ethical prosecution, uphold the rights of victims as guaranteed under Marsy’s Law, and ensure that all victims and witnesses are treated with dignity, respect, and compassion. Office Description: • The District Attorney is a constitutional officer, elected by the people of Door County, to a four-year term of office. The duties and responsibilities of the District Attorney are more particularly set forth in Section 978.05, Wis. Stats. • Door County has a full-time District Attorney (DA), one full-time Assistant District Attorney (ADA), one full-time Victim/Witness Coordinator, and four full-time legal support staff. • The District Attorney and Assistant District Attorney are State employees whose salaries and benefits are paid for by the State of Wisconsin. The Victim/Witness Coordinator is a County employee, however, salary and expenses for that position are reimbursed bi-annually by the State of Wisconsin. The average reimbursement percentage is 50%. All other costs related to the operation of the District Attorney’s Office, including support staff salary and benefits, are paid by Door County, as required by Sec. 978.13(2) Wis. Stats. • Both the DA and ADA must be licensed to practice law in the State of Wisconsin and must attend 30 hours of continuing legal education every two years in order to maintain their license to practice law. • The Victim/Witness Coordinator attends quarterly meetings to stay informed on updates, best practices, and developments in victim/witness services. Page 22 of 84 • The legal support staff belong to the Criminal Law Agencies Support Staff Association (CLASS A) and attend its yearly conference on a rotating schedule. This conference unites the various staff members of District Attorney’s Offices in the State of Wisconsin to increase their general and legal knowledge and overall effectiveness through the exchange of ideas, problems and solutions. • The District Attorney is a member of the Door County Treatment Court Team. Summary of Responsibilities: • Prosecute all adult criminal offenses that occur within Door County, including felonies, misdemeanors and criminal traffic offenses. • Prosecute State and County Civil Law and Ordinance (traffic and non-traffic) violations occurring within Door County, including forfeitures initiated by Wisconsin State Patrol, Door County Sheriff’s Department, and Wisconsin Department of Natural Resources. (Ordinance violations within the City of Sturgeon Bay, are prosecuted by the Sturgeon Bay City Attorney). • Prosecute Juvenile matters including, Child in Need of Protection or Services (CHIPS) cases and Juvenile in Need of Protection or Services (JIPS) cases, Juvenile Delinquency cases (JV) and Termination of Parental Rights (TPR). • Provide guidance and training to area law enforcement agencies. • Review and approve search warrants for law enforcement. • The Victim/Witness Program provides direct services to crime victims and witnesses, ensuring they are treated with sensitivity, fairness, dignity, compassion, and respect. The program also works to ensure that the rights of victims and witnesses are upheld and protected as outlined in Wisconsin Statutory Chapter 950. Department Budget Status: 2024 2025 Approved Budgeted Expenditures $482,026.00 $489,609.00 Actual Expenditures $492,786.75 $498,355.38 Budgeted Revenues $58,594.36 $70,100.00 Actual Revenues $55,594.36 $58,073.27 Levy Appropriation $423,176.00 $419,509.00 • Grants Received for 2025: 0 Page 23 of 84 Other Accomplishments: • The successful prosecution and conviction of a defendant on charges, including Theft in a Business Setting and Money Laundering, for defrauding 23 victims in an amount totaling more than $1.1 million. The defendant’s property and assets were seized, which include a business in the Town of Gardner, a residence and rental properties in the Town of Nasewaupee, two vehicles, a UTV, jewelry, and approximately $160,000 in cash. Working in conjunction with the Door County Sheriff’s Office is in the process of selling/liquidating the seized property. Proceeds from liquidation will be used to cover restitution for the victims. Statistics: 2025 Total Referrals (Adult/Juvenile/Civil) 1,043 Filed • Felony 176 • Misdemeanor 147 • Criminal Traffic 165 • Non-Criminal Traffic /Ord. 255 • CHIPS/JIPS 43 • Delinquency 10 • TPR 3 • Death Review (County) 33 • CX (Complex Forfeitures) 1 • CV (Civil) 1 Page 24 of 84 Victim/Witness Statistics: 2025 • Restitution Collected $194,498.90 (includes pre-charging) • DA Surcharge Collected $7,315.35 • Subpoenas/Court Notices 793 On behalf of this office, I extend my sincere gratitude to the Judiciary & Public Safety Committee and to all members of the Door County Board of Supervisors for your continued commitment and support of the District Attorney’s Office. As always, should you have any questions, please feel free to contact me. Respectfully Submitted, Colleen C. Nordin Door County District Attorney Page 25 of 84 2025 ANNUAL REPORT DOOR COUNTY EMERGENCY SERVICES DEPARTMENT The mission of Door County Emergency Services is to assure readiness and response to everyday emergencies and county crisis situations with an excellence in patient care. Our vision is to strive for distinction in EMS through innovation, care and continually meeting the changing needs of the community, while providing the highest level of patient care possible. Our culture will provide a stable environment by encouraging learning, growth and satisfaction. Employees will be awarded the same concern, respect and caring attitude that they are expected to share with the community and those we serve. Door County Emergency Services provides basic and advanced life support response to the mainland and islands of Door County. Our service operates out of four stations located throughout the county. Brussels, Sturgeon Bay, Sister Bay and Washington Island. There are four advanced life support (paramedic) ambulances staffed 24/7/365. Two of these units are based out of the Sturgeon Bay station, one out of Sister Bay, and a paramedic/EMT unit in Brussels. Washington Island is staffed by paid-on-call EMTs. These personnel respond from home, to the station and then to the scene of the emergency. The service currently has a fleet of ten ambulances: 1-Brussels; 5-Sturgeon Bay; 2-Sister Bay; 2-Washington Island. Door County’s emergency medical response is a multi-tiered system that starts with a call to 911. The Door County Communications department dispatchers obtain information required to properly dispatch our ambulances while also providing basic instructions for treatment of the patient prior to the arrival of our personnel. The first arriving personnel is normally an emergency medical responder (EMR) from one of the 10 groups in the county. Our personnel responded to 5,402 calls for service in 2025. Of those calls 4,776 were for 911 and 626 were transfers from DCMC. The department is overseen by the Director and Captains who are based out of the Sturgeon Bay station. Our dedicated office staff is responsible for billing, receiving, and receipt of monies for the service. The department receives its medical direction from emergency room doctors at Door County Medical Center. Our medical director is Dr. Adam Alexander. Goals and Objectives for 2025: 1. Operational review of the department. • Continues to be an ongoing project. Plan on completing in mid 2026. 2. Refocus on recruitment and retention. • Teaching in-house EMR and EMT classes has not only improved our recruitment, we have also seen an uptick in EMRs throughout the county. Page 26 of 84 Department Budget Status 2024 2025 Approved Budgeted Expenditures $7,635,997 $8,016,407 Actual Expenditures $6,824,634 $7,963,932 Budgeted Revenues $2,848,038 $3,228,808 Actual Revenues $2,703,075 $3,577,459 Levy Appropriation $4,768,445 $4,787,599 Issues, Concerns and Restraints: • The departments call volume has increased 45% since 2020. We must continue to monitor staffing models to ensure the services provided are maintained. • The department must build a robust recruitment and retention program to ensure future staffing. EMS and public safety are no longer the sought-after jobs they once were. Our personnel are being actively recruited by fire departments and private EMS services. • As our call volume continues to increase our revenues have not kept pace. This is due to the always volatile healthcare field and our ever-changing payer mix. We have been and will continue to be at the mercy of the state and federal mandated reimbursement rates and adjustments. Unfortunately, the tax payers will continue to subsidize the difference. Our billing staff have done an exceptional job of prioritizing the drastic increase in their workload. We must ensure we are properly supporting them going forward. To this effort, a contract was signed with EMS/MC to outsource parts of the billing service. Goals and Objectives for 2026: 1. Obtaining county board approval to proceed with construction of a new middle station. 2. Creation of department succession plan. 3. Assist Technology Services/CATS with selection/implementation of the new public safety radio system. Submitted by Aaron LeClair Page 27 of 84 2025 ANNUAL REPORT DOOR COUNTY EMERGENCY MANAGEMENT DEPARTMENT Mission Statement Emergency Management Door County Emergency Management’s mission is to prepare for, respond to, recover from, and mitigate against both manmade and natural disasters within Door County. This is accomplished in part through planning, training, and exercising, which better prepares the public and response personnel to help minimize the loss of lives and property following a disaster. Summary of Responsibilities Emergency Management Department • Maintain and update the County Emergency Response Plan • Maintain and update the County Strategic Plan • Maintain and update Off-Site EPCRA Plans • Chair Local Emergency Planning Committee • Attend various public safety meetings • Activate the Emergency Operation Center during large incidents • Coordinate state and federal resources when local capacities are exceeded • Conduct emergency drills and exercises • Participate in other local, regional, or state emergency exercises • Severe Weather Awareness Campaign • Coordinate emergency messaging and public safety directives during incidents • ECPRA Outreach Campaign • Additional Outreach Campaigns • Coordinate resources during large-scale emergencies or disasters • Assist the local government in acquiring disaster aid following a disaster • Assist local municipalities in the development of emergency plans • Build and maintain relationships with internal and external partners • Apply/manage other annual emergency management grants as applicable Page 28 of 84 Goals / Objectives Achieved in 2025 • Successful completion of the 2025 Emergency Management Performance Grant requirements • Successful completion of the Emergency Planning and Community Right-to-Know Act Grant requirements • The continued development of the Community Emergency Response Team for Door County • Developed Incident Action Plans for community events • Conducted tabletops exercise for community festivals and events with response partners • Assisted the county, towns and a cooperative in accessing in disaster funding • Continued promotion of the emergency alerting notification system including the ability to send Integrated Public Alert & Warning System (IPAWS) messages • Implemented the Employee Action Plan to increase county employee safety in the work place • Conduct community outreach on preparedness initiatives • Acquired funding for mobile barriers to protect festivals and outdoors sporting events • Updated Offsite Facility Plans Knowledge Sharing 2025 • Social media campaigns for winter weather, EPCRA, and severe weather awareness week • Annual WDOR radio spot • Local Emergency Planning Committee presentation on hazardous material spills • Extensive Emergency Notification outreach to the public • Multiple news interview in print, radio and televised media • Attending towns and villages meetings to inform them about emergency management and emergency plans Issues, Concerns and Restraints • The Emergency Management Department, like many governmental agencies, operates with limited resources and funding that constrain its ability to reach its full operational potential. Despite these challenges, the department remains committed to maximizing existing resources while actively pursuing alternative funding opportunities to support future growth and program development. • The department also faces ongoing funding uncertainty related to the federal grant programs upon which many of its operations depend. At the same time, local municipalities increasingly rely on Emergency Management services as the hazard landscape continues to evolve and expand. Given this uncertainty, it is recommended that the County begin planning for a future in which federal funding for emergency management may be reduced or unavailable. Page 29 of 84 • Increasing expectations and the addition of responsibilities beyond the traditional scope of emergency management—without corresponding increases in staffing— place additional strain on the implementation of core functions. Consideration should be given to developing a long-term staffing plan to ensure the department can effectively meet current and future operational demands. • By design, emergency management is an adaptive, problem-solving discipline. With continued organizational and community support, the department will remain well positioned to provide essential coordination, planning, and response support to municipalities and partner agencies. Goals and Objectives for 2026 • Successful completion of the 2025 Emergency Management Performance Grant requirements • Successful completion of the Emergency Planning and Community Right-to-Know Act Grant requirements Purchase and implement mobile barriers into event safety plans • Continue to train Emergency Operation Center Staff • Develop additional Incident Action Plans for events and festivals • Update the County Hazard Mitigation Plan • Update the Emergency Response Plan • Develop a shelter team • Support large events and festivals with emergency plans • Conduct public outreach on emergency preparedness • Continue to expand the Community Emergency Response Team of Door County • Train employees on the Employee Action Plan • Increase the number of people signed up for the county’s emergency alerting system • Update the County’s Family Assistance Center Plan • Assist municipalities in disaster funding reimbursement • Apply for other emergency management grants as available • Grow and develop strong relationships with internal and external partners • Assist municipalities with emergency planning • Work with local municipalities on identifying hazard mitigation project • Work with local facilities to update their Off-Site Facility Plans for extremely Hazardous Chemicals. Respectfully Submitted by: Joseph Saelens, Director Page 30 of 84 Page 31 of 84 DOOR COUNTY FACILITIES & PARKS DEPARTMENT Department Mission Statement: The purpose of the Door County Facilities and Parks Department is to maintain the County’s Facilities and Parks for the use of all citizens and employees and visitors of Door County. Provide oversight and internal project development that is organizationally focused on long-term facility care and management. The Department has (5) prevalent attitudes: ➢ We strive to be the best at what we do; ➢ We provide outstanding customer service; ➢ We are proactive in everything we do; ➢ We constantly strive for continuous improvement; ➢ We manage and operate the county facilities and parks as if they were our own. Parks Division Mission Statement: The Door County Parks seeks to acquire, restore and manage lands for the purpose of protecting and preserving public open space, natural areas and other landscapes, in an ecological healthy state for the education, pleasure and recreation of the public now and in the future. Scope and Summary of Responsibilities “Facilities” Building Infrastructure and Core Systems • Structural components, including roofing, foundations, and building envelope • Heating, ventilation, and air conditioning (HVAC) systems • Electrical and plumbing infrastructure • Fire suppression and building life-safety systems • Facility-wide security infrastructure • General custodial services and preventative maintenance Capital Planning and Budget Stewardship • Development and implementation of Capital Improvement Plan (CIP) recommendations • Identification of major infrastructure replacement needs during annual budget cycles • Forecasting lifecycle costs of core building systems • Responsible allocation and management of taxpayer-funded facility assets Regulatory Compliance (Facility-Based) • Building code compliance • ADA accessibility compliance related to structure • OSHA requirements related to facility infrastructure • Environmental controls and building safety standards Governance Principle This model reflects a shift from a decentralized, department-specific service approach to a centralized asset stewardship model. The intent is to: • Preserve County infrastructure through proactive planning • Reduce long-term capital liability • Improve fiscal transparency Page 32 of 84 • Clarify lines of operational and budgetary responsibility • Strengthen long-range sustainability of County facilities Through implementation of Modern Facility Care principles, Door County continues to advance responsible governance, financial stewardship, and the long-term preservation of public assets. Scope and Summary of Responsibilities “Parks” Land and Natural Resource Stewardship • Preservation of parklands, forests, shoreline areas, and environmentally sensitive lands • Implementation of conservation practices and habitat management • Coordination with state and federal environmental regulations • Invasive species mitigation and ecological restoration efforts Infrastructure and Recreational Assets • Maintenance and lifecycle planning for park buildings, shelters, campgrounds, boat launches, trails, docks, and utilities • Inspection and upkeep of playgrounds, signage, and public-use amenities • Snow removal, groundskeeping, and seasonal preparation of facilities Public Safety and Compliance • Risk management within parks and recreational facilities • Compliance with ADA accessibility standards • Enforcement coordination consistent with County ordinances • Oversight of safe public access to shorelines, launches, and recreational sites Capital Planning and Fiscal Stewardship • Identification of infrastructure replacement needs through the CIP process • Budget forecasting for long-term park asset sustainability • Responsible use of taxpayer and user-fee funds (e.g., launch passes, camping fees) • Strategic grant coordination when appropriate Governance Principle Modern County Parks Care represents a shift from reactive maintenance to proactive asset and land management. The guiding principles include: • Long-term preservation of natural and recreational assets • Financial transparency and responsible budgeting • Clear delineation of operational responsibility • Standardization of maintenance practices • Sustainable public access for current and future generations Through this structured approach, Door County ensures that its park system remains safe, accessible, environmentally responsible, and fiscally sustainable. Page 33 of 84 Administer programs that cover over 473,370 sq/ft of buildings including the following: -Justice Center (129,359 sf) -Government Center (77,144 sf) -Library-Miller Art Museum (30,650 sf) -Historic Museum (13,600 sf) -Highway Facilities (59,482 sf) -56N 4th Ave (22,316 sf) -North and South EMS Stations (7,555 sf) -North and South Hwy Shops -John Miles Park Facilities (86,983 sf) -Washington Island Government Facility (8,600 sf) -Community Center and Central EMS Station (40,654 sf) -Miscellaneous, Towers, Parks Outbuildings (4,600 sf) • 20 County Parks totaling over 1,000 acres and including 12.5 miles of state trails, 7 boat launch facilities, 18 restrooms, 3 “Welcome to Door County” signs, a disc golf course, Horseshoe Bay Cave, and miscellaneous buildings • State of Wisconsin Snowmobile Program for Door County, including writing funding grants for trail program, reviewing and approving funding for 6 local clubs maintaining the 243.2 miles of Door County trails • Administer all functions related to Facility Care, Preventative Maintenance, and Facility development. • Pick up and deliver mail to the U.S. Postal Service, the Highway Department & Justice Center Goals / Objectives Achieved in 2025: Paragraph (D.) below lists several notable projects that were completed throughout the year. 12 Major Objectives were closed out in 2025 ➢ Canal Park Management Area – Agreement with the USACOE ➢ Emergency Dredging Chaudiors Dock County Park ➢ John Miles Park – Open Air Pavilion ➢ Frank Murphy Park – Multimodal Path Installed ➢ Government Center – Mechanical Repairs Heating System ➢ Central Highway Shop – Roofing Repairs ➢ Justice Center – A-POD Roof Replacement ➢ Justice Center – HVAC Energy Recovery Unit Project ➢ Justice Center – Electric Vehicle Storage Area Construction ➢ Justice Center – Water Softener Replacement ➢ Cana Island – Installed new Fiber optic connections interior to the Island ➢ Contracted and completed Interpretive Center Storm damage repairs Notable Projects Completed: Justice Center: Contracted Project -Clerk of Courts- Security counter top -Jail replace carpet with LVT- Master Control -Jail Kitchen replaced commercial dish washing system Staff Projects -Annual Jail Maintenance Program -Security camera installation -Phase I Jail water system upgrades -Parking lot Lighting upgrades/LED -Installed new pressure tank -Installed washer/dryer Government Center: Contracted Project Page 34 of 84 -Replace carpet 2nd floor Human Services Staff Projects -Security Camera installation -Mechanical Repairs to the heating system Highway Department: Staff Projects -HVAC Repairs John Miles Park: Contracted Project -Repair Grandstand- concrete structure leveling -Installed Public drinking water station -Paving and close out of Maintenance Garage project Staff Projects -Replace A/C Unit Secretary Office -LED Lighting Upgrade Merchant building -Repair Race Track Transponder -Cat-6 installation Merchant Building Historical Museum: Contracted Project -Carpet replacement -Replace Fire Alarm System -Parking lot Striping and Signs Staff Projects -Stain and Paint Exterior of Museum and Pioneer Fire Station -Sidewalk repair corner of Michigan and 4th Ave ADRC-EMS: Contracted Project -Crack-seal all parking lots and driveways Library: Contracted Project -Replace water heater Park Facilities: -Cana Island -Lighthouse Tower Repairs, Storm damage clean-up -Installed 2 Bat Condos (Forestville Dam, Lower LaSalle) -Installed 4 new Park signs- (Chaudiors Dock, Cana Island, Meridian, and Cave Point) -Regrade Ahnapee Trail Head parking lot -Camera Installation public viewing (Pinney, Cana Island, and Carmody Park) -Stone steps installed – beach/water access Lower LaSalle -Repair Kayak Launch Carmody Park -Prairie plantings (Forestville, Carmody, Sugar Creek) Knowledge Sharing 2025: -Radio interviews (3) -Wisconsin Facilities Management Association (WIFMA) contributing member -Wisconsin Parks and Recreation Association (WPRA) contributing member -Midwest Facilities Masters -Professional Facilities Management Association -Door County Trails Initiative Page 35 of 84 Facilities & Parks Department Budget Status 2024 2025 Approved Budgeted Expenditures $3,407,698 $3,081,129 Actual Expenditures $2,987,841 $2,958,561 Budgeted Revenues $245,220 $487,814 Actual Revenues $852,301 $585,162 Levy Appropriation $2,555,397 $2,495,967 Grants received for 2025: $490,909 Donations received for 2025: $31,151 Focus on Energy Project Rebates 2025: $11,927 Issues, Concerns and Restraints: The Department continues its internal role in the County to provide oversight of building projects and property development. Continuation of the Library facility study, development and planning strategy. Schauer Road project and impact on Cave Point County Park. -Review of Custodial staffing to facility care ratio review Goals and Objectives for 2026: • Construction Museum & Archives Facility • Dredging of Chaudiors Dock County Park boating access. • Door County Parks & Open Spaces plan development 2026-2030 • Improve ADA Park use accessibility (Mobi-mats & grilling equipment) • Continue to work with other departments to achieve common goals and directives in line with Door County’s Strategic Priorities • Installation of a playground at Sugar Creek County Park • Continue replacement plan of Park wayfinding signs, Park branding • Bat House installation and expansion (partnership with Gibraltar Schools) • Continued partnership with Door County Maritime Museum at Cana Island County Park Respectfully submitted, Wayne J. Spritka, Director Facilities and Parks Department Page 36 of 84 1 2025 ANNUAL REPORT DOOR COUNTY FINANCE DEPARTMENT Mission Statement The Finance Department is committed to safeguarding the financial assets of Door County. We manage, administer, and account for all county financial resources in compliance with County Board policies, state and federal regulations, Generally Accepted Accounting Principles (GAAP), and Governmental Accounting Standards Board (GASB) guidelines. Our goal is to ensure financial integrity, transparency, and accountability in all county financial operations. Summary of Responsibilities The Finance Department is responsible for the financial management and oversight of Door County. Key responsibilities include: • Preparing and maintaining of Door County’s annual budget. • Developing the Capital Improvements Program Plan each year. • Processing payroll for all Door County employees, including related reporting. • Managing accounts payable and maintaining accurate financial records. • Overseeing all accounting functions, including general ledger, accounts receivable, and fixed assets. • Administering and managing Door County debt. • Managing and overseeing Door County cash flow and investment accounts. • Administering insurance programs, including unemployment, property and liability, workers’ compensation, health and dental, as well as retirement and deferred compensation programs. • Reconciling tax settlements with local municipalities and handling current and delinquent tax payments. • Auditing county records and serving as the primary liaison for external auditors. • Providing specialized financial expertise to the Human Services Department and Highway Department. • Offering financial guidance and support to the County Board and all Door County Departments. 2025 Finance Department Program Summary The Finance Department operates as an internal service department, providing comprehensive financial and accounting services to all Door County departments. As a support function, we do not administer standalone public programs but play a crucial role in ensuring the financial integrity and operational efficiency of county government. Goals/Objectives Achieved in 2025 • Retained and further developed a highly qualified Finance Department staff, ensuring operational excellence. • Successfully completed the 2024 Comprehensive Annual Financial Report for Door County, receiving an unqualified opinion from our external audit firm. Page 37 of 84 2 • Maintained very strong credit rating for Door County (Aa1 from Moody’s Investor Service). • Continued updates and enhancements to the Dayforce time, attendance, and payroll processing system. • Successfully implemented GASB 101 (Compensated Absences), ensuring compliance with updated governmental accounting standards. • Diversified the County’s investment portfolio to strengthen long-term financial stability and improve overall returns. • Secured full control of the landfill funds from the State, improving financial oversight and operational flexibility for future planning. 2025 Knowledge Sharing • Provided financial and accounting guidance to the County Board and all Door County departments, ensuring informed decision-making and fiscal responsibility. • Continued to provide training to departments on changes to our grant accounting, reporting, and monitoring procedures and processes as mandated by the federal Uniform Grant Guidance. 2025 Finance Department Budget Status 2024 2025 Approved Budgeted Expenditures $792,971 $799,975 Actual Expenditures $785,758 $797,470 Budgeted Revenues $0 $0 Actual Revenues $2,618 $12.60 Levy Appropriation $792,971 $799,975 Other Accomplishments • Collaborated with the County Board, County Administrator, and all Door County departments to successfully complete the 2026 Door County Annual Budget, ensuring high-quality services for residents, property owners, and visitors while maintaining fiscal responsibility. • Worked with the County Board, County Administrator, and all Door County Departments to develop and finalize the 2026-2030 Capital Improvements Program, supporting the county’s long-term infrastructure and financial planning. • Ensured continued compliance with evolving Affordable Care Act (ACA) requirements, including the accurate and timely issuance of IRS Form 1095-C to all employees eligible for employer-provided health insurance. Page 38 of 84 3 Issues, Concerns, and Restraints • Ongoing changes, updates, and interpretations of federal regulations related to grant accounting, reporting, and monitoring under Uniform Grant Guidance require continuous adjustments to procedures and processes. This results in additional workload for all grant-receiving departments and increased oversight responsibilities for the Finance Department. • Keeping pace with evolving Governmental Accounting Standards Board (GASB) requirements remains a continual challenge, requiring ongoing updates to procedures and reporting to ensure compliance with new standards. Goals and Objectives for 2026 • To complete the 2025 Annual Comprehensive Financial Report with an unqualified opinion from our outside audit firm. • To maintain the very strong credit rating for Door County (presently Aa1 from Moody’s Investor Service). • To continue to retain, develop, and cross-train well-qualified staff in all positions in the Finance Department. • Continue to collaborate with Human Resources to continue improving the payroll processing in Dayforce. Page 39 of 84 Door County Department of Health & Human Services 2025 Annual Report Mission Statement Prevent. Promote. Protect. Working together to support the health and well-being of our community. Summary of Responsibilities Health and Human Services (HHS) operates under two primary budgets and delivers services through the Aging and Disability Resource Center (ADRC) and eight Health & Human Services divisions. Across all program areas, Health & Human Services works collectively to support the safety, health, and well-being of children, adults, and families in our community. While each division delivers specialized services—from prevention and early intervention to crisis response and long-term supports—the department operates as an interconnected system focused on client-centered, trauma-informed care. In 2025, divisions collaborated to stabilize services, strengthen workforce capacity, and improve coordination across programs, ensuring individuals and families experience more seamless, responsive support regardless of where they enter the system. Divisions include: • Administration/Business Office • Aging and Disability Resource Center • Behavioral Health (including Crisis and Treatment Court Services) • Community Support Program (CSP) • Comprehensive Community Services / Coordinated Services Teams (CCS/CST) • Child Protection and Youth Justice • Children and Family Support Services • Economic Support • Public Health Program Summary Administrative & Business Services – Takes care of all accounts receivable and payable for the department and provides customer services to consumers and staff alike. ADRC - Serves adults age 60 and older and individuals with disabilities, providing information, assistance, long-term care options counseling, nutrition programs, transportation, health promotion, and caregiver supports. Services are designed to promote independence, dignity, and community connection. Behavioral Health – Behavioral Health Services provides comprehensive support for mental health and substance use needs in the community, including psychiatric care, psychological testing, counseling, and OWI assessments. The program also offers 24/7 Mental Health Crisis Services to ensure immediate response and stabilization during urgent situations. Children’s Long-Term Support and Birth to Three – The Birth to Three Program supports families when young children are not meeting developmental milestones by providing services such as education, speech therapy, occupational therapy, and physical therapy. Children’s Long-Term Support (CLTS) serves children with physical, developmental, or emotional disabilities through case management, information Page 40 of 84 and referral, and home- and community-based services. The program also assists families in planning for a successful transition to adult services. Community Services - These programs provide support across the lifespan for individuals who need a higher level of care than traditional outpatient therapy. Through Comprehensive Community Services (CCS), the agency coordinates services such as counseling, medication management, health monitoring, skill development, wellness management, psychoeducation, and peer support. The Community Support Program (CSP) serves individuals with severe and persistent mental illness by offering case management, medication support, and group activities that promote stability, recovery, and independence while reducing the need for more intensive care. Child Protection and Youth Justice – Works to ensure the safety and well-being of children and youth by screening and investigating reports of abuse or neglect and supervising families under protective orders. The program recruits and licenses foster homes and supervises youth involved in the youth justice system or in need of protective placement. Services also include parent education, family support, and oversight of restitution and community service to promote accountability and strengthen families. Economic Support - The Economic Support Program helps individuals and families access essential public benefits by determining eligibility for FoodShare, Medicaid/BadgerCare, and the Wisconsin Shares Child Care Subsidy program. Through timely and accurate eligibility processing, the program supports access to food, healthcare, and affordable childcare, strengthening family stability and economic security. The Public Health Division - Protects and promotes community health through prevention, education, and response efforts across the lifespan. Services include maternal and child health programs such as WIC and screenings, vaccination clinics, communicable disease control, environmental health monitoring, and emergency preparedness. The division also leads the Community Health Assessment (CHA) and Community Health Improvement Plan (CHIP) to guide data-driven health priorities and long- term community improvement. Agency Goals & Outcomes Achieved in 2025 (Highlights) In 2025, agency-wide efforts centered on stabilizing programs, strengthening workforce support, and beginning to shift toward more intentional data use and outcome awareness across divisions. Key outcomes included: • Improved leadership alignment and team cohesion following significant transitions, supporting more consistent program operations and communication. • Early steps toward strengthening data tracking, performance awareness, and outcome measurement to better inform service and operational decisions. • Progress toward workforce stabilization through recruitment, onboarding, training, and staff support initiatives. • Continued emphasis on equitable, client-centered, and trauma-informed practices across programs. ADRC & Adult Protective Services • Piloted accessible transportation and social connection opportunities informed by community feedback (46 survey responses), supporting engagement for older adults and individuals with disabilities. Page 41 of 84 • Expanded caregiver education and outreach through enhanced resources, needs assessment (20 respondents), evidence-based classes, and Aging Advocacy engagement, informing future supports including the Trualta platform. • Increased access to evidence-based health promotion programs countywide in partnership with UW-Extension and Public Health. • Strengthened cross-system collaboration among ADRC, Adult Protective Services, Crisis, law enforcement, and medical partners to better support vulnerable adults. • Increased awareness of Adult Protective Services and referral pathways within the community and partner networks. Administration & Business Services • Successfully recruited and onboarded a new Accounts Receivable/CLTS administrative staff member, strengthening billing capacity and cross-training coverage. • Transitioned departmental billing to the Waystar clearinghouse, reducing claim denials and contributing to increased insurance revenue performance. • Implemented scheduling, reminder, and reporting improvements to support reduction of Behavioral Health appointment no-shows and improve billable service time tracking. • Completed CLTS payment system transition to Gainwell despite statewide implementation challenges, maintaining provider payments and service continuity. Behavioral Health & Treatment Court • Focused on reducing no-show rates and improving administrative efficiencies • Continued program stabilization following restructuring • Identified improvements needed in crisis plan completion and monitoring through audit findings, informing focused quality efforts for 2026. • Maintained core crisis and behavioral health services during a period of staffing and program transition. Child Welfare • Expanded local foster care capacity • Reduced Out-of-Home placements Children & Family Support Services • Maintained compliance during CLTS system transitions • Expanded outreach for Birth to Three and Children’s Long-Term Support Programs • Strengthened team cohesion and program consistency Community Services (CSP & CCS/CST) • Increased group participation and client engagement • Continued expansion of culturally responsive services • Maintained strong quality assurance and staff well-being indicators Economic Support • Onboarded and trained new staff to support caseload stability • Identified efficiency improvements in eligibility and case management processes Page 42 of 84 Public Health • Increased visibility of public health programs and services • Completed the 2025 Community Health Assessment through data collection and community collaboration • Strengthened community partnerships and CHIP leadership • Advanced preventive education and emergency preparedness efforts Knowledge Sharing & System Improvements In 2025, HHS continued to build on prior innovations, including the Credible Mind Mental Health Hub, integrated crisis and recovery supports, and cross-sector partnerships. The department began early conversations about how data and feedback could be used more intentionally to identify service improvements and strengthen program effectiveness. These early conversations helped to lay the groundwork for more consistent monitoring of client outcomes and service impact across divisions. These early dialogues explored priority service improvement areas, emerging client outcome tracking needs, and potential shared data approaches to support decision-making. This groundwork sets the stage for more structured cross-division outcome measurement, service improvement monitoring, and impact reporting beginning in 2026. In November, the department also convened a Sequential Intercept Model (SIM) mapping activity that brought together community partners and stakeholders to identify strengths and gaps in behavioral health and crisis response services across Door County. The process fostered collaborative dialogue and shared understanding of system needs, resulting in the formation of two cross-sector workgroups that will continue developing coordinated improvement actions in 2026. Department Budget Overview (Summary) Fund 204 – ADRC 2025 Fund 204- SRC/ADRC Amended Total 2025 Budget 2,105,957 2025 Budgeted Revenue 1,172,633 2025 Levy Appropriation 933,324 Actual Total 2025 Expenses 2,086,568 2025 Actual Revenue 1,163,795 In from (Out to) Reserves** (10,551) 2025 Actual Appropriation 933,324 Excess Appropriation from Budgeted $0.00 The amounts shown above were prepared by Paula Sullivan, Door County Finance Department, on March 4, 2026. These amounts are unaudited, and are subject to adjustment. Page 43 of 84 Fund 250 – Human Services 2025 Fund 250-Human Services Amended Total 2025 Budget 12,295,830 2025 Budgeted Revenue 7,613,618 2025 Levy Appropriation 4,682,212 Actual Total 2025 Expenses 10,717,499 2025 Actual Revenue 6,716,227 In from (Out to) Reserves** (3,157) 2025 Actual Appropriation 4,004,428 Excess Appropriation from Budgeted $677,784 The amounts shown above were prepared by Paula Sullivan, Door County Finance Department, on March 4, 2026. These amounts are unaudited, and are subject to adjustment. Issues, Concerns, and Constraints Ongoing challenges include workforce shortages, housing instability, increasing behavioral health demand and increase of service needs of our aging population. Uncertainty in federal and state funding that supports many core programs may affect the department’s ability to provide and sustain quality services. Together, these factors continue to impact service capacity and long‑term planning, reinforcing the need for proactive, data‑informed decision‑making. Looking Ahead: Goals & Priorities for 2026 • Revisit and intentionally advance the Three-Year Strategic Plan • Further embed Total Quality Management practices across all divisions • Strengthen outcome measurement and consumer feedback systems • Expand preventive, evidence-based, and culturally responsive services • Continue stabilizing workforce capacity and funding strategies This condensed report is intended to provide a clear, streamlined overview of HHS operations, outcomes, and priorities while maintaining transparency and accountability to the community. Page 44 of 84 Door County Highway and Airport Department Annual Report Page 1 2025 ANNUAL REPORT DOOR COUNTY HIGHWAY DEPARTMENT HIGHWAY OPERATIONS A. Mission Statement The Highway Department is entrusted with the responsibility for developing, maintaining, and operating a safe and reliable transportation system, with a major emphasis on safety and efficiency, and to reach this goal in a fiscally responsible manner. B. Summary of Responsibilities 1. The primary responsibility is the ongoing maintenance, snow and ice control, design, and construction of the 592-lane mile system of County Trunk Highways, 268 lane miles of State Trunk Highways, 1174 of the 1743 lane miles of local roads. This equates to 2030 lane miles of maintenance responsibility. Of this, 61.44 lane miles had placement of 63,467.05 tons of hot mix asphalt produced and laid. The 2030 lane miles of roadway also required the application of 190,487.15 gallons of salt brine, 3,068.38 tons of salted sand, 5,607.36 tons of salt applied for snow and ice control through the winter season. 2. The Department operates 3 shop facilities (Sturgeon Bay, Sister Bay, Brussels), 6 mines, crushing 68,877 tons of stone, a hot mix production plant, produced 63,467.05 tons of asphalt, 45 full time employees, trucking equipment, grading and construction, bridge maintenance and inspection, and roadway marking and signing. 3. Another major component of the operation is the procurement and disbursement of diesel and gasoline fuels to County and other governmental units. The Department purchases fuel and disburses the fuel to a total of 60 departments or agencies, with approx. 450 vehicles. A total of 4 fueling facilities are operated and maintained, Sturgeon Bay (2), Sister Bay, and Brussels. • Procured and disbursed 202,049.60 gallons of diesel fuel at an average cost $2.90 /gallon. This was at a lower cost of $0.15 per gallon than in 2024. • Procured and disbursed 156,619.20 gallons of gasoline at an average cost of $2.23/gallon. This was at a cost of $0.53 per gallon less than in 2024. 4. The Department also is responsible for the Solid Waste Operation. This includes performing the ongoing maintenance and regulatory testing of the closed, Door County Landfill, and also the statutory requirements as the responsible unit for recycling programs. The department works with all local units of government to ensure that effective recycling programs are in place to receive state grants for recycling efforts. The grant funds are redistributed to local governments based upon their prorated collection volumes to the total amount collected. Page 45 of 84 Door County Highway and Airport Department Annual Report Page 2 • Door County residents involved in community-sponsored programs recycled the following quantities: In 2024 (2025numbers due in April), County property owners recycled 587 tons of newspaper, 188 tons of magazines, 574 tons of corrugated paper, and 886 tons of commingled aluminum, glass, and plastics. • Secured $86,756 in State Grants to offset costs for local communities who have effective recycling programs. Distributed these Grant Funds to 16 local municipalities who operated recycling programs that met program criteria. 5. Maintained over 320 pieces of equipment with a total replacement value of over 18.1 million dollars. The Highway Department depends on quality equipment to make the transportation operations of the Department run smoothly and efficiently. The net revenue generated by the equipment charges produces the funding for all equipment purchases, therefore there is no tax levy for equipment owned by the Highway Department. 6. Safety and Training • Staff was able to conduct two (2) department wide safety training days. One for Winter Snow and Ice Control and one for Federal Mine Safety and Health Administration guidelines. • All employees attend a training on chainsaw operation and safety • Additional training for smoke and exhaust emissions was attended by one (1) employee 7. The department also operates 3 lift bridges • The Maple/Oregon Bridge, Bayview Bridge, and the Michigan Street bridge, were opened a total of 4,110 times, allowing passage of 1,352 commercial vessels and 4,879 pleasure crafts. C. Department Budget Status 2024 2025 • Approved Budgeted Expenditures $11,938,478 $12,037,539 • Actual Expenditures $11,524,929 Not final • Budgeted Revenues $11,938,478 $12,037,539 • Actual Revenues $12,396,133 Not Final • Levy Appropriation -0- -0- Door County Highway and Airport Department report prepared by: Thad Ash, Highway Commissioner Page 46 of 84 2025 ANNUAL REPORT DOOR COUNTY AIRPORT DOOR COUNTY CHERRYLAND AIRPORT The splendid view of Door County Cherryland Airport Mission Statement: The Door County Cherryland Airport will provide airport support services, planning and development to provide a safe, modern and efficient transportation facility for our citizens, air travelers and airport tenants. Summary of Responsibilities: The Cherryland Airport, with oversight from the Door County Highway & Airport Committee, administers the programs and policies approved by committee and governed by Chapter 13 & 14 ordinances. The responsibilities include maintaining 24/7 availability status, facility operations pursuant to federal grant assurances, farm land, hangar land & building rental lease agreements (68 total), collection of lease, rental and fuel flowage fees on monthly, quarterly, annual basis, budget preparation & administration, procurement of state & federal grant funds, oversee construction of capital projects, development, improvements, and maintenance of facilities & grounds: pavement surfaces, runway approaches, nav-aids, vis-aids (runway lighting), lawn mowing, and snow removal. Goals/Objectives Achieved in 2025: • Worked with BOA/FAA/OMNI for design and completion of snow removal / maintenance garage (estimated Fall 2026) • Carried forward with future development plans for runway 02/20 and taxiways (estimated completion July 2026). • Tree clearing commencing February 2026. Working with Potawatomi State Park to hopefully better our relationship. • Working with BOA/FAA on getting a Master Plan to correct deficiencies on Airport Layout Plan (ALP) for future plans and development. Page 47 of 84 2 • Continued to maintain the airport in a safe and serviceable manner for all users • Continued to apply for state and federal grants to fund acquisition, maintenance, and development projects. Knowledge Sharing in 2025: • Webinar to discuss future CIP’s with BOA and FAA Budget Status for 2025: Cherryland Airport Budget 2025 Actual Budget includes $64,946.16 in carry over of capital funds Grants received for 2025: Federal Aviation Administration Entitlement Funds - Federal $150,000 State of Wisconsin Entitlement Funds – State match $8,333 Goals & Objectives for 2026: • Intend development with BOA/FAA for design and completion of snow removal / maintenance garage (estimated Fall 2026) • Replacement of snow/lawn maintenance equipment. (Bid has been awarded awaiting delivery) • Tree clearing for approach of 02/20 runway commencing February 2026. (completion February 26, 2026) • Design plan for future 02/20 runway rehab project (summer 2026). Both runway and taxiway to be completed at the same time for minimal loss of revenue. • Wild life survey to commence movement forward for airport funding of new security fencing. • Work with BOA/FAA in getting the process to commence Masterplan to correct deficiencies in current ALP. • Update lease agreements per FAA recommendations for private and county hangars. • Continue to maintain the airport in a safe and serviceable manner for all users • Continue to apply for state and federal grants to fund acquisition, maintenance, and development projects. Respectfully submitted by, Craig W. Ross, Airport Maintenance Supervisor 2024 2025 Approved Budgeted Expenditures $263,675.00 $230,609.00 Actual Budgeted Expenditures $345,635.01 $295,555.16 Actual Expenditures $235,656.05 $224,287.19 Budgeted Revenues $78,860.00 $62,260.00 Actual Revenues $87,815.27 $105,437.80 Levy Appropriation $147,840.78 $118,849.39 Page 48 of 84 2025 ANNUAL REPORT DOOR COUNTY HUMAN RESOURCES DEPARTMENT MISSION STATEMENT – HUMAN RESOURCES Door County Human Resources Team is committed to collaborating with department heads to attract and hire the best qualified candidates. We work to ensure that everyone has the right tools to operate efficiently, establish sound policies for equitable treatment and provide competitive compensation to generate a positive team culture. We do this by: • ensuring that employees of the Human Resources Department are given the tools, training and motivation to operate in the most efficient and effective manner; • promoting and recruiting the best qualified people, recognizing and encouraging the value of diversity, equity, and inclusion in the work place driven by EEOC; • providing a competitive salary and benefit package and developing the full potential of our work force by offering training and development for career enhancement and personal enrichment; • collaborating with department heads and supervisors in promoting a work atmosphere that is safe, healthy, and secure, and also conscious of long-term family and community goals; • establishing, administering, and effectively communicating sound policies, rules, and practices that treat employees with dignity while maintaining compliance with employment and labor laws, County Board directives, and labor agreements. SUMMARY OF RESPONSIBILITIES • Coordination of the recruitment and selection process. • Coordination of an employee compensation plan including position control and development, review, and updating job descriptions. • Coordinates employee evaluation program in addition to support for department head / supervisor. • Administer benefits by maintaining and directing compensation and benefit programs for employees. This includes oversight and management of health, dental, vision insurance, COBRA, wellness program, and state offered benefit programs. • Onboard new hires and process employee transfers and terminations. • Manage Worker’s Compensation and Family Medical Leave requests and requirements. • Complete reporting obligations including Civil Rights Compliance and EEO / Affirmative Action. • In collaboration with Engagement & Retention Committee, coordinates training opportunities for employees on various topics. • Conducts workplace investigations. • Keeping Beacon up to date with the latest information regarding resources for employees. GOALS/OBJECTIVES ACHIEVED IN 2025 • Two new benefit programs were introduced for employees: the Garner program and the Family Savings Plan. The County also adjusted the deductible amounts for both individual and family health plans as part of ongoing efforts to manage healthcare costs while maintaining affordable, high-quality benefits for employees. • Internal I9 audit examining all Form I9s making sure we are compliant with federal law. • Continuing to convert paper personnel and recruitment files to our electronic filing system (IMS21). • Initiate the transition to a comprehensive, competency-based job description format in collaboration with department staff. Ensure all revised descriptions emphasize skills and abilities over traditional task-based duties, with full implementation targeted for completion in 2026. Recruitment and Selection: 2023 2024 2025 Full and Part-time Regular Positions Recruited: FT and PT (includes LTE/seasonal) 135 130 86 Applications Received: 1090 1028 725 Persons Interviewed: 305 268 178 Number of Applicants Tested: 129 74 Number of hires: (includes seasonals/LTEs) 111 127 88 Sheriff & Emergency Svc. Dept.: Internal Postings: 3 11 3 **Note: recruitments for seasonal/LTE may include more than one (1) hire; up to 15+ hires for Parks & Highway Page 49 of 84 Loss Control & Safety: Door County continues to focus on providing a safe environment to keep accidents to a minimum. To enhance our loss control and continue to decrease our rates we have committed to continuing our best practices for a safe environment. Specific training examples include: • Coordinating the review of Human Resources Safety Videos (new employees) KNOWLEDGE SHARING 2025: In 2025, Human Resources hosted a Benefits Fair and four informational sessions to communicate updates to the benefit plan period and available benefit options. Representatives from our new vendor, Family Savings Plan, and our benefits broker, USI, participated in these sessions to provide education and answer employee questions regarding both current and new programs and services. Training Opportunities: • Training presentations regarding leadership, generational influences & communication preferences, teamwork & synergy, and Artificial Intelligence (AI). DEPARTMENT BUDGET STATUS 2024 2025 Approved Budgeted Expenditures $630,263 $662,266 Actual Expenditures $514,496 $480,331 Budgeted Revenues $0 $0 Actual Revenues $98 $46 Levy Appropriation $630,263 $605,238 ISSUES, CONCERNS AND RESTRAINTS: Recruitment and retention remain at the forefront as areas of concern. Child care and lack of housing continues to be an issue throughout the County. Increased workload demands and competing priorities have limited the department’s capacity to consistently review and update internal systems and processes, impacting the ability to implement efficiency improvements. 2026 GOALS OF HUMAN RESOURCES: • Implement and optimize the Dayforce recruiting module by developing at least three user resources (e.g., guides, trainings, or SOPs) tracking key recruitment metrics, and increasing applicant volume through expanded outreach efforts including social media campaigns, participation in job fairs, youth presentations, and ongoing collaboration with local organizations. • Improve employee retention by promoting a positive work culture through communication trainings, reinforcing customer service standards. • Offer and maintain a high level of professional services with a focus on quality. • Enhance employee awareness and utilization of available benefit programs while supporting initiatives to promote workplace safety and reduce workers’ compensation claims. • Evaluate opportunities within Dayforce to streamline HR processes and reduce manual work, including automated dependent verification for benefit enrollments and improved tracking of workers’ compensation and employee discipline. • Continue to evaluate and offer competitive, cost-effective benefit options that support employee well-being while maintaining responsible stewardship of county resources. • Complete review and update of the Handbook and Administrative Manuals. • Increase employee participation in professional development by offering targeted training opportunities and implementing a succession planning framework. The above summarizes the accomplishments and functions of the Human Resources Department for 2025 and outlines the goals for 2026. Should anyone have any questions about the Department’s function and responsibilities, please don’t hesitate to stop by our office or give us a call at (920)746-2305. It is our pleasure to provide a valuable service to the employees of this organization and the citizens of Door County. Page 50 of 84 2025 ANNUAL REPORT DOOR COUNTY LAND USE SERVICES DEPARTMENT A. Mission Statement: We strive to effectively and efficiently administer zoning regulations, sanitary regulations, and create and implement comprehensive plans throughout the County. We work as a team to assist the public in following and adhering to these regulations. B. Summary of Responsibilities: The responsibilities of our department fall into three categories: 1. Private On-site Wastewater Treatment Systems (POWTS) code administration, 2. Zoning and other land development ordinance administration, and 3. Planning. C. Program Summary: Planning: Planning program staff members are responsible for developing and implementing comprehensive, farmland preservation, and other land use-related plans, as well as developing and updating the department's ordinances. Zoning and Other Land Development Ordinance Administration: Staff members process all regular zoning permit applications, conditional use permit applications, petitions for variances, appeals of either Resource Planning Committee or zoning administrator decisions, and petitions for zoning ordinance text or map amendments. Private On-site Wastewater Treatment Systems (POWTS) Code Administration: The POWTS program protects ground and surface waters via code regulation, inspection, monitoring, and education regarding existing and proposed private on-site wastewater treatment systems (POWTS) in unsewered areas of the county. D. Goals / Objectives Achieved in 2025: List the goals and objectives your department achieved in the past year. 1. The Department adopted a better team approach to tackling the backlog and moving forward more efficiently. 2. The Department implemented and documented policies and procedures to create more consistency. 3. The Department is over halfway through the backlog of Certificates of Compliance, with approximately 1,600 remaining. 4. The Department addressed violations this past year with a more systematic approach. 5. The Department has over 5,000 POWTS files scanned in and electronically accessible. 6. The Department has four certified POWTS inspectors. E. Knowledge Sharing 2025: If applicable, list ways in which your department shared knowledge in the past year. All members of the department are constantly sharing knowledge, providing an array of informational and educational services, namely with: • Each other • Other county departments • Local public and private agencies and organizations • Regional, state, and federal public and private agencies and organizations • Residents and property owners • Elected and appointed officials • Real estate agents, title companies, developers, surveyors, architects, attorneys, builders, appraisers, municipal assessors, soil testers, septic system installers, plumbers, etc. Page 51 of 84 In addition, the department’s website provides all ordinances and significant amounts of resource information. The planning staff assist other county departments in the development of their mandated plans (i.e. transportation, parks, hazard mitigation) Staff attend various environmental, community, and governmental agencies’ meetings as requested for presentations and discussions and communicate frequently with staff members of other county departments to ensure coordination of program administration and education. F. Department Budget Status 2024 2025 Approved Budgeted Expenditures $1,544,604 $1,222,845 Actual Expenditures $1,493,030 $1,143,063 Budgeted Revenues $452,566 $373,500 Actual Revenues $509,111 $393,718 Levy Appropriation $983,919 $749,345 Grants received for 2025: None. G. Other Accomplishments: If applicable, list other accomplishments in the past year. Staff members are continuously seeking ways and undertaking projects to improve individual and/or departmental performance and to improve services, ordinances, programs, and related matters. Several staff members spent a significant amount of time in 2025 working on backlog certificates of compliance, updating permit checklists, updating ordinances, and clean-up of the data within Municity, the on-line application, permitting, and filing software system. H. Issues, concerns and Restraints: A brief discussion, if applicable, of any issues, concerns or restraints your department has faced in the past year. Although the Department has been thru a lot of transitions this past year, and there has been a lot of stress due to the backlog of work, the staff has really put forth a lot of effort this year to make a big step forward and everyone is contributing and working hard to help the Department in a positive and more effective way. The biggest concern is the knowledge base that has retired and or moved on to other career opportunities; however, with a lot of new staff comes opportunity. I. Goals and Objectives for 2026: List department goals and objectives for the current year. • Continue to foster a positive team approach and boost staff morale. • Continue to improve efficiency and use of technology within the Department. • Create standardized and effective procedures within the Department. • Develop reporting metrics to better track permit applications • Continue to work on backlog and complete the backlog Certificates of Compliance. • Create a more effective method for onsite inspections. • Enforce violations in a timelier manner and with a more systematic approach. • Continue to tackle the scanning of POWTS paper files. • Continue to cross-train and have all staff POWTS certified. • Implement staff training on a regular basis. Page 52 of 84 2025 ANNUAL REPORT DOOR COUNTY DOOR COUNTY LIBRARY A. Mission Statement: The Mission and Motto of the Door County Library is to Inform, Instruct, and Inspire! We accomplish this by being a physical and virtual hub for information, ideas, and knowledge. The Door County Library connects people with the resources they seek for education and enrichment by providing friendly and welcoming service. The Vision and Values of the Door County Library are connected. We support a Vision that looks toward a future where everyone who uses our services will find up-to-date resources accessible over a broad spectrum of current media. Our Values nurture this Vision through building community with accepting, functional, and respectful places for people to gather, work, and study. Library locations: Forestville, Sturgeon Bay, Egg Harbor, Baileys Harbor, Fish Creek, Ephraim, Sister Bay/ Liberty Grove, Washington Island. B. Summary of Responsibilities: 1. Access to Information 2. Customer Service 3. Getting Library Materials Ready for People to Use 4. Providing Education and Enrichment Programs for Adults 5. Providing Education and Enrichment Programs for Youth and Teens 6. Providing Access to Door County’s Historical Archives C. Program Summary: 1. Door County Reads 2025, an annual community reading event is an example of large-scale programming the Library participated in as a major organizing partner. In 2025, everyone was encouraged to read “House in the Cerulean Sea” by TJ Klune, get together, talk about it, and attend programs based on the book. 32 programs were held with over 937 participants. 2. Open Door Pride presented the Sandy Brown Award to the 2025 Door County Reads Committee for events around the community read: TJ Klune’s House in the Cerulean Sea and the programming around the novel. Funding was provided by the Door County Library Foundation, Friends of Door County Library, and partnerships with 23 additional community organizations and businesses. 3. The Summer Reading program is another large-scale reading event that the Library organizes. Patrons participating in Door County Library’s 2025 Summer Reading Theme “Color Our World” read 700,288 minutes which is roughly 1.3 years worth of constant reading! There were 262 programs held throughout the county with over 9,841 participants. Page 53 of 84 4. Door County Library offers educational and enrichment programming for people of all ages. The Library held 754 in-person programs with 15,905 people attending either in-person or virtually. There were 217 self-directed activities such as take and make crafts were extremely popular with 15,225 people engaging with these type of programs. D. Goals / Objectives Achieved in 2025: Unique opportunities were offered to Door County residents and visitors through collaborations with strategic partners; Altrusa Back to School Fair, the Door County Maritime Museum; Door County Broadband/Techquity committee, the Ridges Sanctuary, Crossroads at Big Creek, Write On Door County, Boys and Girls Club, Door County YMCA, Northern Door Children’s Center, and Door Peninsula Astronomical Society. E. Knowledge Sharing 2025: 1. Library Visits = 239,518 2. Physical Library Materials Checked Out = 235,111 3. Public Computer Use = 7,693 4. Circulations for digital formats: e-audiobooks: 47,283 e-books: 33,780, video: 2,576, Total usage for Libby and Hoopla apps = 97,940 5. Public Wireless Internet = 36,056 6. Website Visits = 124,358 7. Social Media A. Facebook= 382,900 Facebook interactions= 6,900 B. Instagram= 8,7000 Instagram reach= 2,200 C. YouTube views= 14,196 Page 54 of 84 F. Department Budget Status 2024 2025 Approved Budgeted Expenditures 2,086,272 2,108,177 Actual Expenditures 2,200,762 2,172,187 Budgeted Revenues 88,122 89,687** Actual Revenues 223,947* 202,341** Levy Appropriation 1,976,814 2,107,097 *A portion of these revenues were from a budget adjustment for Fire alarm system replacement from the City of Sturgeon Bay. **A portion of Revenue is from City of SB share of building expenses Donations/ Grants received for 2025: Highlights include: • Door County Library Foundation $66,488 • Friends of Door County Libraries $30,773 • Private Donations $18,496 • Nicolet Federated Library System $12,903 • Altrusa $2,000 G. Other 2025 Accomplishments: • 239,518 visits to library locations 7,241, more than in 2024. • 19,826 cardholders 2,799 of which are non-residents. • 235,111 checkouts of physical items 6,882 more than 2024 • 754 in-person programs with 15,905 people attending. • Branch manager reports and monthly statistics of library services are charted and included in Library Board packets to increase awareness of library services utilization. • Library Organizational Audit nine-month process was completed. Library is moving into the implementation phase in 2026. Page 55 of 84 H. Issues, Concerns and Restraints: • Staffing levels are a consistent constraint to maintaining services. The library regularly receives community requests to increase hours and services. • Service for downloadable e-audiobooks and e-books via Libby and Hoopla apps has increased 9% over 2024 which is fantastic (97,474 borrows in 2025). The concern comes with balancing accessibility of digital resources with budgetary constraints. Grants and donations have been won and applied to these services as demand continues to increase for these formats. I. Goals and Objectives for 2025: • Implementation of 2025-2027 Strategic Plan continues. Goal areas include: 1. Goal- Space: Outcome: Data showing increased, diversified, and/or sustained community use through metrics collected such as library visits, program participation/ attendance, and card holders at each library location. Measure of Success: Reallocation of space and distribution of collections occurred as several locations, but most notably at Sturgeon Bay and Forestville. Visits and checkouts of materials have also increased: 239,518 visits to library locations 7,241, more than in 2024. 235,111 checkouts of physical items 6,882 more than 2024. 2. Goal- Connection & Communication: Outcome: Positive and lively community conversation about the library such as social media mentions, word-of-mouth communication, etc. Measure of success: Thank you notes and other patron feedback is continually collected and displayed in public spaces and staff work areas. Feedback is also included in Library Board packets. Website Visits = 124,358 Social Media: A. Facebook= 382,900 Facebook interactions= 6,900 B. Instagram= 8,7000 Instagram reach= 2,200 C. YouTube views= 14,196 3. Goal- Service: Outcome: Staff feel empowered to provide access to library collections and services along with connecting patrons to other community resources to meet their needs. Measure of success: as mentioned in the Door County Pulse podcast from January 14, 2025 with Jeff Schmeckpeper the current president of the Learning in Retirement (LIR) nonprofit group, learned about LIR when he was preparing to move to Door County and found out about it while visiting the Door County Library. 4. Goal- Organizational Strength: Outcome: Increased or sustained library service usage data that is representative of our diverse community. Measure of Success: (see the infographic section on page 2 of this report) Page 56 of 84 2025 ANNUAL REPORT DOOR COUNTY MUSEUM & ARCHIVES DIVISION A. Mission Statement: The mission of the Door County Museum and Archives is to support and strengthen the identity of Door County, Wisconsin through the transformative power of history. The Museum fulfills that mission through educational displays, community outreach programs, and by aiding the public and other organizations with inquiries and research related to the history of Door County. B. Summary of Responsibilities: • Design, build and maintain exhibits at the Door County Museum. • Catalogue, conserve and store artifacts of the Museum and Archives collection. • Provide history programming for youth and adults. • Fulfill requests and answer questions from the public related to history. • Collaborate with the historical communities of Door County and Wisconsin. • Promote and market the Museum and Door County history to the public. C. Program Summary: • Presented over 15 special programs on the history of Door County that served over 800 people. Topics included; people of Door County, geology, photography, music, early toolmaking, schools, story writing and more. • Hosted the Boys & Girls Club of Door County, along with multiple school and tour groups for engaging educational programming sessions. • Conducted visit with Santa in conjunction with Destination Sturgeon Bay. D. Goals / Objectives Achieved in 2025: • Served 7256 museum visitors, a 70.3% increase over 2024. • Accessioned 65 donations (71% increase from 2024) consisting of hundreds of individual Door County related items, photographs and documents. • Surveyed and organized the archives collection and successfully migrated to new collections management software. • Helped revitalized the Friends of the Museum group to help fund museum projects. • Started fabrication and Installation on the Foundational Industries exhibit funded by over $112,000 in grants and donations. This project involves hiring and mentoring young interns, providing them with valuable hands-on experience in exhibit fabrication and professional career development. • Collaborated in developing a plan to advance the rehabilitation of the property adjacent to the museum, with the goal of repurposing it in part as the museum’s new support and collections facility. • Expanded social media presence – 1113 Facebook followers (up 283) and 1,187 Instagram followers (up 35). • Continued to inspire exceptional comments from museum visitors and provide an outstanding visitor experience. Page 57 of 84 E. Knowledge Sharing 2025: • Provided research and historic imagery services to a wide variety of organizations and individuals inside and outside of Door County. • Shared the history of Door County and local tourism information with 7,256 visitors. F. Department Budget Status 2024 2025 Approved Budgeted Expenditures $194,242.00 $212,498.00 Actual Expenditures $128,146.18 179,627.00* Budgeted Revenues $0.00 $0.00 Actual Revenues $9,179.02 $10,038.54 Levy Appropriation $133,631.01 $212,498.00 * Actual Expenditures does not include grant funded projects. Grants received for 2025: $50,000 Community Investment Fund Grant. The Friends of the Door County Museum and Archives were awarded an additional $55,000 (granted to the museum in January 2026). G. Other Accomplishments: • Continued development and implementation of Museum Interpretive Plan. • Updated museum staff job descriptions and simplified organizational structure. • Continued beneficial relationship with Heritage Alliance of Door County. • Hired a new Curator with a focus in Education and Outreach. Hired three Exhibit Interns (grant funded) for Founding Industries project. H. Issues, concerns and Restraints: • There remains a critical need for space to properly accommodate collection storage, programming, and staff work areas. This concern is currently being addressed with the cost-effective rehabilitation of the former Yonkers building. • Long term declines in student visitation due to school budgets and museum space issues. I. Goals and Objectives for 2025: • Bring the Foundational Industries grant-funded exhibit to substantial completion. • Create a publicly accessible online portal for the museum and archives collection. • Significantly expand the portion of the collection that is digitized and fully integrated into the new collections management system. • Continue supporting the Friends Group in its growth and development to ensure long-term sustainability and strengthen its capacity to fund museum projects. • Continue to implement the Museum Interpretive Plan, with the goal to triple visitation (15,000 visitors/year) by 2035. • Increase outside funding sources to help offset operation cost. • Secure additional grants for archives digitization project. • Continue assessment and revision of the Museum’s Policies and Procedures. • Implement a school outreach program to better serve local students and teachers. Page 58 of 84 “Few Things Must Last as Long as County Records” 2025 ANNUAL REPORT DOOR COUNTY REGISTER OF DEEDS DEPARTMENT Mission Statement: ❖ To provide the official county repository for: 1. Real estate records (deeds, land contracts, mortgages, etc.) 2. Personal property records (UCC real estate fixture filings) 3. Vital records (birth, death, marriage, domestic partnerships and military discharges) ❖ To provide safe archival storage and convenient access to these public records. ❖ To implement statutory changes, system modernization, program and procedure evaluation and staff development to assure a high level of timely service for our citizen- customers. Summary of Responsibilities: • Record, provide access and maintain Real Estate records (deeds, land contracts, mortgages, etc). • Record, provide access, maintain and issue certified copies of Birth, Marriage, Death, Divorce, Domestic Partnerships, and Military Discharge records. • To implement statutory changes, system modernization, program and procedure evaluation, and staff development to assure a high level of timely service for our citizen- customers. • Coordinate operations with various state and federal agencies, including Vital Records, Administration, Safety and Professional Services, Department of Revenue, Natural Resources and Internal Revenue Service. • Provide accurate land record information for all parcels of real estate in the county. Information maintained includes computer databases and related GIS layers, websites and plat of surveys. • State mandated Land Information Office maintains upgrades to the county-wide web map and maintenance of land information data to create a wide variety of land information-related maps for county staff, local municipalities and agencies, residents, and property owners. • Provides county wide addressing for the unincorporated areas (towns) and three of the four villages, to ensure consistent address number assignment. This includes address assignments, ordering of signs through the Highway Department, creation of all related maps, tracking all expenses and communication with the county’s E-911 system manager. Page 59 of 84 “Few Things Must Last as Long as County Records” 2025 ANNUAL REPORT DOOR COUNTY REGISTER OF DEEDS DEPARTMENT How the Register of Deeds serves the public…. • Property Ownership-deeds, mortgages, land contracts, right of ways, agreements, federal tax liens, etc., basically anything that has to do with your land ownership • Vital Records-birth, marriage, divorce, death certificates, domestic partnerships are available in our office; all birth and marriage certificates are now available statewide • Service Discharge – DD214 documents are recorded and permanently stored for our military veterans • Land record information is shared with all county departments, assessors, town officials, taxation districts, the Wisconsin Department of Revenue and Natural Resources, and other related agencies. • Coordination of land information projects to modernize, improve quality and make land records broadly accessible for everyone. Goals / Objectives Achieved in 2025: 2025 continued to be a busy year for the Register of Deeds office. The office recorded over 8,000 documents, and deposited over $2.2 million dollars. Showing an increase in recordings of 3.0% and a 22.22% increase in dollars collected. With the situation of the past few years, it has made our goal of all recorded documents to be scanned and placed online extremely beneficial. With that said, back indexing by staff has become that much more important for our users. With many of our business partners working from home or remote, adding additional records online brings such value to the public and our users. Which also provides a higher revenue for the County. These records help with property searches, mortgages, home purchases and loans. To have access 24/7 is vital in the online world we live in. We successfully merged the Real Property Lister along with the GIS/Land Information Coordinator into the Register of Deeds office in 2024. This merger has allowed us to increase efficiencies across GIS, RPL and ROD. It allows us to communicate easily and provide better solutions for our constituents together. Page 60 of 84 “Few Things Must Last as Long as County Records” 2025 ANNUAL REPORT DOOR COUNTY REGISTER OF DEEDS DEPARTMENT (RPL & Land Information numbers not included. They were not part of the ROD budget until 2025) A. Department Budget Status - ROD 2024 2025 Approved Budgeted Expenditures $343,166 $373,686 Actual Expenditures $362,359 $376,430 Budgeted Revenues $483,400 $515,350 Actual Revenues $671,202 $666,878 Levy Appropriation $(308,842) $(138,920) B. Department Budget Status – RPL/LIO/GIS 2024 2025 Approved Budgeted Expenditures N/A $405,967 Actual Expenditures N/A $443,177 Budgeted Revenues N/A $119,817 Actual Revenues N/A $188,559 Levy Appropriation N/A $254,618 Accomplishments: • Staff completed back indexing 24,389 documents, in addition to daily recordings. • Staff issued a total of 6,470 vital records • Staff recorded, tract indexed and scanned over 8,000 documents • Successfully transition of Catalis Land Records System to a web based version as well as a successful conversion from ArcMap to ArcPro for parcel mapping. • Successful addition of APEX and AVA software respectfully for new address applications and plat of surveys. • Launched an ArcGis Online web application which was created to connect the mobile worker iPads to collect sign data and tracking metrics for the “blue sign” project. • Ongoing GIS layer update automation, which will allow more time to better the GIS infrastructure Page 61 of 84 2025 ANNUAL REPORT DOOR COUNTY SHERIFF’S OFFICE A. Mission Statement: The Door County Sheriff’s Office is dedicated to the safety and welfare of all citizens and visitors. We are committed to partnering with the community to solve problems and improve public safety in a manner that is fair, transparent, and consistent. Guiding Principles: Integrity – We are committed to the enforcement of laws and the preservation of order. We are honest, truthful, and consistent in our words and actions, and therefore worthy of the public’s trust. We exercise discretion in a manner that is beyond reproach. We do not accept gifts or special considerations as a consequence of our office. Professionalism – We treat the public and our colleagues with courtesy and respect. We understand that our appearance, words, and demeanor contribute to the public’s confidence in us. We are responsive to the community, and deliver services promptly and efficiently. Fairness – We act with fairness, restraint, and impartiality in carrying out our duties. We work with the community to continually understand and overcome cultural influences and unconscious biases. We understand that our action, combined with the way we treat members of the community, contributes to our “legitimacy” in the eyes of the public. Teamwork – We work together as one organization in carrying out the mission of the sheriff’s office; our respective units do not act as distinct “silos” from one another. As individual members of the department, we are respectful to each other and work collectively to solve problems and serve the community. B. Summary of Responsibilities: Sheriff’s Offices in Wisconsin have unique responsibilities that differ from those services provided by Municipal Law Enforcement agencies. These differences are outlined in state statute and require the Sheriff’s Office to provide for the following services: 1) The Sheriff is the custodian of the jail and is therefore responsible for all persons ordered into custody, 2) The Sheriff must attend to the security of the Circuit Courts, 3) The Sheriff must serve and execute all process, writs, precepts and orders issued or made by lawful authority and delivered to the Sheriff, 4) The Sheriff must provide for water rescue and recovery operations for the waters within the jurisdiction of the county and, 5) The Sheriff must enforce all general orders of the Department of Commerce relating to the sale, transportation, and storage of explosives within the county. In addition, the Sheriff and his or her Deputies shall keep and preserve the peace in the county and quiet and suppress all affrays, routs, riots, unlawful assemblies and insurrections. C. Program Summary: Administrative Services: • Provide walk-in customer service at Sheriff’s Office lobby • Provide walk-in customer service at Jail Office lobby • Provide customer service via phone and electronic messages • Prepare Agenda and take minutes for Judiciary & Public Safety Committee Meeting • Civil Process Page 62 of 84 • Open Records Requests • Citations, Warrants, Accidents • Communicate with Courts, District Attorney’s Office and outside law enforcement agencies • Sheriff Sales • Accident Reporting • Incident Based Reporting (IBR) • Administrative Staff maintain the “Facebook” page for the Sheriff’s Office, which has been a very positive form of communication. Press releases are placed on the Facebook page for public viewing. Court Services: • Provide Justice Center Security Screening • Courtroom Security • Justice Center Security • Monitor Video Security Systems • Prisoner Transports • Annual Safety Training for Justice Center Staff • Victim Impact Panel • DNA Testing • Court Ordered Fingerprints and Mugshots Jail Division: • Healthy Relationship Class - parenting, coping and family values education • GED/HSED – Sentence Reduction Program (6 hours per week) • Inmate Worker Program – Sentence Reduction Program (1hr for each hour worked) • AODA/Substance Use Recovery Group • Individual Mental Health Counseling • Religious Programs • Operation Fresh Start – Inmate Re-Entry Program • Pretrial Release Program • AA (Alcohol Anonymous) Meetings • Partnership with Door County Therapy Dogs • Mindfulness-Meditation Group • Positive Parenting Program • Inmate Video Visitations Investigative Division: • Prescription Drug Drop Off Program. • Door County Joint Drug Task Force • Shared Digital Forensic Investigative Services • Members of various Committees: o Alcohol and Drug Coalition o I-Team (Interdisciplinary for Elder and Vulnerable Adults) o Northeast Wisconsin Investigators Group o Door County Joint Drug Task Force participation. o Maintain informational files on local registered sex offenders. o MERT Team members (Missing/Endangered Response Team o SART Team members (Sexual Assault Response Team) Page 63 of 84 School Resource Officers: • Investigate criminal complaints • Interact with students in classrooms, lunchroom, recess and sports. • Provide security at school sponsored events • Provide youth mentorship Patrol Division: • The specialized Marine Unit completed its 14th year patrolling the waters of Green Bay and Lake Michigan. • Door County Sheriff’s Reserve Unit provided security at numerous parades, festivals and school events. • Specialized Programs: o Marine Patrol Unit o Dive Team o SWAT Team o Snowmobile Patrol o K-9 Unit o Drone Team o School Resource Officer Unit o Reserve Unit o MERT Team o SART Team o Public Safety Wellness Team o Mental Health/Community Engagement o Honor Guard D. Goals / Objectives Achieved in 2025: Patrol Division: • Continued to respond to incident and accident calls for service • Continued the Marine Patrol Unit and Snowmobile Patrol Unit • Completed our 5th year of annual mental health wellness checks • Conducted 24 hours of in-house training for all members of patrol division • Work with Youth Diversion and Adult Deflection referral program • Continued K9 deployments in businesses, schools, jail and vehicles Jail Division: • Signed 3-year contract with Summit Food Services • Installed Inmate Body Scanner • Signed 1-year contract with ECOSURE, kitchen inspection/food safety company • Signed agreement with Brown County for contract inmate housing • Installed censored sink/toilet flush stops in cells • Renewed 1-year Contract with Stellar Inmate Services (Commissary) • Reviewed and Updated Inmate Handbook • Conducted 24 hours of in-house training for all members of the jail division • Trained 9 new jail deputes • Continued sending new staff to mandatory Jail Academy • Continued sending new staff to leadership trainings Page 64 of 84 Investigative Division: • Conducted 24 hours of in-house training for all members of investigative division. • Provided the community with informational presentations on drug recognition and enforcement, elder abuse, identity theft, ICAC investigations, etc. • Participate in a multi-jurisdiction task force to locate and arrest offenders who are involved with using computers to facilitate child sex acts. • Joint Drug Task Force executed six residential search warrants and investigated numerous drug cases including controlled buys and other related cases. Total weight of drugs confiscated: Cocaine 626.96 grams, Marijuana 3,720.19 grams, Fentanyl 11.54 grams, Methamphetamine 6.56 grams. • Receive current training to have the most recent and effective investigative tools. • Returned approximately $1,500,000.00 to victims of financial crimes. E. Knowledge Sharing 2025 • Electronic release of incidents on a daily basis to local media. • Collaborative agency crime information networking with state and local law enforcement agencies. o Door County Joint Drug Task Force o I.C.A.C – Internet Crimes Against Children Task Force • Provide annual jail tour with the Judiciary & Public Safety Committee F. Department Budget Status (2025 numbers are not final) 2024 2025 Approved Budgeted Expenditures 10,097,082 10,246,423 Actual Expenditures 9,896,103 Budgeted Revenues 1,406,046 1,227,432 Actual Revenues 1,077,025 Levy Appropriation 8,819,088 Grants received for 2025: Department of Natural Resources Water Patrol Grant, Department of Natural Resources Snowmobile Patrol Grant, Bullet Proof Vest Grant, SCAAP Grant, Click It or Ticket Enforcement Grant, DOJ grant for Heroin and Opiate investigations, DOJ grant for Methamphetamine, Deflection Grant, Crime Prevention Fund for K9 G. Other Accomplishments: • Trained all sworn deputies in the transition of new firearms and weapon sight platform. • Continued training in CIT/CIP and De-Escalation Tactics, having one De-Escalation Instructor who trained the department in new De-Escalation tactics. • Completed patrol Use of Force Simulator Training • Continue working with the Crime Prevention Foundation, a 501c3 non-profit, through the Door County Community Foundation. The Crime Prevention Foundation collects public donations to fund a K-9 unit for the Sheriff’s Office and to help fund Law Enforcement related items not budgeted for. • Representative of the Sheriff’s Office, as part of CJCC, and Treatment Court Team • Door County Pathways and Door County Bridgeways Programs • Began to use the Wellness Co-op Team or individual counseling for deputies exposed to highly traumatic calls. Page 65 of 84 H. Issues, concerns and Restraints: • The budget for County Government will always be one of the main concerns for the Office. The Office continues to search for revenue generating opportunities as well as ways to reduce tax levy dollar expenditures. • Highway Safety – Crash Reduction. • Recruiting and hiring qualified candidates for all positions in a difficult job market • Focus on employee retention I. Goals and Objectives for 2026: Department Wide: • Continue to update the Lexipol policy manual based on the organizational changes. • Recruit and hire new Reserve Deputies for the Reserve Unit to better serve festivals within the county. Jail Division: • Upgrade to jail kiosks and/or tablets for inmate accessibility • In the process of installing a digital key watchman/log system • Continue to work towards PREA compliance. • Review Inmate Handbook • Review Inmate Programming • Review and Update Policy/Procedure • Conduct 24-hour in-house training for all members of the jail division. • Work more closely with the Door County Deflection Program • Work with the Mental Health/Community Engagement Deputy Patrol Division: • Conduct 24-hour in-house training for all members of the patrol division. • Implement the Draft One Report Writing System to enhance report accuracy, consistency, and overall professionalism in case documentation. • Send additional first line supervisors to Leadership in Police Organizations • High visibility for the Marine Patrol and Snowmobile Patrol • Build on maintaining Community Engagement • Continue the use of Mobile-Audio-Video in marked patrol units • Maintain patrol staffing levels • Continue collaborative training with Sturgeon Bay Police Department • Implement a Drug Interdiction Team lead by Sgt. Investigator and K9 units • K-9 unit to have high visibility and used for drug investigations and missing person cases • Continue peer support group for officer involved critical incidents and a wellness program for employees and family of the Sheriff’s Office. • Work with Youth Diversion/Adult Deflection program • Build the Co-Responder with the new Mental Health/Community Engagement Deputy and Coordinated Response Specialist. • Work with County EMS, Fire and SPFD to train command and control of active threat incidents. • Update Patrol Operation Manual • Work with Villages and County to implement better safety plans for festivals • Train back-up School Resource Officer Page 66 of 84 Investigative Division: • Continue operating the drug drop off program for the public to destroy outdated and unused drugs they have in their homes. • Conduct 24-hour in-house training for all members of the investigative division. • Continue to provide informational presentations to the community about drugs and drug investigations as well as human trafficking and fraud. • Continue to provide community presentations about internet safety • Continue to monitor the addresses of local registered sex offenders • Provide training to all law enforcement personnel in Door County regarding Elder Abuse • Continue to investigate felonious crimes and provide justice to victims of these crimes • Continue to provide Digital Investigative Services for Door County, the City of Sturgeon Bay and other jurisdictions in Wisconsin. • Work with Youth Diversion/Adult Deflection program. • Continue the investigative division participation in Wisconsin ICAC Task Force Page 67 of 84 2025 ANNUAL REPORT DOOR COUNTY SOIL & WATER CONSERVATION DEPARTMENT A. Mission Statement: The Door County Soil and Water Conservation Department is created under the authority of Chapter 92 of Wisconsin Statutes. Chapter 92 gives the SWCD the responsibility for the administration of the County soil and water conservation program and the authority to exercise the powers granted to the Land Conservation Committee. The legislative declared policy of the State in Chapter 92 is to halt and reverse the depletion of the State's soil resources and pollution of its waters. The mission of conservation and environmental advocacy is the standard by which SWCD programs are developed and implemented. B. Summary of Responsibilities: The SWCD has a responsibility, and directive under Chapter 92, to promote land uses and programs which advance conservation and the protection of Door County's natural resources, and meet the goals and objectives established in the 2021-2030 Land and Water Resource Management Plan. C. Program Summary: Agricultural Performance Standards and Animal Waste Storage: SWCD administers Door County Code Chapter 23 which establishes minimum standards for agricultural operations to protect ground and surface water quality and permit requirements for animal waste storage facilities. In 2025 the SWCD conducted an in depth compliance review of all 190 Nutrient Management Plans submitted. Conservation practices: SWCD uses federal, state, and local funding sources to provide technical experience and cost share assistance to landowners/operators for a wide range of conservation practices to protect and improve ground and surface water quality. Common practices include buffers, grassed waterways, nutrient management, cover crops, manure storage, barnyard and feed storage runoff control systems, and well abandonments. Invasive Species: SWCD maintains a lead role in the Door County Invasive Species Team (DCIST), a collaboration of natural resource professionals, community leaders and interested citizens who seek to halt the invasion of exotic non-native plants. Nonmetallic Mine Reclamation: SWCD administers Door County Code Chapter 36 to ensure nonmetallic mining sites will be properly reclaimed in accordance with State Administrative Code and Statutes. Technical Assistance: SWCD maintains staff with diverse expertise in natural resources who provide technical reviews and onsite inspections of proposed projects for the Land Use Services Department as well as other technical assistance to the public. Water Quality Protection and Improvement: SWCD works cooperatively with a variety of partners to protect and improve ground and surface water quality including identification of pollution sources at beaches (with Public Health), restoration of Dunes Lake (multiple partners), post drawdown study of the Forestville Millpond study (with Page 68 of 84 Facilities and Parks), surface water quality monitoring (multiple partners), private well testing program (with Public Health), emerging contaminant study of private wells, and watershed planning (multiple partners). In 2025 the SWCD partnered with UW Oshkosh students to complete bathymetric surveys of Dunes Lake and Clarke Lake. Wildlife Damage Abatement & Claims: Landowners who experience wildlife damage to crops can enroll in the program to be eligible for assistance, claim payments, and/or abatement reimbursements. Wisconsin Working Lands Initiative/Farmland Preservation Program: SWCD ensures participants in this program meet state conservation standards to remain eligible for tax credits and inspects operations once every four years. D. Goals / Objectives Achieved in 2025: • Continue promotion of a recently purchased No-Till drill for buffer and pollinator conservation plantings. • Promoted water quality and natural resource protection through multiple programs. The following are examples of completed activities in 2025, not an exhaustive list: 2025 Accomplishments 1 Compliance notifications under Ch. 23, Door County Code (Farm sites) 3 Animal waste permits issued 53 Operation and maintenance inspections of installed agricultural practices 6 New agricultural practices cost shared and installed (manure storage, manure storage abandonment, 2 grassed waterway, barnyard runoff, and a grade stabilization) 109 Acres of cover crops cost shared 121 Acres Planted with the SWCD’s No-Till drill 97% Cropland acres under 190 nutrient management plans 23 Audits of cropland fields during manure spreading 5 Karst feature verifications 1 Groundwater study completed at Baileys Harbor Ridges Beach (Fund For Lake Michigan funded) 12 Tree Planter Rentals for ~30,000 trees 1,836 Acres monitored for priority, early detection, and other invasive species 305 Acres of priority invasive species inventoried 170 Acres of invasive species controlled 205 Pounds of European frog bit pulled and removed from 5 sites 25 Miles of shoreline inspected for European Frog bit at 17 sites 1894 Landowner contacts for invasive species 1 Well abandonments cost shared 50 Nonmetallic mine inspections under Ch. 36, Door County Code (2 mines reclaimed) 32 Land disturbance, Storm Water and Impervious Surface Plan reviews and approvals for Land Use Services Dept 549 Private wells sampled for bacteria and nitrate through UWO assistance 58 Private wells sampled for emerging contaminants Page 69 of 84 1100 Wells geolocated for southern Door groundwater flow study with Board of Regents, UW Madison Division of Extension 16 Streams sampled for updating surface water inventory 11 Enrollments in the wildlife damage abatement program 61 Deer donated 7 Inspections for Farmland Preservation Program 31 Certificates of compliance issued for the farmland preservation program 2 Bathymetric Lake Surveys Completed (Clarke and Dunes) E. Knowledge Sharing 2025: • One-on-one visits with landowners and operators to identify management and conservation practices to meet minimum agricultural standards and prohibitions and go beyond to protect ground and surface water quality. • Outreach and education to the public about invasive species included: 201 hours of Clean Boats Clean Waters at priority boat launches providing inspections for 653 boats, 31 media posts, 11 educational presentations/training sessions, hundreds of one-on-one contacts and 1,894 direct mailings to landowners. • Several educational presentations about SWCD programs and natural resource issues in Door County to a wide variety of audience ages. F. Department Budget Status Grants Used in 2025: DNR Wildlife Damage Claims Program $10,224.81 DATCP Soil & Water Resource Management Staffing $183,630.00 DATCP Land & Water Resource Management $72,955.19 DNR Aquatic Invasive Species – LMPN $12,371.23 DNR Aquatic Invasive Species – CBCW $4,000.00 DNR Aquatic Invasive Species - Control $48,025.27 DNR AIRR – European Frog Bit $8,403.60 DNR Notice of Discharge $286,272.00 US Forest Service GLRI 2023 (Invasive Species) $16,201.94 US Forest Service GLRI 2024 (Invasive Species) $20,287.16 Friends for Lake Michigan – Ridges Beach $12,689.47 Natural Resources Foundation – Pollinator $4,440.00 US FWS – Pollinator $5,085.29 GLC AAMP – Invasive Species $1,994.64 WCMG – Invasive Species $1,443.84 2024 2025 Approved Budgeted Expenditures $1,122,703.00 $1,259,332.00 Actual Expenditures $958,949.17 $1,413,214.72 Budgeted Revenues $470,870.00 $541,675.00 Actual Revenues $391,111.22 $753,699.01 Actual Levy Appropriation $567,837.95 $659,515.71 Page 70 of 84 Revenue from Reserve Accounts: Forestry Program $20.36 Nonmetallic Mine Program $23,424.65 Donations Used in 2025: Invasive Species $10,681.15 G. Other Accomplishments: N/A H. Issues, Concerns and Restraints: • Program demands and natural resource protection needs continue to expand while fiscal and staffing resources remain limited. There were zero resignations in the department in 2025. Employee retention appears to be improving. • SWCD has successfully pursued grants to provide cost share to landowners and fund staff. However, the short-term nature of grants requires a continual investment of time to apply for and manage multiple programs, each with a unique set of requirements and reporting expectations. I. Goals and Objectives for 2026: • Follow the 2021-2030 Land and Water Resource Management Plan, available online at: https://www.co.door.wi.gov/DocumentCenter/View/2900/Door-County-Land- and-Water-Resource-Management-Plan-2021-2030 • Continue to control non-native Phragmites, targeting known populations on private properties, using ARPA funding. Evaluate contractor performance of 2025 treatments and throughout the duration of the five-year project contract. • Continue the study of emerging contaminants in groundwater with GZA GeoEnvironmental, Inc. through the sampling of private wells. • Continue Spring and Fall private well monitoring program with UW Oshkosh. • Continue analysis of Door County Surface waters for eventual update of Door County Surface water Inventory. • Continue with septic system impacts study with UW Oshkosh. • Continue with emergency spill response plans for farmers with aging liquid manure systems. Page 71 of 84 Q:\Department Travel-Training_Gifts_Grants-Donations_Annual Reports\2025 Annual Reports\2025 Technology Services Annual Report.docx P a g e | 1 2025 ANNUAL REPORT DOOR COUNTY TECHNOLOGY SERVICES DEPARTMENT Mission Statement: The Technology Services (TS) Department is a service function with its primary goal to develop, oversee, and coordinate technology and its use in Door County government facilities and departments. We ensure that adequate technology and technological services are available to County departments/agencies in order for them to provide needed services to taxpayers/constituents. The purpose of the Technology Services Department is to support the business. Business methodologies, processes and oversight are provided to the TS Department in order to drive the TS Department’s goals. Business decisions and goals for IT requirements are made at the organization and/or department level in conjunction with the TS Department and not by the TS Department alone. Responsibilities: Technology Services (TS) primary responsibility is to provide, maintain, and support secure, efficient, and highly available, 24 x 7 access to information systems. We ensure that enterprise hardware and software continue to meet the needs of the organization and its efficiencies. This includes, when necessary, modifying, rewriting, and enhancing or upgrading software/hardware that no longer accomplishes these needs. Unlike public facing departments we do not directly provide services to residents but instead support the efforts of other departments that do. TS provides daily operational support including the operation of a 24 x 7 County helpdesk and monitoring tools. The helpdesk specifically provides support, guidance, and formal or informal training to end users. Both tools allow us to manage and respond to any issues that arise and react to them rapidly often times proactively. We handle the addition of new users to County systems and are responsible for removing this access on departure. We also maintain and operate several software solutions that provide reporting related to technology costs such as inventory, printing, and phones. We use these programs to produce monthly reporting to all departments which in turn facilitates the budget process. The Department implements and supports a wide variety of County technology that includes, but is not limited to, Local/Wide Area Networks (LAN/WAN/Wireless/VPN), physical and virtual servers, end-point devices, telecommunications/phones/cellular, courtroom technology, building/department related systems (alarm/security/time clock/fuel/scale/HVAC), Public Safety Towers, and audio-visual technology. Our staff continues to supply requesting departments with technological solutions/guidance. We provide our expertise to make sure solutions meet organization goals, mesh with existing technology, and follow established best practices/policy/security guidelines. We also assist with deployment, and provide overall support from a technological stance. All requests from county departments for technology filter through the TS Department. It is necessary for the department to keep abreast of current trends, end of life/support dates, threats, and solutions available to meet the needs of our users both present and in the future. This is a very rapidly evolving field of work with new technologies being developed and released daily, evolving into something else, or being taken out of service. It is our job to vet these vendors/programs and their viability/sustainability for County needs. It is also a time where dissemination of information via the internet is the norm or expectation of our constituents. All software subscriptions, licenses, and maintenance renewals are processed in the TS department. It is vital that these are kept current and up-to-date for compliancy, to prevent a lapse in coverage, and/or a possible outage of service. Page 72 of 84 Q:\Department Travel-Training_Gifts_Grants-Donations_Annual Reports\2025 Annual Reports\2025 Technology Services Annual Report.docx P a g e | 2 The development and management of an annual technology budget for all County departments is the responsibility of the TS Department. By doing so we provide insight to the County on technology costs as a whole or in granular departmental views. We use these views to determine areas we may need to invest in but also remain good stewards of County funds by identifying areas of concern all while meeting short-term and long-term fiscal goals. We assist with, negotiate, and/or complete various contracts and agreements. This includes but is not limited to the various long-term telecommunication contracts for local, long distance and cellular service, internet, towers, fiber, hardware/software service and MOUs for use by outside entities. Policies as related to the support, maintenance, security, and use of technology are handled by the TS Department. HIPAA related policies from a technological standpoint are also developed with the assistance of Corporation Counsel. We are the project management for the County’s radio system/tower project scheduled to be completed in 2028. As lead we serve on the CATS committee, which primarily focuses on the Public Safety Communication infrastructure and systems. The project intends to migrate to a digital 700/800Mhz versus analog VHF technology and is transported by networking the TS Department maintains. This overlap into our technology arena facilitated housing the project within TS. The Director is entrusted the responsibility of County Security Officer (CSO), ensuring that digital data remains secure, via his staff and input from departments. This job ensures that there is ample protection of any digital data the department has control over, safeguarding county data from any unauthorized access or manipulation. Department Budget Status: Approved 2025 Budget $2,068,560 Actual 2025 Budget $2,020,457 2025 Levy Appropriation $2,068,560 2024 Levy Appropriation $2,046,312 2025 Budgeted Revenue $206,257 2025 Actual Revenue $209,924 2024 Actual Revenue $75,418 Grants received for 2025: $3,900,000 Department of Justice COPS Grant Issues, Concerns and Restraints: • Rapid growth within the industry, more stringent standards, insurance and government regulations leaves much to the unknown and affects budget projections, staffing, and ultimately the services we continue to provide. It is difficult to predict and plan for the unforeseeable circumstances and unknown technological evolutions such as AI, chip shortages, tariffs, and acquisitions. • The lifespan of the industry’s hardware and software are shorter than years past and the cost of solutions are increasing, necessitating a continual budget investment and ways of doing business such as cloud-based solutions. • Technology is also moving to a more proprietary or service-based nature. This shift forces us to continue with and utilize maintenance agreements with the individual platforms or software as a service (SaaS)/hardware as a service adding additional costs. Even our public safety radio system has service options. • Culture/misinterpretation of our core function to support the business/enterprise as a whole. We, as a service department, do not provide services to constituents, community outreach, or community development. We support internal County functions so they can serve the community Page 73 of 84 Q:\Department Travel-Training_Gifts_Grants-Donations_Annual Reports\2025 Annual Reports\2025 Technology Services Annual Report.docx P a g e | 3 efficiently and to the best of their ability technologically. There are vehicles better suited for those type of projects and businesses in the county that provide IT services. • Departmental vs Technology Services responsibility and overlap. Technology is a part of almost everything we do. It is unrealistic to expect the Technology Services department to be experts in every software or procedures of every department we service and make decisions on their behalf. There has to be ownership and an investment from within the department itself. • Staying on top of daily workloads and enterprise systems. We as a department have demand issues and are involved with every department in the County. Although we have mechanisms to track and improve efficiency, there always seems to be more need than we have resources and more things added to our plate in the name of technology and a lack of its understanding. • Proper staffing with appropriate skillsets is a challenge. Geographical, landscape, cultural, and generational issues along with the technology industry itself complicate finding and retaining staff. We invest much time in developing new and less experienced staff with the risk of them leaving to go elsewhere with their added value. We do not seem as attractive to veterans of the industry with more experience and the luster of Door County isn’t enough when compared to the cost of living here. 2025 Goals and Objectives: • CJIS Compliance • 2158 Helpdesk Tickets w/62 After Hours & 15 Work From Home • Tower Project Progress (Multi-year) • New Servers Rollout • New SAN Rollout • LUS Software Cleanup/Cloud Migration • Squad Car Improvements/Standardization (GPS/Logon/Certificates) • SRO Improvements/Standardization • Policies Review/Finalize • Software Installation/Enhancements (Citrix, Spillman, NWS, RAVE, Total Response, etc) • Security Improvements Both Physical (Doors/Cameras/Power Distribution) And Infrastructure/Software (MFA/DKIM for e-mail) • Capital Outlay Hardware/Software Rollouts and Rotation Schedule • Digital Imaging Server Replacements • Closet Switch Replacements • Staff training/development both inside and outside department • Windows Server 2022/Windows 11 Rollout/Migration • Primary Domain Controller Upgrade • Standard Operating Procedures • SMARSH Rollout Continued • Maintain 1300+ Node Highly Available Network/Virtual Infrastructure • Maintain Back-end Enterprise Systems (Hardware, Software, SAN) That Support All Operations • Maintain Security/HIPAA Compliance (MFA, Patching, Backups, Upgrades, Policies, Training, Remote Access, Retention) • Research Technology and Provide Guidance to Departments • Work Through the Annual CIP/budget Process For All Departments Respectfully Submitted by: Jason Rouer - Door County Technology Services Director Page 74 of 84 2025 ANNUAL REPORT DOOR COUNTY TRANSPORTATION DEPARTMENT A. Mission Statement: To ensure that Door County residents and visitors have safe, dependable, and affordable transportation to get to medical appointments, work, school, shopping and socialization. Get Connected. Get on Board. B. Summary of Responsibilities: Door County Connect-Public Transit includes Door County Connect (DCC) and Door 2 Door Rides (D2D). These services are Door County’s public transit system. DCC staff write for state and federal grants and follow reporting guidelines to ensure ongoing public transit funding. Staff operate DCC’s bus and van out of the Aging and Disability Resource Center (ADRC). Operations include trip planning, transporting and fare collection. The Transportation Manager completes monthly, quarterly and annual reports for WisDOT and works on sustainability for the public transit system. Staff also work closely with Abby Vans, contractor for D2D, to provide the shared ride taxi service. C. Program Summary: D2D provides rides almost county-wide and operates up to seven days per week depending on the service area. DCC provides rides Monday through Friday primarily within the City of Sturgeon Bay and in an extended service area that is up to 10 miles from the ADRC. D. Goals / Objectives Achieved in 2025: List the goals and objectives your department achieved in the past year. • Held a Transportation Fair to celebrate Door 2 Door’s 15th Anniversary. • Installed camera system in the DCC bus to enhance safety and security measures. • Ridership revenue increased by 4.5%, despite a slight decrease in ridership. Total fares collected were $169,899. • Increased private grant funding. E. Knowledge Sharing 2025: If applicable, list ways in which your department shared knowledge in the past year. • Implemented a quarterly newsletter that is sent to all City, Town and Village Clerks. • Submitted five media releases. One resulted in coverage by NBC Channel 26, in addition to, multiple radio stations and Door County Knock. • Completed five presentations, to include the Wisconsin Towns Association-Door County Unit and Sevastopol Town Board. • Held 3rd annual Rural Transit Day events. Page 75 of 84 F. Department Budget Status 2024 2025 Approved Budgeted Expenditures 984,554 1,157,464* Actual Expenditures 964,674 1,132,442 Budgeted Revenues 827,148 869,286 Actual Revenues 783,296 884,121 Levy Appropriation 181,378 248,322 Grants received for 2025: $838,428.45 Grants + $1,650.43 from Trust Fund + $20,500 in program donations. Excess levy appropriation of $39,856.47 will be transferred to the Transportation Program Reserve for 2025. Current Reserve balance (before transfer) is $469,498.87. (The amounts above were prepared by JoAnn Baumann, Door County Finance Department, on February 18, 2026. These amounts are unaudited and are subject to adjustment. ) * Some of the increase in expenses from 2024 to 2025 were due to a new contract. We anticipated a 40% increase, but were able to reduce it to a 25% increase for our Door 2 Door Rides contract. G. Other Accomplishments: Not Applicable. H. Issues, concerns and Restraints: Funding to cover increased expenses that are out of the County’s control. I. Goals and Objectives for 2026: List department goals and objectives for the current year. • Work with WisDOT to complete the 2018 – 2021 Audit. In addition, complete a draft audit for 2022 – 2024. • Hold a second Transportation Fair, may add a job or career fair to the event. • Plan and host a coordinated staff/driver training. Page 76 of 84 2025 Annual Report Door County Treasurer’s Office Mission Statement The Door County Treasurer’s Office is an elected office whose primary mission is to receive, disburse and safeguard the monies of the County. We strive to provide superior customer service to the citizens of Door County while fulfilling the duties and responsibilities mandated by the State of Wisconsin and the Board of Supervisors for Door County. Summary of Responsibilities ❖ Receipt of first installment of 2024 taxes for all 19 municipalities during January & February. o 2025 first installment was collected during December. ❖ Receipt all County delinquent and postponed real estate taxes. ❖ Settle the tax rolls with townships, villages, cities, vocational school and local school districts. ❖ Verify and deposit all county general revenue. ❖ Disbursement of accounts payable checks. ❖ Send delinquent notices and process all properties eligible for tax foreclosure. ❖ Conduct sales of foreclosed properties. ❖ Storage of tax records for public information requests. ❖ Fielding numerous questions regarding real estate taxes and tax payments. ❖ Administrator of the Lottery Tax Credit. ❖ Work in conjunction with the municipal assessors to maintain and update valuations of all parcels. ❖ Calculation and printing of all municipality tax bills. Program Summary ❖ Summary of Money Received January 1st to December 31st, 2025 School Tax Levy Credit $9,757,894.68 Current Year Tax Collections (2nd half) $22,691,145.51 Certificate Tax Collections (Jan-Dec) $1,511,837.07 Special Assessments, Special Charges & Delinquent Charges $34,946.32 Interest Charges $314,008.33 Penalty Charges $158,366.44 ❖ Outstanding Delinquent Totals December 31, 2025 Tax Certificates $791,854.32 Special Assessments $1,187.20 Special Charges $7,002.96 Delinquent Charges $9,595.47 Page 77 of 84 Goals & Objectives Achieved in 2025 ❖ Continued to update and review SOP’s within the office. ❖ Continued improvement to the process as to which lottery credit claims are handled. ❖ Teamwork and collaboration between four departments to make a shared employee work to all of our advantages. ❖ Improvements with our tax software vendor, they had extended hours over the tax bill season to better assist and seem to be communicating more efficiently overall. Knowledge Sharing 2025 ❖ Important information is conveyed to the municipal clerks and treasurers when necessary. ❖ Annual meetings are only held when there are a lot of changes to processes that need to be discussed. Department Budget Status: 2024 2025 Approved Budgeted Expenditures $ 235,631.00 $ 264,081.00 Actual Expenditures $ 218,649.43 $ 252,260.77 Approved Budgeted Revenues $ 531,950.00 $ 524,700.00 Actual Revenues $ 579,657.07 $ 638,162.51 Levy Appropriation ($ 361,007.64) ($385,901.74) Grants received for 2025: None Other Accomplishments: Issues, concerns and Restraints: ❖ Our current electronic payment provider, Point and Pay, is no longer ideal for tax payments. It requires users to manually enter their parcel number and payment amount, which can lead to errors. When information is entered incorrectly, staff must spend significant time determining where payments belong. Incorrect amounts also require issuing refunds or requesting additional payments. Goals for 2026 ❖ Strive for an environment of excellent customer service. ❖ Continue advancement of all SOP’s for tasks performed by the Treasurer’s office. ❖ Build on our communication structure with other departments within the government to ensure all information is conveyed accurately and timely. ❖ Continue to develop a communication system with the local clerk-treasurers to highlight important dates as well as important steps and procedures that need to be done throughout the year. ❖ Aligning our electronic payment system with our tax software provider would streamline payments, improve efficiency, and create a simpler experience for constituents. Using Catalis could reduce refunds by automatically pulling the correct amount from the tax system while still allowing partial payments without permitting overpayment. Respectfully submitted; Ryan Schley Door County Treasurer Page 78 of 84 UNIVERSITY OF WISCONSIN-MADISON DIVISION OF EXTENSION DOOR COUNTY 2025 ANNUAL REPORT MISSION STATEMENT We teach, learn, lead, and serve, connecting people with the University of Wisconsin-Madison, and engage with them in transforming lives and communities. SUMMARY OF RESPONSIBILITIES UW-Madison Division of Extension – Door County designs and delivers educational programs based on the needs of the county. Extension connects people with the latest university research and knowledge. Our programs and services are delivered locally by dedicated educators and specialists who are co-funded in partnership with the county government. We engage people, partners, and communities to address concerns and complex issues across the state and in Door County. PROGRAM SUMMARY Throughout 2025, educational programs and services were offered in the following areas: ● 4-H & Positive Youth Development ● Agriculture ● Human Development and Relationships ● FoodWIse Nutrition Program that promotes healthy habits for low-income families. Extension-Door County also has unique partnerships with the Peninsular Agricultural Research Station (PARS) and the Extension Kewaunee County office. The PARS staff help provide fruit outreach educational services to Door and Kewaunee County’s commercial fruit growers. This collaboration between PARS, Door County, Kewaunee County and the county's commercial fruit growers is implemented through a Memorandum of Understanding. Extension’s oversight committee is the Land Conservation Committee, as specified in Wisconsin Statutes 59.56. OBJECTIVE AND OUTCOMES ACHIEVED IN 2025 Area 11 Extension Director | Department Head/Kathleen McKee (January-September) and Interim Director/Liliana Ramirez Gonzalez (September-December) Objective: Increase visibility of the Extension Door County Office programs and their outcomes. Outcomes: Educators continue to reach out to the community through programs, developing collaborations, local media, and attending community meetings and events. We have also launched a monthly digital newsletter and redesigned our website to be more engaging and user-friendly. Objective: In collaboration with Door County leadership, develop a 2026 budget and execute a contract for co-funded educator positions. Outcomes: The objective was achieved and completed in December of 2025. Page 79 of 84 4-H Program Educator – Candis Dart Objective: Continue to increase visibility and expand access to Door County 4-H through Door County. Outcomes: ● Continued partnership with the Boys & Girls Club, with Teen Night programming in the Spring and weekly classes for Elementary aged students in the Summer. ● During Summer of 2025, Door County 4-H had an AmeriCorps member who served with our program. The purpose of their role was to increase outreach to new and different audiences. ● 4-H membership for the 2024-2025 4-H Program Year was 180 youth - consistent with the prior year. The retention rate was 88%, compared to the State 4-H retention rate of 78%. Objective: Promote State and National level 4-H programming and increase the number of youths who attend these events. Outcomes: ● Ten Door County 4-H members participated in the WI State 4-H Dog Show in October 2025. ● 4-H Youth requested support from the Door County 4-H Adult Leaders Association to purchase new Quiz Bowl Buzzers and resources. This will allow youth to participate in State and National competitions in the future, as well as provide educational opportunities for youth. Objective: Program Quality: Work with 4-H volunteers to build on opportunities available to Door County 4-H members and have more members participating in events and programs. Outcomes: ● Door County 4-H Dog Club was formed in 2025, allowing youth interested in the Dog Project a place to have additional learning opportunities. ● Events in 2025 included the 4-H Communications Contest, 4-H Super Saturday, 4-H Foods Workshop, 4-H Cloverbud Workshops (grades K-2), and the 4-H Award & Recognition Banquet. ● Attended multiple professional development workshops to increase skills for working with youth and volunteers. Grants: The Door County 4-H Adult Leaders Association received a Raibrook grant in 2025 to support their 4-H Animal Science and Quiz Bowl project. Agriculture – Dairy and Regional Crops & Soils – Christine Clark and Aerica Bjurstrom Objective: Deliver training and science-based outreach by increasing engagement with farmers and community members to help improve knowledge about farm practices Outcomes: ● Monthly electronic newsletters and monthly timely topics webinars, engagement reaching out to farmers, agricultural professionals, and service providers. ● Completed year 2 of evaluating MRTN Nitrogen rates on corn with and without manure at Heim’s Hill Crest Dairy who is a Nitrogen Optimization Pilot Program (NOPP) collaborator. Annual report Nitrogen Optimization Pilot Program 2024 Annual Report ● Leading the Crops and Soils Badger Crop Connect webinar series. Average participation: 130 attendees per webinar. ● Conduct the Scissor Clips project, which monitors the progress of first crops. Support and sponsorship, as well as host sites are provided by Door County annually. ● Wisconsin Alfalfa Yield Persistence Project - Results from the field survey will help farmers determine the yield and life of an alfalfa field to maximize the crop from an established field. ● Educate at the Field Days and Watershed Demonstrations by research and demo principles of nutrient management, water quality, soil fertility, and soil conservation. ● Engagement at the Youth Ag Careers events in Door and neighboring counties. Three different events over 2,000 students per year. ● Review Nutrient Phosphorus and Potassium Application Guidelines for Field, Vegetable, and Fruit Crops in Wisconsin (A2809) with UW faculty Objective: Leading and coordinating events to assist farmers with harvest practices and manure and pesticide application best practices. Page 80 of 84 Outcomes: ● Corn silage dry down event in collaboration with Rio Creek Feed Mill and Door County Coop to assist with best practices for when to harvest. Data is centralized at the NEW interactive website and tool Corn Silage – Crops and Soils . ● Collaboration with Extension educator, Aerica Bjurstrom, and Kevin Erb, for Manure 101 training in northeast WI, developing a new curriculum that included interactive map activities. ● Pesticide Applicator Training- live in-person training was held in Door County in 2025. Objective: Actively participated in the Nutrient and Pest Management Team Projects, providing input about research findings that will translate into best practices. Outcomes: ● Nutrients Management Update Meetings-The DATCP Nutrient Management Team, SnapPlus Team, and NPM Program staff collaborated to host nutrient management update meetings each summer. These typically include nearly 250 Wisconsin farmers, agronomists, and conservation professionals. ● Released expanded features and functionality for SnapPlus Version 3 (V3), available for teaching and training at https://v3.snapplus.wisc.edu. Assisted with statewide V3 training in the summer of 2025 and provided SnapPlus software user support Objective: Equip dairy producers with the knowledge and tools needed to implement best management practices that improve animal health, production efficiency, economic viability, environmental sustainability, and food safety. Outcomes: ● Valuably Informed Thriving Agriculture Leader (VITAL) meeting, where over 80 participants attended and reported increasing their knowledge on various topics such as calves transportation best practices, automation, colostrum, and mental health. ● Popular press/extension publication articles on dairy herd health. Human Development & Relationships – Paul Salm Objective: To increase engagement in activities and behaviors that promote healthy aging, specifically targeting social connection, physical activity, end-of-life planning, and civic engagement. Outcomes: ● Facilitated Strong Bodies, a 12-week exercise class for older adults at Sister Bay Baptist Church, Shepherd of the Bay in Ellison Bay, and virtually, state-wide. 23 local participants, 100+ participants virtual, state-wide ● Facilitated Planning Ahead, WeCope, and Focus on Fathers programs. Program participation remains constant, and curriculum outcomes have been met. Objective: Increase aging-friendly environment strategies that support people aging in place safely Outcomes: ● Contributed as a member of the Engage Door County curriculum development team. A partnership with the Door County Community Foundation, Engage Door County is a program designed to introduce older adults to community organizations, creating an opportunity for engagement and volunteerism. ● UW-Madison Extension and the Door County Community Foundation hosted two listening sessions, engaging 14 community leaders that successfully engaged and positively contributed to the Door County community. ● Conducted strategic and action planning with the Aging Coalition of Door County. Contribute as a member of the leadership committee. FoodWIse -- Laura Apfelbeck & Jace Purdy Objective: Improve diet quality through education, promoting physical activity, and implementing community-level changes to make healthy, local options more available. Outcomes: Page 81 of 84 ● The Big Apple Project helped food pantries use collective buying power to purchase apples wholesale. Ultimately, we distributed more than 12,000lbs of apples from Sturgeon Bay to 12 food pantries, 3 school districts, and 5 nonprofits across 4 counties. ● The Spud Run: Using the knowledge gained from The Big Apple Project, pantries & nonprofits leveraged their buying power to purchase wholesale potatoes, onions, carrots, and cabbages from Wisconsin-based growers. The 3-month pilot project delivered 15,000lbs of produce. ● Gleaning the Sturgeon Bay Farm Market: Working with a UWGB Dietetic Intern, FoodWIse collaborated with the Sturgeon Bay market manager and Lakeshore CAP food pantry to collect unsold market produce from participating vendors and deliver it to the pantry for distribution to low-income people. The gleaning project delivered more than 500lbs of produce. ● Growing Healthy Kids in Door County: Partnered with the Boys and Girls Club to offer a six-lesson hands-on garden series to 33 children involved in summer programming. Children learned about where their food comes from and the importance of eating a variety of foods. Goals for 2026 Department Head ● Continued to increase visibility of the Extension Door County Office programs, outcomes and impact with community members, collaborators, and stakeholders. ● In collaboration with Door County leadership, develop a sound 2027 budget and execute a contract for co-funded educator positions. ● Continued to lead and support program growth in all educational areas as demonstrated by increased participation and collaborations. 4-H Program Educator ● Continue to increase visibility of Door County 4-H and expand access throughout Door County. ● Increase the number of events/programs available to Door County 4-H members and volunteers. ● Continue to participate in professional development opportunities - especially focused on volunteer recruitment and retention. Agriculture ● Participate in the On-farm Evaluation of Nutrient Export from Alfalfa Production. This study will evaluate P, K, S, Mg, and B export from production alfalfa fields across the state of Wisconsin in 2026 in this high impact short term Dairy Innovation Hub grant. Human Development & Relationships ● Continuation and expansion of programs such as Planning Ahead, WeCope, and Focus on Fathers. ● Engagement throughout the county offering support on ageism, Social Isolation, and Caregiving thought collaboration with the Door County Workforce Development Committee and the Aging Coalition of Door County Leadership team. ● Collaboration and exploration of writing curriculum on how to engage caregivers and raise awareness of emergency preparedness resources for older adults. ● Remain a participating member of the Engage Door County curriculum development team, the Door County Community Health Improvement Plan coalition, and the Door County Community Health Assessment team. Nutrition and Well-Being ● The Department of Health Services communicated that SNAP-Ed carry forward funds can be used to complete evaluation and reporting and to bring closure to SNAP-Ed activities in communities we serve. Unless additional funding is secured for the future, these will be our goals. ● Key goals include improving diet quality through education, promoting physical activity, and implementing community-level changes to make healthy, local options more available. Page 82 of 84 2025 ANNUAL REPORT DOOR COUNTY DEPARTMENT OF VETERANS SERVICES A. Mission Statement: Provide all veterans of Door County and their families with a single, comprehensive, and seamless access point to the services and benefits which they have earned from both the United States Department of Veterans Affairs (VA) and the Wisconsin Department of Veterans Affairs (WDVA). Additionally, we strive to foster partnerships with veterans organizations and other concerned parties, to leverage all available resources to enhance the quality of life and public recognition for our veterans. B/C. Summary of Responsibilities/Program Summary: Although a Door County department, the office offers services and access to benefits primarily provided and administered by the U.S. Department of Veterans Affairs and the State of Wisconsin Department of Veterans Affairs. The Veterans Service Office (VSO) initiates applications for veterans and their dependents for a wide array of benefits, including: • Compensation and pension claim assistance. • Death benefits and government headstone markers. • VA healthcare. • Transportation for veterans to and from VA medical appointments at Milwaukee, Tomah, Appleton, and Green Bay hospitals/clinics. • GI Bill entitlements. • Administering Veterans Service Commission and Council aid. • Recording of DD–214 discharge documents and correction of military records. • TRICARE/CHAMPVA/DEA information. The target community we serve is estimated to be approximately 2,500 Door County veterans. We are seeing a marked increase in requests for information and assistance from: • Veterans suffering from presumptive illnesses related to harmful exposures during “in theater” deployments. • Veterans suffering from posttraumatic stress disorder (PTSD) from their experiences in combat environments. • Eligible spouses and dependent children of veterans. • Needy veterans who have lost their job, been temporarily laid off, or have seen their salary reduced/hours cut back. We are also seeing an increase in older residents on fixed incomes that are struggling to pay basic expenses. • Older veterans, widows, and families who are moving to Door County to retire following completion of their civilian careers. • Benefits related to veteran deaths in general throughout Door County. • Military members who will or have recently discharged from the military and need assistance with transitioning into life outside of the military. D. Goals/Objectives Achieved in 2025: • Assisted Door County veterans with applications and documentation of eligibility to receive over $175,000 in Federal VA compensation, pension, and other benefit amounts. Page 83 of 84 • Processed death benefits and/or claims for over 150 veterans and their family members. • Assisted the maintenance department in the oversight of the Door County Fallen Veterans Memorial. E. Knowledge Sharing 2025: • Updated Veterans Service Organizations (VSOs) on benefit changes and program modifications. • Interfaced with like agencies to share and disseminate veterans benefit information. • Began laying groundwork for 2026 outreach activities throughout the county. • Regular meetings were conducted with neighboring county Veterans Service Offices to inform and share current and relative knowledge regarding veterans benefits. F. Department Budget Status: 2024 2025 Approved Budgeted Expenditures $213,146 $214,150 Actual Expenditures $98,275 $192,776 Budgeted Revenues $12,000 $16,813 Actual Revenues $15,050 $16,813 Levy Appropriation $201,146 $197,337 • Grants received for 2025: WDVA CVSO Grant, $15,813 and WDVA Transportation Grant $1,000. G. Issues, Concerns, and Restraints: • The CVSO office outreach effort must continue to be improved during 2026 to ensure all Door County veterans receive the benefits they have earned. H. Goals and Objectives for 2026: • Continue meeting the full intent of our Department of Veterans Services mission statement. • Outreach is imperative to the success of our mission. The unusual geography of Door County requires continuous effort to reach out to all of our veterans; especially those who reside significant distances away from our office in Sturgeon Bay. Work diligently with the local Veterans Service Organizations, news media, and public organizations to reach out to veterans. Increase dedicated outreach time by at least 20% during 2026. • Continuing changes in benefit programs require ongoing training. Conduct as budget, staffing, and time permit. • Under the purview of the County Administrator’s guidance and direction, work with federal, state, and local legislators to promote and advocate in the best interest of the Door County veterans and their families. Page 84 of 84