Committee of The Whole Meeting — Agenda Packet

Committee of The Whole Agenda May 5, 2026 5:15 PM St. Croix County Government Center - Room 1400 Government Center - 1101 Carmichael Road, Hudson, Wisconsin Call to Order Roll Call Approval of Minutes 1. Minutes of Previous Meeting - October 9, 2025 Public Comment Business 1. Presentation - Budget Overview 2. Department Annual Reports 3. Consideration of 2027 Budget Priorities Request for Future Agenda Items Announcements Date of Next Meeting 1. Date of Next Meeting - To be determined (July CIP) Adjournment Reasonable efforts will be made to provide special accommodations for access to public meetings. To request a special accommodation, please contact the County Clerk’s Office at (715) 386-4600 at least two business days prior to the time of the meeting. For more information on St. Croix County's public meetings visit: sccwi.gov/meetings Page 1 of 149 Committee of The Whole Minutes October 9, 2025 8:30 AM St. Croix County Government Center - Room 1400 Government Center - 1101 Carmichael Road, Hudson, Wisconsin Call to Order Vice-Chair Feidler called the meeting to order at 8:30 am Roll Call PRESENT: Lisa Lind, Bob Long, Cathy Leaf, Kerry Reis, Paul Adams, Bob Feidler, Daniel Hansen (arrived late), Ryan Sherley (via Teams), Greg Tellijohn, Mark Carlson, Mike Barcalow, Bob Swanepoel, Jerry VanSomeren, Tim Ramberg ABSENT: Paul Berning, Kristine McCarthy, Scott Counter Approval of Minutes 1. Minutes of Previous Meeting - July 22, 2025 Minutes were accepted as presented. Public Comment Everett Fuchs Carolyn Fuchs Cheri Croft Celeste Koeberl David Kramer Business 1. Consideration of the 2026 County Administrator Recommended Budget Administrator Witt reviewed the process that is used to come up with the budget. The budget priorities set by county board in May were reviewed. Administrator Witt and Finance Director, Dustin Hawkins, presented the 2026 proposed budget for each department. Motion: Original Motion to increase Corporation Counsel Budget Line Item from $77,000 to $352,000 Result: Failed Moved by: Tim Ramberg Seconded by: Jerry VanSomeren Ayes: Lisa Lind, Paul Adams, Ryan Sherley, Mark Carlson, Mike Barcalow, Jerry VanSomeren, Tim Ramberg Nays: Bob Long, Cathy Leaf, Kerry Reis, Bob Feidler, Daniel Hansen, Greg Tellijohn, Bob Swanepoel Page 2 of 149 Abstain: None Notes: Motion: Motion to amend the original motion to split the cost ultimately added to the Corporation Counsel budget line item with the townships — 2/3 county and 1/3 town responsibility. Result: Failed Moved by: Kerry Reis Seconded by: Daniel Hansen Ayes: Kerry Reis, Daniel Hansen Nays: Lisa Lind, Bob Long, Cathy Leaf, Paul Adams, Bob Feidler, Ryan Sherley, Greg Tellijohn, Mark Carlson, Mike Barcalow, Bob Swanepoel, Jerry VanSomeren, Tim Ramberg Abstain: None Notes: Request for Future Agenda Items None. Announcements None. Date of Next Meeting 1. Date of Next Meeting - To be determined Adjournment Page 3 of 149 Budget Process & Schedule Committee of the Whole reviews budget priorities with Department Heads April Capital Project requests to Finance Director, CIP Team starts review. County Board adopts budget priorities. May CIP Team recommends capital projects to County Administrator, reviews CIP at Standing Committees. June Departments start working on operating budget request. Committee of the Whole on CIP . July County Administrator, Finance Director, Department Heads meet to review operating budget requests. August Standing Committees review of operating budget requests. September Committee of the Whole review of the County Administrator recommended budget. October Public Hearing on budget and approval of tax levy. November Page 4 of 149 Equalized Value and Net New Construction 1982 1986 1990 1994 1998 2002 2006 2010 2014 2018 2022 2026 - 2,000,000,000 4,000,000,000 6,000,000,000 8,000,000,000 10,000,000,000 12,000,000,000 14,000,000,000 16,000,000,000 18,000,000,000 20,000,000,000 Equalized Value Trend 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 0.00% 1.00% 2.00% 3.00% Net New Construction Page 5 of 149 Revenue Sources • Net New Construction • Ten Year Average 2.24% = $780,000 • Sales Tax Increase – Estimated between $500,000 - $750,000 • Total New Revenue Estimated at $1.25 million - $1.5 million 3 Page 6 of 149 Revenue Sources - $141,551,400 Property Taxes 33% Sales and Other Taxes 11% Other 3% Grants & Aid 12% Charges for Services 18% Transportation Charges 9% Internal Service Fund Transfers 10% Fund Balance 4% Revenue Sources Property Taxes Sales and Other Taxes Other Grants & Aid Charges for Services Transportation Charges Internal Service Fund Transfers Fund Balance Page 7 of 149 Wage & Benefit Expenses • Compensation • Step Increase = $750,000 • 1% COLA = $300,000 • Union Contract = $250,000 • Health Insurance • 1% = $120,000 • 5% = $600,000 • 10% = $1,200,000 • Most likely scenario (Step, Union & 4% Health) = $1.5 million 5 Page 8 of 149 Expenses by Category - $135,719,445 Salaries 30% Benefits 13% Service/Supplies 46% Capital 3% Debt Service 8% Expenses by Category Salaries Benefits Service/Supplies Capital Debt Service Page 9 of 149 Debt Review • The upticks in debt service levy are due to construction projects: • 2016 Nursing Home • 2019 Highway • 2020 Jail Cells • 2022 Government Center • 2025 Hudson Hwy Shop • 2027 Jail (projected) • As the value of the County grows, the debt is spread out to more properties and decreases per person. 2006 2008 2010 2012 2014 2016 2018 2020 2022 2024 2026 2028 2030 2032 0 0.1 0.2 0.3 0.4 0.5 0.6 0.7 0.8 Nursing Home Highway Shop Jail Special Needs Cells GC Expansion Hudson Hwy Shop Projections 2027-2032 Debt Service Levy Rate Page 10 of 149 Mill Rate • Mill rate $2.59 per thousand dollars of equalized value • 13 consecutive years of mill rate decreases • Lowest recorded rate over the past 50 years St. Croix County Historic Mill Rate 1975 1980 1985 1990 1995 2000 2005 2010 2015 2020 2025 $0.00 $1.00 $2.00 $3.00 $4.00 $5.00 $6.00 Page 11 of 149 2025 Annual Report St. Croix County Judicial Dept 2025 Annual Report St. Croix County Judicial and Register in Probate Department Overview Provides efficient, effective and expeditious administration of justice and ensures equal access to court services. 2025 Goals / Objectives Achieved • The Budget: Operated department within the budget parameters established by the County Board. • The Move: Transition ed to the renovated first floor with minimal to no disruption to Court proceedings. • The Service: Expanded capacity to serve the public with modernized spacious front facing counters, upgraded Courtroom technology • The Workload : Directed and supervised two part-time Law Clerk Intern s who provide d support to the Courts by conducting research and drafting legal decisions to aid with timely case processing and judicial economy. Department Budget Stat istics Budgeted Category Budgeted Amount Actual Category Actual Amount Variance 2025 Budgeted Revenues $1,045,744 2025 Actual Revenues $1,053,429 0.7% 2025 Budgeted Expenses $1,045,744 2025 Actual Expenses $1,036,678 -0.9% 2025 Budgeted Tax Levy $1,015,744 2025 Actual Surplus/Loss $16,751 - Page 12 of 149 2025 Annual Report St. Croix County Judicial Dept Budget Surplus/Loss Explanation The Circuit Court continues to act as a fiscally responsible entity and spend within budgeted amounts and operates with a small margin of surplus. Grants Received for 2025 Title IV-E Grant for Legal Representation Reimbursement for attorneys representing children and/or parents in child welfare proceedings dispersed by the Wisconsin Department of Children and Families in the amount of $ 22,322.67 . These funds are used to offset contracted Guardian ad Litem costs. In 2025, the grant reimbursed 23% of contract GAL expenses. Other Accomplishments On July 31, 2025 the Judiciary recognized the distinguished 24-year legacy of Hon. Edward F. Vlack upon his retirement from Branch 2. Hon. Brian T. Smestad, an experienced attorney, was sworn in and took the bench on August 1, 2025. Issues, Concerns & Restraints Senate Bill 546 , which failed to pass, would have added a 5 th Circuit Court Branch and helped to alleviate strain on the Court system and compression in the Court Calendars. The complexity, severity and number of cases continues to rise . As a response to the increase, Court Officials instituted pre-trial scheduling blocks to ensure cases progress timely to resolution . Typically, the Court will call upwards of 100 cases during these blocks. The Register in Probate Office is also experiencing a rise in the number of guardianship cases filed due to the aging population and an ongoing surge in financial scams. 2026 Goals & Objectives Integrate the new full -time Court Commissioner into ongoing case management procedures. The new position expands the role of the Family Court Commissioner , which was formerly a part -time role focused solely on family proceeding s, into a multi-faceted role aligned to directly support the existing needs of the Judges. Page 13 of 149 2025 Annual Report St. Croix County Judicial Dept Organizational Chart of Department Court Commissioners Legal Assistant Judicial Assistant Judicial Assistant Judicial Assistant Judicial Assistant Register in Probate First Deputy Second Deputy Page 14 of 149 2025 Annual Report St. Croix County Clerk of Court 2025 Annual Report St. Croix County Clerk of Court Department Overview The Clerk of Court’s office is statutorily responsible for various recordkeeping functions of the court including: custodian of the record, court administration, jury management and court finances. Responsibilities in the Clerk of Court’s office are departmentalized into the areas of: civil, jury, criminal, traffic, small claims, accounting/financial, family/paternity, county ordinance violations, and juvenile ordinance violations. Each division provides specialized support services for all court activities related to these areas. In addition, the Clerk of Court’s office schedules hearing; files new cases; dockets pleadings; enters judgments; takes minutes at court hearings; administers oaths; manages court exhibits; prepares conviction papers for individuals sentenced to prison; prepares legal documents as required or as directed by a Judge; reports case dispositions to the proper agencies; collects, receipts and disburses fees, fines and restitution; summons, qualifies, selects, orients and compensates jurors and serves the public. 2025 Goals / Objectives Achieved Successfully trained new employees and those with limited experience in their current assignments or working to achieve Court Clerk II status, so they have the knowledge to successfully perform their duties and serve the public. Retention has played a vital role in enhancing customer service and court processes providing efficient, effective and expeditious administration of justice and ensuring equal access to all of the services the court provides. Collected $376,695.52 in outstanding debt through the State Debt Collection program in 2025. The total amount collected since inception of the program in December 2018 through December 2025 is $2,429,603.72! Qualification questionnaires for jury service in 2025 were sent out to 2,555 St. Croix County residents. Nearly 2,200 jury summonses were sent out to qualified jurors and 1,234 people reported for jury duty for 35 different trials that spanned 74 days throughout the year. This included a 13-day civil trial in February. We moved and settled in to our new office spaces in May 2025. Final approval of the “move” had to be made by the Chief Judge of 10th Judicial District prior to any physical move of office and courtroom equipment. This Page 15 of 149 2025 Annual Report St. Croix County Clerk of Court involved multiple meetings and coordination with several judicial departments including not only the Clerk of Court office, but also judges, judicial assistants, Register in Probate, court commissioners and the District Court Administrator. Simultaneously, we were planning and coordinating with Facilities, IT and the State (CCAP) as to when and how the move was going to happen so there was minimal disruption to the courts’ calendars and functions. Began fully utilizing our jury assembly room in May 2025. This has brought to light a few concerns and considerations for future use. Purging and scanning paper files was a top priority before moving to the first floor. We will continue our efforts to scan and follow retention statutes as we move closer to a paperless environment. Reward staff for their hard work and years of service by celebrating anniversary dates within the department. Department Budget Status Budgeted Category Budgeted Amount Actual Category Actual Amount Variance 2025 Budgeted Revenues $2,381,494 2025 Actual Revenues $2,630,239 10.4% 2025 Budgeted Expenses $2,381,494 2025 Actual Expenses $2,547,347 7.0% 2025 Budgeted Tax Levy $1,175,094 2025 Actual Surplus/Loss $82,892 - Budget Surplus/Loss Explanation The Clerk of Court operated at a surplus for 2025 primarily due to the state’s biennial budget that increased funding to support counties by $10 million dollars for fiscal years 2026 and 2027. The additional funding increased the base circuit court payment to counties from $42,275 per branch to $65,000 per branch. St. Croix County received an additional $80,000+ in 2025. Grants Received for 2025 The Clerk of Court does not receive grant money however, we do receive circuit court support payments from the State of Wisconsin. In 2025, St. Croix County received $107,263 for GAL support, $402,247 for general circuit court support and $22,054 for interpreter costs. St. Croix County received a total of $531,564 in circuit court support payments from the State in 2025. Page 16 of 149 2025 Annual Report St. Croix County Clerk of Court The Clerk of Court also receives reimbursement from defendants for their court-appointed attorney representation. In 2025 we recouped $327,860 in court-appointed attorney fees and have an overall collection rate for those fees of 85%. Other Accomplishments In 2025, interpreters were contacted, scheduled and served the court in 252 cases and provided translation services in 13 different languages. Many of those daily assignments included multiple participants with multiple cases. For comparison, in 2022 interpreters of 9 different languages appeared on 130 days. All court staff training event was held in October. We received a lot of positive feedback from staff and will try to hold at least one event in 2026. The courts’ financial management software continues to be updated in phases. Staff will learn the system as changes are rolled out. Planning, coordinating and execution of the transition of the judicial officer in Branch II from the retiring court official to a new judicial officer, that was previously an Assistant District Attorney and Assistant Public Defender, was successfully completed. Issues, Concerns & Restraints Upgrades, enhancements and adding additional equipment/technology used by the courts was often challenging, time consuming and created multiple obstacles in the successful completion of the “move” of courtrooms and judicial spaces. Three of our seasoned civilian bailiffs decided to retire nearly simultaneously. Recruitment and training of new bailiffs was challenging. Based on the market, this will likely be an issue for filling all future vacancies and retention. The number of court participants in need of court-appointed attorneys continues to increase as most do not qualify for a public defender and the court must provide representation. This puts a burden not only on our budget, but also on our workloads in order to monitor the accounts as we attempt to recoup the funds that are expended. Page 17 of 149 2025 Annual Report St. Croix County Clerk of Court The need for interpreters of non-English languages has grown dramatically over the last three years. Scheduling, coordinating and paying interpreters is a very time-consuming process. In addition, we are required to report interpreter usage each quarter in order to qualify for partial reimbursement from the State. Staff retention as it relates to job satisfaction has been an ongoing issue. We have been working towards team building and professional growth for staff but this is often difficult to accomplish due to court calendars and schedules. Our employees are our most important resource. We are a customer service entity serving not only judges and the court system, law enforcement and attorneys, as well as county residents and the general public. Statutory obligations, requirements and critical deadlines must be adhered to at all times. Staff retention is difficult due to the demanding nature of the work performed by the Clerk of Court office. 2026 Goals & Objectives Properly train new employees and those with limited experience in their current assignments or working to achieve Court Clerk II status, so they have the knowledge to successfully perform their duties and serve the public. Provide all judicial staff training opportunities when court calendars are “light” to promote personal growth and job satisfaction for employees. Continue commitment of time and resources for the collection of unpaid debt through the State Debt Collection program. Reward staff for their hard work and years of service by celebrating anniversary dates within the department. Continue our efforts for purging and scanning files based on record retention timeframes and moving towards a paperless environment. Page 18 of 149 2025 Annual Report St. Croix County Clerk of Court Organizational Chart of Department CLERK OF COURT ADMINISTRATIVE SERVICES SUPERVISOR (FIRST DEPUTY) LEAD WORKER FINANCIAL ASSOCIATE I FINANCIAL ASSOCIATE II COURT CLERK I COURT CLERK I COURT CLERK I COURT CLERK I COURT CLERK I COURT CLERK I COURT CLERK II COURT CLERK II COURT CLERK II COURT CLERK II COURT CLERK II COURT CLERK II COURT CLERK I COURT CLERK I BAILIFF BAILIFF BAILIFF BAILIFF Page 19 of 149 2025 Annual Report St. Croix County Clerk of Court Budget Priorities for 2027 No new requests for additional positions. The mandated services of the courts and the Clerk of Court office include providing legal representation, interpreters and other legal services to court participants. The expenses for these services lie within the Clerk of Court budget and must be paid. St. Croix County received additional funding from the State who increased the base circuit court payment to counties from $42,275 per branch to $65,000 per branch for fiscal years 2026 and 2027. At this time, we do not know what, if any, additional funding will be made to help support the courts in the future but remain hopeful that court funding from the State remains a priority. Page 20 of 149 2025 Annual Report St. Croix County Medical Examiner 2025 Annual Report St. Croix County Medical Examiner Department Overview The St. Croix County Medical Examiner’s Office is dedicated to serving the public through professional, scientific, and compassionate medicolegal death investigation. In accordance with Wisconsin Statutes, we ensure every death within our jurisdiction is i nvestigated thoroughly, accurately, and objectively. Determining cause and manner of death supports both families seeking clarity and the broader public health and safety of our community. We recognize the profound grief that accompanies sudden and unexpec ted loss. Each case represents a valued individual, and our investigators communicate with compassion, empathy, and professionalism. We approach every interaction with families and partner agencies with respect and sensitivity. Through our work, we support families, strengthen public health initiatives, and uphold the highest standards of medicolegal practice. 2025 Goals / Objectives Achieved The implementation of a “burial transit fee” for decedents brought into St. Croix County from out of state for final disposition resulted in an average monthly revenue increase of approximately $4,000. Introduced in June of 2025, this fee provided critical support in offsetting the unforeseen cost of a new x -ray tube for the CT scanner. Additionally, 2025 marked the first full year of utilizing our in -house advanced toxicology capabilities. The Randox system has proven to be a n asset, offering both cost savings and improved turnaround times while enhancing our ability to determine whether illicit substances and/or prescription medications contributed to a case. More strategic and efficient use of the CT scanner further contribute d to departmental saving by reducing the need for external interpretation services and costs. In 2025, our office experienced another year of increased caseload, conducting investigations into 697 reportable deaths and an additional 622 out -of-state burial transit cases. This resulted in a total caseload of 1,319 cases for the year. Advancements in technology, mainly the CT scanner, significantly reduced the number of forensic autopsies required in 2025. During this year, St. Croix County referred 20 decedents for forensic autopsy services. Page 21 of 149 2025 Annual Report St. Croix County Medical Examiner Jan Feb Mar Apr May Jun Jul Aug Sept Oct Nov Dec Natural 14 10 13 6 11 11 7 9 5 4 14 11 Accident 1 2 3 3 2 0 5 5 1 3 4 2 Suicide 0 1 2 0 1 1 4 2 1 1 0 0 Homicide 0 0 3 0 1 0 0 0 0 0 0 Undetermined 0 1 0 0 0 0 0 0 0 0 0 0 2 4 6 8 10 12 14 16 Manner of Death Natural Accident Suicide Homicide Undetermined 15 14 21 9 15 12 16 16 7 8 18 13 0 5 10 15 20 25 Jan Feb Mar Apr May Jun Jul Aug Sept Oct Nov Dec DC signed (164) Avg 14/mth DC signed Page 22 of 149 2025 Annual Report St. Croix County Medical Examiner 42 39 45 43 34 35 37 30 45 34 36 47 0 5 10 15 20 25 30 35 40 45 50 Jan Feb Mar Apr May Jun Jul Aug Sept Oct Nov Dec Hospice (467) Avg 39/mth Hospice 64 64 47 43 46 48 49 44 72 55 46 44 0 10 20 30 40 50 60 70 80 Jan Feb Mar Apr May Jun Jul Aug Sept Oct Nov Dec Out of State (622) Avg 52/mth Out of State Page 23 of 149 2025 Annual Report St. Croix County Medical Examiner 14 13 19 5 13 8 13 12 7 4 14 12 0 2 4 6 8 10 12 14 16 18 20 Jan Feb Mar Apr May Jun Jul Aug Sept Oct Nov Dec Scene (134) Avg 11/mth Scene Burial 18% Cremation 82% Final Disposition Burial Cremation Page 24 of 149 2025 Annual Report St. Croix County Medical Examiner Department Budget Status Budgeted Category Budgeted Amount Actual Category Actual Amount Variance 2025 Budgeted Revenues $466,434 2025 Actual Revenues $515,975 10.6% 2025 Budgeted Expenses $466,434 2025 Actual Expenses $452,661 -3% 2025 Budgeted Tax Levy $376,434 2025 Actual Surplus/Loss $63,314 - Budget Surplus/Loss Explanation The department’s budget surplus can be primarily attributed to the successful implementation of the burial transit fee and the significant cost savings realized through the Randox toxicology system and CT scanner . While the surplus reflects strong fiscal management, it does not fully capture the ongoing and steady increase in case volume. As caseloads continue to rise each year, additional resources will be essential to maintain the department’s operational effici ency, investigative quality, and overall eff ectiveness. Grants Received for 2025 No grants were applied for or received in 2025. Other Accomplishments The department successfully transitioned to a new Chief Medical Examiner in April 2025. Leadership changes often bring shifts in perspectives, priorities, and operational policies. Throughout this transition the medical examiner staff demonstrated exceptio nal adaptability and professionalism. Their commitment to embracing new expectations is evident in the continued quality and consistency of our casework. In addition, our deputy staff continue to advance their professional development. Several deputies are actively working toward certification through the American Board of Medicolegal Death Investigators (ABMDI), and I am pleased to report that one deputy i s now prepared to sit for the examination. This progress reflects the department’s dedication to maintaining high standards of practice and supporting ongoing staff growth. Page 25 of 149 2025 Annual Report St. Croix County Medical Examiner Issues, Concerns & Restraints Staffing and the department’s ability to meet the demands of an increasing caseload must remain a top priority for policymakers. The number of burial transit cases has risen dramaticall y; growing fivefold between 2023 and 2025. These cases significantly interrupt and occupy daily operations, placing additional strain on existing staff and resources. Given these operational demands, the department now requires the addition of a full -time position dedicated to supporting the Chief Medical Examiner with daily administrative responsibilities and statistical data management. This role is no longer optional —it is essential to sustaining the department’s efficiency, accuracy, and overall service capacity. Scene investigations also continue to rise, driven largely by in our aging population experiencing unexpected deaths at home. Every unexpected death deserves a well -rounded and detailed investigation. Age alone does not eliminate the potential for suspicio us circumstances; therefore, it is imperative each case receives a thorough, thoughtful, and comprehensive investigative approach. This increase stretches our resources even further. Furthermore, the increasing body weights of decedents present ongoing safety and storage challenges. Our current cooler racks are not wide enough to safely accommodate morbidly obese individuals, and the existing lift system within the office is not design ed to move higher -weight decedents without multiple staff members. 2026 Goals & Objectives • Update the Policy and Procedure Manual to ensure alignment with current best practices, statutory requirements, and operational standards. • Advance progress toward IACME accreditation by strengthening compliance, documentation, and quality-assurance measures. • Enhance data collaboration with Public Health to produce more detailed and actionable statistical reporting that supports suicide and overdose prevention initiatives. • Expand postvention resources and support for St. Croix County residents experiencing grief and loss, with an emphasis on accessibility and community partnership. • Support newly hired staff in achieving ABMDI certification through structured training, mentoring, an d professional development opportunities. Page 26 of 149 2025 Annual Report St. Croix County Medical Examiner Organizational Chart of Department Budget Priorities for 2027 • Upgrade the Program Coordinator position from a 0.5 FTE to a 1.0 FTE. The department’s caseload has continued to increase, resulting in significantly higher volume of responsibilities, documentation, and data-entry requirements. Expanding this role to full -time is essential to ensure timely, accurate administrative support and to maintain the quality and efficiency of departmental operations. • Acquisition of lift -assistance equipment . The Medical Examiner’s Office is responsible for removal, transfer, and handling of the decedents from the scene, through intake at our facility, into the cooler, and ultimately to release for final disposition. Once a decedent arrives at our office, these tasks are typically performed by a single staff member without additional physical assistance. As average weights of decedents continue to increase, so does the risk of musculoskeletal injury to staff performing t hese lifts, and transfers. Investing in lift -assistance equipment, such as a casket lift or an overhead Hoyer -style trolley system will significantly reduce the likelihood of workplace injuries, support compliance with safe-handling practices, and improve overall ope rational efficiency. In addition to enhancing staff safety, this equipment will allow the office to conduct transfers and processing with greater control and stability, ensuring that the dignity and respectful handling of each decedent is mainta ined throughout every stage of care. Furthermore, the ability for a single staff member to safely manage transfers of morbidly obese decedents will reduce reliance on outside agencies for lift assistance, ultimately decreasing the strain on other county r esources. Chief Medical Examiner Tina Forrest Deputy Medical Examiner Jason Crotty Deputy Medical Examiner Brooke Vollmer Deputy Medical Examiner Tony Cruz Deputy Medical Examiner Dessa Garrett CT Technician Emily Morales Chief Deputy Medical Examiner Jeff Stacken Program Coordinator Brooke Vollmer Page 27 of 149 2025 Annual Report St. Croix County Justice Support Services 2025 Annual Report St. Croix County Justice Support Services Department Overview St. Croix County Justice Support Services assists in the administration of justice and promotes community safety by working in collaboration with stakeholders in the criminal legal system, advancing fairness and equity in the pretrial and treatment court p rocesses, and empowering individuals with the resources necessary to lead crime free lives. 2025 Goals / Objectives Achieved In June 2025, the Comm unity Justice Collaborating Council (CJCC) for St. Croix County hosted a Sequential Intercept Model (SIM) Mapping exercise in conjunction with Policy Research Associate’s , made possible through a SAMHA Grant. During this 1.5 -day sponsored workshop, approximately 40 stakeholders from across the legal and behavioral health systems in the county met to discuss the gaps/voids which exist across the spectrum. The stakeholders discussed how to better serve clients who touch different parts of the system without being redundant. SIM work continues as the Behavioral Health Subcommittee of the CJCC has applied for a grant to address underserved justice - involved persons with substance use needs. In early 2025, the Pretrial Services Supervisor rolled out a “court navigation” program for justice - involved persons during initial court appearances. For people not familiar with the criminal legal system, the court system can be overwhelming and confusing. Court navigation work can help to alleviate some of this uncertainty and anxiety for people. Much of this work takes place during criminal intake at 1pm every day. Staff work independently of pretrial services and seek to answer questions regarding attorney appointments and future court appearances, for example. This work continues into 2026 as a full -time position has been budgeted for the department. The Adult Treatment Court continues to rebrand itself given several large changes in the last few years (state legislation and provider availability). One of these opportunities has been to work with contracted Peer Support Specialists to assist in stabilizing participants in need of additional care. Peer Supports help to fill roles such as transportation and after -hours communication which are important to the recovery of participants. These services have been invaluable and provide options for participants to work with others who have lived experience in the legal, behavioral health, and substance use systems. Page 28 of 149 2025 Annual Report St. Croix County Justice Support Services Department Budget Status Budgeted Category Budgeted Amount Actual Category Actual Amount Variance 2025 Budgeted Revenues $1,059,372 2025 Actual Revenues $1,043,222 -1.5% 2025 Budgeted Expenses $1,059,372 2025 Actual Expenses $861,690 -18.7% 2025 Budgeted Tax Levy $847,855 2025 Actual Surplus/Loss $181,532 - Budget Surplus/Loss Explanation Surplus was largely from “Fringes” line item where th ere were a few department vacancies throughout the year. These positions have now been filled, and fringe benefits are expected to track closer to what was budgeted. Grants Received for 2025 Treatment Alternatives & Diversion (TAD) Grant from the Wisconsin Department of Justice (DOJ) in the amount of $2 98,690.00 ($224,017.00 from the State and $ 74,673.00 from County Cash Match). Other Accomplishments From April 2025 – December 2025, the Adult Treatment Court Coordinator spent considerable time planning for the implementation, along with staff from Children’s Protective Services (CPS), of a Family Treatment Court which launched in February 2026. This planning included bringing together system stakeholders, developing a policy and procedure manual, and participating in the grant reporting process, to name a few of the tasks . The program has s ince started to admit participants and hold bi - weekly staffing’s and hearings. Using the Pretrial Systems Map completed in 2024 by the Pretrial Services Program Supervisor, this unit within Justice Support Services continues to build collaborative relationships with stakeholders in the criminal legal system. Much of this work has been accomplished in the Criminal Justice Subcommittee of the CJCC , where partners from across the system come together and discuss areas for service delivery improvement. In December 2025, the CJCC began working with Justice Management Institute (JMI) to evaluate the ongoing needs of our planning board. As part of this process, JMI staff conducted virtual interviews and surveys and presented the results at the March 2026 CJCC Full Council Meeting. Page 29 of 149 2025 Annual Report St. Croix County Justice Support Services Issues, Concerns & Restraints Justice Support Services (JSS) continues to identify ways to support clients, the court s, and county service delivery. As part of this ongoing evaluation, JSS is working with partners in Behavioral Health and UW-Extension to identify opportunities to deliver important services to justice -involved people at the Government Center. One of these opportunities is with a need to provide cognitive behavioral programming with a substance use component to individuals leaving the jail, in the diversion program, on probation, and in other need areas. In March 2026, the Deputy Director of Health & Human Services submitted a sustainable grant request which would permit some of these services. Addressing areas of behavioral health, to include substance use, continues to be a top priority for Justice Support Services. 2026 Goals & Objectives The role of Justice Support Services continues to stabilize as part of the criminal legal system in St. Croix County. Within Pretrial Services, staff act as service brokers for clients by offering resources and other opportunities to “off road” out of the system. Much of this work is accomplished through high - quality case management and building rapport with clients. This work fits with the spirit of early intervention and prevention efforts. Page 30 of 149 2025 Annual Report St. Croix County Justice Support Services Organizational Chart of Department Budget Priorities for 2027 No new positions requested. St. Croix County (WI) Department of Justice Support Services: Organizational Chart Director of Justice Support Services Pretrial Services Program Supervisor Treatment Court Coordinator Pretrial Case Manager/ Lead COMPAS Assessor Pretrial Case Manager Pretrial Case Manager Treatment Court Case Manager/ COMPAS Assessor Substance Screener Data Entry Specialist Page 31 of 149 2025 Annual Report St. Croix County District Attorney’s Office 2025 Annual Report St. Croix County District Attorney Department Overview Pursuant to Wis. Stat. 978.05, the St. Croix County District Attorney prosecutes all criminal actions, county forfeitures and traffic matters, John Doe proceedings, welfare fraud investigations, and some criminal appeals and civil actions in special procee dings. 2025 Goals / Objectives Achieved Targeted appropriate substance use cases through evidence -based practices with the St. Croix County Diversion Program. Additionally, the District Attorney and Diversion Program staff continued to review, make changes, and update the Diversion documents to reflect new user friendly formats. Provided a reasonable alternative for justice involved veterans through applicably referring those appropriate for the Diversion Program. The Diversion Program Supervisor collaborated with the Treatment Court Coordinator and the Justice Services Director to prepared a strong solid TAD grant application and was awarded continued funding for 2026. The Diversion Program staff meets regularly with the Justice Services Department staff to collaborate, implement, and review procedures for TAD project activities including drug testing procedures, training opportunities and TAD procedures. Additionally, in 2025, the District Attorney requested funding in the 2026 budget for a full -time (1.0 FTE) Diversion Program Case Worker to address the continued increase in caseloads. This request was approved, and the position began in January 2026. Continuous improvement of tasks/procedures within the District Attorney’s Office, Victim/Witness and Diversion Programs. In 2025 Implemented a web -based software (Cerberus) to provide secure transfer of discovery to the Public Defender’s Office resulting in costs savings for the county by reducing expenses for postage, envelopes, digital media and paper. Page 32 of 149 2025 Annual Report St. Croix County District Attorney’s Office Department Budget Status Budgeted Category Budgeted Amount Actual Category Actual Amount Variance 2025 Budgeted Revenues $1,490,385 2025 Actual Revenues $1,565,793 5.06% 2025 Budgeted Expenses $1,490,385 2025 Actual Expenses $1,428,863 -4.13% 2025 Budgeted Tax Levy $1,250,885 2025 Actual Surplus/Loss $136,930 - Budget Surplus/Loss Explanation The budget surplus was primarily the result of staffing vacancies during 2025. The part -time Investigator position remained unfilled throughout the year due to the limited availability of qualified applicants. In addition, $7,500 had been allocated for a law student intern from the University of Wisconsin Law School; however, this position was not filled due to a lack of applicants. Grants Received for 2025 Wisconsin Department of Justice Treatment Alternatives and Diversion (TAD) Grant in the amount of $179,017 shared between the Justice Support Services, the Treatment Court Program and the District Attorney’s Diversion Program. The grant provides funding f or the Diversion Program Case Management Specialist, Treatment Court and Diversion Programs COMPAS Assessor and the TAD Project Case Worker/Data Entry Specialist positions. The Department of Justice reimbursed around 5 3.5% or $ 190,99 5 for 202 5 for the St. Croix County Victim/Witness Assistance Program. Other Accomplishments In 2025, the District Attorney’s office filed criminal charges on 1,328 adult defendants. Overall, 3249 cases were filed in 2025 as follows: 722 felonies, 559 misdemeanors, 386 criminal traffic, 1259 traffic, 56 juvenile and 267 ordinance violations. In addition, our office, along with law enforcement, prepared 106 document subpoenas and 609 search warrants in 2025. In 2025, there were 1569 victims and 6427 witnesses involved with referred cases to the District Attorney’s Office. Page 33 of 149 2025 Annual Report St. Croix County District Attorney’s Office In 2025, 126 participants entered the Diversion Program, 98 participants successfully completed the program and 21 participants were revoked from the program. In addition, the program generated $ 26,157 in revenues from program fees. With support from Facilities and County IT, our department successfully managed a temporary relocation in May 2025 to accommodate a full office remodel, maintaining continuity of operations throughout . Staff returned in October 2025 to a larger fully modernized, renovated workspace. Issues, Concerns & Restraints Staying current with technology. Our office receives digital media in a lot of different formats from law enforcement sometimes causing issues for our office and defense counsel when trying to play the media. Although the state increased the starting salary for prosecutors from $27.24 per hour to $36.00 per hour in 2023, recruitment and retention remain significant challenges, particularly in this region of the state. The part-time Investigator position authorized through the 2024 referendum remains vacant due to the limited availability of qualified applications. 2026 Goals & Objectives Establish a secure, CJIS -complaint solution for the sharing of digital evidence between law enforcement, our office and defense. Submit a successful early renewal for the Treatment Alternatives and Diversion Program (TAD) 2027 grant application. Get a therapy dog, either in DA Office or SCSO, to provide comfort and emotional support to victims, especially child victims, during trial preparation/testimony. Further expand the use of the web -based software Cerberus to securely transfer discovery materials to the private bar, providing further costs savings to the county for postage, envelopes, digital media and paper. Successfully recruit and hire a part -time investigator approved through the 2024 referendum, ensuring the role is effectively integrated into the department’s operations. Organizational Chart of Department Page 34 of 149 2025 Annual Report St. Croix County District Attorney’s Office Budget Priorities for 2027 New Position – Legal Assistant Our office currently operates with 8.5 prosecutors supported by 7 legal assistants, with the last legal assistant position added in 2004. In the more than two decades since that time, the scope, volume, and complexity of our work has increased dramatically, while staffing has remained essentially unchanged. We have seen a substantial rise case referrals. Additionally, the rapid growth in digital evidence , such as body/squad camera footage, surveillance video, and cell phone data , has fundamentally changed case preparation. Reviewing, redacting and organizing, and producing this material is time -intensive and requires a level of administrative support that did not exist two decades ago. These cumulative demands have placed our legal assistants under sustained and increasing pressure. As a result, our office is experiencing delays in filing criminal complaints and providing timely discovery. These delays not only impact the efficiency of o ur internal operations but also have broader consequences for defendants’ rights, victim expectations, and the timely administration of justice. Without additional support, these challenges will continue to escalate. Adding a legal assistant position is a necessary and reasonable step to ensure compliance with legal obligations, improve case processing times, and maintain the high standard of servi ce expected by the court, law enforcement, victims, and the community. District Attorney 7 Assistant District Attorneys Victim/Witness Program Supervisor 3 Victim/Witness Specialists Diversion Program Supervisor Diversion Program Case Management Specialist 1.5 Diversion Program Case Workers .60 Diversion Program Data Entry Specialist Administrative Services Supervisor Lead Legal Assistant 6 Legal Assistants Deputy District Attorney Page 35 of 149 2025 Annual Report St. Croix County District Attorney’s Office County-issued Cell Phones for Prosecutors Prosecutors are routinely required to respond to time -sensitive matters outside of standard business hours, including charging decisions, warrant reviews, law enforcement consultations, and victim -related issues. Currently, these responsibilities are carri ed out by the prosecutors using their personal cell phones. Providing county -issued cell phones would allow for more secure and consistent handling of sensitive information, reducing the risk associated with using personal devices for official communications and ensuring compliance with data retention and security policies. Page 36 of 149 2025 Annual Report St. Croix County Child Support Agency 2025 Annual Report St. Croix County Child Support Agency Department Overview The Child Support Department is responsible for locating absent parents, establishing legal obligations for child support and medical support, adjudicating paternity for children born to unmarried parents, enforcing child support and medical obligations, a nd maintenance of case and financial records pertaining to court ordered child support obligations. The Child Support Department initiates administrative and judicial actions to establish paternity and child support obligations and then takes the necessary steps to enforce those court orders. 2025 Goals / Objectives Achieved Developed a safety questionnaire tracker in May 2025 for all new and existing cases . This tracker will continue until May 2026. We are tracking the effectiveness of the safety screening tool s for participants and to evaluate the benefits and guide future improvements. Conducting assessments of staff and participant experiences with the safety screening tool and other WINS tools to gather feedback and identify areas for enhancement. Expanded collaboration with UW Extension , and other agencies , to enhance available resources for participants . Our team is participating in a series of training sessions: Restorative Therapy (four session) —Values, Communication, Boundaries/ Accountability, and Team Collaboration ; Real Solutions -Temperament ; and Character Strengths Team Development Survey -Team Building. Conducting extensive monitoring of performance to increase the Federal Performance Measures , which include current support collections, court order establishment, arrears collection, and paternity establishment . Conducting a udits of cases for accuracy , compliance, and identifying any training needs. Collaboration with Judicial Branch and Corporation Counsel with amending Local Court Rules , development protocol when safety services are needed for participants , and Court Navigator Program. Page 37 of 149 2025 Annual Report St. Croix County Child Support Agency Department Budget Status (Information as of 3/27/26) Budgeted Category Budgeted Amount Actual Category Actual Amount Variance 2025 Budgeted Revenues $1,056,265 2025 Actual Revenues $1,031,854 -2.31% 2025 Budgeted Expenses $996,265 2025 Actual Expenses $942,481 -5.4% 2025 Budgeted Tax Levy $0 2025 Actual Surplus/Loss $89,373 - Budget Surplus/Loss Explanation Our Agency receives reimbursement for actual allowable expenses (IVD), which are funded 66% by the federal child support program and the balance through contract awards and performance incentives through the State of Wisconsin. We receive revenue from reco very of costs, such as process service, genetic testing fees, and medical expenses. We are not reimbursed for most work c onducted on NIVD cases. St. Croix County has a contract with Buffalo to administer the Child Support Program. For Buffalo and Pepin County Child Support Agencies, the Administrator holds the position as Buffalo/Pepin County Child Support Coordinator. We also contract with Dunn an d Jackson County to process their suspense reports and update the KIDS system with court orders. The Dunn and Jackson County contracts are on an as-needed basis created by staffing in those counties. As of 12/31/25 our IVD caseload was 3,134 and our NIVD caseload was 1,092. Our Agency’s funding is based on four (4) federal performance measures in our fiscal year October 1st through September 30th. In 2025 we met 3 of the 4 performance measures. The approximate loss of funds for not meeting 80% arrears performance is $1,411. We exceeded our performance measure from 2024 by 1% which is significant progress. Our total 2025 child support collection was $ 14,121,552. Page 38 of 149 2025 Annual Report St. Croix County Child Support Agency As of 3/27/26, we provide service to approximately 5,164 children, 3,771 people paying support and alleged fathers, and 3,568 people receiving support and non -legal relatives. Grants Received for 2025 We were awarded the SAVES (Safe Access for Victims’ Economic Security) Demonstration Domestic Violence (DV) grant commencing our fiscal year September 1, 2022. This is a 5 -year grant which is entitled WINS (Wisconsin’s Network for Safety). We are embarking on year 4 of the SAVES grant referred to as WINS in Wisconsin. This funding was included in the department budget status. Other Accomplishments Our Agency continues to participate on multiple state and county committees: Child Support Training Advisory Committee (CSTAC), Child Support Modernization (CSM), Policy Advisory Committee (PAC), Wisconsin Child 9/30/25 Current Month Last Month Last Year End of Fiscal Year Federal Fiscal Year SEPTEMBER - 2025 AUGUST -2025 SEPTEMBER - 2024 SEPTEMBER - 2024 GOAL CASE LOAD 3,003 3,030 3,017 3,017 COURT ORDER 89.64% 89.41% 91.95% 91.95% 80.00% PATERNITY 112.61 % 111.31 % 111.05 % 111.05 % 90.00% CURRENT SUPPORT 81.19% 81.27% 81.84% 81.84% 80.00% ARREARS 78.24% 77.32% 76.90% 76.90% 80.00% 9/24-8/25 Project Award $33,500 9/25-8/26 Project Award $62,669 9/24-8/25 Project Award $17,655 9/25-8/26 Supplemental Award $30,741 Award Earmarked for Training $16,667 Total Award to date $144,565 Page 39 of 149 2025 Annual Report St. Croix County Child Support Agency Support Enforcement Association (WCSEA) Board of Directors, DocGen Custom Content Editor, Child Support Business Analytics Advisory Committee (CSBAAC), Financial Roundtable and Conference Presenter, State Disbursement Unit (SDU) Advisory Committee, CSOS Mo dernization Project, CBS Review Committee, Call Center Committee, NCSEA Research Committee, Staff Advisory Committee, Information Technology Committee, WINS, and Domestic Violence Task Force. Increase the abilities and expertise of child support and economic support staff to screen for and discuss DV with participants • Get all agency staff trained to handle a DV case scenario as well as peripheral staff and partners (such as reception, income maintenance, courthouse staff, etc.). • Provide guidance and support to staff and partners who may initially feel frustrated when survivors don’t appear to behave in their own best interest. Help them learn how to maintain a trusting relationship with victims/survivors. Provide training to staff on how to: • Avoid victim -blaming when survivors have a history of self -destructive behaviors or behavior that is destructive to others, • Hold survivors accountable for their mistakes and for their own harmful behavior, and for ending that behavior, if any, • Understand the ways in which crises and trauma can interfere with rational/responsible decision - making, and • Where possible without endangering others, avoid criminalizing survivors for self -defensive actions they believed to be reasonable or necessary (based on their beliefs at the time about their safety situation). • Ongoing training for department staff. Explore DV -specific trauma -informed care training for case workers (beyond awareness to conversation -facilitation skills). Continuing to e xplore how safety considerations can be more effectively incorporated into placement (parenting time) orders. Issues, Concerns & Restraints Overcoming barriers in developing processes with our Judiciary. 2026 Goals & Objectives The Agency is undertaking a comprehensive work study to better understand workload distribution, case complexity, and staff capacity. This initiative will allow us to evaluate current practices, identify efficiencies, and Page 40 of 149 2025 Annual Report St. Croix County Child Support Agency ensure resources are aligned with service demands. The results of the study will guide data -driven decision - making, support strategic planning, and strengthen our ability to provide timely and effective services to the families we serve. We are actively engaging in succession planning. Through cross -training, knowledge transfer, and strategic workforce planning, we aim to maintain continuity of services while positioning the Agency for long -term stability and success. In addition , we are planning and develop ing the Family Court Navigator Pilot Program, with a focused emphasis on operational logistics. This includes defining program structure, roles and responsibilities, workflow processes, training needs, and coordination with court partners. By establishing a clear and sus tainable framework, the Agency aims to ensure effective implementation, improve participant navigation of court systems, and enhance overall service delivery. Organizational Chart of Department Budget Priorities for 2027 We will focus on strengthening service delivery and sustaining key initiatives. Primary investments will support the completion of domestic violence training for all staff, ensuring consistent, informed, and trauma -responsive practices across the agency. In addition, funding will be directed toward finalizing and evaluating the Family Court Navigator Pilot, with the goal of enhancing access to court processes and improving outcomes for participants. These priorities reflect our continued commitment to safet y, efficiency, and service excellence. Page 41 of 149 2025 Annual Report St. Croix County Sheriff’s Office 2025 Annual Report St. Croix County Sheriff’s Office Department Overview The mission of the St. Croix County Sheriff’s Office is to enhance the quality of life in St. Croix County by working collaboratively with our public safety partners and community members to honorably safeguard the lives, property, and constitutional rights of the citizens we serve. This is accomplished by providing quality emergency communications service to the public and emergency service providers; enforcing the law with integrity and fairness; supporting local governments in preparedness, response and recovery efforts; and providing for a safe environment for all residents and visitors. 2025 Goals / Objectives Achieved • Communications Center remodel was completed in 2025. Replaced Radio Gateways for Communications Center. • The Emergency Operations Center was completed in 2025 with most of the cost reimbursement through grant funds. • Staffing- As of the end of the year, the dispatch center and patrol divisions were each down one position. The jail and investigative units were fully staffed. During 2025, staff movement and openings were mainly due to retirements and promotions. One of our key objectives is to prioritize long-term retention of staff. • We have sought out and received a number of grants that have enhanced the operations of the Sheriff’s Office preparedness and response to calls for service. Our continued collaboration with Health and Human Services resulted in secured grant funding for the “Abuse in Later Life” training. We also utilized grant funding to cover a part time jail mental health therapist. Page 42 of 149 2025 Annual Report St. Croix County Sheriff’s Office Department Budget Status Budgeted Category Budgeted Amount Actual Category Actual Amount Variance 2025 Budgeted Revenues $19,353,215 2025 Actual Revenues $19,703,525 1.8% 2025 Budgeted Expenses $19,353,215 2025 Actual Expenses $19,303,247 -0.3% 2025 Budgeted Tax Levy $18,564,746 2025 Actual Surplus/Loss $400,278 - Budget Surplus/Loss Explanation N/A Grants Received for 2025 Grant Name Grant Amount Emergency Management Performance Grant 55,405.00 Emergency Planning and Community Right-to-Know Act (EPCRA) 20,618.01 Computer Hazmat and Computer Grant 1,491.53 Viking One (Pipeline) 2,110.00 FY2025 HMEP Specialized HAZMAT 12,636.30 Multi-Hazard Mitigation Planning Grant Awarded 41,584.00 Port Security – Patrol Boat (CIP Item) 422,563.00 Emergency Operations Center EMC/IMC 549,333.00 SCIP- County Led Harm Reduction – Critical Incident Team Training 24,063.00 SCIP- Mental Health Awareness Training – Critical Incident Team Training 24,094.00 Page 43 of 149 2025 Annual Report St. Croix County Sheriff’s Office Edward Byrne Memorial Justice Assistance Grant (JAG) 54,476.00 Law Enforcement COPS Anti-Meth Grant 17,500.00 Law Enforcement COPS Anti-Heroin Grant 10,000.00 Safer Outcomes 195,442.00 PSAP (Public Safety Answering Point) Grant 233,852.79 911 System Hardware Refresh 131,067.62 Interoperability Communication Center Consolette Radios 40,502.88 Body Worn Vest 8,731.00 TCPR 2,179.00 DNR Water Patrol Reimbursement Grant for 2025 activity 31,575.87 All Grants Sheriff's Office in 2025 1,879,225.00 Other Accomplishments • Joe Kormanik was promoted to Jail Captain after the retirement of Kris Anderson. Staffing levels improved significantly, and we were fully staffed in the jail for the first time in years • By the end of 2025, all Jail Deputies had either completed or were scheduled to attend the Jail Academy training mandated by the Wisconsin Department of Justice. • Between the Court Services Unit and the Jail, 2,571 individuals were booked. The jail’s average daily population (ADP) increased from 2024, measuring 123 in 2025. • The Jail Medical Unit is now fully staffed. The unit also implemented electronic medical records and electronic MAR cards for medication distribution, increasing efficiency for nursing staff who had previously handwritten medical records and MAR cards. Page 44 of 149 2025 Annual Report St. Croix County Sheriff’s Office • The jail implemented cell biometric monitoring for high-risk inmates to assist deputies by tracking vital signs in the Receiving and SHU units. A total of 14 monitors will be installed in February 2026, including nine SHU cells, three Receiving cells, and two Safety Cells. • In 2025, the St. Croix County Sheriff’s Office and the Hudson Police Department signed an MOU to establish a partnership within the St. Croix County Emergency Response Unit (ERU Team) by adding three Hudson police officers. The Sheriff’s Office continues to partner with local law enforcement for its Crisis Negotiations Team (CNT). • The St. Croix County Emergency Communications Center conducted 403,977 dispatch queries (wanted persons, stolen items, etc.), with more than 2,321,200 responses processed. • Dispatchers handled a total of 104,893 telephone calls, a 3.23% increase from 2024. Of these, 22,153 were 911 calls, representing a 2.76% increase from the previous year. • In addition to telephone activity, the Communications Center handled 110,204 calls for service across St. Croix County, a 6.28% increase over 2024. • The Field Services Bureau issued a total of 2,976 warnings and 1,522 citations. • There were 2,475 total crashes reported, including 340 injury crashes and 11 fatalities. Of these, 769 involved car-versus-deer incidents. • The Court Services Unit completed 347 transports, covering approximately 31,000 miles. An additional 58 transports were conducted by Talon Transport, a contracted service provider. • A total of 124 search warrants were obtained for matters such as OWI investigations and cell phone data. This figure does not include warrants secured by the multi-agency task force operating within the three-county area. Issues, Concerns & Restraints • Open records requests have continued to increase significantly, outpacing prior years. This growth places additional strain on the records custodian and extends turnaround times for fulfilling requests. In 2021, the agency received 821 requests; by 2025, that number had risen to 3,084. As of March 24, of this year, 767 requests have already been received, indicating a continued upward trend • With the expansion of the new Government Center footprint, as well as the occupancy of the Department of Corrections / Division of Community Corrections (Probation and Parole), the Court Services Unit is now responsible for covering a larger area. Responsibilities such as responding to alarms, 911 hang-ups, disturbances, and conducting building checks and security sweeps at closing have increased demands on time and staffing. Additionally, courtrooms located on two separate levels have Page 45 of 149 2025 Annual Report St. Croix County Sheriff’s Office required greater prioritization of duties and more strategic staff assignments. In 2025, there were 67 calls for service at the Probation and Parole office, resulting in 33 new arrests. • The agency continues to conduct ongoing reviews of software and hardware maintenance, as well as subscription costs. As technology evolves and workload demands increase, maintaining alignment with industry standards remains a priority. However, as costs continue to rise and exceed some budgeted allocations, the agency must regularly reassess priorities to ensure resources are allocated effectively. 2026 Goals & Objectives • Continue to strengthen collaboration with community partners to support jail inmate services and promote a more seamless re-entry process for individuals transitioning back into the community. • Actively pursue grant opportunities to secure funding for equipment, training, and resource enhancements, while maintaining a strong partnership with county stakeholders—particularly Health and Human Services—to prioritize safety and risk reduction for both staff and those we serve. • Achieving and sustaining appropriate staffing levels across all Bureaus. As of year-end, staffing levels exceeded those of many regional partners. A key ongoing objective is the long-term retention of qualified staff. • Provide comprehensive training and support focused on the mental health and physical well-being of all employees. The County has transitioned to HealthPartners as its Employee Assistance Program provider. In recent years, all Sheriff’s Office staff have participated in additional wellness sessions funded through proceeds from Kaitie Leising fundraising events. These funds will continue to support staff wellness initiatives throughout 2026. • Conduct a review and analysis of civil process service fees in comparison to surrounding counties, as current rates have not been updated for several years. • Continue implementation of the long-term radio and communications network plan to ensure reliable and modernized infrastructure. • Evaluate and selectively implement Artificial Intelligence technologies within Emergency Communications to enhance efficiency and service delivery. • Utilize the newly developed training areas and the Incident Management Center/Emergency Operations Center (IMC/EOC) as a regional resource for hosting and facilitating law enforcement training. • Build on the 2025 “Abuse Later in Life” grant awarded to the Sheriff’s Office in partnership with Health and Human Services. This initiative focuses on a multi-agency response to elder abuse. In 2026, the Page 46 of 149 2025 Annual Report St. Croix County Sheriff’s Office Sheriff’s Office will train 15 deputies in specialized investigation techniques, contributing to a countywide effort involving over 60 officers. Organizational Chart of Department Budget Priorities for 2027 Jail Expansion Project • Continue gathering detailed cost estimates and refining budget projections. • Ongoing review of financial assumptions and timelines. • Provide regular updates to stakeholders to ensure alignment and transparency. Squad Car Replacement Program • Maintain replacement schedule based on vehicle age and mileage rotation. • Monitor anticipated redesign from Ford, which may affect compatibility with existing outfitting (e.g., cages, lighting, and other installed equipment). • Evaluate potential cost impacts and necessary adjustments once redesign details are released. Page 47 of 149 2025 Annual Report St. Croix County Sheriff’s Office Taser Replacement & Upgrade • Plan phased replacement and upgrade of Tasers for patrol. • Assess current inventory and prioritize units nearing end-of-life. Portable Radios for Patrol Deputies • Continue upgrade and replacement plan for portable radios. • Ensure compatibility with current communication systems and future needs. Jail Equipment – Dishwasher Replacement • Plan for replacement of existing dishwasher unit in the jail facility. • Evaluate options for durability, capacity, and efficiency. Page 48 of 149 2025 Annual Report St. Croix County Corporation Counsel 2025 Annual Report St. Croix County Corporation Counsel Department Overview The Office of Corporation Counsel provides legal support to all county departments. The goal of the Office of Corporation Counsel is to provide the St. Croix County Board of Supervisors, committees, and departments with sound legal advice regarding policym aking, policy implementation, day -to-day operations, as well as strong leadership and representation in all civil litigation, dispute resolution, and negotiation situations. The St. Croix County Office of Corporation Counsel attends to all civil legal matters relating to St. Croix County. This includes the following: 1. Interpret the powers and duties of boards, commissions, committees, departments, employees, and officers of the county. 2. Serve as legal adviser to boards, commissions, committees, departments, employees, and officers of the county. 3. Update all chapters of the St. Croix County Code of Ordinances on the County website. 4. Guardianships and protective placements. a. Wisconsin Statute Chapters 54 and 55. 5. Civil commitments. a. Wisconsin Statute Chapter 51. 6. Child support enforcement. a. Serve as the child support enforcement attorney for the Child Support Agency, pursuant to Wisconsin Statute Chapters 46 and 767. 7. Children in Need of Protection or Services (CHIPS). a. Wisconsin Statute Chapter 48. Page 49 of 149 2025 Annual Report St. Croix County Corporation Counsel 8. Termination of Parental Rights (TPR). a. Wisconsin Statute Chapter 48. 9. Land use, zoning, and environmental issues. 10. Ordinance drafting and enforcement. 11. Counsel to the Board of Adjustment. 12. Employment / Labor Relations. a. This encompasses the following: 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, u p to and including arbitration. 13. Contract negotiation (including Wisconsin Professional Police Association (WPPA) contract), drafting, review, interpretation, and/or enforcement. 14. Review all contracts between the County and vendors before implementation. 15. Tax Deed issues and sale of tax delinquent real estate. In Rem Tax Deed Foreclosure. a. Wisconsin Statute Chapter 75. 16. Ethics and conflicts of interest. a. Render written opinions regarding ethics and conflict of interest issues. b. Wisconsin Statute §§ 19.42 – 19.59. 17. Public records. a. Wisconsin Statute §§ 19.21 – 19.39. 18. Open meetings. a. Wisconsin Statute §§ 19.81 – 19.98. Page 50 of 149 2025 Annual Report St. Croix County Corporation Counsel 19. Real property acquisition / disposal. a. Manage legal aspects of the purchase and sale of real estate by the County. 20. Claims against county / officials / employees. a. The County’s liability insurance is through the Wisconsin Municipal Mutual Insurance Corporation (WMMIC). The scope of liability protection provided by WMMIC is broad. The Office of Corporation Counsel oversees and assists outside counsel assigned by WMMI C to defend covered claims. b. Defend all claims not covered by County’s liability insurance. 21. Miscellaneous issues. a. Election, bankruptcy, intellectual property, parliamentarian, telecommunications, referenda, and whatever other legal issues that may arise from time to time. 2025 Goals / Objectives Achieved 1. Continued to customize and implement case management software (Legal Files). 2. Continued providing sound legal advice to St. Croix County, its elected officials, department heads, boards, and commissions. 3. Began the recodification process of the entire St. Croix County Code of Ordinances to be consistent in numbering, format, font, size, and style in MuniCode. 4. Provided updated training to staff within the Department of Health and Human Services and local law enforcement agencies regarding Chapter 51 Emergency Detentions and Chapter 55 Protective Placement. 5. Continued to increase productivity rate billing for Corporation Counsel staff time to the Child Support Agency and Children Services Department for State reimbursement which is credited to those departments. Page 51 of 149 2025 Annual Report St. Croix County Corporation Counsel Department Budget Status Budgeted Category Budgeted Amount Actual Category Actual Amount Variance 2025 Budgeted Revenues $960,417 2025 Actual Revenues $961,625 0.1% 2025 Budgeted Expenses $960,417 2025 Actual Expenses $960,595 0.0% 2025 Budgeted Tax Levy $955,917 2025 Actual Surplus/Loss $ 1,030 - Budget Surplus/Loss Explanation The Office of Corporation Counsel ended the year with a budget surplus of $1,030. Although the Legal Services line item exceeded its budgeted amount due to payments to outside counsel, the overall budget remained under target, largely as a result of an app roximately three -month vacancy in a Legal Assistant position. Grants Received for 2025 The Office of Corporation Counsel does not receive any grants to supplement the office budget. The Child Support Agency and Children Services Department receive reimbursement from the State of Wisconsin for attorney and support staff hours working on case s involving those departments. Other Accomplishments In 2025, the Office of Corporation Counsel continued to represent the public interest in Temporary Physical Custody (TPC), Children in Need of Protection or Services (CHIPS), Juvenile Guardianship (JG), and Termination of Parental Rights (TPR) cases. In 20 25, Corporation Counsel represented the public interest in thirty -seven (37) CHIPS cases, twenty -six (26) TPC cases, and ten (10) JG cases. The Office of Corporation Counsel filed four (4) new TPR actions in 2025 resulting in the rights of the parents in a ll four (4) cases being terminated. All four (4) adoptions have been completed. Assistant Corporation Counsel Anjali Patel along with Guardian ad Litem Teresa Baier were selected to receive the Department of Children and Families 2025 Putting Families First Award. At a ceremony in Madison on April 18, 2025, Anjali and Teresa were reco gnized for their efforts and contributions that have helped shift the child welfare system toward a more family centered home -based approach. Page 52 of 149 2025 Annual Report St. Croix County Corporation Counsel Hours and expenses spent on termination of parental rights cases are reimbursed by the State of Wisconsin at 40% of the attorney and support staff’s hourly productivity rate resulting in approximately $4,746 of revenue to St. Croix County, which is credite d to the Children Services Department. Hours spent on CHIPS cases are reimbursed by the State of Wisconsin at 26% of the attorney and support staff’s hourly productivity rate resulting in approximately $39,389 of revenue to St. Croix County, which is also credited to the Children Services Department. Reimbursement amounts allowed by the State varies per year based upon the yearly contract with St. Croix County for both TPR and CHIPS case types. In 2025, the Office of Corporation Counsel represented DHHS in eighty (80) guardianship and/or protective placement cases and four (4) emergency protective placement cases. A total of $5,700 was collected as attorney fees in guardianship and protective pl acement cases which is revenue to St. Croix County. The Office of Corporation also reviews placement of individuals under protective placement on an annual basis. In 2025, one hundred and thirteen (113) petitions for annual reviews were filed. The Office of Corporation Counsel represented the interests of the public in seventy -six (76) involuntary civil commitment cases. Regarding child support establishment and enforcement, the attorneys devoted a total of 919.25 hours in 2025. Hours spent in child support establishment and enforcement are reimbursed by the State of Wisconsin at 66% of the attorney’s hourly productivity rate resulting in approximately $58,000 of revenue to St. Croix County, which is credited to the Child Support Agency. The Office of Corporation Counsel spends considerable effort in coordinating and providing legal advice in response to public records requests. Issues, Concerns & Restraints Increasing demands from departments requesting attorney involvement are as follows: Continued increase in Adult Protection reports regarding abuse and neglect, which has significantly increased the number of Guardianship and Protective Placement matters; a nd increasing number of public records requests that require a significant amount of attorney time to assist in responding to. Page 53 of 149 2025 Annual Report St. Croix County Corporation Counsel 2026 Goals & Objectives 1. Implement public records request software for the entire County through NextRequest. 2. Continue providing sound legal advice to St. Croix County, its elected officials, department heads, boards, and commissions. 3. Finish the recodification process of the St. Croix County Code of Ordinances to be consistent in numbering, format, font, size, and style in MuniCode. 4. As this is the first year of the implementation of Family Treatment Court, staff will work collaboratively with internal stakeholders to improve processes and procedures related to Family Treatment Court. 5. Crosstrain attorneys to create efficiencies with case coverage. Organizational Chart of Department Budget Priorities for 2027 No new requests for additional positions. Continue productivity rate billing. Page 54 of 149 2025 Annual Report St. Croix County Administration Department 1 2025 Annual Report St. Croix County Administration Department Department Overview The Administration Department is responsible for the coordination between the elected body and all of the departments. Providing leadership, support, and direction of county departments. Additionally, the department is directly responsible for budget prepa ration, insurance management and public relations. 2025 Goals / Objectives Achieved Work Plan Item 1 Budgeting: Provide a budget with a stable tax levy rate. (At $2.83 rate is good, with a flat tax rate, below $2.83 is great and sets a new record low, below $2.60 is exceptional). Accomplished: 2025 Budget was created with a tax levy rate of $2.69, achieving a record setting low rate, while maintaining core service levels. The County Board adopted the St. Croix tax levy on November 6, 2024, demonstrating continued fiscal discipline and taxpayer value. Work Plan Item 2 Facilities: Finish the Government Center building project on time and on budget. On Track: The Government Center construction remains on schedule for October 2025 completion and within budget. As of this report, $268,000 in contingency funds remain – indicating strong fiscal oversight and successful mitigation at this advanced stage of construc tion. Work Plan Item 3 Communication: Create an enhanced monthly County Administrator Report to the County Board, creating County updates outside of just the financial report. Accomplished: A new monthly County Administrator’s Report was implemented, broadening Board communications beyond finance to include operations, project updates, HR, and strategic initiatives. Feedback from the Board has been positive, with no change requests, suggesti ng the format is informative, efficient, and aligned with leadership needs. Page 55 of 149 2025 Annual Report St. Croix County Administration Department 2 Work Plan Item 4 Human Resources: Develop and implement health care cost containment strategies. Accomplished: A new onsite health clinic opened in 2025, forming a cornerstone of our cost -containment strategy. Clinic usage is steadily increasing and is now integrated with Alithias care advocacy, helping employees access high -value, low -cost providers for follow -up care. Plan design changes further incentivize clinic use, channeling care toward the County’s most affordable option, while improving access, convenience, and health outcomes. Department Budget Status Budgeted Category Budgeted Amount Actual Category Actual Amount Variance 2025 Budgeted Revenues $519,588 2025 Actual Revenues $519,478 0% 2025 Budgeted Expenses $519,588 2025 Actual Expenses $477,947 -8% 2025 Budgeted Tax Levy $519,588 2025 Actual Surplus/Loss $41,531 - Budget Surplus/Loss Explanation Other professional services are used for unexpected projects that come up. 2025 had little for surprise projects, contributing to 8% under budget. Grants Received for 2025 None. Other Accomplishments St. Croix County continues to operate as a high functioning organization and a leader in county government. Our staff our recognized as leaders in their respective fields and other counties try to emulate our success. Issues, Concerns & Restraints Financial constraints remain the top limiting factor. Page 56 of 149 2025 Annual Report St. Croix County Administration Department 3 2026 Goals & Objectives 1. Budgeting: Prepare and adopt a 2026 budget that maintains or reduces the current tax levy rate of $2.69. A flat rate is considered successful; a rate below $2.68 is outstanding, and below $2.50 would be exceptional and historically significant. 2. Facilities: Complete construction of the Government Center by the end of October 2025, within budget and with return unused contingency funds. Ensure timely project close -out, post -occupancy evaluation, and final reporting to the County Board. 3. Organizational Structure: Proactively assess the impact of projected federal and state funding changes on County services. Begin developing flexible staffing, program, and partnership models to allow phased-in service adjustments over the next 1 –3 years. 4. Human Resources: Launch a leadership development program focused on managerial skill -building, succession planning, and emerging leader preparation. Include core competencies such as budgeting, supervision, employee relations, and strategic communication. 5. Emergency Preparedness: Ensure all department complete required ICS (Incident Command System) training and conduct a tabletop emergency response exercise. 6. Communication: Redesign and relaunch the County’s internal SharePoint site to improve navigation, document access, and cross -departmental communication. 7. Fiscal Planning: Create a sustainable funding plan for allocating dedicated resources to the Capital Improvement Fund and early debt redemption in the Debt Service Fund. Organizational Chart of Department Budget Priorities for 2027 No new requests, no additional positions requested. County A dministrator Public I nformation Officer Administrative Assistant to th e County A dministrator Page 57 of 149 2025 Annual Report St. Croix County Clerk 2025 Annual Report St. Croix County - County Clerk Department Overview The County Clerk’s office is responsible for the administration of all county, state, and national elections in conjunction with local municipal clerks. The county clerk acts as the clerk of the county board and standing committees. The department is also responsible for issuing marriage licenses, maintaining municipal dog license records, processing dog damage claims, issuing dog tags to local treasurer, accepting claims against the county, selling, and conveying tax-deeded land per Wis. Stat. 75.35, processing Timber Cutting Notices and passport applications and photos. The County Clerk prepares and maintains the annual budgets for County Board, County Clerk, Elections, and the Dog License Fund. 2025 Goals / Objectives Achieved Continued to support and enhance the knowledge of staff and County Board members in CivicClerk meeting management software. The County Clerk’s Office, in collaboration with the 35 municipal clerks throughout St. Croix County, successfully administered the 2025 Spring Primary and Spring Election. Voter turnout for the April Spring Election reached nearly 61% of registered voters, compared to 55% in 2023 and 26% in 2021. Department Budget Status – County Clerk Budgeted Category Budgeted Amount Actual Category Actual Amount Variance 2025 Budgeted Revenues $412,353 2025 Actual Revenues $424,863 3% 2025 Budgeted Expenses $412,353 2025 Actual Expenses $391,298 -5% 2025 Budgeted Tax Levy $175,000 2025 Actual Surplus/Loss $33,565 - Page 58 of 149 2025 Annual Report St. Croix County Clerk Department Budget Status – County Board & Committees Budgeted Category Budgeted Amount Actual Category Actual Amount Variance 2025 Budgeted Revenues $155,935 2025 Actual Revenues $155,935 0% 2025 Budgeted Expenses $155,935 2025 Actual Expenses $121,063 -22% 2025 Budgeted Tax Levy $155,935 2025 Actual Surplus/Loss $34,872 - Department Budget Status – Elections Budgeted Category Budgeted Amount Actual Category Actual Amount Variance 2025 Budgeted Revenues $79,050 2025 Actual Revenues $85,647 8% 2025 Budgeted Expenses $79,050 2025 Actual Expenses $55,464 -30% 2025 Budgeted Tax Levy $59,050 2025 Actual Surplus/Loss $30,183 - Department Budget Status –Dog Fund Budgeted Category Budgeted Amount Actual Category Actual Amount Variance 2025 Budgeted Revenues $20,000 2025 Actual Revenues $21,408 7% 2025 Budgeted Expenses $20,000 2025 Actual Expenses $18,898 -6% 2025 Budgeted Tax Levy $0 2025 Actual Surplus/Loss $2,510 - Budget Surplus/Loss Explanation County Clerk – In 2025, the $33,565 surplus was primarily attributable to increased revenues and a seven-month vacancy in the First Deputy position. Page 59 of 149 2025 Annual Report St. Croix County Clerk County Board and Committees – In 2025, the $34,872 surplus was attributable to vacancies on the County Board, which impacted both wages and fringe benefits, as well as overall expenses, including reduced mileage, lodging, and meal costs. Elections - The $30,183 surplus was driven in part by reimbursements for shared election costs from municipalities and school districts, which exceeded budget by $6,600, along with expenditures coming in below budget. Election-related revenues and expenses are inherently difficult to predict. Dog Fund – A total of $1,553 in restitution payments was collected related to a 2023 dog damage case. In addition, reduced expenditures for publication and municipal/state disbursements contributed to an overall surplus of $2,510. Grants Received for 2025 The County Clerk’s Office does not receive any grants to supplement the four budgets. Other Accomplishments In 2025, the County Clerk’s Office facilitated the sale of seven tax-deeded properties and processed 2,418 passport applications, 4,251 passport photos, 800 marriage licenses, and 227 marriage license waivers. Issues, Concerns & Restraints The County Clerk’s Office experienced challenges during the year due to a seven-month vacancy in a key staff position, which placed increased demands on remaining staff and required them to take on additional responsibilities. 2026 Goals & Objectives Establish two notaries within the County Clerk’s Office to better serve the public, as the office is often the first point of contact for notary service requests. Collaborate with local municipal clerks to develop updated training materials for incoming poll workers and chief inspectors, including creating instructional videos on DS200 voting machine processes for the election information webpage. Organizational Chart of Department County Clerk First Deputy Second Deputy Second Deputy Page 60 of 149 2025 Annual Report St. Croix County Clerk Budget Priorities for 2027 St Croix County election equipment (DS200 and ExpressVote Machines) were purchased in 2015. Municipalities are beginning to look at replacements in 2027 or 2028. This will require the county to upgrade our system at an early estimated cost of $10,000 to $20,000. However, this may eliminate or have an impact on the $40,000 CIP Planned upgrade in 2029. Page 61 of 149 2025 Annual Report St. Croix County Human Resources 2025 Annual Report St. Croix County Human Resources Department Overview The Human Resources Department supports all St. Croix County departments by helping manage and develop a compliant and effective workforce. The department provides guidance on employment policies, practices, and programs to ensure consistency and fairness for employees, supervisors, and elected officials. Human Resources serves approximately 730 employees across the County. Key responsibilities include recruitment and onboarding, employee and labor relations, performance management, compensation and classification, benefits and leave administration, training, and HRIS (Oracle) system administration. The department also manages policy development, workplace investigations, and compliance with federal and state laws, County policies, and labor agreements. HR provides ongoing support and consultation to supervisors and staff, helping ensure consistent and equitable employment practices. The department plays a key role in strategic initiatives related to recruitment, retention, employee engagement, and operational efficiency. The HR team consists of six full-time positions: a Human Resources Director, HR Advisors, a Talent Acquisition Specialist, a Benefits & HRIS Analyst, and a Training & Development Specialist. The team works collaboratively to support a positive workplace culture and effective service delivery across the County. 2025 Goals / Objectives Achieved Goal 1: Training & Development With the addition of a Training & Development Specialist, 2025 marked a pivotal year in strengthening the County’s commitment to professional development. Significant progress was made in building a comprehensive and sustainable training framework designed to enhance employee skills, leadership capabilities, and overall job satisfaction. Key accomplishments include: • Training Program Overhaul: Conducted a comprehensive review of existing training resources, updated outdated content, identified gaps, and aligned materials with departmental needs and County goals. Page 62 of 149 2025 Annual Report St. Croix County Human Resources • Online Training Assessment & Restructure: Completed an audit of online training programs and restructured course assignments to ensure content is current, engaging, and appropriately aligned with employee roles. • Training Gap Analysis: Met with division heads across departments to assess training priorities and developed a strategic roadmap to address critical skill and knowledge gaps. • Supervisory Training Program Launch: Designed and implemented a structured supervisory training program focused on strengthening leadership, communication, and management competencies. Goal 2: Engagement Surveys • Human Resources partnered with department leadership to evaluate the need for employee engagement surveys and successfully implemented surveys within the Behavioral Health Division (HHS) and the Facilities Department. The results provided valuable feedback to help identify strengths, address areas for improvement, and support efforts to enhance employee satisfaction and workplace performance. Goal 3: Health Insurance Cost Containment & On-Site Clinic • Human Resources successfully implemented on-site clinic services in 2025, including opening the new Hudson clinic to full-time operations in June. During the year, the clinic served 490 unique utilizers, resulting in 1,378 provider encounters and 954 in- house dispensed medications. While exact return on investment (ROI) is difficult to determine, a comparison of clinic operating costs to the estimated market value of services indicates approximately $745,500 in care delivered, resulting in an estimated ROI of 8%. In addition, the cli nic supported increased referrals to Alithias, with 173 unique utilizers generating an estimated $290,700 in additional savings. These efforts contributed to improved access to care, cost savings, and increased employee engagement in managing healthcare needs. Goal 4: Policies, Procedures & Forms • Human Resources continued regular review and updates of policies to ensure compliance, consistency, and operational efficiency. In 2025, the department updated multiple policies, including I.T. Acceptable Use, Jury and Witness Leave, Benefits, Outside Employment, Vehicle Usage, Remote Work, Animals in the Workplace, Drug Free Workplace, Expense Reimbursement, Personal Leave of Absence, and Employee Conduct and Work Rules. These updates support clear expectations and align County practices with current regulations and organizational needs. Goal 5: Strengthening HR Relationships • Human Resources maintained a consistent presence across County facilities by holding monthly office hours at all locations. In addition, the Training & Development Specialist conducted weekly site visits, and the Benefits Specialist provided multiple presentations across departments. These efforts strengthened relationships with employees and supervisors, improved communication, and increased access to HR support and resources. Goal 6: Recruitment & Retention • Human Resources continued to support retention efforts by conducting in-person exit reviews and working with supervisors to address feedback and implement positive changes. The Page 63 of 149 2025 Annual Report St. Croix County Human Resources department also maintained a presence at local career fairs to support ongoing recruitment efforts and increase awareness of County employment opportunities. Goal 7: HRIS (Oracle) Enhancements • Human Resources continued to actively manage and maintain the HRIS (Oracle) system by reviewing updates, implementing applicable enhancements, and updating how-to documentation as changes occurred. While testing of Redwood UI features began, the full system rollout has been delayed and is now anticipated in Q3 of 2026. Department Budget Status Budgeted Category Budgeted Amount Actual Category Actual Amount Variance 2025 Budgeted Revenues $621,340 2025 Actual Revenues $621,340 0% 2025 Budgeted Expenses $621,340 2025 Actual Expenses $606,138 -2.45% 2025 Budgeted Tax Levy $621,340 2025 Actual Surplus/Loss $15,202 - Budget Surplus/Loss Explanation The Human Resources Department ended 2025 approximately $15,000 under budget, primarily due to personnel cost savings. This variance is largely attributable to a job-share arrangement for a full-time position. Grants Received for 2025 N/A Other Accomplishments Recruitment & Retention: • Partnered with regional technical colleges, universities, and department leaders to develop and implement work-study job descriptions and positions, expanding student employment opportunities and strengthening workforce pipelines. • Designed and launched a new onboarding survey to gather feedback on recruitment, orientation, and onboarding processes, supporting continuous improvement in employee experience and retention efforts. Page 64 of 149 2025 Annual Report St. Croix County Human Resources Issues, Concerns & Restraints • Workforce Competitiveness: Staying competitive in the market in the areas of salary, benefits/perks, career development, and promotional opportunities that meet the needs and desires of all generations in the workforce remains a challenge. • System Utilization Constraints: Lack of time to participate in Oracle training opportunities has limited our ability to use the product to its full potential due to gaps in program knowledge and software capabilities. • Staffing Shortages & Workforce Demographics: St. Croix County, along with the state as a whole, is experiencing increasing staffing shortages as the aging workforce retires, and there are not enough new workers entering the labor market to replace them. Monitoring recruitment trends and adjusting strategies accordingly will be critical to maintaining an effective workforce. 2026 Goals & Objectives Goal 1: Workforce Development & Leadership Capacity • Continue building a high-performing workforce by expanding structured training and leadership development opportunities across the organization. o Expand leadership development programming for supervisors and emerging leaders. Goal 2: Employee Engagement & Organizational Culture • Enhance workplace satisfaction and retention through data-driven engagement strategies. o Conduct targeted engagement surveys and implement department-specific action plans. o Strengthen onboarding and retention practices, including structured employee check- ins and exit feedback analysis. Goal 3: Total Rewards Strategy & Cost Management • Ensure competitive and sustainable compensation and benefits programs. o Evaluate and manage healthcare costs, including on-site clinic utilization and ROI. o Continue compensation analysis and explore practical performance-based pay options. Goal 4: Recruitment, Retention & Employer Branding • Attract and retain a qualified workforce by strengthening recruitment strategies and the County’s employer brand. o Expand outreach through partnerships, career events, and improved recruitment tools. o Enhance candidate experience and retention strategies based on workforce data. Goal 5: HR Systems, Data & Process Improvement • Improve efficiency and decision-making through enhanced use of HR technology and data. o Optimize HRIS (Oracle) functionality and expand reporting capabilities. o Increase use of data analytics to support strategic workforce decisions. Goal 6: Policies, Compliance & Risk Management • Maintain compliant, consistent, and up-to-date HR policies and practices. o Regularly review and update policies to ensure legal compliance and operational clarity. Page 65 of 149 2025 Annual Report St. Croix County Human Resources o Provide guidance and training to ensure consistent application across departments. Goal 7: HR Partnerships & Service Delivery • Strengthen HR’s role as a strategic partner and trusted resource across all County departments. o Maintain regular HR presence across County facilities to support employees and supervisors. o Enhance collaboration with departments to address workforce needs and challenges. Organizational Chart of Department Budget Priorities for 2027 No new requests, no additional positions requested. Employment Data Requisitions, Applicants, New Hires/Promotions • Requisitions: 116 • Applicants: 1242 • New Hires: 176 o Regular Status: 137 o Temporary/Seasonal Status: 27 o Interns: 12 • Promotions: 49 • Majority of job openings are posted for 2 weeks and average time to fill is 6-8 weeks. HR Director HR Advisor (2 FTE) Benefits Analyst Talent Acquisition Specialist Training & Development Specialist Page 66 of 149 2025 Annual Report St. Croix County Human Resources *Graph Information Does Not Include Temporary Employee Data Terminations: • Total Average Employee Count: 750 • Total Terminations: 144 o Resignations – 88 o Retirements – 14 o Involuntary – 8 o Temporary Employee/Seasonal – 34 • Turnover Ratio: 14.7% o Figure does not include temporary Employees/Seasonal Workers o This is within range of the industry standard for non-education public entities *Graph Information Does Not Include Temporary Employee Data 7 61 11 6 11 45 Facilities Health Care Campus HHS - Behavioral Health Highway SO - Corrections All other departments (5 or less new hires) New Hires by Department 5 45 5 55 Community Development Health Care Campus Highway Department All other departments (less than 5 terms) Terminations by Department # of Terminations Page 67 of 149 2025 Annual Report St. Croix County Human Resources 14 1 18 4 8 9 33 6 7 5 3 15 3 1 1 2 3 3 8 0 5 10 15 20 25 30 35 Retirement Benefits Career Advancement Career Change Compensation Continuing Education Temporary/End of Assignment Family Obligations Health Reasons Job Abandonment Job Content Other/Unknown Relocation Remote Work Separation Agreement Transportation/Commute Work Environment/Culture Work Schedule Involuntary Number of Terminations Reason Terminations By Reason Page 68 of 149 2025 Annual Report St. Croix County Information Technology Department 2025 Annual Report St. Croix County Information Technology Department Department Overview The IT Department is responsible for providing technology services, devices and solutions that enable St. Croix County staff to securely meet the needs of the people they serve. 2025 Goals / Objectives Achieved - Completed construction project and installation of IMC Audio Visual equipment - Replaced aging network equipment - Installed new UPS at Government Center - Moved secondary data center to new facility Department Budget Status Budgeted Category Budgeted Amount Actual Category Actual Amount Variance 2025 Budgeted Revenues $2,811,746 2025 Actual Revenues $2,826,077 0.5% 2025 Budgeted Expenses $2,811,746 2025 Actual Expenses $2,771,056 -1.4% 2025 Budgeted Tax Levy $2,697,446 2025 Actual Surplus/Loss $55,021 Budget Surplus/Loss Explanation Short-term p osition vacancy, one staff member dropping family health insurance, and sales of used equipment accounted for budget surplus. Grants Received for 2025 N/A Page 69 of 149 2025 Annual Report St. Croix County Information Technology Department Other Accomplishments - Replaced Helpdesk ticketing system - Designed the network and AV infrastructure for new highway shop Issues, Concerns & Restraints Equipment and software costs have been hit hard by tariffs, AI data center demand, and post -COVID inflation. This has led us to delay replacement cycles on some hardware in the hopes that costs will stabilize towards third quarter. 2026 Goals & Objectives - Commission security vulnerability scan and pen testing - Complete Highway building construction - Replace desktop telephones - Replace aging datacenter infrastructure Organizational Chart of Department Budget Priorities for 2027 No new requests. Page 70 of 149 2025 Annual Report St. Croix County Finance Department 1 2025 Annual Report St. Croix County Finance Department Department Overview The finance department is responsible for the accounting and reporting on the financial operations of the county, assisting the county administrator in preparation of the annual budget and CIP plan, prepare monthly financial statements, and assist with the annu al audit. Accounts Payable staff processes all county vendor invoices and payments on time and the annual issuance of 1099 statements. Payroll staff processes bi -weekly payroll for all county staff and the issuance of annual W -2’s and WRS reporting. 2025 Goals / Objectives Achieved Implement ERP updated procurement process with new Redwood layout including new step by step instructions for users to follow . Document ed steps to complete quarterly WRS reconciliations to improve year end process efficiency and consistency . Department Budget Status Budgeted Category Budgeted Amount Actual Category Actual Amount Variance 2025 Budgeted Revenues $674,314 2025 Actual Revenues $675,808 0.2% 2025 Budgeted Expenses $674,314 2025 Actual Expenses $669,645 -0.7% 2025 Budgeted Tax Levy $659,214 2025 Actual Surplus/Loss $6,163 - Budget Surplus/Loss Explanation Surplus of $6,163 for 2025 driven by a position that was open for roughly half of the year. Rising audit costs offset some of the savings of the open position and led to an increase in the 2026 budget for audit costs. Page 71 of 149 2025 Annual Report St. Croix County Finance Department 2 Grants Received for 2025 None Other Accomplishments With passing of the big beautiful bill act payroll was thrown a challenge to track FLSA overtime premium. This was challenging due to changes between how county calculates overtime and how FLSA calculates overtime. Payroll ended up having to recalculate each payroll for overtime and manually upda te lines on employee’s W2. Issues, Concerns & Restraints Fraud attempts are a legitimate threat with the amount of information the finance department has access to. We continue to be diligent in making sure we verify requests and ensure we do not become victims of scams that cost the county money. 2026 Goals & Objectives Continue to meet with stakeholders to find ways to use ERP system to increase department efficiency and develop needed reports . Develop an efficient process to calculate W2 FLSA overtime premium for employee W2 reporting. Work on incorporating more AI where possible to increase efficiency of processing data. Page 72 of 149 2025 Annual Report St. Croix County Finance Department 3 Organizational Chart of Department Budget Priorities for 2027 No new positions or requests for 2027 Finance Director Assistant Finance Director Financial Associate II (2 FTE) Payroll Specialist Financial Associate II - Accounts Payable Fiscal Manager - Highway Financial Associate II (2 FTE) Fiscal Manager - HHS Lead Finance Specialist (2 FTE) Financial Associate II - (3 FTE)Accounts Receivable Supervisor Financial Associate II (5 FTE) Financial Associate I Page 73 of 149 2025 Annual Report St. Croix County Treasurer Department Overview Wisconsin Statute Chapters 59, 74, and 75 govern the duties of the Treasurer. The Treasurer’s Office collects and disburses County monies. Responsibilities include: receipting, reconciling, and depositing payments; disbursing checks; managing bank accounts; and facilitating bank services. The office also manages and collects property taxes. Responsibilities include: calculating taxes and printing tax bills; certifying tax rolls; collecting taxes for 18 of 35 municipalities until January 31 and collecting all postponed and delinquent taxes after January 31; collecting and disbursing special taxes such as municipal specials, MFL, PILT, and ag use conversion charges; answering questions and assisting the public with property tax payments and issues; preparing tax settlements for all municipalities in January, February, and August; preparing delinquent and postponed notices; and preparing and maintaining the annual Sale Book. Other duties include: managing the state lottery credit program and preparing annual settlement; publishing and maintaining unclaimed funds lists; and managing the Tax Deed process of delinquent properties. The work is cyclical, and each month carries different statutory responsibilities. The Treasurer serves on the Investment Committee, the Tax Deed Land Appraisal Committee, the Land Information Advisory Council, and the Board of Directors of the Foundation for Rural Housing. The First Deputy serves as the Technical Lead, the Web Content Manager, and a representative at Staff Advisory Committee meetings. 2025 Goals / Objectives Achieved • Trained and tra nsitioned to new version of tax collection software in May. • Assisted with municipality transition to new version in November. • Worked with delinquent taxpayers to get payments , resulting in acquisition of only three properties by tax foreclosure. • Hired and trained new Second Deputy to replace the previous. Page 74 of 149 Department Budget Status Budgeted Category Budgeted Amount Actual Category Actual Amount Variance 2025 Budgeted Revenues $485,056 2025 Actual Revenues $619,426 27.7% 2025 Budgeted Expenses $458,056 2025 Actual Expenses $461,030 0.6% 2025 Budgeted Tax Levy -$114,444 2025 Actual Surplus/Loss $158,396 - Budget Surplus/Loss Explanation Tax deed revenues and tax deed expenses were both great er than forecasted due to the acquisition and sale of several properties. Grants Received for 2025 Not Applicable Other Accomplishments • Continued training of First Deputy, hired in 2024. • Hired and trained several new Office Associates. Issues, Concerns & Restraints • Staffing level does not match that in other county departments, nor in other comparable county treasurer offices . Additional duties have been absorbed, and the population has grown, with no increase in staffing. • Reliability of courier service continues to vary. Page 75 of 149 2026 Goals & Objectives • Hire additional Second Deputy, to better ensure operational resilience and workplace sustainability, as well as support continued revenue generation and growth. • Reduce bank service fees. • Train more departments to use Oracle billing feature. • Consider outsourcing the tax bill printing. Organizational Chart of Department Budget Priorities for 2027 • Additional 1.0 FTE for a Second Deputy. Treasurer First Deputy Second Deputy Temporary Office Associates Page 76 of 149 2025 Annual Report St. Croix County Facilities Department 2025 Annual Report St. Croix County Facilities Department Department Overview The Facilities Department is responsible for operating and maintaining county buildings in an efficient manner while ensuring a high standard of appearance and functionality. The department is committed to providing a clean, safe, and healthy environment f or employees and the public while planning and managing the effective use of building space. Facilities staff perform emergency repairs and carry out comprehensive preventative maintenance on equipment, structures, and grounds to ensure that all county facilities remain safe, functional, and well maintained. In addition, the Facilities Department provides oversight and coordination for county fleet vehicles. This includes ensuring vehicles are properly maintained, safe to operate, and available to support the operational needs of county departments. The Facilities Department maintains several key county buildings, including the Government Center, Jail, Nursing Home, Orchard View, Kitty Roads, Service Center, Ag Center, and DD Building. The department also provides support, as needed, to County Parks, Highway facilities, and Communication Towers. In total, the Facilities Department serves the needs of more than 22 county departments, their employees, and the public. 2025 Goals / Objectives Achieved Government Expansion on time and on budget. Implement a new Workorder System Orchard View new Transformers DD Building coordinated installation of new UPS for CT Scanner Page 77 of 149 2025 Annual Report St. Croix County Facilities Department Department Budget Status Budgeted Category Budgeted Amount Actual Category Actual Amount Variance 2025 Budgeted Revenues $2,295,786 2025 Actual Revenues $2,450,283 6% 2025 Budgeted Expenses $2,295,786 2025 Actual Expenses $2,368,140 3% 2025 Budgeted Tax Levy $2,229,286 2025 Actual Surplus/Loss $82,143 - Budget Surplus/Loss Explanation Building Grounds expenses were over budget, primarily due to the Ag Center retaining wall project. Building Maintenance was over budget, largely driven by the accumulation of small project -related purchases. Contracted Services over budget following the building addition, with more area to clean, extra elevators to service, and higher annual fire safety inspection costs. Overall, the budget came in slightly under budget, mainly due to higher than anticipated rental revenues and favorable variances in wages and fringe benefits. Grants Received for 2025 None. Other Accomplishments Ag Center Retaining Wall Issues, Concerns & Restraints Experienced some team turnover and filled positions relatively quickly; however, onboarding and ramp -up time coincided with the busy building project period, impacting overall workload. Page 78 of 149 2025 Annual Report St. Croix County Facilities Department 2026 Goals & Objectives Review and improve facilities policies and procedures to align with operations in the new building. Implement and maintain preventive maintenance schedules for all building systems and equipment. Exploring opportunities to reduce contracted service costs by performing certain tasks in -house, supported by targeted training and skill development. Organizational Chart of Department Budget Priorities for 2027 No new requests, no additional positions requested. Facilities Director Operations Coodinator Lead Housekeeper Housekeeper Housekeeper Housekeeper Housekeeper Housekeeper Custodian Custodian Assistant Facilities Director Technician 3 Technician 3 Technician 2 Technician 2 Technician 2 Technician 1 Technician 1 Page 79 of 149 2025 Annual Report St. Croix County Highway Department 2025 Annual Report St. Croix County Highway Department 2025 Summary In 2025, the St. Croix County Highway Department maintained 334.27 miles of county highway and delivered key reconstruction and resurfacing projects while managing increased State and municipal project demand. The department exceeded its revenue projection s due to higher WisDOT and local government project activity, while maintaining its policy goal of a 30% fund balance. Several major grant awards were secured that will support construction projects between 2026 –2028. Operational challenges continue to inc lude inflation in materials, federal program management complexity, and maintaining sustainable infrastructure funding. Department Overview The Highway Department is committed to maintaining a safe, efficient, and reliable transportation network while providing high -quality services to the public and government agencies. Our key responsibilities include: • Infrastructure Planning & Administration: Overseeing highway planning, engineering, surveying, and administrative functions for 334.27 centerline miles of county highways. • Roadway Construction & Maintenance: Building and preserving the county’s transportation system in accordance with state statutes and federal regulations. • State Highway System Maintenance: Maintaining federal and state trunk highways under contract with the State of Wisconsin. • Local Government Support: Providing highway and bridge maintenance, construction services, and winter road maintenance for local municipalities. • County Surveyor Duties: Carrying out statutory responsibilities assigned to the County Surveyor as defined by Wisconsin law and the County Board. 2025 Goals / Objectives Achieved • Routine maintenance activities (winter maintenance, incident response, general maintenance). Total County highway centerline miles – 334.27. • Resurface/Recondition/Mill & Surface – HMA (Hot -Mix Asphalt) – 14.0 miles (established goal – 14.0 mile/year). Page 80 of 149 2025 Annual Report St. Croix County Highway Department • Chip-seal/seal coat miles – 33.2 miles. • Reconstruction – 6.2 miles (established goal – 7.0 miles/year). • Managed federal/state grants on multiple construction projects throughout the County. • Assisted other County Departments/Municipalities/WisDOT by performing maintenance activities on the local highway system. • Coordinated with WisDOT on State construction projects which had impact on the local system. Page 81 of 149 2025 Annual Report St. Croix County Highway Department Department Budget Status Budgeted Category Budgeted Amount Actual Category Actual Amount Variance 2025 Budgeted Revenues $21,302,956 2025 Actual Revenues $23,117,845 7.9% 2025 Budgeted Expenses $21,302,956 2025 Actual Expenses $22,544,103 5.5% 2025 Budgeted Tax Levy $6,735,257 2025 Actual Surplus/Loss $573,742 - Budget Surplus/Loss Explanation Highway Department finances fluctuate annually based on the volume of State (WisDOT) and local government projects. In 2025, these projects outpaced budget estimates by approximately 1.8 million. This reflects the department’s role as a contractor for WisD OT and local municipalities, where project activity can fluctuate significantly from year to year. The County also leveraged County Highway Improvement Program (CHIP) reimbursements, which increased both revenues and expenditures as they were reflected in the overall budget. The department remains committed to its county approved policy of maintaining a 30% fund balance. These financial adjustments account for the differences between budgeted and actual figures. Grants Received for 2025 • HSIP (Highway Safety Improvement Program) – CTH E/CTH I Roundabout. Federal/State - $1,832,178/ Local $203,575. Construction scheduled for 2027/2028. • STP – Urban (Surface Transportation Program) – CTH K – 140th Street to Prairie Road. Federal/State - $1,190,400/ Local - $297,600. Construction scheduled for 2027/2028. • Carbon Reduction – CTH A – CTH K to W 4th Street – Federal/State – $5,411,520/ Local - $1,368,380. Construction scheduled for 2028. • CHI-S (County Highway Improvement Program – Supplementary) – CTH Q – US63 to CTH P. State - $575,999/ Local - $1,674,001. Construction scheduled for 2026. • CHI-S (County Highway Improvement Program – Supplementary) – CTH N – CTH B to STH 128. State - $288,000/ Local $1,512,000. Construction scheduled for 2026. Page 82 of 149 2025 Annual Report St. Croix County Highway Department • CHI-S (County Highway Improvement Program – Supplementary) – CTH X – 145th Ave to Dunn County Line. State - $288,000/ Local - $1,712,000. Construction scheduled for 2026. • CHI-D (County Highway Improvement Program – Discretionary) – CTH DD – US 63 to 240th Street. – State - $199,883/ Local – $850,117. Construction scheduled for 2026. • CHI (County Highway Improvement Program) – CTH DD – 240th St to CTH D. State - $271,051/Local $1,003,949. Construction scheduled for 2027. Other Accomplishments • WisDOT – PBM/DMA/LFA Contracts • Conducted inventory and inspections on 6’ – 20’ structures within the County for the WisDOT Local small structure improvement program (LSSIP). • Partnering with CDD on STH 35/Old 35 for Eckhardt Bluffs Park entrance. • Program continuation – Fog-Sealing/Invasive Weed -Vegetation Management. • Hudson Highway Facility – The Hudson Highway Facility project remains on schedule and within budget, with anticipated completion in Summer 2026. This facility will improve operational efficiency, equipment storage capacity, and winter maintenance response in the western portion of the county. Project completion date – Summer 2026. • Applied for additional Federal grants within the STP -Urban, STP -Rural, STP -Local programs. • The department identified and applied for Highway Safety Improvement funding through the FHWA for intersection improvements at CTH G/CTH T. Continued to examine intersections throughout the county system for low -cost safety enhancements with the goal of m aking the county -system safer for the travelling public. • Pilot County – Local Road Improvement Program. • Reviewed and approved CSMs, Major Subdivision Plats in collaboration with the Community Development Department and per state statute. • PLSS section corners replaced/maintained including necessary replacements due to State/County/Local construction. • CTH right -of-way determination for future scheduled construction projects. Issues, Concerns & Restraints • Manage material/equipment inflation. • Federal program management, managing change in programs and ensuring projects stay on schedule. Page 83 of 149 2025 Annual Report St. Croix County Highway Department • Ensure design projects meet schedule deadlines. • Sustained funding levels at the Federal and State levels. 2026 Goals & Objectives • Salt use reduction program – Maintain current levels of service and reduce salt consumption. • Manage and utilize Federal/State grant opportunities. • Hudson Highway Facility construction. • Statewide program adoption/implementation. (Agricultural Improvement Program, Surface Transportation Program – Local, etc.) • Continue cross -department coordination. • Department policy updates and cross training. • Continued identification of low -cost safety improvements across the system to reduce crash risk. Organizational Chart of Department Page 84 of 149 2025 Annual Report St. Croix County Highway Department Budget Priorities for 2027 • Meeting reconstruction/resurface/maintenance goals within funding parameters. • No additional positions will be requested. The department continues to prioritize employee cross - training and operational flexibility to ensure efficient service delivery while maintaining current staffing levels. • Continued fleet modernization. • Leverage Federal/State funding opportunities. • No additional levy requests. • Completion of the Hudson Highway Facility. • Examine salt -storage capacity throughout the county and ensure service levels are maintained. Page 85 of 149 2025 Annual Report St. Croix County Health and Human Services 2025 Annual Report St. Croix County Health and Human Services Board of Supervisors, The 2025 Health and Human Services Annual Report highlights a year of meaningful work, continued adaptation, and progress across our department. The information that follows is intended to provide transparency regarding our operations, finances, and servic e impact. Within the Administration section, you will find a summary of major initiatives and system -level efforts undertaken in 2025, along with the department’s priorities moving forward . These reflect both immediate operational needs and longer -term planning considerations. Fay Strenke, our Finance Manager, presents an overview of 2025 budget performance. Each division also outlines its core service areas, fiscal overview, and organizational structure to give the Board a clear understanding of how resources align with respons ibilities While the year presented both opportunities and pressures, our teams demonstrated steady leadership and a strong commitment to the individuals and families we serve. I remain confident in our ability to navigate future challenges while maintaining accounta bility and service excellence. Thank you, Bob Rohret, MPH Director, Health and Human Services Page 86 of 149 2025 Annual Report St. Croix County Health and Human Services Department Overview Health and Human Services (HHS) Administration consists of the HHS Director, Deputy Director, Office Support staff, and the Records Division. The HHS Director and Deputy Director oversee all HHS divisions, operational support, and strategic direction for a ll service areas. Office Support staff and the Records Division provide essential services across all HHS divisions. The Director and Deputy Director are also responsible for development of the Department’s budget with support from financial staff assigned to HHS, the County Administrator, and guided by budget priorities determined by the County Board. St. Croix County Health and Human Services (HHS) provides a coordinated continuum of services designed to promote individual and family self -sufficiency and overall community well -being. • Administration – Provides leadership, strategic direction, fiscal oversight, and coordination across all HHS divisions to ensure effective service delivery and compliance with state and federal requirements. • Comprehensive Community Services (CCS) – Delivers community -based, recovery -oriented services for individuals with mental health or substance use needs, focusing on individualized care planning and support to live successfully in the community. • Behavioral Health – Offers mental health and substance use services, including crisis response, outpatient treatment, Adult Protective Services, and integrated care to support individuals experiencing behavioral health challenges. • Children Services – Provides protection, case management, and supportive services for children and families, including child welfare, youth justice, and services for children with developmental or behavioral needs. • Aging and Disability Resource Center (ADRC) – Serves as a single point of access for older adults and individuals with disabilities, offering information, nutrition, counseling, transportation, and assistance in accessing long -term care and community resources. • Public Health – Focuses on disease prevention, health promotion, and population health initiatives such as immunizations, maternal and child health programs, and community health education. • Health Care Campus – Operates county -owned care facilities, including skilled nursing, rehabilitation, and memory care services, providing high -quality long -term and specialized care for residents with complex medical or cognitive needs. Page 87 of 149 2025 Annual Report St. Croix County Health and Human Services • Economic Support – Assists individuals and families in accessing financial and medical assistance programs such as FoodShare, Medicaid, and child care support, helping meet basic needs and promote stability. 2025 Goals / Objectives Achieved • In partnership with the County’s Information Technology Department, HHS developed and launched a department -wide intranet site, The Connection , in March 2025. The platform centralizes interna l communication, strengthens collaboration, and provides a structured avenue for employee feedback and information sharing. Its implementation reflects a continued commitment to improving organizational effi ciency and staff engagement. • In 2025, HHS prioritized service integration to strengthen collaboration across divisions serving similar populations in response to rising emergency placement costs, including placements at Winnebago Mental Health Institution. Planning began in fall 2025 to merge the Comprehensive Community Services and Behavioral Health divisions into one unified structure, under a single Division Administrator. This integration improves operational efficiency, reduces administrative overhead, and allows the Deputy Director to focus more fully on strategic leadership initiatives. • Because both divisions serve individuals of all ages with behavioral health needs, consolidation also creates a clearer, more streamlined access point for the public. As part of this restructuring, select positions were eliminated through attrition or posi tion sunsetting. The redesign reflects a deliberate shift toward employing dually credentialed masters -level clinicians capable of addressing both mental health and substance use needs within a single appointment, improving continuity of care and client experience. • Also in 2025, the Children’s Services Division received grant funding to develop and implement a Family Treatment Court model in St. Croix County. Planning for the program began in fall 2025 in collaboratio n with Justice Support Services and the judicial b ranch, with the program officially launching in February 2026. • HHS was awarded a $600,000 grant in 2024 to support start -up costs for the development and operation of a Dementia Crisis Stabilization Unit (DCSU) at the Kitty Rhoades Memorial Memory Care Center on the Health Care Campus. The 10 -bed facility opened in Fe bruary 2025 and is among the first of its kind i n Wisconsin. Page 88 of 149 2025 Annual Report St. Croix County Health and Human Services Department Budget Status Budgeted Category Budgeted Amount Actual Category Actual Amount Variance 2025 Budgeted Revenues $28,433,879 2025 Actual Revenues $27,762,189 -2.4% 2025 Budgeted Expenses $28,433,879 2025 Actual Expenses $28,064,355 -1.3% 2025 Budgeted Tax Levy $9,815,67 5 2025 Actual Surplus/Loss $(302,166) - Budget Surplus/Loss Explanation Overall, the HHS Department ended the year within 2.4% of our budgeted revenues and within 1.3% of our budgeted expenses. Behavioral health purchased services related to emergency detentions were over budget, but this was offset in other areas such as CCS where purchased services were less than budgeted. Grants Received for 2025 Details of HHS grant awards are provided in the division reports that follow. Other Accomplishments • Amy Roemhild, ADRC Supervisor, received the 2025 Employee of the Year award. • The Health Care Campus was selected by the New Richmond Chamber of Commerce as the 2025 “Non - Profit of the Year”. Issues, Concerns & Restraints • Budget pressures related to emergency detention and out -of-home child placements have persisted. St. Croix County HHS has worked to reduce these costs through early intervention strategies and dedicated prevention positions. While the number of detentions and placements has declined, longer stays and rising facility rates continue to drive costs. Counties have limited control over high -cost placements beyond implementing strategies to mitigate their use. • Additional concerns emerged following the passage of HR 1 (The One Big Beautiful Bill), signed into law on July 4, 2025. The legislation introduces expanded work requirements and reduces federal funding for Medicaid and FoodShare (SNAP), with significant impacts to Medicaid expected to begin in fall 202 6. Page 89 of 149 2025 Annual Report St. Croix County Health and Human Services Although the Wisconsin Legislature provided funding to offset federal SNAP funding reductions in the 2026 state budget , we anticipate many Medicaid recipients may lose coverage under the new work requirements. There is also concern that FoodShare application “error rates” could trigger state penalties, potentially affecting county human services funding moving forward . 2026 Goals & Objectives • With the HHS Deputy Director role now separated from Division Administrator responsibilities, the position is actively pursuing alternative funding aligned with HHS priorities. A key focus this year is improving coordination of behavioral health services f or individuals involved in the criminal justice system, strengthening the intersection of public health and public safety, addressing the needs of those in jail or with justice involvement, and supporting law enforcement. As jails increasingly function as de facto mental health and detoxification facilities, HH S is partnering with Justice Support Services, the Sheriff’s Office and other local law enforcement, the CJCC, and the courts to improve outcomes and reduce reliance on high -cost, poor -outcome environments. The Deputy Director has secured and continues to pursue grant opportunities to support this work, contributing to reductions in emergency placement costs. • The Department is also focused on the Economic Support Division and the need to minimize the impacts of federal policy changes on state and county operations . Strategies are actively being reviewed to address increased workload and complexity that allow St. Croix County and the Great Rivers Consortium to respond effectively. • HHS is also prioritizing the needs of a rapidly growing aging population. Demand for aging and disability services and Adult Protective Services continues to rise —APS referrals have increased by approximately 65% over the past five years —while state and federal funding has not kept pace. The Department is evaluating staffing levels and resource allocation to ensure it can meet these growing demands, recognizing that personnel are both its greatest asset and large st expense. Page 90 of 149 2025 Annual Report St. Croix County Health and Human Services Organizational Chart of Department Budget Priorities for 2027 • Reduce High -Cost Emergency Detention and Out -of-Home Placement Expenditures Continue efforts to reduce utilization of high-cost placements through early intervention, diversion, and system coordination. Prepare for implementation of the pending Medicaid (1115) waiver for Winnebago State Hospital placements, which could offset approximately 60% of eligible costs, and align practices to maximize reimbursement and reinvest savings into prevention. • Strengthen Economic Support Division Capacity Address increased workload and complexity driven by federal policy changes by evaluating and pursuing additional staffing capacity. A potential 2027 position request will support timely, accurate eligibility determinations, reduce error rates, and mitigate risk of state penalties. • Strengthen Services for the Aging Population Enhance system capacity across ADRC, aging and disability services, and Adult Protective Services to meet growing demand driven by an aging population. With APS referrals rising significantly and funding not keeping pace, HHS will assess resource gaps and consider additional staffing and service investments in 2027 to ensure access, safety, and effective service delivery. • Continue to Explore Alternative Funding Sources HHS will continue to actively pursue and secure alternative funding sources, including state and federal grant opportunities that align with its strategic priorities. Emphasis will be placed on investments that enhance cross -system collaboration and improv e outcomes for justice -involved individuals, with the goal of more effectively addressing the intersection of health and public safety. ADRC County Administrator Health & Human Services Director Health & Human Services Deputy Director Behavioral Health Children Services Comp Comm Support Economic Support Public Health Health Care Campus Administration Office Support Records Page 91 of 149 2025 Annual Report St. Croix County Health and Human Services - ADRC 2025 Annual Report Aging and Disability Resource Center (ADRC) Division Overview The Aging and Disability Resource Center (ADRC) of St. Croix County plays a vital role in supporting older adults and individuals with physical or intellectual disabilities to live with dignity, independence, and security. The ADRC serves as a trusted, sin gle point of access for objective information and guidance, helping residents and their families understand available services, evaluate options, and make informed decisions about long -term care. By connecting individuals to community -based resources, the ADRC promotes self -sufficiency, preserves personal assets, and helps delay or avoid more costly long -term care services. It also serves as the entry point for publicly funded programs such as Fami ly Care and IRIS. Importantly, ADRC services are available to all residents —regardless of income or program eligibility —and extend to caregivers, family members, and professionals who support individuals in our community. 2025 Goals / Objectives Achieved • Enhanced intake and referral efficiency: Onboarded a new ADRC Resource Specialist, improving the efficiency of intake and referral processes in the ADRC • Expanded Disability Benefit Specialist capacity: Onboarded a new DBS, improving program capacity to manage demand and serve a greater number of consumers Division Budget Status Budgeted Category Budgeted Amount Actual Category Actual Amount Variance 2025 Budgeted Revenues $2,823,800 2025 Actual Revenues $2,827,455 0.1% 2025 Budgeted Expenses $2,823,800 2025 Actual Expenses $2,769,446 -2% Page 92 of 149 2025 Annual Report St. Croix County Health and Human Services - ADRC 2025 Budgeted Tax Levy $622,541 2025 Actual Surplus/Loss $58,009 - Budget Surplus/Loss Explanation The ADRC closed the year with revenues exceeding projections and expenses below budget. Grants Received for 2025 • $30,000 Congregate Nutrition Revitalization Grant Other Accomplishments • Responded to community needs: ADRC Specialists handled 3,325 calls, providing information and assistance to county residents • Delivered disability benefit support: Disability Benefit Specialists served 334 consumers, securing $3,075,770 in monetary impact • Provided elder benefit assistance: Elder Benefit Specialists served 1,094 consumers, resulting in $2,483,257 in monetary impact • Strengthened dementia programming and community partnerships: Expanded • Expanded dementia education and outreach: Dementia Care Specialist delivered Dementia Live, Boost Your Brain and Memory classes, and community presentations, reaching approximately 180 individuals, including professionals, students, and community members • Adjusted nutrition service delivery: Provided 47,163 meals, a 9% overall decrease, including 21,662 congregate meals (7% increase) and 25,502 home -delivered meals (19% decrease), reflecting a shift in service delivery of “Grab and Go” meals • Secured grant funding to expand nutrition programming: Received a $30,000 grant to host five community -based Nutrition “pop -up” events throughout the community, with one featuring a presentation by a registered dietician through GWAAR • Improved nutrition program efficiency: Discontinued the general use of “Grab and Go” meals, resulting in cost savings within the home -delivered meals program • Enhanced data tracking systems: Implemented a shared, real -time data tracking process for Nutrition Program Managers, improving accuracy and operational efficiency • Conducted annual participant survey: Completed a comprehensive survey of all Nutrition Program participants to inform program improvements Page 93 of 149 2025 Annual Report St. Croix County Health and Human Services - ADRC • Expanded dining options: Launched the first voucher -based model in River Falls, introducing Dine 60 at Kinni Café in September • Delivered adult day respite services: Provided 15 hours per week of DayAway programming, offering structured support for individuals with cognitive impairments and respite for caregivers • Increased participation in wellness programming: Hosted Healthy Aging classes with 56 participants, representing a 70% increase • Expanded transportation services: Provided 44,051 rides countywide, a 14% increase from the previous year • Promoted community engagement: Coordinated 90 outings and special trips, delivering 2,175 rides to 806 individuals and helping reduce social isolation • Recognized volunteer contributions: Honored 184 volunteers contributing 13,389 hours, valued at $448,398 • Sustained caregiver education efforts: Successfully coordinated the 19th Annual Caregiver Conference in a hybrid format, with approximately 100 attendees • Provided ongoing caregiver support: Facilitated monthly caregiver support groups • Achieved cost savings in outreach materials: Transitioned to a new ADRC Resource Guide, saving approximately $5,000 Issues, Concerns & Restraints • ADRC funding remains insufficient relative to rising demand • ADRCs rely on Medicaid funding structures, which are vulnerable to policy changes • Limited ability to expand staffing despite increased case volume and acuity • Food and vendor costs continue to rise • Growing demand for preventive services without added funding: ADRCs support Wisconsin’s fastest - growing population —older adults —by providing early interventions that help avoid costly a nd involuntary outcomes, such as Adult Protective Services involvement • Increase in individuals with complex medical, behavioral, and social needs • More people needing help navigating multiple overlapping systems (e.g. Medicaid, Medicare, housing, mental health) • Long-term care programs are complex and difficult for consumers to understand; frequent policy changes exacerbate the confusion Page 94 of 149 2025 Annual Report St. Croix County Health and Human Services - ADRC 2026 Goals & Objectives • Evaluate and refine intake model : Continue assessing the restructured intake process implemented i n 2025 to ensure improved triage efficiency, effective call handling, and balanced staff workloads, making adjustments as needed in 2026 • Pursue funding opportunities : Continue exploring grants and fiscal strategies to expand services an d meet the needs of a growing older adult population • Assess Men’s Shed programming : Explore feasibility of implementing Men’s Shed initiatives to support social engagement and well -being • Support workforce development : Serve as a host site and provide mentorship for an ADRC Intern i n spring 2026 • Expand community education : Facilitate Dementia Care Specialist and Caregiver Support programming, including educational events on caregiving and cognitive impairment Organizational Chart of Division ADRC Administra tor 1 STAFF / 1 FTE Nutrition Program Supervisor 1 STAFF /.8 FTE Nutrition Program Managers MULTIPLE / 4. 08 FTE ADRC Specialists -- Options 4 STAFF / 4 FTE Elder Benefit Specialists 2 STAFF / 2 FTE Dementia Care Specialist 1 STAFF / 1 FTE Caregiver Support Coordinator 1 STAFF / .875 FTE Day Away Manager 1 STAFF / .35 FTE Outreach Coordinator 1 STAFF / .6 FTE Health and Human Services Supervisor -- ADRC 1 STAFF / 1.0 FTE Transportation Staff MULTIPLE / 3. 81 FTE Program Support Specialist 1 STAFF /1 FTE Administrative Assistant 1 STAFF /1 FTE Disability Benefit Specialists 3 STAFF / 3 FTE ADRC Resource Specialist 1 STAFF / 1 FTE Page 95 of 149 2025 Annual Report St. Croix County Health and Human Services - ADRC Budget Priorities for 2027 • Sustain and enhance ADRC service capacity across all programs Ensure the 2027 budget supports adequate staffing and infrastructure to deliver core ADRC services and aging/prevention programming —including information and assistance, options counseling, benefits counseling, functional eligibility determinations, long -term care enrollment support, and evidence -based prevention programs —while maintaining timely, person -centered service delivery and preventing higher-cost care upstream. • Increase investment in outreach and early intervention efforts Dedicate resources to expand outreach in rural and underserved areas, improving awareness of ADRC services and helping residents access supports earlier to prevent higher -cost care. • Explore and secure funding for Men’s Shed programming Identify and pursue funding opportunities to support the implementation and long -term sustainability of Men’s Shed initiatives, promoting social connection, purpose, and mental well -being among older adults and reducing isolation within the community. Page 96 of 149 2025 Annual Report St. Croix County Health and Human Services - Behavioral Health 2025 Annual Report Behavioral Health Division Division Overview St. Croix County Behavioral Health provides crisis response, inpatient coordination, jail -based clinical services, adult protective services, integrated outpatient behavioral health treatment, and intoxicated driver programming. Services include: • Emergency Mental Health Services (24/7 crisis response, emergency detention coordination, hospital partnership, co -responders, jail support) • Jail-Based Clinical Services (assessment, care coordination, SMI -focused therapy, release planning) • Adult Protective Services (APS) (abuse, neglect, self -neglect, financial exploitation investigations, guardianship and protective placement oversight) • Integrated Clinic Services (Mental Health/Substance Use treatment, Psychiatric Services, Psychological Services, Intoxicated Driver Program) The department operates with a focus on early intervention, cross -system coordination, and reducing unnecessary system involvement while maintaining safety and clinical oversight. 2025 Goals / Objectives Achieved Strengthen Crisis and Inpatient Coordination • Emergency detentions decreased to 74 (five -year low). • Continued crisis response partnership with law enforcement and jail. Managed 865 WMHI inpatient days (above five -year average of 636 days), with concentrated high -acuity utilization among a small group of individuals . Page 97 of 149 2025 Annual Report St. Croix County Health and Human Services - Behavioral Health Overall, the data suggests fewer detentions, but more costly, higher -acuity inpatient utilization for a smaller number of individuals, alongside continued gaps in local hospital capacity for short -stay stabilization. Expand Jail -Based Behavioral Health Services • Jail Social Worker opened 308 service episodes in 2025. • Continued Opioid Settlement -funded jail social work services. • Implemented State Crisis Intervention Program (SCIP) grant -funded Jail Therapist, providing: o Integrated SMI assessments o Release planning o Targeted skill -building sessions for longer -stay individuals Maintain Adult Protective Services Investigations and Oversight Amid Rapid Growth • APS received 738 referrals (64.7% increase since 2021). 2021 2022 2023 2024 2025 Emergency Detentions 97 92 107 85 74 97 92 107 85 74 0 20 40 60 80 100 120 Number of Emergency Detentions Yearly Emergency Detentions Emergency Detentions by Year 2021 2022 2023 2024 2025 WMHI Days Purchased 514 585 787 430 865 514 585 787 430 865 WMHI DAYS PURCHASED Yearly Placement for WMHI WMHI Days Purchased by Year Page 98 of 149 2025 Annual Report St. Croix County Health and Human Services - Behavioral Health • Completed: o 478 total investigations o 140 guardianship/protective placement cases o 113 annual protective placement reviews o 218 investigations began based on reported financial exploitation  $ Amount lost due to exploitation in $ 3,262,317.40 (59% increase from 2024)  $ Amount recovered through intervention $1,812,550.53 (89% increase from 2024)  When cognitive capacity concerns are involved, financial exploitation investigations nearly always uncover polyvictimization to include other abuse(s) and neglect. • Utilized emergency protective placements sparingly (4 total) o Emergency protective placements were completed to newly re -opened Kitty Rhoades DCSU, allowing the older adults to remain in their community, and minimizing costly out -of-County placements. • Secured continued OVW grant support and approved a Behavioral Health Technician (partially OVW - funded) to strengthen annual protective placement oversight capacity, as numbers continue to increase. Total APS Activity 2025 • January: 25 male, 25 female (50 total) • February: 30 male, 31 female (61 total) • March: 30 male, 25 female (55 total) • April: 39 male, 29 female (68 total) • May: 30 male, 40 female (70 total) • June: 16 male, 38 female (54 total) • July: 25 male, 35 female (60 total) • August: 41 male, 31 female (71 total) • September: 29 male, 34 female (63 total) • October: 41 male, 38 female (79 total) • November: 32 male, 30 female (62 total) • December: 21 male, 23 female, 1 unknown (45 total) • Total for 2025: 738 Page 99 of 149 2025 Annual Report St. Croix County Health and Human Services - Behavioral Health Financial Exploitation = 218 cases Maintain Access to Integrated Outpatient Services The Integrated Clinic provided 970 episodes of care: • Integrated MH/SUD: 466 (48%) • Intoxicated Driver Program (IDP): 335 (34.5%) • Psychiatric Services: 124 (12.8%) • Psychological Services: 45 (4.6%) Maintained ASAM -informed treatment planning and referral pathways to at least six IOP -certified providers after determining IOP certification was not sustainable within the county clinic model. Leadership Transition & System Alignment • Completed transition planning to align all Behavioral Health programs under a unified Behavioral Health Administrator structure. • Shar Lopez transitioned to Deputy Director role. Becky Kerr will transition to Administrator of all Behavioral Health Services 1/1/2026. • Conducted biweekly supervisor transition meetings (October –December 2025). • Strengthened cross -program coverage and continuity planning 2021 2022 2023 2024 2025 Total APS Referrals 448 521 583 680 738 448 521 583 680 738 0 100 200 300 400 500 600 700 800 Total Number of APS Referrals APS Referrals by Year Total APS Referrals Over 5 Years Page 100 of 149 2025 Annual Report St. Croix County Health and Human Services - Behavioral Health Division Budget Status Budgeted Category Budgeted Amount Actual Category Actual Amount Variance 2025 Budgeted Revenues $6,185,094 2025 Actual Revenues $6,356,636 2.7% 2025 Budgeted Expenses $6,185,094 2025 Actual Expenses $7,063,214 14.2% 2025 Budgeted Tax Levy $2,295,299 2025 Actual Surplus/Loss $(706,578) - Budget Surplus/Loss Explanation WMHI inpatient utilization remained a significant cost driver, particularly due to concentrated high -acuity use (13 consumers accounting for 682 of 865 purchased days, approximately $1.17 million). Short-term hospital stabilization capacity limitations contributed to higher -cost state hospital utilization for some individuals who may have been better served locally if beds were available. Grant funding (SCIP, OVW) helped offset staffing and service expansion costs within jail and protective services. Grants Received for 2025 Grants Received for 2025 • State Crisis Intervention Program (SCIP) – Jail Therapist, updated police radios for co -responders • Office on Violence Against Women (OVW) – 0.5 FTE prevention/education + partial funding for Behavioral Health Technician Other Accomplishments • Sustained integrated MH/SUD service model (largest clinic service category). • Maintained low use of emergency protective placements. • Strengthened jail -to-community transitions. • Preserved ASAM -consistent clinical practice despite IOP certification limitations. • Completed major administrative realignment with continuity of operations. Page 101 of 149 2025 Annual Report St. Croix County Health and Human Services - Behavioral Health Issues, Concerns & Restraints 1. Inpatient Cost Concentration : A small number of high -acuity individuals account for a disproportionate share of WMHI costs. 2. Local Hospital Capacity : Limited short -term stabilization beds increase reliance on higher -cost state hospital placements. 3. APS Demand Growth : Rapid population growth (now over 100,000 residents) and aging demographics are driving sustained referral increases. 4. Certification Constraints : IOP certification requirements under DHS 75.51 are not operationally sustainable within the county clinic structure. The certification was discontinued. 5. Workforce & Clinical Coverage : Ongoing need to balance crisis coverage, jail services, APS growth, and outpatient demands within limited staffing structures. 2026 Goals & Objectives 1. Reduce high -cost inpatient utilization through earlier intervention and coordinated discharge planning. 2. Strengthen jail reentry behavioral health coordination. 3. Increase APS response capacity, and annual review timeliness, with Behavioral Health Technician support. 4. Continue alignment across Behavioral Health programs to improve consumer navigation and internal efficiency. 5. Explore sustainable strategies for short -term stabilization alternatives. Page 102 of 149 2025 Annual Report St. Croix County Health and Human Services - Behavioral Health Organizational Chart of Division Budget Priorities for 2027 • Assist consumers in maintaining Medicaid eligibility to ensure continued health care coverage and mitigate impact of HR 1 (“One Big Beautiful Bill”) work requirements. • Divert IMD (Institutions for Mental Disease) hospital placements to less restrictive, more cost -effective options when ever possible. • Continue to develop efficiencies through service integration, collaboration, and technology. • Promote the use of 211 and 988 as resources within the community to reduce demand on crisis services and law enforcement when appropriate. Behavioral Health Administrator Behavioral Health Supervisor - Integrated Clinic Integrated Clinic Staff: Integrated Therapists / Counselors, Program Associate, Contracted medical staff + several grants Behavioral Health Supervisor - Crisis / Emergency Services Emergency Services / Crisis Staff: Intake staff, case managers, co -responders, jail serivces staff + SCIP grant Behavioral Health Supervisor - Adult Protective Services Adult Protective Services Staff: Social Workers, Case Managers, BH Tech, Educator + OVW grant Page 103 of 149 2025 Annual Report St. Croix County Health and Human Services - Comprehensive Community Services 2025 Annual Report Comprehensive Community Services (CCS) Division Overview Comprehensive Community Services (CCS) delivers individualized, recovery ‑focused support for residents of all ages. By addressing mental health and substance use challenges, CCS helps individuals build effective coping skills, achieve stability, and improve their overall well ‑being. With flexible, person ‑centered services, CCS empowers people to reach their highest level of functioning, independence, and quality of life —defined by their own goals. Additional Community -Based Services The Community Support Program (CSP) provides coordinated, community -based care and treatment for adults living with severe and persistent mental health conditions. Individuals served in CSP experience mental health needs that significantly interfere with d aily functioning and place them at risk of hospitalization or institutional care. CSP staff emphasize collaboration, hope, personal choice, and respect. The program is person -centered and recovery -focused, with services tailored to each individual’s needs to support improved functioning and a better quality of life. Targeted Case Management (TCM) is a short -term case management program designed to support individuals recovering from mental health and/or substance use challenges. TCM assists individuals in connecting with medical, educational, vocational, social, and o ther community resources. Staff work collaboratively with clients to access both professional and natural supports that promote independence and community integration. 2025 Goals / Objectives Achieved • Completed training with contracted providers to enhance their skills • Completed a quality review process for provider training requirements. • Merged the CCS and Coordinate Service Team (CST) Coordination Committees for streamlined oversight. • Established a process to utilize CST grant funds outside of CCS to support additional client needs. Page 104 of 149 2025 Annual Report St. Croix County Health and Human Services - Comprehensive Community Services • Fully staffed in CSP and TCM • Increased referrals to both CSP and TCM, providing more individuals with care. • Received grant to support “Quarter Club”, a skills -based social group for adults living with mental illness. Division Budget Status Budgeted Category Budgeted Amount Actual Category Actual Amount Variance 2025 Budgeted Revenues $5,937,729 2025 Actual Revenues $4,601,006 -23% 2025 Budgeted Expenses $5,937,729 2025 Actual Expenses $4,827,69 3 -19% 2025 Budgeted Tax Levy $0 2025 Actual Surplus/Loss $(226,687) Budget Surplus/Loss Explanation CCS is a Medicaid -funded program and operates as budget neutral. Revenue fell below budgeted projections due to lower enrollment, which correspondingly reduced expenditures for purchased services. Funding from reconciliation of 2025 services will be recei ved in CY 2026. Grants Received for 2025 • The CST grant provides ongoing annual funding of $60,000 with a required county match. • St. Croix County CCS also received a $15,000 CST Supplemental Grant, which was used to expand services and strengthen Health and Human Services staff capacity to better support youth and families. Other Accomplishments • Plans were developed to merge the St. Croix County CCS program with Behavioral Health programs under a single administrator in 2026 to streamline service delivery, improve productivity, and enhance services for St. Croix County residents. • Partnered and provided a shared training on Personality Disorders for all CCS staff within the 3 county BESt CCS Shared Service model area (BEST: Barron, Eau Claire, and St. Croix). • Completed joint training and developed a workgroup with Children Services staff to increase collaboration and referrals. Page 105 of 149 2025 Annual Report St. Croix County Health and Human Services - Comprehensive Community Services • Established a Dialectical Behavior Therapy ( DBT) group for adolescents and parents • Implemented targeted outreach and promotional efforts —including presentations, collaboration wit h county and community partners, and bi -annual county -wide school contacts —which contributed to increased enrollment for 2025. Issues, Concerns & Restraints • Changes in Medicaid funding at the state level may impact program operations. • Administrative code restrictions limit flexibility in choosing mental health providers. • Difficulty hiring mental health professionals • Ongoing limitations in community resources continue to affect the range of services available to clients. 2026 Goals & Objectives • Develop CCS provider quality ranking system. • Launch a revised satisfaction survey process. • Establish and operationalize the newly merged CCS and CST Coordinating Committee. • Plan to complete and review DHS Systems of Care Survey. • Develop an outreach workgroup focused on increasing awareness of CSP and TCM to strengthen referral pathways. Page 106 of 149 2025 Annual Report St. Croix County Health and Human Services - Comprehensive Community Services Organizational Chart of Division Budget Priorities for 2027 • Assist recipients in applying/maintaining their Medicaid eligibility • Continue outreach efforts to community partners to increase referrals and program enrollment Page 107 of 149 2025 Annual Report St. Croix County Health and Human Services 2025 Annual Report Children Services Division Division Overview St. Croix County Children Services provides a wide range of support for families with children and youth facing challenges at home, in school, and in the community, as outlined in the Wisconsin Children's Code and Wisconsin Justice Code. The division also offers early intervention services and voluntary programs for children with cognitive, physical, or emotional disabilities, ensuring families have access to the resources they need. 2025 Goals / Objectives Achieved • Implementation of Family Treatment Court • Reduced contracted services for Family Supervised Visitation • Reduced turnover in Child Protection with more balanced caseloads • Completed Tailored Dispositional Conditions in CHIPS cases Division Budget Status Budgeted Category Budgeted Amount Actual Category Actual Amount Variance 2025 Budgeted Revenues $7,830,805 2025 Actual Revenues $8,114,474 3.6% 2025 Budgeted Expenses $7,830,805 2025 Actual Expenses $8,147,799 4.0% 2025 Budgeted Tax Levy $4,165,595 2025 Actual Surplus/Loss $(33,325) Page 108 of 149 2025 Annual Report St. Croix County Health and Human Services - Children Services Budget Surplus/Loss Explanation The primary reason for Children Services exceeding its budget was the high cost of placements for children in care, with expenses ranging from $200,000 to $500,000 per child per year. These placement costs were substantial, and many youth remained in these settings for extended periods without quick transitions. Grants Received for 2025 Grant Name Amount Family Treatment Court $125,000.00 Targeted Safety Services Funds (TSSF) $114,762.61 Children’s Cop (Community Options Program) $85,343.00 Birth To Three $197,137.00 Foster Parent Grant $5,794.00 Children and Family Aids $804,099.00 Youth Aids $560,953.00 Kinship Care $279,675.00 Safe and Stable Families (PSSF) $47,586.00 Community Intervention Grant FY25 -26 $6,198.00 Relative Caregiver Grant $8,052.00 Title IV-E Reimbursement for Legal Services TPR $53,380.00 Page 109 of 149 2025 Annual Report St. Croix County Health and Human Services - Children Services Other Accomplishments • Two St. Croix County key stakeholders for child protections were selected as recipients of the Families First Award for their extensive collaboration with Children Services on in home safety services. • Fulfilled contract needs for speech and occupational therapy for Birth to Three children. • Achieved a notable reduction in total out -of-home care placements (89) compared to the previous year (117) 24% Reduction • 16% Reduction in Temporary Physical Custodies in 2025 • 109 total kids (60 cases) served through Targeted Safety Services Funds (TSSF) • 99.4% Out of Home Placement Contacts made (exceeds state benchmark of 95%) • Median stay for children in of home placement is 3 months less (13 total) than state average (16 total) • 4.3% of youth aged out of the system which is lower than statewide at 7.2% • Transitioned the CPS/Opioid Case Manager SUDS Treatment Position into Children Services • Continued participation of multiple Children Services staff in the Judicial Engagement Team (JET). Issues, Concerns & Restraints • Birth to Three saw an increase in contractual services for occupational therapy and physical therapy to eligible clients. This resulted in a request for 2026 for the hiring of an internal occupational therapist and physical therapist to prevent future serv ice gaps. • Placement decisions are reviewed through a checks -and-balances process involving attorneys and the local judiciary. While reducing high -cost placements is a priority, some placements remain necessary to ensure the safety of both the child and the community . • Youth Justice Early Intervention Position was not utilized by local school districts as anticipated so that position moved to a Youth Justice Social Worker / Case Manager Position to provide balance to current workers increasing caseload demands. 2026 Goals & Objectives • Create and implement tailored dispositional conditions in Youth Justice court orders. • Family First Placement Project – Using tools to identify family placement immediately • Continue leveraging TSSF funding to help children remain safe with their families. • Ensure timely permanence for children in out -of-home care. • Reduce expenditures for high -cost placements Page 110 of 149 2025 Annual Report St. Croix County Health and Human Services - Children Services • Implement Foster Care Licensing changes for Family / Like -Kin Placements. Organizational Chart of Division Budget Priorities for 2027 • Assess Supervisory Duties to determine the need for an additional position or lead social work positions in Children Services. • Continue efforts to reduce the number of high -cost placements in Youth Justice and Child Protection. Page 111 of 149 2025 Annual Report St. Croix County Health and Human Services - Economic Support 2025 Annual Report Economic Support Division Division Overview St. Croix County’s Economic Support Division assists residents in accessing health care, supplemental nutrition assistance, childcare, and other essential resources funded through public and non -profit programs. Individuals may apply for public assistance at any time, and those who meet financial and non -financial eligibility criteria can receive benefits. 2025 Goals / Objectives Achieved Great Rivers Consortium (GRC) maintained high performance ratings as a consistent priority to customer service even with local workforce instability, federal administrative changes, and workplace challenges related to systems and supports. In part, this sp eaks to the benefits of a consortium design that inherently supports sharing best practices and managing unexpected staff shortages and workload spikes while preventing backlog, reducing crisis -driven work, and keeping services consistent for residents. GRC also judiciously implemented FoodShare Precertification Reviews in combination with federal and state FoodShare Quality Control measures to proactively prioritize and reduce its error rates as a valuable opportunity to get ahead of related budget conce rns. GRC is proud of the sensible dedication and prompt adaptability of our workers and reviewers to put a heightened quality control measure into practice without delay at a time when difficulties were already prevalent. Recipient Snapshot – St. Croix County Recipient Category Number of Recipients Monthly Average Adults 5,863 Monthly Average Children 5,364 Combined Monthly Average 11,227 Page 112 of 149 2025 Annual Report St. Croix County Health and Human Services - Economic Support Recipient Snapshot – Great Rivers Consortium Recipient Category Number of Recipients Monthly Average Adults 53,627 Monthly Average Children 39,840 Combined Monthly Average 93,467 Consortium Productivity and Performance Snapshot Applications Data Annual Total Received/Processed 42,441 Monthly Average Received/Processed 3,537 Annual Timeliness Average 99.27% Renewals Applications Data Annual Total Received/Processed 49,174 Monthly Average Received/Processed 4,098 Annual Timeliness Average 99.19% Page 113 of 149 2025 Annual Report St. Croix County Health and Human Services - Economic Support Call Centers Applications Data Annual Total of Calls Received 156,746 Monthly Average of Calls Received 13,062 Monthly Average for Answer Rate 94.43% Monthly Average for Speed of Answer 4.13 minutes Monthly Average Talk Time 10 minutes Division Budget Status Budgeted Category Budgeted Amount Actual Category Actual Amount Variance 2025 Budgeted Revenues $1,328,005 2025 Actual Revenues $1,362,127 2.5% 2025 Budgeted Expenses $1,328,005 2025 Actual Expenses $1,195,164 -10% 2025 Budgeted Tax Levy $190,117 2025 Actual Surplus/Loss $166,963 - Budget Surplus/Loss Explanation Economic Support operates primarily as a service -based program . The majority of expenses are attributed to staff salaries and fringe benefits. In 2025, actual expenses were 10% below budget largely due to reduced personnel costs associated with staff turnover . Grants Received for 2025 • N/A Page 114 of 149 2025 Annual Report St. Croix County Health and Human Services - Economic Support Other Accomplishments The St Croix County Economic Support Division is a team of talented, hardworking, self -assured, high - performing, resilient, and compassionate individuals who consistently rise to every challenge. The division administrator was honored to be nominated and funded by the Wisconsin County Human Service Association (WCHSA) to attend the American Public Human Services Association IT Solutions Management (APHA-ISM) Conference and Expo in Reno Nevada in Se ptember 2025. Participation related to WCHSA’s continued goal to work with Department of Health Services (DHS) to explore how to use new technology, including artificial intelligence, to better serve recipients, and to streamline staff processes. Administr ator’s efforts to combine the language of administration and technology are helping St Croix County and Great Rivers Consortium be at the front of the line to offer input on strategies and tools that will serve our agencies, staff, and consumers for years to come. Issues, Concerns & Restraints There were significant changes approved in The One Big Beautiful Bill Act (OBBBA) or the H.R.1 (Budget Reconciliation Act). Some new demographics of program recipients will be required to meet work requirements to get FoodShare benefits (federally named SN AP) due to an expansion of federal work requirements. Furthermore, new Medicaid community engagement requirements will be applied to individuals in the BadgerCare Plus program in the next biennium. In addition to substantial consumer impact, both initiativ es equate to policy, procedural, and workload changes for agencies and staff. Moreover, H.R. 1 shifted an additional 25% of the SNAP administrative costs back to states and counties while also establishing financial consequences for error rates. As a resul t, while Wisconsin was already a model of low error rates nationwide, consortia are required to maintain full staffing levels and increase quality control efforts to ensure error rates remain under 6% to avoid a state benefit cost -share requirement. In sho rt, the impact of H.R. 1 has implications on funding, administration, workforce, and consumers. 2026 Goals & Objectives Great Rivers Consortium will continue to make thoughtful and data -driven decisions that are reflected in organizational framework, customer service delivery, sustainable staffing, performance management, agency resources, and professional development strat egies. The division administrator maintains the consortium’s SharePoint site as the centralized infrastructure for all consortium -specific content and process flows that fundamentally support its operations and workforce. Page 115 of 149 2025 Annual Report St. Croix County Health and Human Services - Economic Support Organizational Chart of Division Budget Priorities for 2027 Request the creation of a supervisor position to bridge the gap between the Administrator and Team Leader roles to create a scalable division structure that will provide essential overlaps in leadership, supervision, and subject matter expertise; elevate t raining, performance, and quality assurance initiatives for high -attrition roles; improve overall functionality and flexibility; boost department -wide partnerships; and support sustainable operations, for consumers, staff, and partners in the region’s fast est growing county. 1 Administrator 2 Team Leader 11 Specialist Page 116 of 149 2025 Annual Report St. Croix County Health and Human Services 2025 Annual Report Public Health Division Division Overview Wisconsin local health departments operate under Chapters 250 –255 of Wisconsin State Statutes. Under this authority, St. Croix County Public Health monitors community health, investigates and controls communicable diseases, addresses environmental health h azards, develops public health policies, and engages community partners in improving health outcomes. As a designated Level III health department per Chapter DHS140, St. Croix County Public Health provides the highest level of local public health services in Wisconsin: including disease surveillance and prevention, community health assessment and planning, health promotion, and leadership in addressing priority health issues affecting our community. In addition, our department is accredited by the Public He alth Accreditation Board (PHAB), demonstrating that we meet rigorous national standards for public health practice, quality improvement, and accountability to the community we serve. St. Croix County Public Health provides a broad range of programs and services designed to protect and improve the health of residents across our county. Programming includes communicable disease surveillance, investigation, and immunizations to prevent an d control the spread of disease. The department supports maternal and child health through programs such as prenatal care coordination, coordination for dental services for children and pregnant women, breastfeeding peer support, and the Women, Infants, an d Children (WIC) nutrition program. Additional services include reproductive health care, chronic disease prevention initiatives, and community health improvement efforts that address local health priorities. Environmental Health programming includes inve stigation of human health hazards, rabies control, lead, beach health, radon, drinking water programming, testing of wells that serve the public and licensing and inspections. The department also includes public health emergency preparedness planning and r esponse to ensure the community is ready for infectious disease outbreaks, natural disasters, and other public health emergencies. Together, these programs work to prevent disease, promote healthy behaviors, and create conditions that support healthy commu nities. 2025 Goals / Objectives Achieved • In 2025, we have investigated 1,177 cases of reportable communicable diseases, 46 communicable disease outbreaks; coordinated 57 referrals for Bridging Brighter Smiles, our on -site dental program; Page 117 of 149 2025 Annual Report St. Croix County Health and Human Services - Public Health conducted 1,132 health inspections at licensed facilities; completed 121 well inspections and 273 water tests for the transient non -community water program; followed up on 117 animal bite quarantines, 38 human health hazards/housing issues, and 10 lead exp osure cases within Environmental Health; 842 requests were followed up on within our Environmental Health intake system; completed 436 client visits in Reproductive Health; administered 268 immunizations; taught 1 infant/toddler safety classes; received 40 referrals and enrolled 12 clients in the Healthy Beginnings + Prenatal Care Coordination program; and served a total of 1,400 clients in WIC. • 29 goals were tracked in our Performance Management system for 2025, which included our Public Health Strategic Plan goals, program specific goals, and deliverables for grants and contracts. • Five quality improvement projects were completed to improve programming processes. • Based on Public Health Core Competency Assessment results and identified training needs; Narrative training was provided for all Public Health staff. Narrative training included learning how to listen to our audience, identify shared core values, and develop messages to bridge seemingly opposing narratives. • We finalized the 2023 - 2025 Healthier Together Community Health Improvement Plan (CHIP ). • We completed the Community Health Assessment (CHA) process that began in 2024. This led to defining Mental Health and Social and Community Conditions as the new health priorities and completion of early steps toward developing the CHIP for 2026-2030. • We participated in more than 10 community engagement events to provide health promotion, and program outreach which increase s awareness of available health information and services available to our community. Division Budget Status Budgeted Category Budgeted Amount Actual Category Actual Amount Variance 2025 Budgeted Revenues $2,156,124 2025 Actual Revenues $2,404,265 11.5% 2025 Budgeted Expenses $2,156,123 2025 Actual Expenses $1,963,491 -8.9% 2025 Budgeted Tax Levy $1,061,301 2025 Actual Surplus/Loss $440,774 0% Page 118 of 149 2025 Annual Report St. Croix County Health and Human Services - Public Health Budget Surplus/Loss Explanation Public Health generated and received revenues higher than budgeted in multiple programs in 2025. Most significant was the Title X program. The program received an additional allocation sourced from other Title X programs in the state that did not utilize t heir funding. Grants Received for 2025 Name of Grant Amount Awarded ARPA Covid Recovery Funds (multi -year grant) $765,000.00 Bioterrorism Focus and Planning Grant $49,715.00 Bioterrorism Preparedness City Readiness Grant $24,843.00 Childhood Lead Consolidated Contract $4,672.00 Communicable Disease Control and Prevention Grant $6,600.00 Preventative Health and Human Services Grant $8,041.00 Immunization Covid Supp Grant (multi -year grant) $105,481.00 Fit Families Grant $26,024.00 Lead in Water Initiative Grant $10,400.00 Maternal Child Health Consolidated Contract $30,001.00 Mobile Reserve Corp Strong Grant $30,000.00 NEHA-FDA-Retail Flexible Funding Model Grant $7,083.00 Pregnancy Outreach Consolidated Contract $5,084.00 Public Health Infrastructure Grant (multi -year grant) $234,392.00 Page 119 of 149 2025 Annual Report St. Croix County Health and Human Services - Public Health Qualitative Data Grant (multi -year grant) $4,033.00 Reproductive Health Colposcopy Grant $8,779.00 Reproductive Health Consolidated Contract $39,314.00 Reproductive Health Title X $98,005.00 United Way Grant $2,500.00 WIC Grant $265,397.00 Other Accomplishments In 2025, St. Croix County Public Health made several strides to strengthen our services and community impact. As part of our existing Full Time Equivalent (FTE), we hired a Public Health Strategist to enhance our capacity for data analysis, partnership bui lding, and population health strategy development. We worked closely with the Community Development Department to review and update local ordinances that intersect with public health and to expand free water testing opportunities across the county, ensurin g policies and services support healthier communities. Issues, Concerns & Restraints • N/A 2026 Goals & Objectives In 2026, St. Croix County Public Health will develop a new Strategic Plan spanning 2027 – 2031. Preparation for national reaccreditation through PHAB, scheduled for 2027, will also take place throughout 2026. This preparation will include compiling documentation and formalizing key plans, including Access to Care, Environmental Health, and the Communication Plan. Additionally, new projects and funding sources that align with the mission, vision, and values of St. Croix County Public Health will be identified to support community health through preventative efforts focused on injury, chronic dise ase, and mental health. In 2026, St. Croix County Public Health also became the fiscal agent for the Wisconsin Tobacco Control Program in our region, expanding its role in statewide tobacco prevention efforts. The 2026 – 2030 CHIP has been developed and published, establishing an initial set of measurable objectives to strengthen partnerships and address Page 120 of 149 2025 Annual Report St. Croix County Health and Human Services - Public Health community health needs. Currently, Public Health has a 0.15 FTE nursing position that is grant -funded. It is proposed that this position be transitioned to tax levy funding, as the role supports mandated communicable disease follow -up work. Organizational Chart of Division Budget Priorities for 2027 The growing population of St. Croix County, shifting environmental conditions and changing health behaviors; are impacting the types and patterns of diseases affecting our community. To effectively respond to this evolving public health landscape, we plan to maintain the additional Public Health Nurse 0.15 FTE for the 2027 budget. Currently, St. Croix County Public Health operates with one of the lowest FTE -to-population ratios among local public health departments in Wisconsin. While we continue to meet community needs, this level of staffing limits our ability to expand proactive efforts focused on community education, outreach, and prevention, as well Page 121 of 149 2025 Annual Report St. Croix County Health and Human Services - Public Health as to sustain timely response to public health concerns. Looking ahead to 2027, a key priority will be to evaluate and justify the addition of qualified staff to strengthen our capacity for strategic community engagement, education, and prevention efforts —ensuring we can effectively protect and promote health, prevent disease and injury, and support our growing community in living healthier lives. Page 122 of 149 2025 Annual Report St. Croix County Health and Human Services - Office Support 2025 Annual Report Office Support Division Division Overview The Office Support Team serves as the primary point of contact for visitors, consumers, and staff, playing a key role in the overall experience of those interacting with the organization. The team is committed to providing courteous, professional, and effi cient service while supporting the smooth operation of daily front office functions. Core responsibilities include greeting and assisting visitors, answering and routing phone calls, managing incoming and outgoing mail, coordinating appointment check -ins, and providing administrative support across the department as needed. The team also contributes to maintaining a welcoming, organized, and secure environment, supports effective internal communication, and ensures adherence to established procedures and confidentiality standards. Through a strong commitment to customer service, attention to detail, and collaboration, the Office Support Team plays a vital role in promoting organizational efficiency and creating a positive and professional first impression. 2025 Goals / Objectives Achieved • Customer Service & Front Desk Support : o Responded to approximately 8,336 calls, ensuring timely assistance to consumers o Assisted approximately 6,156 individuals at the front desk o Processed approximately 3,146 payments at the reception area • Language Access Services : o Provided approximately 640 hours of in -person Spanish interpretation and translation to improve accessibility • Mail Processing & Operations : o Processed 25,122 outgoing mail pieces in support of program operations o Received and processed 1,666 Business Reply Mail items • Client Support & Basic Needs Assistance : Page 123 of 149 2025 Annual Report St. Croix County Health and Human Services - Office Support o Activated 208 Emergency FoodShare cards for clients in need Administration Division Budget Status Budgeted Category Budgeted Amount Actual Category Actual Amount Variance 2025 Budgeted Revenues $2,172,323 2025 Actual Revenues $2,095,947 -3.5% 2025 Budgeted Expenses $2,172,323 2025 Actual Expenses $2,096,987 -3% 2025 Budgeted Tax Levy $1,480,823 2025 Actual Surplus/Loss $(1,040) - Budget Surplus/Loss Explanation Most of the revenue for HHS administration comes from the Wisconsin Medicaid Cost Report (WIMCR) that is intended to help cover the federal portion of the Medicaid rate. The amount recovered through this cost settlement varies based on available state fun ding. Grants Received for 2025 • N/A Other Accomplishments Continued to provide respectful and courteous customer service to all consumers as well as provided clerical support to all divisions within Health and Human Services. The Office Support Team was also able to welcome a new staff member who just successfull y completed her 1 st year anniversary. Issues, Concerns & Restraints • We continue to see a growing number of consumers with complex and overlapping needs —including food insecurity, unstable housing, language barriers, and mental health concerns —while at the same time facing a decline in the resources available to effectively support them. • The front lobby and reception area would benefit from enhanced security measures to better support the safety and well -being of both consumers and staff. Page 124 of 149 2025 Annual Report St. Croix County Health and Human Services - Office Support • The current front reception layout presents challenges in effectively supporting staff workflow and may create confusion for consumers navigating the space. 2026 Goals & Objectives • Onboard a new part -time Office Support Team member to provide reception, administrative support, and resource and referral services at the new Health and Human Services location in Hudson. • Conduct an assessment of staff workloads to identify opportunities to more effectively leverage the Office Support Team across all divisions. A more detailed review will also be undertaken to ensure optimal utilization of new staff resources in Hudson. Organizational Chart of Division Budget Priorities for 2027 • Consider opportunities to remodel the front staff work area to better support staff efficiency, functionality, and overall workflow. • Explore options to enhance security in the front lobby and reception area in order to better support the safety of both consumers and staff. HHS Director Administrative Associate II Administrative Associate II Administrative Associate II Administrative Associate II .6 Administrative Associate II Executive Administrative Assistant HHS Deputy Director Page 125 of 149 2025 Annual Report St. Croix County Health and Human Services - Records 2025 Annual Report Records Division Division Overview The Records Division ensures the accurate maintenance and management of medical and agency records, providing an efficient, productive, and cost -effective information system. Records are securely accessible to authorized service providers and comply with a ll applicable administrative, legal, and regulatory requirements governing the Department of Health and Human Services. 2025 Goals / Objectives Achieved • Scanned and uploaded 27,865 records into the Electronic Health Record system. • Released 1,439 records to hospitals, county agencies, clients, and other authorized entities. • Transcribed 1,829 records. • Destroyed 232 records in compliance with retention policies. We were considerably lower this year due to staffing constraints in 2025 Division Budget Status • HHS Administration budget included in Office Support report. Grants Received for 2025 • N/A Other Accomplishments Update to our Notice of Privacy Practice (NPP) : The HIPAA Privacy Rule requires health plans and covered health care providers to develop and distribute a notice that provides a clear, user -friendly explanation of individuals’ rights with respect to their personal health information and the privacy pra ctices of health plans and health care providers. As of February 16, 2026, these HIPAA -covered entities are required to include information about substance use disorder (SUD) patient records (described in 42 U.S.C. 290dd -2(a) and 42 CFR part 2 (“Part 2”)) in their notice of privacy practices (NPP). Additionally, federally assisted SUD treatment programs are Page 126 of 149 2025 Annual Report St. Croix County Health and Human Services - Records required to provide a new patient notice by February 16, 2026, that is aligned more closely with the HIPAA NPP. This page provides options for meeting the requirement to create HIPAA NPPs and Part 2 patient notices. Issues, Concerns & Restraints • Anticipated updates to HIPAA regulations in 2026 may impact operations, including a proposed update to the HIPAA Privacy Rule and a potential revision to the HIPAA Security Rule. While the Security Rule update was proposed in January 2025, it is likely tha t a final ruling will not be published until 2026. • The last major update to HIPAA regulations occurred in 2013 when the HIPAA Omnibus Final Rule introduced changes mandated by the Health Information Technology for Economic and Clinical Health (HITECH) Act. Staying current with new compliance requirements r emains a priority. 2026 Goals & Objectives • Continue assessing staff workloads and prioritize policy and procedure updates for 2026. Organizational Chart of Division Budget Priorities for 2027 No position Requests for 202 7 Records Supervisor Records Technician Records Technician Records Technician Records Technician Page 127 of 149 2025 Annual Report St. Croix County Health and Human Services - Health Care Campus 2025 Annual Report Health Care Campus Division Overview The Health Care Campus consists of three facilities that provide care for seniors with varying needs, including skilled nursing and long -term care, independent living, rehabilitation services, memory care and Kitty Rhoades Memorial Memory Care Center. 2025 Goals / Objectives Achieved • Opened Kitty Rhoades Dementia Care Unit • Increased Census in all 3 facilities • Strengthened workforce through recruitment and retention efforts. Division Budget Status Budgeted Category Budgeted Amount Actual Category Actual Amount Variance 2025 Budgeted Revenues $11,219,790 2025 Actual Revenues $10,095,731 -10% 2025 Budgeted Expenses $11,219,790 2025 Actual Expenses $10,419,172 -7% 2025 Budgeted Tax Levy $0 2025 Actual Surplus/Loss (312,278) % Budget Surplus/Loss Explanation Revenue for the Skilled Nursing Facility was steady . This is due to higher Medicaid rates that support the cost of providing service. Orchard View Terrace revenue was slightly below what was budgeted due to the case mix of Family Care to Self -Pay residents and some census reduction. We have since increased census to close to capacity. The facility received $336,031 in grant funding to support the opening of the Dementia Crisis Stabilization Unit at Kitty Rhoades Memorial Care Center. Overall, the facili ty performed well. In 2025 the Page 128 of 149 2025 Annual Report St. Croix County Health and Human Services - Health Care Campus Health Care Campus made payments of $500,000 to debt service. All operating expenses were covered and loss on the books is from non -operating expenses such as depreciation expenses . Grants Received for 2025 • N/A Other Accomplishments • Increased census in the Health Care Center and Orchard View. • Successfully recruited Certified Nursing Assistants (CNAs) and Personal Care Assistants. • Trained 40 CNAs, 98 Personal Care Assistants, and 34 county employees in CPR. Issues, Concerns & Restraints • Anticipating retirements in key positions that will result in a loss of historical knowledge. This is a concern more generally, given our aging workforce and the decline in workers seeking a healthcare career. • Evolving concerns and strategies related to our current aging population. 2026 Goals & Objectives • Develop a mentor program for new employees • Build relationships with community and hospitals, through meetings and teaching. • Continue to encourage advancement of current staff with education into nursing positions. • Build relationship with the Dementia community, provide education and support. Page 129 of 149 2025 Annual Report St. Croix County Health and Human Services - Health Care Campus Organizational Chart of Division Budget Priorities for 2027 Increased operational complexity across three facilities, including the addition of Kitty Rhoades (Dementia Crisis Stabilization) , has created significant staffing and scheduling demands driven by fluctuating resident placements and APS referrals. The current employee is responsible for both complex staffing coordination and critical administrative functions, creating capacity constraints. Additional staffing support (1.0 FTE Staffing Coordinator) is needed to ensure consistent coverage, maintain required staffing levels, and support safe, efficient operations across all facilities. Page 130 of 149 2025 Annual Report St. Croix County Veterans Department 2025 Annual Report St. Croix County Veterans Services Department Overview Statutorily we must advise persons living in our County who served in the U.S. Armed Forces regarding any benefits to which they may be entitled, or any complaint or problem arising out of such service and render to them and their dependents all possible a ssistance. Further, we must make reports to the County Board as the County Board requires, cooperate with federal and state agencies that serve or grant aid or benefits to former military personnel and their dependents, furnish information about veterans’ burial places within the county as required, and perform the duties prescribed by law separately and distinctly from any other county department. Advocacy to the veterans and dependents in St. Croix County is largely comprised of federal compensation assistance incurred from disabilities from military service. However, we also assist with education benefits, VA medical applications, medical transpor tation, income -based pensions, burial benefits, correction of military records, financial assistance, Wisconsin Driver’s License Identifier applications, and a multitude of other federal and state benefits. We also are a referring agency to specific conce rns of those we serve, and problem solve with the goal of rectifying the issue as soon as practicable. 2025 Goals / Objectives Achieved 1) Purchased a new VA Van for transporting veterans to the Minneapolis VA Medical Center. 2) Scheduled multiple outreach events around St. Croix County 3) Hired work study from UW -River Falls through pilot program initiated by St. Croix County Human Resources. 4) Increased federal VA dollars received by St. Croix County residents by more than 3.5 million dollars from FY 2024 5) Installed new VA headstone display in office to better display veteran headstone options for clients. Page 131 of 149 2025 Annual Report St. Croix County Veterans Department Department Budget Status Budgeted Category Budgeted Amount Actual Category Actual Amount Variance 2025 Budgeted Revenues $351,088 2025 Actual Revenues $365,352 4% 2025 Budgeted Expenses $351,088 2025 Actual Expenses $349,784 -.4% 2025 Budgeted Tax Levy $330,088 2025 Actual Surplus/Loss $15,568 - Budget Surplus/Loss Explanation More Actual Revenue for 2025 based on significant one-time increase to WDVA transportation grant and small increase to CVSO grant based on legislative changes. Grants Received for 2025 WDVA Transportation Grant - $14,196.04 CVSO Grant - $17,875 Other Accomplishments Office assisted in planning of inaugural Women’s Retreat in Hudson, WI for 50 female veterans. Also assisted in obtaining two large retro payments for surviving spouses of deceased veterans totaling over $200,000 in FY 2025. Issues, Concerns & Restraints Since passing the PACT Act in 2022, CVSO offices around the state have noticed increased foot traffic with walk - ins and participation in claims and VA healthcare usage. Many of these walk -ins and new clients to our office are moving to the area, or unknow n to the office. Our overall workload has increased as a department, and we will continue to use options like the work study program to ensure quality customer service and maintain response times to current level of the veterans served in St. Croix County. Page 132 of 149 2025 Annual Report St. Croix County Veterans Department 2026 Goals & Objectives 1. Coordinate a free bus trip to the High Ground in Neillsville, WI in Summer 2026 2. Increase the Federal Compensation and Pension dollars received by St. Croix County veterans an d family members from Fiscal Year 202 5. 3. Maintain the Veteran Service Organization relationship in St. Croix County and attend American Legion and VFW meetings as well as public speaking engagements as needed. 4. Review current technology and see if changes/procedural updates are needed with current industry standards, to include claims submissions and electronic signatures on claim forms. Organizational Chart of Department Budget Priorities for 2027 No changes expected Director of Veterans Affairs Assistant CVSOs (x2) UW-River Falls Work Study VA On-Call Drivers Page 133 of 149 2025 Annual Report St. Croix County Register of Deeds 2025 Annual Report St. Croix County Register of Deeds Department Overview The Register of Deeds Office provides information and advanced assistance to county stakeholders using technologically advanced electronic programs that provide safe archival storage and convenient access to real estate records, vital records for birth, de ath, marriage, domestic partnership, termination of domestic partnership and military discharge for St. Croix County in compliance with local, state, and federal requirements. 2025 Goals / Objectives Achieved Back index ed 22,799 documents so additional searches can be made by legal description . Back Indexing of documents ensures our digital repository represents the paper/aperture official document images and creates additional documents that are searchable by name and legal description both internally and remotely. Our computer tract index is fully searchable back to June 19 47 and by name back to 1848. Signed up 811 names our for the property alert notification system to be an early notification system of potential frau d. At the end of 202 5 there were 6607 subscriber s. In 202 5 there are known cases of property fraud in many Counties. In St. Croix County many cases have been stopped by Title Companies and attorneys. Promoted our program that thanks our military veterans by connecting them with discounts at businesses within St. Croix County. At the end of 202 5 we had 1164 (2024=1008) Veterans eligible to receive discounts at local businesses . Performed In -Rem Searches for 53 parcels to assist the county in needed actions against property owners with three years delinquent taxes. Reviewed 16 historical real estate books and 9 service discharge books and compared paper images with our digital repository to ensure digital image matches paper image and that the digital image is of high quality. Department Budget Status Budgeted Category Budgeted Amount Actual Category Actual Amount Variance 2025 Budgeted Revenues $567,378 2025 Actual Revenues $646,229 14% 2025 Budgeted Expenses $567,378 2025 Actual Expenses $572,924 1% 2025 Budgeted Tax Levy $(432,622) 2025 Actual Surplus/Loss $73,305 - Page 134 of 149 2025 Annual Report St. Croix County Register of Deeds Budget Surplus/Loss Explanation Our aperture scanning device was no longer compatible with current computers . New machine cost $7,675. Revenues exceeded expectations because transfer fee collections were stronger than expected. Homes continued to sell at above list value, so the transfer fees were higher than anticipated and documents recorded were 2,571 higher than budgeted. Grants Received for 2025 None Other Accomplishments Received upgrades to our Laredo and AVID software systems. Laredo now has an entirely different system to ensure Judicial Privacy requests are shielded. Recorded 14271 documents in 202 5, showing a very slight recovery in our housing market and the effect of the Federal Reserve lowering interest rates . This is the highest number of real estate recordings in the last three years. Prior year recordings were 12869 in 2024, 12008 in 2023, 16503 in 2022, 26213 in 2021, 25105 in 2020, 18700 in 2019, 16847 in 2018, 18058 in 2017, 17958 in 2016, 17176 in 2015, 15232 in 2014, 20373 in 2013. Maintained the level eRecording’s 89% in 202 5 and added an additional trusted eRecording submitter . Electronic recordings benefit the county and constituents. The county because we do not need envelopes, labels or postage to return the document to the submitter. Our constituents and business partners get the documents back immediately rather than havi ng to wait for mail time, which is a benefit for both recordable documents and rejected documents. In 2023=87%, 2022= 85%, 2021=79%, 2020=69%, 2019=60%, 2018= 53%, 2017=45%, 2016=42%, 2015=39%, 2014=32%. Performed the In Rem searching needed by the county for parcels with delinquent taxes. Kept document recordings current and maintained a high quality of customer service even though we were short staffed the entire year. Worked towards a digitized vital records database for genealogists. All births, deaths & marriages have an index attached to images. All marriage and birth records have one digital image and all deaths have two. Currently evaluating images to ensure no confidential data shows on the public facing digital image. Wisconsin Judicial Security Laws went into effect 4/1/2025, so a workflow was created to shield and protect officers of the court when requested. Two new staff members added and said goodbye to a retiring staff member of 16 years in this department. Issues, Concerns & Restraints Cybersecurity continues to be a concern -All Register of Deeds records and indexing are permanent. Cyber - attacks occurred in several Wisconsin counties in the past couple of years. Protection of the official record is something the county board must conti nue to support through IT funding and quality employees. Page 135 of 149 2025 Annual Report St. Croix County Register of Deeds Increasing cost of supplies, staffing and education. Software licensing and maintenance costs continue to increase. Every year as we record more documents our digital repository increases in size. The bigger our size the more our costs increase. State-mandated responsibilities without additional state funding are a concern as more classes of individuals are being considered for privacy laws. The shielding and ongoing location of these records takes additional staff time. Rising customer service expectations because the public increasingly expects immediate access and assistance in preparing legal documents. 2026 Goals & Objectives Back index an additional 22,000 documents so additional searches can be made by legal description and so that full searches are available back to 19 40. Continue working on the vitals database to ensure all images represent the paper documents and the repository is complete . Research and locate the final 393 missing images in our database repository. Staff-Training and development for all employees with additional focus on employees from zero to two years. Also, to continue cross training newer staff so that all employees are efficient and accurate with all tasks. Make some changes within our workflows to adapt our office for electronic return of paper documents, reduce mailing costs, and more efficiently have multiple employees performing individual tasks simultaneously. Continue promoting the importance of protection against fraud to the public. Organizational Chart of Department Budget Priorities for 2027 Retain a full staffing level. Staff training to ensure compliance and understanding of statutory changes to job responsibilities so they grow and thrive and are able to feel confident in their abilities. Continued investment in software and systems that protect the counties digital records, including a backup that can be operated with very little resources. Back up all digital records onto microfilm to ensure protection against cyber thieves. First Deputy Second Deputy Second Deputy Second Deputy Register of Deeds Page 136 of 149 2025 Annual Report St. Croix County Community Development Department 2025 Annual Report St. Croix County Community Development Department Department Overview Mission Statement: Serve the public and guide communities by balancing the use and protection of natural resources with the needs of the public to enhance the quality of life for current and future generations. Summary of Responsibilities: The Community Development Department manages and administers four divisions with seven program areas: Planning, Land Information/GIS, Real Property Listing, Land Use Code Administration, Land and Water Conservation, Parks, and Recycling. Planning: Responsible for drafting and updating several County plans and assisting local municipalities with their planning needs. Our planners also do the bulk of our grant writing and documentation on awarded projects. Land Information: Implement the County land information plan and serve as the designated Land Information Office for St. Croix County under s. 59.88, Wisconsin Statutes and related administrative codes. Real Property Listing: Maintain a listing of all real estate in St. Croix County for assessment and taxation of property, provide parcel information to local assessors, clerks, treasurers, general public, and provide the appropriate forms for local taxation districts to carry out the assessment and taxation of real property under s.70.09, Wisconsin Statutes. Land Use Code Administration & Enforcement: Administer and enforce County land use ordinances, including sanitary, shoreland, floodplain, Lower St. Croix Riverway, animal waste, zoning, nonmetallic mining and land division, under the authority of s. 59.69, s. 59.70 (5), s. 295.13 and s. 236.45, Wisconsin Statutes and related administrative codes. Land & Water Conservation: Implement the Land and Water Resources Management Plan under Chapter 92, Wisconsin Statutes; promote conservation of long-term soil productivity; protect the quality of natural resources; enhance water quality and focus on correction of severe soil erosion problems; support the Working Page 137 of 149 2025 Annual Report St. Croix County Community Development Department Lands and Farmer Led Council initiatives; and promote natural resource management programs. Operate and maintain 10 Glen Hills Dams PL-566 Floodwater Control Structures under Wis. Stat. Ch. 31. Recycling: Serve as the "Responsible Unit" for recycling on behalf of the County's municipalities to develop, implement and administer a comprehensive, county-wide waste reduction, reuse and recycling program and related special waste programs for waste generated in St. Croix County under the authority of Chapters 59, 144 and 159, Wisconsin Statutes and related administrative codes. Parks and Trails: Manage the County Park system of nature-based, passive outdoor recreation facilities including Glen Hills, Homestead, Orf Family Overlook, Eckert Blufflands, Troy Beach, Apple River Recreation Area; Pine, Bass, and Apple Lake boat landings; Kinnickinnic and Stanton County forests; St Croix River Crossing Loop and Wildwood Trail, and 247 miles of snowmobile trails. 2025 Goals / Objectives Achieved • Modernized regulatory frameworks by successfully updating Chapter 11 – Manure Storage Facilities and Chapter 15 – General Zoning Ordinances to reflect current standards and community needs. • Enhanced long-term land use and conservation planning through the completion and update of the Eckert Blufflands Master Plan. • Strengthened countywide strategic planning by updating the Outdoor Recreation Plan and Comprehensive Plan to guide future development and resource management. • Expanded intergovernmental collaboration by building stronger partnerships with local and state agencies to improve coordination and service delivery. • Improved water quality awareness and access by increasing programming and expanding opportunities for residents to test private wells. • Enhanced ordinance compliance through improved enforcement practices and increased adherence to County regulations. • Broadened environmental sustainability efforts by increasing recycling options and accessibility for residents. Page 138 of 149 2025 Annual Report St. Croix County Community Development Department Department Budget Status Budgeted Category Budgeted Amount Actual Category Actual Amount Variance 2025 Budgeted Revenues $4,530,725 2025 Actual Revenues $4,786,678 5.6% 2025 Budgeted Expenses $4,530,725 2025 Actual Expenses $4,716,096 4.1% 2025 Budgeted Tax Levy $2,640,949 2025 Actual Surplus/Loss $70,582 - Budget Surplus/Loss Explanation Arriving late, but just in time for this report, we include the 2025 Wildlife Damage Program grant reimbursement of $49,273.18. The Wildlife Damage Program funds are historically received between March and April. In 2025, St. Croix County had some unusual claims and processor delays although the funds had been approved by the DNR. The A ctual surplus/loss above also does not include a Recreational Trail Program grant reimbursement of $202,969.04 for the Glen Hills Lakeside Trail. This program is administered by the Wisconsin DNR, but it uses federal funds. The reimbursement process has been slow; however, the funds are available and should be received by the end of April. Including the grant funds listed above, the 2025 Community Development surplus would be around $273, 551. This surplus is attributable to grants covering staff labor, vacancies within the department, larger permit revenues, and other efficiencies. Grants Received for 2025 • $754,422 Transportation Alternative Program TAP 2024-2028- Hwy 35 Phase II • $1,028,744 Carbon Reduction Program 2025-2028- Hwy 35 Phase III • $525,000 Kinnickinnic Targeted Runoff Management • $74,310 Snowmobile Trail Maintenance (2024-2025) • $74,310 Snowmobile Trail Maintenance (2025-2026) • $244,280 Glen Hills Recreational Trail Program • $87,500 Pine Lake Recreational Boating Facilities Page 139 of 149 2025 Annual Report St. Croix County Community Development Department • $249,500 Glen Hills Entry/Bathroom Building • $143,000 Homestead Park Restroom Building (2026) • $18,500 Bernick’s Foundation-Pine Lake Playground • $106,516 NG 911 GIS Grant 2024-2025 • $200,482 Recycling Grant • $22,509 Clean Sweep Hazardous Waste Grant • $158,567 DATCP Soil & Water Resource Management - Staffing • $101,662 DATCP Soil & Water Resource Management - Cost Share • $25,000 Wisconsin Land Information • $49,273 Wildlife Damage Reimbursement 2025 • $4,064 County Conservation Aids 2025 • $10,734 Aquatic Invasive Species - Lake Monitoring & Protection Grant 2024 • $10,800 Dry Run Producer-Led Watershed Protection Grant 2025-2026 • $15,800 Apple-Willow Producer Led Watershed Protection Grant 2025-2026 • $20,000 SEG Innovation • $3,924,973 Total Grant Funds Other Accomplishments Parks • Replaced Pavillion, restroom, sidewalk, boat landing dock, and paved parking lot at Pine Lake. Also reset existing boat launch panels to improve safety and ease of launching watercraft. • Improved Glen Hills Lakeside Trail connecting the day use side of the park with the Peninsula Campground with 10’ wide class 5 gravel surface and bridge over Beaver Creek. This year-round, multi- use trail will please various outdoor enthusiasts and provide a safe transportation route for staff between locations. • Added electric and water to the twelve new campsites at Glen Hills built in 2024. • Glen Hills restroom and entrance buildings in the Peninsula Campground were substantially completed. • Installed kiosk gate systems at Glen Hills, Homestead, and Troy Beach to provide residents a longer window of opportunity to use the facilities and reduce staffing needs/costs. • Park staff with the assistance of volunteers constructed several miles of hiking and biking trails at Eckert Blufflands Park. Page 140 of 149 2025 Annual Report St. Croix County Community Development Department Land and Water Conservation • The annual tree & plant sale sold a total of 28,785 trees & shrubs along with many flats of plants. (Up 33%) • New practices installed reduced phosphorus by 2,619 lbs., nitrogen by 3,182 lbs., and 1357 tons of sediment. • 5,047 new acres under Nutrient Management Plans, 54,458 total acres under NMP (Up 10%), 3 new waterways (2.4 acres), 10 wells decommissioned, 2 field borders (3.54 acres), 2 streambank restorations (983’), and 2 stream crossings (60’) completed. • 4,875 acres of cover crops. (Up 91%) • 8 nitrate clinics serving 448 households. (Up 33%) • 31.5% of Community Groundwater Monitoring Program wells were statistically increasing in nitrates and 17.7% were decreasing. • Completed groundwater level monitoring on 7 deep wells. Recycling • 6,285 tons or 147 pounds/person of recycling was collected via curbside or drop-off centers • Free tire collection event yielded 6844 tires or 125 tons. (Up 90%) • Two free electronic collection events produced 131,000 lbs. (Down 34%) • Two appliance collection events yielded 236,890 pounds of appliances and scrap metal. (Up 100%) • 22,263 lbs. of Hazardous waste collected from 271 participants. (Down 24%) Land Use • 392 sanitary permits. (Up 2.6%) • Major and minor plats were down from 2024. • Only 3 variances and 15 conditional use permits. • Reviewed 102 land use permits. (Up 32%) Planning • Improved overall spatial data and parcel fabric for GIS. • Refined Next Generation 911 with additional information. • Completed comprehensive plan amendment with Village of North Hudson and Town of Star Prairie. Page 141 of 149 2025 Annual Report St. Croix County Community Development Department • Started comprehensive plan amendments for Village of Baldwin, Village of Deer Park, and Town of Hammond. Issues, Concerns & Restraints • Land Information Budget – Low real estate document recordings at the Register of Deeds Office remain a challenge for the land information budget as software costs continue to increase. • Recruitment of qualified seasonal labor for parks. • Overall inflation on materials and services. • Knowles-Nelson grants for park improvements, which St. Croix County has frequently received, are no longer funded. 2026 Goals & Objectives 1. Enhance Customer Service Through Process Optimization Streamline internal workflows and service delivery systems to reduce response times, improve accessibility, and maintain a consistently high level of customer satisfaction across all divisions. 2. Strengthen GIS and Property Data Accuracy Advance the accuracy and integration of GIS mapping and tax roll data by converting data to ArcGIS Pro, adopting updated technologies, and improving interdepartmental data sharing. 3. Build Workforce Resilience Through Cross-Training Develop and implement a structured cross-training program to ensure continuity of operations, minimize service disruptions, and increase staff versatility during absences or vacancies. 4. Leverage Technology to Improve Efficiency and Service Delivery Continuously assess and adopt cost-effective technologies that reduce operational overhead, enhance productivity, and maintain or improve service quality for residents. 5. Enhance County Parks and Expand Recreational Opportunities Invest in the maintenance, accessibility, and modernization of county park facilities while expanding diverse outdoor recreation opportunities to support community health, tourism, and environmental stewardship. Budget Priorities for 2027 No new requests, no additional positions requested. Page 142 of 149 2025 Annual Report St. Croix County Extension 2025 Annual Report St. Croix County UW-Madison, Division of Extension Department Overview To teach, lead, and serve, connecting people with the University of Wisconsin, and engaging with them in transforming lives and communities. 2025 Goals / Objectives Achieved 1. Grew and enhance d the 4-H program’s partnerships and programming that builds the St. Croix County youth. 2. Established new community outreach programs with local libraries and the Hudson YMCA. 3. Completed training in the following programs: Parents Forever, the Literacy Link – Making Reading Memories, and Triple P -Fearless. 4. Began new programming efforts in the St. Croix County Jail: The Literacy Link – Making Reading Memories (September 2025). 5. Began new programming efforts in conjunction with court mandated divorce education to St. Croix County residents (November 2025). 6. Served on a statewide initiative to bring in -person workshops to early childhood education teachers. The workshop will be held locally in May 2026 for any St. Croix/Dunn/Barron area childcare center and licensed family daycare that may wish to attend. Department Budget Status Budgeted Category Budgeted Amount Actual Category Actual Amount Variance 2025 Budgeted Revenues $69,312 2025 Actual Revenues $70,457 1.7% Page 143 of 149 2025 Annual Report St. Croix County Extension 2025 Budgeted Expenses $254,312 2025 Actual Expenses $143,009 -43.8% 2025 Budgeted Tax Levy $68,312 2025 Actual Surplus/Loss $(72,552) - Budget Surplus/Loss Explanation The budgeted fund balance applied was $185,000 but with a loss of $72,552 Extension reduced our expenses to only utilize a total of $72,552 of the fund balance afforded us. Grants Received for 2025 1. St. Croix County 4 -H Clubs and Committees have received individual community grants totaling approximately $10,000 for educational programs, speakers, activities and community service projects. 2. The Family Engagement & Relationships program received a grant from UW -Madison’s, Baldwin Endowment to offer in -person early childhood education workshops throughout the state, which is slated to be offered in St. Croix County in May 2026. In total, the program received $119,968 to be used over 3 years with $39,200 to be used annually for workshops, specifically $6,533 just for St. Croix’s workshops. Other Accomplishments • Aubart s erved as the team social worker on a statewide initiative to offer continuing education credits to licensed social workers and early childhood education teachers who attended the “Raising Wisconsin’s Children Conference”. This allowed St. Croix County attendees and others to further their understanding of child hood and adolescent emotional regulation and receive credit . • Total St. Croix County’s 4 -H enrollment remains one of the highest in the state, 9th overall, with 613 youth. Of t hat total : 1. 199 live on farms 2. 325 in towns under 10,000 in population 3. 89 in towns over 10,000 in population. • Our top 10 4-H projects , in order are: 1. Art 2. Photography 3. Cloverbuds 4. Woodworking 5. Swine 6. Dairy 7. Legos 8. Drawing and Painting 9. Foods and Nutrition 10. Horse • Total reported volunteer hours: 5,258 x $34.79 (Independent Sector) rate = $182,925.82 (if hours were calculated in payment). • St. Croix County 4 -H clubs and committees provided 92 community service projects in 2025. Page 144 of 149 2025 Annual Report St. Croix County Extension • Bridget Lentz was named the 2025 Wisconsin 4 -H Outstanding Project Leader of the Year. Every year, one volunteer in Wisconsin earns this honor. Issues, Concerns & Restraints Federal cuts and spending reductions have impacted UW -Madison and specifically the Division of Extension. The University asked all schools, departments and divisions to make reductions to their individual budgets and Extension has achieved that for our 2026-2027 budget primarily through reductions in operations. Additionally, Extension lost federal funding for our FoodWIse program, approximately $8M which forced approximately 90 staff into layoffs and eliminated our staff and programming here in St. Croix C ounty. Despite this, Extension’s commitment remains twofold: 1. To continue with the county educator model 2. Not to pass these reductions on to our county partners. 2026 Goals & Objectives 1. Increase 4 -H membership in the existing community club program. 2. Build capacity within the St. Croix County 4 -H volunteers. 3. Begin offering stabilization programming to St. Croix County residents in collaboration with Justice Support Services in October 2026. 4. Build collaborations with St. Croix County Foster Care and Behavioral Health to offer training and programming to foster parents, Behavioral Health clients and HHS staff. 5. Develop a curriculum for in -person, family engagement education for parents/caregivers via St. Croix County’s Family Treatment Court. Organizational Chart of Department Area Extension Director (AED) • Kari Weiss – not on the county contract Educators • Heather Vierling – 4-H • Kaera Aubart – Human Development & Relationships Program Support Page 145 of 149 2025 Annual Report St. Croix County Extension • Part-Time 4 -H Program Assistant (.3 PT) – To Be Announced Budget Priorities for 2027 1. To further align and grow more programmatic efforts with St. Croix County divisions, departments, initiatives or projects . 2. To grow more efficiencies and systems to better manage our current capacity and program demands. 3. Seek outside funding sources to potentially offset the financial burden on the County. Page 146 of 149 2027 Budget Requests Summary 1. Circuit Court and Register in Probate • No new requests. 2. Clerk of Court • No new requests. 3. Medical Examiner • Purchase additional lift assistance equipment. • Addition of .5 FTE to increase current Program Coordinator from part-time to full- time. ($50,000) 4. Justice Support Services • No new requests. 5. District Attorney • Additional Full-time Legal Assistant to handle growing caseloads. ($90,000) • County issued cell phones for Prosecutors, operating expense increase. ($5,000) 6. Child Support Department • No new requests. 7. Sheriff’s Office • No new operating requests. • Jail expansion planning to accommodate growing inmate population. • Investments in capital equipment expenses. 8. Corporation Counsel • No new requests. 9. Administration Department • No new requests. Page 147 of 149 10. County Clerk • Voting equipment upgrade, build into Capital Improvement Program. 11. Human Resources • No new requests. 12. Information Technology • No new requests. 13. Finance Department • No new requests. 14. County Treasurer • Additional Second Deputy, to help with increasing tax collections. ($90,000) 15. Facilities Department • No new requests. 16. Highway Department • No new requests. 17. Health and Human Services • Additional position, in Economic Support Division supervision to support increased workload and complexity driven by federal policy changes. ($125,000) • Additional position, in ADRC to enhance system capacity for increasing aging population and rising Adult Protective Service demands. ($100,000) • Additional position, in Children Services for expanded supervisory duties. ($125,000) • Additional position, in Public Health for capacity for strategic community engagement. ($100,000) • Additional position, Health Care Campus to add Staffing Coordinator to better manage staffing levels. ($100,000) Page 148 of 149 18. Veterans Services • No new requests. 19. Register of Deeds • No new requests. 20. Community Development • No new requests. 21. UW-Extension • No new requests. Page 149 of 149