Waushara County

The meeting included the approval of the agenda and the minutes from the February meeting. Key discussion topics covered public comments regarding community involvement to supply feminine hygiene products to Tri County Schools. The environmental health report detailed animal bite contacts, water, radon, and mold contacts, and actions taken regarding a septic overflow referral and a fire debris cleanup referral. Updates were provided on pest control issues at an apartment complex and property issues for a burned-down house. The health officer reported vital statistics, including births, deaths, and leading causes of death, and discussed ongoing public health focus areas like physical activity and behavioral change. Communicable disease updates mentioned respiratory illnesses, STDs, a case of chickenpox, and ongoing monitoring of COVID and RSV trends. Staff provided an update on leadership training attendance, including a 'Train The Trainer' course focusing on accountability, innovation, and problem-solving culture. Financial discussions involved the 2025 year-end balanced budget, the return of surplus funds due to staff turnover and consortium dissolution, and a review of 10 operating grants for 2026, noting that no grant fully covers any staff salary. Tobacco compliance checks were also discussed. Finally, the structure and purpose of the ARPA and ELC grants were clarified.

This strategic plan for Waushara County aims to build a safe, welcoming, thriving, and financially secure community that promotes growth and improves quality of life. The Veterans Strategic Plan specifically outlines goals focused on enhancing service and teamwork through the revival of a Veterans Council for education dissemination, implementing an efficient telephone system, establishing metrics for claims management, and fostering public engagement via monthly feedback sessions.

This strategic plan outline for Waushara County aims to build a safe, welcoming, thriving, and financially secure community that promotes growth and improves the quality of life. Emphasizing values such as Health and Safety, Finance, Team, and Service, the plan outlines goals to enhance work environment satisfaction, reduce scheduling errors by 10%, and improve staff retention rates to 88% in 2026 and 90% in 2027.

The primary New Business discussion concerned recommendations from the Land Conservation Department regarding Daniel Miller's unpermitted manure pit, which presents a high risk of leakage due to its concrete floor construction and location in environmentally sensitive area with permeable soils. Recommended options for remediation included retrofitting the facility with reinforced concrete gutters, filling and pouring concrete over the existing pit, or having an engineer certify the structure. Discussion also addressed the rejection of sealing the pit as a viable option and concerns about setting a precedent by accepting a non-compliant structure. The committee ultimately accepted the recommendations presented by the Land Conservation Department.

Key discussions included a graduation presentation by an employee pursuing a master's degree with an emphasis in child protection services, whose final semester research focuses on reasonable efforts/barriers concerning incarcerated parents. Future meeting schedules and agenda items were reviewed, including presentations on Shines, the Children's Long-Term Support program (CLTS), and the Aging Disability Resource Center (ADRC). Personnel updates addressed an accepted offer for a Secretary position and resignations impacting the Treatment Court Coordinator role. In reports, the Board discussed a Minnesota issue regarding misused funds, confirming Wisconsin's regionalized system has existing checks and balances against fraud. The Director's report covered yearly employee reviews, the strategic planning process, and updates on juvenile placements, noting that two juveniles are exiting residential care. Financial reports highlighted that adult protective services (APS), crisis, and birth to three programs are the primary budget impacts.