“In the Spirit of Town Government” TOWN OF BUCHANAN

Transcription

“In the Spirit of Town Government”
TOWN OF BUCHANAN, OUTAGAMIE COUNTY, WI
NOTICE OF REGULAR TOWN BOARD MEETING
TUESDAY, NOVEMBER 18, 2014 AT 7:00 P.M.
BUCHANAN TOWN HALL, N178 COUNTY RD N, APPLETON, WI 54915
1.
CALL MEETING TO ORDER
2.
PLEDGE OF ALLEGIANCE
3.
ROLL CALL & VERIFY PUBLIC NOTICE
4.
CONSENT AGENDA
a). Approval of Minutes of October 21, 2014 Town Board Meeting
b). Approval of October 2014 Treasurer Report & Approve Bills
c). Approval of Operator’s License Applications, With No Applicable Violations Per Town Policy
All items listed under the Consent Agenda are considered routine and will be enacted by one motion. There will be no
separate discussion of these items unless a Board member so requests, in which event the item will be removed from the
General Order of Business and considered at this point on the agenda.
5.
PUBLIC COMMENT FORUM
General public comments will be limited to five minutes in length. Commentators must state name and address for the
record. The Board’s role is to listen and not discuss/debate comments nor take action on those comments at this time.
6.
ALCOHOL LICENSES:
a). Business Liquor License, December 1, 2014-June 30, 2015, Chipotle Mexican Grill, Kevin LaPointe (W3198
County Road KK, Suite A – For Approval/Denial
7.
PRESENTATIONS: NONE
8.
ROUTINE REPORTS:
a). Town Deputies – Update on Town Law Enforcement Activities
b). EMS/Emergency Management – Update/Monthly Report on EMS & Emergency Management Activities
c). Fire & Rescue – Update/Monthly Report on Fire & Rescue Activities
d). Town Administrator – Update on Administrative Activities: 2014 Referendum & General Election,
CE/Eisenhower/Van Roy Roundabout Update.
9.
PLAN COMMISSION ITEMS FOR DISCUSSION & POSSIBLE ACTION:
a). Application for CSM (CSM #2014-08): Applicants: Robert F. Reider of Carow Land Surveying on behalf of Dan
& Nancy Christenson and Elaine Quella; Parcel numbers: 030 055401, 030 055400; CSM adjusting lot lines. –
For Approval/Denial
b). Application for CSM (CSM #2014-09): Applicants: James Sehloff, Davel Engineering & Environmental Inc. on
behalf of Daniel D. Welhouse; Parcel: All of Lot 3, Speedway Heights; Parcel # 030 253400; Two lot CSM
splitting existing parcel. – For Approval/Denial
10. UNFINISHED BUSINESS FOR DISCUSSION & POSSIBLE ACTION: NONE
11. NEW BUSINESS FOR DISCUSSION & POSSIBLE ACTION:
a). Adoption of 2015 Town Budget – For Approval/Denial
b). Submittal of Assistance to Firefighters Grant Application – For Approval/Denial
c). Stormwater Management/Erosion Control/Drainage Permitting Engineering Contracts, McMahon – For
Approval/Denial
d). Speedway Pond Operations and Maintenance Agreement – For Approval/Denial.
e). Application for Reserve Class B Liquor Licensee’s Grant; Mike Seliger, Four Seasons Bar and Banquet Hall, for
Business Located at N192 Stoney Brook Road – For Approval/Denial
Buchanan Town Board Agenda for November 18, 2014
-1-
12. OTHER REPORTS/DISCUSSION:
a). Discussion on Staffing Proposal for Buchanan Fire & Rescue – For Discussion Only
b). Update on 2013 Wisconsin Act 377 – Agricultural Vehicles (Implements of Husbandry) – For Discussion Only
13. CLOSED SESSION: NONE
14. FUTURE AGENDA ITEMS
Future meeting agenda/discussion items and possible action on future Town Board agenda, including specific items for
inclusion on or exclusion from future agenda.
15. ADJOURNMENT
Joel Gregozeski, Administrator/Clerk
Dated: November 13, 2014
Agendas are posted in the following locations: Darboy Sanitary District, FirstMerit Bank-Darboy, Town Hall bulletin board & Town Website:
www.townofbuchanan.org. Requests from persons with disabilities who need assistance to participate in this meeting should be made to the
Clerk’s Office at (920) 734-8599 with as much advance notice as possible.
Buchanan Town Board Agenda for November 18, 2014
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AGENDA ITEM 4a
MINUTES OF REGULAR TOWN BOARD MEETING
TUESDAY, OCTOBER 21, 2014 AT 7:00 P.M.
1.
CALL MEETING TO ORDER- Meeting called to order by Chairperson McAndrews at 7:00 p.m.
2.
PLEDGE OF ALLEGIANCE– Pledge recited.
3.
ROLL CALL & VERIFY PUBLIC NOTICE - Public notice verified. Board members present – McAndrews,
Lawrence, Reinke, Kavanaugh and Klanderman.
Town officials present – Administrator/Clerk Gregozeski,
Treasurer/Deputy Clerk Sieracki, Town Engineer Majkowski, Plan Commission Chairperson Wallenfang, Fire Chief
Schroeder, and Division Chief/EM Coordinator Van Schyndel. Outagamie County Deputy Burke, and other members of
the public were also in attendance.
4.
CONSENT AGENDA
a). Approval of Minutes of September 16, 2014 Town Board Meeting
b). Approval of Minutes of October 6, 2014 Special Town Board Meeting
c). Approval of September 2014 Treasurer Report & Approve Bills
d). Approval of Operator’s License Applications, With No Applicable Violations Per Town Policy
Motion by Klanderman/Lawrence to approve all items as provided in the consent agenda. Motion carried 5 to 0.
5.
PUBLIC COMMENT FORUM: McAndrews called for public comments three times. No public comments were
made.
6.
PRESENTATIONS: NONE
7.
ROUTINE REPORTS:
a). Town Deputies – Update on Town Law Enforcement Activities: Deputy Burke provided an overview of the
quarterly activities of the Town’s deputies. He indicated that deputies were recently involved in mail box
vandalism activities and a recent on-street parking issue near GameDay Sports Bar.
b). EMS/Emergency Management – Update/Monthly Report on EMS & Emergency Management Activities:
Division Chief Van Schyndel presented the monthly report that was provided to the Town Board. Van Schyndel
thanked the Board and Cynthia Sieracki for assisting during the Safety Day event. She also updated the Board
on precautionary Ebola preparations and communications.
c). Fire & Rescue – Update/Monthly Report on Fire & Rescue Activities: Chief Schroeder presented the monthly
report that was provided to the Town Board. He stated the total annual call volume to be lower to-date in
comparison to last year at the end of September.
d). Town Engineer – Update on Town Projects and 2015 Road Project Engineering: Engineer Majkowski provided
an overview of the Clune Road culvert replacement project. He indicated the County Highway Department is
proposing to complete the work in November. Majkowski provided an outline for preliminary engineering work
for 2015. He indicated the scope will be refined after the budget has been adopted.
e). Town Administrator – Update on Administrative Activities: 2014 Referendum, CE/Eisenhower/Van Roy
Roundabout Update, GameDay Sports Bar Noise Variances: Administrator/Clerk gave an overview of the
referendum implementation schedule to-date. He indicated the final open house will be held on Wednesday,
October 22nd. Gregozeski provided an overview of the construction timeline for the CE/Eisenhower/Van Roy
roundabout project. He indicated the right-of-way acquisitions are progressing well. Gregozeski provided a
communication from the owner of GameDay Sports Bar related to noise complaints during summer concerts
held at the establishment. Gregozeski stated Mr. Paulson is doing a good job of communicating with the
neighborhood on noise related concerns.
8.
PLAN COMMISSION ITEMS FOR DISCUSSION & POSSIBLE ACTION:
a). Application for Special Exception (Special Exception #2014-02): Applicant Jess J. Van Toll, N130 County Road
N; Parcel Number 030059200; Exception for Sec. 525-34(F) 4, Accessory Uses and Structures, Size of Structure
(Detached Garage/Structure) – For Approval/Denial: Plan Commission Chairperson Wallenfang provided an
Minutes of Buchanan Town Board Meeting for October 21, 2014
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overview of the proposed Special Exception. He indicated the application was Town’s Ordinance and was
approved by the Town Plan Commission. The Board reviewed and discussed the proposed special exception.
Motion by Reinke/Kavanaugh to approve Special Exception 2014-02 as presented. Motion carried 5 to 0.
b). Application for CSM (CSM #2014-06): Applicants: Andrew Cleveland, Mach IV Engineering & Surveying,
LLC on behalf of Keller Structures, Inc.; Parcel numbers: 030 0665701, 030 066203, 030 06900; CSM
combining three lots into one. – For Approval/Denial: Plan Commission Chairperson Wallenfang provided an
overview of the proposed land division. He indicated the CSM conforms to the Town’s Ordinance and was
approved by the Town Plan Commission. The Board reviewed and discussed the proposed land division.
Motion by Reinke/Klanderman to approve CSM 2014-06; citing the applicant has met the requirements of Town
Code Chapter §460 and Chapter §525. Motion carried 5 to 0.
c). Application for Site Plan (Site Plan #2014-03): Applicants: Mach IV Engineering & Surveying, LLC on behalf
of Keller Structures, Inc.; Parcel numbers: 030 0665701, 030 066203, 030 06900; Office building and parking
lot expansion located at N216 State Road 55, Kaukauna, WI 54130. – For Approval/Denial: Plan Commission
Chairperson Wallenfang provided an overview of the proposed site plan. Bob Mach from Mach IV Engineering
provided a brief overview of the project. Wallenfang indicated the Site Plan as presented was approved by the
Town Plan Commission. The Board reviewed and discussed the proposed site plan.
Motion by Reinke/Kavanaugh to approve Site Plan #2014-03 as presented. Motion carried 5 to 0.
d). Application for CSM (CSM #2014-07): Applicants: Gary Zahringer, Martenson & Eisele, Inc., on behalf of
Patricia DeGroot; Parcel numbers: 030 013400, 030 013102; CSM adjusting lot lines for Lot 1 and Outlot 1. –
For Approval/Denial: Plan Commission Chair Wallenfang introduced the proposed CSM. He indicated this
CSM was drafted to clean up a prior approved land division that missed a recorded document.
Administrator/Clerk Gregozeski notified the Board that the CSM does not accomplish the Boards intentions to
retain ownership of the former Allison Drive Bridge and right-of-way. He requested the Board authorize the
Chairperson to sign a revised CSM to incorporate the former Allison Drive and bridge within Outlot 1.
Motion by Klanderman/Lawrence to authorize Chairperson McAndrews to certify a revised CSM 2014-07 which
incorporates the former Allison Drive right-of-way and historic bridge. Motion carried 5 to 0.
e). Ordinance 2014-12, Repealing and Recreating Municipal Code §525-34 (G) Accessory Parking and Storage In
Single-Family Residential (RSF), Two-Family Residential (RTF) And Multifamily Residential (RMF) Districts
– For Approval/Denial: Plan Commission Chair Wallenfang presented the changes to Town Code §525-34(G)
indicating the seasonal parking restrictions for recreational vehicles be restricted only to front yard parking.
Administrator/Clerk Gregozeski noted the request for an ordinance change was made by a resident in the
community. Wallenfang stated the Plan Commission approved unanimously the change.
Motion by Lawrence/Klanderman to approve Ordinance No. 2014-12 as presented. Motion carried 5 to 0.
9.
UNFINISHED BUSINESS FOR DISCUSSION & POSSIBLE ACTION: NONE
10. NEW BUSINESS FOR DISCUSSION & POSSIBLE ACTION:
a). 2015 Preliminary Engineering Study Proposal, Eisenhower Drive Stormwater Management, Cedar Corporation –
For Approval/Denial: Town Engineer Majkowski presented a planning and engineering proposal for
improvements to Eisenhower Drive. He indicated the Town has shown a desire to install a side-path along
Eisenhower and to make general improvements. He stated this study would allow for proper planning and
budgeting within the Town’s capital improvement plan. Majkowski stated the plans would assist in grant
applications as well.
Motion by Lawrence/Kavanaugh to approve the 2015 Preliminary Engineering Study proposal at a cost of up to
$8,800; to be included in the 2015 operating budget. Motion carried 5 to 0.
b). Outagamie County Highway Department Intergovernmental Agreement for 2015 – For Approval/Denial:
Chairperson McAndrews noted the draft agreement is an annual renewal to the contract with Outagamie County
Highway for snow and ice control and general road and highway maintenance. He indicated the minimum dollar
amount is roughly half of what the Town typically spends for snow removal services.
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Motion by Kavanaugh/Reinke to approve the Outagamie County Highway Department Intergovernmental
Agreement for 2015. Motion carried 5 to 0.
c). Consideration of Claim Against the Town by Penny Hoh (N105 Brux Road, Appleton, WI 54915) seeking relief
from damages to person and property – For Approval/Denial: Administrator/Clerk Gregozeski introduced the
claim against the Town. Gregozeski indicated the Town’s liability insurance carrier recommends denial of the
claim. The Board reviewed and discussed the claim and requested relief from damages as presented by Ms. Hoh.
Motion by Kavanaugh/Reinke to disallow the claim against the Town seeking relief from damages from Ms.
Penny Hoh. Motion carried 5 to 0.
d). Employee Health Insurance Plan Renewal – For Approval/Denial: Chairperson McAndrews stated the proposed
renewal for health insurance for eligible employees is increasing by 5.5% over the prior year. McAndrews noted
other plans were reviewed and stated the renewal is the most affordable plan option.
Motion by Klanderman/Lawrence to approve the Employee Health Insurance Renewal with Network Health
HDHMO1500 as presented. Motion carried 5 to 0.
e). Resolution 2014-09, Notice of Special Charges (Residential Garbage Special Charge, $123/unit) – For
Approval/Denial: Chairperson McAndrews stated the proposed resolution increases the annual charge for
residential garbage, recycling and yard waste collection by $10. Administrator/Clerk stated the proposed
increase is necessary to off-set an increase in the annual contract price through Advanced Disposal. Supervisor
Reinke asked if this contract is bid annually. Gregozeski stated the Town does competitively bid for this service,
however, the contract is a five-year contract and the contract is valid through 2017.
Motion by Reinke/Kavanaugh to approve Resolution 2014-09, Notice of Special Charges (Residential Garbage
Special Charge of $123 per unit). Motion carried 5 to 0.
f). Determine Financing Method(s) for 2015 Springfield Drive Drainage Improvement Project – For
Approval/Denial: Administrator Clerk Gregozeski presented a review of the Town Board’s October 6, 2014
special meeting related to improvements to Main Street, Stillwater Trail and Springfield Drive. The presentation
reviewed the 2013 drainage study completed for the project, drainage concerns and why stormwater
improvements are needed, costs for proposed improvements and alternatives, public comments, and financing
methods available for the Town’s discretion. Chairperson McAndrews indicated that he would like the Town
Board to suspend the rules to allow for interested parties to speak on the topic. A motion was made by
Lawrence/Klanderman to suspend the rules to allow for parties to speak at 8:42 p.m. Motion carried 5 to 0.
The following individuals provided comment:
• Chris Guilette (W2971 Springfield) – Stated he does not like special assessments and asked the Board
to eliminate special assessments regardless of which improvement is selected.
• Rick Zake (N180 Coop) – Stated he does not like special assessments and would rather see the entire
Town pay the costs. Does not want the Town to borrow the money for the project. Stated he wanted
the Town to not defer the project.
• Jane Drager (W2940 Springfield) – Stated she does not like the urbanization of Town roads. Stated she
spoke with engineers from two other municipalities who stated ditches work better than storm sewer.
Stated the other engineer’s noted storm sewer is only a Band-Aid approach to improving storm water.
Stated ditches work well as long as they are maintained. She stated that the costs to maintain storm
sewer is too high.
• Judy Weigman (W3050 Springfield) – Requested the Town not defer improvements to the road. Stated
it will continue to cost the Town more if it is delayed any further. Stated the Town cannot ignore the
drainage problems.
• Scott Smith (N234 Springfield) – Lives in the last block of Springfield Drive near Stillwater Trail.
Stated he is not convinced a drainage problem exists. Stated he does not like the alternatives presented.
Would prefer the Town just repair the existing road and not expand the road or provide storm sewer.
• Rosa Clarke – (N295 Main) – Stated the Town should not expand the road. Stated she does not think
storm sewer will be appropriate and could be under sized. Stated the Town should just repair the road
as is.
• Chad Johnson (W2965 Springfield) – Stated improvements to drainage is necessary; however unsure of
which option is best. He stated flooding has been a consistent problem for his property. He wants to
ensure no additional water gets to his house. He stressed the Town do the right thing.
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Laurie Caughman – Stated she moved to Buchanan to enjoy a rural atmosphere. Likes the ditches.
Stated the Town should defer the project at least one year. Stated she prefers just re-grading the ditches
and reconstructing the road
Dean Jansen (W2943 Springfield) – Stated he did not want a wider road. Stated he did not want the
Town tax to increase. Stated that he preferred option four.
David Kamps (N255 Main) – Stated curb and gutter will reduce capacity of storm water. Stated the
costs are too high and will add up over time. Preferred option four. Stated he felt something should be
done.
Mark Dreier (W3027 Springfield) – Stated he has concerns with the amount of standing water. Stated
he was not in favor of spending a lot of money to urbanize the road. Did not want special assessments.
Scott Loker (W2935 Springfield) – Stated he prefers the Town just reconstruct the road with minor
work to the ditches.
Rodney Manthey (N263 Main) – Stated he does not agree with special assessments. Stated parking is
not a problem. Stated the ditches do not pose a safety issue. Stated no one wants sidewalks. Requested
a delay in the project.
Phil Klein (W2932 Springfield) – Stated that his concern is that storm water removal is improved.
Stated he would rather see the entire community pay versus special assessments.
Brian Kaufman (W3092 Springfield) – Stated he is not in favor of curb and gutter. Stated he prefers the
rural feel. Does not feel that standing water is a problem. Stated he is not in favor of special
assessments.
The Board discussed the proposed options for Springfield Drive drainage and road improvements. McAndrews
stated that he would like two separate motions. He stated he would like to determine first if special assessments
should be levied for road improvement projects.
Motion by Klanderman/Kavanaugh to borrow funds in lieu of special assessment for stormwater improvements
along Springfield Drive. Motion carried 5 to 0.
McAndrews called for a motion to determine the project scope and the timeline for completion.
Motion by Reinke/Kavanaugh to reconstruct Springfield Drive for 2015. The road will be reconstructed with 11
foot travel lanes, 2 feet gravel shoulders, no paved bicycle lanes and re-grading of ditches. Improvements will
be made for all of Springfield Drive from Eisenhower to Stillwater, Stillwater Trail from Springfield Drive to
Main Street. Motion carried 4 to 1. Klanderman dissenting.
g). 2015 Town Proposed Budget (Recommendation to Proceed to Public Hearing) – For Approval/Denial:
Administrator/Clerk presented the final draft 2015 operating budget. He reviewed the proposed revenues and
expenditures. Gregozeski requested the Town Board approve the draft budget in order to proceed to the public
hearing on November 13, 2014. Gregozeski noted that final numbers for the Springfield Drive project will be
reviewed and updated based on the previous action.
11. OTHER REPORTS/DISCUSSION:
a). Discussion on Request from Al Kuklinski for Speed Reduction or Safety Improvements to State Highway 55 –
For Discussion Only
Motion by Klanderman/Lawrence to authorize the Town Administrator to request a speed study be conducted
along State Highway 55. Motion carried 5 to 0.
b). Discussion on Staffing Proposal for Buchanan Fire & Rescue – For Discussion Only: The Board reviewed and
discussed the proposal to increase day-time staffing of the Fire Department. The Board discussed the need for
reclassifying the Fire Chief’s position to full-time status. Chief Schroeder provided an overview of some of the
recent questions asked publicly about reclassifying the Chief position from part-time to full-time status.
Administrator/Clerk stated that the Board needs to determine if the need exists and whether the cost can be
justified. Gregozeski stated the Board could place reserve funds in the 2015 Budget to fund a position.
Gregozeski also stated that it may be prudent to conduct an independent staffing study for the department before
any formal decisions are made. The Board agreed to continue the review and discussion of Fire Department
staffing during its next meeting.
c). Review of Draft Updated Fees and Licenses Schedule – For Discussion Only: Gregozeski reviewed the draft fee
schedule. He noted that most fees would remain the same with minor exceptions to dog licenses, fireworks
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permits, cigarette licenses and excavation fees. He stated this item will need formal adoption prior to January 1,
2015.
d). Discussion on 2013 Wisconsin Act 377 – Agricultural Vehicles (Implements of Husbandry) – For Discussion
Only: Gregozeski provided an overview of Wisconsin Act 377 related to Agricultural Vehicles or Implements of
Husbandry law. He stated the State has changed its rules to lessen weight restrictions for agricultural vehicles.
He stated the Board must select an option on how to implement the new law. The Board agreed to be consistent
with how Outagamie County applies the law.
12. CLOSED SESSION: NONE
13. FUTURE AGENDA ITEMS: The Board agreed to include the following items: Adopt the 2015 operating budget and
further discussion on the Fire Chief position.
14. ADJOURNMENT: Motion by Lawrence/Reinke to adjourn the meeting at 11:15 p.m. Motion carried 5 to 0.
Dated: October 28, 2014
Motion to approve by __________________ / ________________ Date: ______________
Carried ___ to ___
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AGENDA ITEM 4b
Monthly Report
October, 2014
Operating Account
The Business Bank
Previous Balance
$
1,703,114.83
Deposits
Checks
$
$
35,407.45
372,676.47
Interest Credited on 10/31/14
Balance as of 10/31/14
$
$
1,131.18
1,366,976.99
(Interest Year to Date: $16,706.87)
Segregated Funds (included in above total)
Intersection Improvement Fund
Fire Apparatus Fund
Building Improvement Fund
Trail Development Fund
Contingency Account
The Business Bank
$
$
$
$
499,286.00
76,270.00
21,541.30
10,000.00
Previous Balance
Deposits
$
244,230.71
Withdrawals
$
$
$
181.07
244,411.78
Previous Balance
Deposits
$
$
41,354.83
-
$
$
26.34
41,381.17
Previous Balance
Withdrawals
$
$
3,052.58
-
$
$
0.26
3,052.84
Previous Balance
Deposit
$
$
22,618.13
3,700.00
Withdrawals
$
$
$
10.29
26,328.42
$
515,000.00
(Interest Year to Date: $1,780.79)
Park Impact Fees
The Business Bank
(Interest Year to Date: $246.30)
Fire/EMS Communication
The Business Bank
Fire Department Fundraising
The Business Bank
Loan Balances
Citizens Bank (Van Roy Road/Other Projects)
(Original Loan Amount - $1,410,000.00)
(Int. Paid Year to Date: )
(Int. Paid Inception to Date: $227,033.82)
TOWN OF BUCHANAN
Bills for 11/18/14/ Meeting
11/11/14
October 12 through November 8, 2014
Type
Date
11010.0 · Bus Bank-Checking
Deposit
10/20/2014
Deposit
10/29/2014
Deposit
11/05/2014
Deposit
10/31/2014
Liability C...
10/31/2014
Liability C...
10/31/2014
Paycheck
10/15/2014
Paycheck
10/15/2014
Paycheck
10/15/2014
Paycheck
10/15/2014
Paycheck
10/15/2014
Paycheck
10/15/2014
Paycheck
10/15/2014
Paycheck
10/15/2014
Paycheck
10/15/2014
Paycheck
10/15/2014
Paycheck
10/15/2014
Paycheck
10/15/2014
Paycheck
10/15/2014
Liability C...
10/14/2014
Check
10/15/2014
Paycheck
10/29/2014
Paycheck
10/29/2014
Paycheck
10/29/2014
Paycheck
10/29/2014
Paycheck
10/29/2014
Paycheck
10/29/2014
Paycheck
10/29/2014
Liability C...
11/04/2014
Check
10/31/2014
Check
11/04/2014
Check
11/07/2014
Bill Pmt -...
10/13/2014
Bill Pmt -...
10/13/2014
Bill Pmt -...
10/13/2014
Bill Pmt -...
10/13/2014
Bill Pmt -...
10/13/2014
Bill Pmt -...
10/13/2014
Bill Pmt -...
10/13/2014
Bill Pmt -...
10/13/2014
Bill Pmt -...
10/13/2014
Check
10/15/2014
Paycheck
10/15/2014
Bill Pmt -...
10/20/2014
Bill Pmt -...
10/20/2014
Bill Pmt -...
10/20/2014
Bill Pmt -...
10/20/2014
Bill Pmt -...
10/20/2014
Num
ACH
ACH
ACH
ACH
ACH
ACH
ACH
ACH
ACH
ACH
ACH
ACH
ACH
ACH
ACH
ACH
ACH
ACH
ACH
ACH
ACH
ACH
ACH
ACH
ACH
ACH
ACH
ACH
33481
33482
33483
33484
33485
33486
33487
33488
33489
33490
33491
33492
33493
33494
33495
33496
Name
Wisconsin Dept. of Revenue
Department of Employee Trust Funds
KAVANAUGH, CHARLES J
KLANDERMAN, DEAN A
LAWRENCE, KAREN L
MC ANDREWS, MARK C
REINKE, DENNIS G
SCHROEDER, RICK L
FRANZKE, RICK A
GIRARD, CHRIS L
HENNESSEY, PATRICIA A
SIERACKI, CYNTHIA R
SCHRADER, MARISSA M
GREGOZESKI, JOEL D
VAN SCHYNDEL, LISA M
Internal Revenue Service
STAMPS.COM
FRANZKE, RICK A
GIRARD, CHRIS L
HENNESSEY, PATRICIA A
SIERACKI, CYNTHIA R
BRUMM, TIMOTHY A
GREGOZESKI, JOEL D
VAN SCHYNDEL, LISA M
Internal Revenue Service
USPS
STAMPS.COM
Network Health Plan
Card Service Center
Cedar Corporation
Darboy Corner Store
EAGLE PRINTING & GRAPHICS
Lowe's
Office Depot
The Firefighter's Daughters
WE Energies-Street Lights
Wisconsin Dept. of Justice
Paul Hermes
GERHARTZ, LYLE J
Advance Disposal-Green Bay-B8
Appleton City of
Cintas Corporation #443
Emergency Services Marketing Corp.,...
Festival Foods
Memo
Deposit
Deposit
Deposit
Interest
036-0000195431-02
69-036-0120-000
39-1316254
Labels for Stamps
39-1316254
Stamps.com postage purchase
Monthly Stamps.Com fee Nov 2014
Group 100400,
Visa 0433, 2495
Acct. 5163,
Acct. 3841-040-796
G3203
Inspection fees
Drill Expense
Paid Amount
2,222.70
820.38
21,651.83
1,131.18
-682.77
-1,858.44
-375.19
-400.19
-400.19
-559.19
-400.19
-1,115.58
-393.62
-157.46
-675.82
-692.36
-157.00
-2,077.18
-1,289.42
-2,562.22
-57.48
-222.94
-343.20
-681.88
-686.31
-92.35
-2,077.18
-1,289.41
-1,653.18
-100.00
-15.99
-3,066.64
-197.45
-5,504.78
-402.08
-652.35
-115.53
-160.41
-460.87
-1,870.30
-55.00
-993.11
-92.35
-27,347.51
-5,008.00
-88.67
-650.00
-115.04
Page 1
TOWN OF BUCHANAN
11/11/14
Type
Bill Pmt -...
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Check
Check
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Date
Num
10/20/2014
10/20/2014
10/20/2014
10/20/2014
10/20/2014
10/20/2014
10/20/2014
10/24/2014
10/27/2014
10/27/2014
10/27/2014
10/27/2014
10/27/2014
10/27/2014
10/27/2014
10/27/2014
10/27/2014
10/27/2014
10/27/2014
10/27/2014
10/27/2014
10/27/2014
10/27/2014
10/27/2014
11/03/2014
11/03/2014
11/03/2014
11/03/2014
11/03/2014
11/03/2014
11/03/2014
33497
33498
33499
33500
33501
33502
33503
33504
33505
33506
33507
33508
33509
33510
33511
33512
33513
33514
33515
33516
33517
33518
33519
33520
33521
33522
33523
33524
33525
33526
33527
Name
Kaukauna Utilities
News Publishing Company Inc.
Outagamie County Register of Deeds
Outagamie County Sheriff
TDS Metrocom
Van Hoof, Van Hoof & Cornett
Verizon
Joel Karls
Madurodam Properties, LLC
Accent Business Solutions, Inc.
C & R Pumpers, Inc.
Cellcom Appleton PCS
Kiwanis Club of Darboy. Inc
Menards
Omnni Associates, Inc.
Outagamie County Planning Dept.
Outagamie County Solid Waste
Outagamie County Treasurer
Speedy Clean Inc.
The Horton Group-INS BILLS
Toys for Trucks
UNUM Life Insurance Company of A...
WE Energies
Witmer Public Safety Group, Inc
911 Response Lights, LLC
Cintas Corporation #443
Heartland Business Systems
Hero 247
McMahon Associates, Inc.
Staples Advantage
WSFSI
Memo
Parcel 18 TLE Acquisition
Acct # 009-09048840
Acct. 31110297,
Account 385879
932511-001
Acct 7348599
Total 11010.0 · Bus Bank-Checking
11015.0 · Bus Bank-Contingency Svgs MM
Deposit
10/31/2014
Interest
Interest
26.34
26.34
Interest
Total 11030.0 · Bus Bank-Fire/EMS Comm Equip MM
11045.0 · Bus. Bank-Fire Dept Fundraising
Deposit
10/29/2014
Deposit
10/31/2014
181.07
181.07
Total 11020.0 · Bus Bank-Park Impact Fees MM
11030.0 · Bus Bank-Fire/EMS Comm Equip MM
Deposit
10/31/2014
-130.27
-22.30
-30.00
-95,860.33
-622.12
-3,525.36
-88.06
-100.00
-200.00
-52.70
-136.00
-48.62
-4,776.54
-107.00
-1,168.00
-30.00
-23.32
-1,873.00
-99.75
-113.00
-1,349.00
-115.06
-728.53
-488.12
-52.60
-88.67
-48.00
-1,132.00
-338.64
-65.27
-380.00
-155,763.00
Total 11015.0 · Bus Bank-Contingency Svgs MM
11020.0 · Bus Bank-Park Impact Fees MM
Deposit
10/31/2014
Paid Amount
0.26
0.26
Deposit
Interest
3,700.00
10.29
Page 2
TOWN OF BUCHANAN
11/11/14
Type
Date
Num
Total 11045.0 · Bus. Bank-Fire Dept Fundraising
TOTAL
Name
Memo
Paid Amount
3,710.29
-151,845.04
Page 3
Town of Buchanan
Year-To-Date Budget Comparison (Revenues)
Fiscal Year 2014
Department
Taxes - 41000
General Property Taxes
Special Assessments - 42000
Intergovernmental Revenues - 43000
Licenses & Permits - 44000
Fines, Forfeitures & Penalties - 45000
Public Charges for Services - 46000
Intergovernmental Charges for Services - 47000
Miscellaneous Revenue - 48000
Proceeds Long Term Debt - 49000
TOTAL - Revenues
YEAR
TO DATE
10/31/2014
As of:
(UNDER)
OVER
BUDGET
2014
2013
ACTUAL
2014
BUDGET
$1,521,095
$1,516,213
$1,525,733
$1,523,843
$1,526,483
$1,523,200
$
$
$0
$0
$0
$
-
$310,123
$279,972
$188,385
$
(91,587)
$98,094
$69,495
$80,502
$
11,007
$13,449
$14,155
$13,919 $
$278,536
$273,654
$282,561 $
$2,300
$2,225
$1,884
$160,859
$191,809
$24,401
$0
$0
$0
$ 2,384,456
$ 2,357,043
$ 2,118,135
Revenues Summary
$
750
(643)
(236)
8,907
10/31/2014
PERCENT
UNDER/
OVER
100%
100%
#DIV/0!
67%
116%
98%
103%
(341)
85%
$ (167,408)
13%
$
-
$ (238,908)
#DIV/0!
89.86%
Town of Buchanan
Year-To-Date Budget Comparison (Expenses)
Fiscal Year 2014
Department
2013
ACTUAL
2014
BUDGET
YEAR
TO DATE
10/31/2014
As of:
(UNDER)
OVER
BUDGET
2014
10/31/2014
PERCENT
OF
BUDGET
General Government - 51000
51100
51300
51400
51500
51600
51900
Legislative (Town Board)
Legal Service Fees
General Administration
Financial Administration
General Building, Town Hall
Other General Government
$ 31,589
$ 33,767
$ 228,378
$ 27,011
$ 58,699
$ 26,413
$
$
$
$
$
$
31,930
33,000
225,520
21,500
55,558
23,446
$ 26,494
$ 15,773
$ 182,503
$ 19,431
$ 49,049
$ 16,122
$
$
$
$
$
$
(5,436)
(17,227)
(43,017)
(2,069)
(6,509)
(7,324)
83%
48%
81%
90%
88%
69%
Subtotal - General Government
$ 405,858
$
390,953
$ 309,371
$
(81,582)
79%
Law Enforcement
Fire & Rescue
Emergency Management/EMS
Building Inspection
$ 399,388
$ 128,550
$ 81,504
$ 12,881
$
$
$
$
405,490
141,477
85,480
12,500
$ 301,246
$ 86,002
$ 64,410
$
9,931
$
$
$
$
(104,244)
(55,475)
(21,070)
(2,569)
74%
61%
75%
79%
Subtotal - Public Safety
$ 622,322
$
644,947
$ 461,588
$
(183,359)
72%
Highway & Street Maintenance
Road Related Facilities
Mass Transit
Sanitation
$ 198,845
$ 30,863
$ 57,516
$ 303,307
$
$
$
$
188,200
33,018
60,000
320,000
$ 187,702
$ 36,336
$ 50,080
$ 251,648
$
$
$
$
(498)
3,318
(9,920)
(68,352)
100%
110%
83%
79%
Subtotal - Public Works
$ 590,531
$
601,218
$ 525,767
$
(75,451)
87%
Parks
Recreation Programs & Events
$
$
8,625
7,372
$
$
9,900
7,500
$
$
10,045
8,027
$
$
145
527
101%
107%
Subtotal - Culture, Recreation & Ed.
$
15,997
$
17,400
$
18,072
$
672
104%
Economic Development
Planning & Zoning/Erosion/Conservation
$
$
3,636
15,103
$
$
3,637
23,370
$
$
3,636
17,771
$
$
(1)
(5,599)
100%
76%
Subtotal - Conservation & Development
$
18,739
$
27,006
$
21,407
$
(5,599)
79%
Public Safety - 52000
52100
52200
52300
52400
Public Works - 53000
53300
53400
53500
53600
Culture, Recreation & Education - 55000
55200
55300
Conservation & Development - 56000
56700
56900
Expenditures Summary
Department
2013
ACTUAL
2014
BUDGET
YEAR
TO DATE
10/31/2014
(UNDER)
OVER
BUDGET
2014
PERCENT
OF
BUDGET
Other Financing Uses
Contingency & Reserves
$
11,701
$
-
$
-
$
-
#DIV/0!
Subtotal - Other Financing Uses
$
11,701
$
-
$
-
$
-
#DIV/0!
Debt Service
$ 189,804
$
188,798
$
9,399
$
(179,399)
5%
Subtotal - Debt Service Fund
$ 189,804
$
188,798
$
9,399
$
(179,399)
5%
General Government
Parks & Recreation
Fire & Rescue
EMS - Emergency Management
Roads & Public Works
Stormwater & Drainage
$
4,280
$ 10,000
$
$ 108,638
$ 162,856
$
-
$
$
$
$
$
$
6,300
10,000
29,500
440,920
-
$
3,253
$
$ 36,219
$
$ 289,859
$
-
$
$
$
$
$
$
(3,047)
(10,000)
6,719
(151,061)
-
52%
0%
123%
#DIV/0!
66%
#DIV/0!
Subtotal - Capital Outlay
$ 285,774
$
486,720
$ 329,331
$
(157,389)
68%
$ 2,140,725
$ 2,357,042
$ 1,674,935
$
(682,108)
71.06%
Debt Service Fund - 58000
58000
Capital Outlay - 57000
57190
57620
57220
57230
57331
57348
TOTAL - General Fund Operating, Debt & Capital
Expenditures Summary
AGENDA ITEM 4c
AGENDA ITEM 6a
AGENDA ITEM 8b
DATE:
TO:
FROM:
RE:
November 5, 2014
Town Board
Emergency Management/Division Chief Van Schyndel
Update/Monthly Report on EMS/Emergency Management Activities and
Grant Applications
The following is a monthly report for Town Board review and discussion. Only significant and
notable activities are listed, activities completed within the course of day-to-day operations are
not listed. Any questions should be directed to Chief Van Schyndel.
Monthly/YTD Calls Summary:
October
Calls Type by Priority
Non-Emergency
Non-Life Threatening
Emergency
Possible Life Threatening
Life Threatening
Life Threatening (no
pulse/breathing)
Emergency, Unknown Nature
Invalid Assist
TOTAL
Year-to-Date
2014
2013
2014
2013
0
1
21
13
Last Year
Total Call
13
10
6
144
74
99
9
0
5
0
64
8
49
14
59
14
0
0
1
5
6
1
0
1
0
10
0
10
0
15
0
20
13
248
165
206
EMS & Emergency Management Activities:
 Training/Drill: 7 members-total hours 21 hours-Ebola awareness, SOG’s-QA of calls and
CEU’s
 Update on Town preparedness for Ebola
Pending Grant Applications:
 (NVFC)- National Fire Council Grant- (PPE)- Personal Protective Gear-4 sets-NOT
AWARDED.
 WE Energies-Fire Prevention Grant-Awarded $500
 FEMA Grant-Laser-Driven Extinguisher for Training-$17,000-DENIED
 FEMA Grant- Quint $950,000
 FEMA Grant-SCBA $101,634-DENIED
AGENDA ITEM 8c
DATE:
TO:
FROM:
RE:
November 7, 2014
Town Board
Fire & Rescue Chief Schroeder
Update on Fire & Rescue Activities
The following is a monthly report for Town Board review and discussion. Only significant and
notable activities are listed, activities completed within the course of day-to-day operations are
not listed. Any questions should be directed to Chief Schroeder.
Monthly/YTD Calls Summary:
October
Year-to-Date
2014
2013
2014
2013
Accident Clean-Up
Auto Aid (Harrison Fire)
CO Detector
Fire Alarm
Haz-Mat Cleanup
Home Lockout
Jaws of Life
MABAS
Open/Grass/Brush Burning
Public Safety/Gas Leak/Wires
Down
Structure Fire
Vehicle Fire
Apparatus Medical Response
2
0
0
0
0
0
1
1
3
2
0
0
1
0
0
0
0
1
21
2
10
2
6
0
3
7
15
22
3
5
9
3
0
7
6
13
Last Year
Total Call
29
4
7
12
3
0
9
8
15
1
1
8
22
23
0
0
0
0
0
0
5
3
1
1
2
1
5
2
4
TOTAL
8
5
83
94
121
Calls Type
Notable Department Activities:
• Training/Drills
RIT Review, Officer SOG’s, Stabilization Review 15 total personnel 45 combined
hours
CO and Driver Training- Drill 17 members 55 combined hours of training
Search and Rescue Drill -18 Members 45 combined hours of training
FF I Class-4 New Members 48 combined hours
• Fire Department Equipment Raffle –Approximately 100 tickets left to sell
AGENDA ITEM 9a
AGENDA ITEM 9b
AGENDA ITEM 11a
DATE:
TO:
FROM:
RE:
November 13, 2014
Town Board
Adoption of 2015 Town Budget
Background: The Public Hearing and Special Meeting of Electors for the 2014 budget was held
on Thursday, November 13th. Provided is the most current version of the budget which the
Board will be asked to adopt in summary format at its regular meeting. Should there be any
changes that need to be made due to the budget hearing, an updated version will be hand
delivered at the Board meeting.
Please note that any final changes or adjustments that are requested to the budget as a whole
must be completed at the Board meeting.
After adoption, I will provide each Board member a final adopted budget document for your
reference throughout 2015.
Suggested Motion: This agenda item is for “Approval/Denial”. Please let me know if there are
any questions prior to the meeting or if you would like any of the detailed budget spreadsheets.
JDG
###
2015
Proposed
Budget
November 13, 2014
Public Hearing Draft
Town of Buchanan
N178 County Road N
Appleton, WI 54915
www.townofbuchanan.org
Town of Buchanan 2015 PROPOSED Budget
TABLE OF CONTENTS
TOWN BOARD .................................................................................................................................. 3
TOWN STAFF .................................................................................................................................... 4
TOWN MISSION | CORE VALUES | & VISION .................................................................................... 6
BACKGROUND & GENERAL INFORMATION ...................................................................................... 7
INFORMATION, STATISTICS & DEMOGRAPHICS.............................................................................................. 7
LOCATION ............................................................................................................................................. 8
BUCHANAN TOWN GOVERNMENT .............................................................................................................. 8
SCHOOL DISTRICTS .................................................................................................................................. 9
TOWN BUDGET PROCESS.......................................................................................................................... 9
TOWN ADMINISTRATOR’S BUDGET MESSAGE ............................................................................... 11
STATE LEVY LIMITS ................................................................................................................................ 12
STATE OF WISCONSIN MAJOR AIDS .......................................................................................................... 12
2015 BUDGET MAJOR FIGURES .............................................................................................................. 13
OTHER FISCAL CONSIDERATIONS & CHALLENGES......................................................................................... 13
ASSESSED VALUE & BUDGET EFFECT ON RESIDENTS..................................................................................... 15
OVERVIEW OF PERSONNEL & SALARIES ..................................................................................................... 17
FUND BALANCE HEALTH ......................................................................................................................... 18
CLOSING ............................................................................................................................................. 19
2015 PERFORMANCE MEASUREMENT ............................................................................................ 20
QUALITY OF LIFE – STRATEGIC AREA ......................................................................................................... 20
PUBLIC SAFETY – STRATEGIC AREA ........................................................................................................... 21
FINANCIAL MANAGEMENT – STRATEGIC AREA ............................................................................................ 22
COMMUNITY DEVELOPMENT – STRATEGIC AREA......................................................................................... 22
ECONOMIC DEVELOPMENT – STRATEGIC AREA ........................................................................................... 23
INFRASTRUCTURE – STRATEGIC AREA ........................................................................................................ 24
TRANSPORTATION – STRATEGIC AREA ....................................................................................................... 24
ORGANIZATIONAL DEVELOPMENT – STRATEGIC AREA .................................................................................. 25
2015 ADOPTED BUDGET SUMMARY............................................................................................... 28
EXPENDITURES ..................................................................................................................................... 28
HIGHWAY EXPENDITURES ....................................................................................................................... 30
REVENUES ........................................................................................................................................... 32
TAX BILL SPECIAL CHARGES SUMMARY...................................................................................................... 34
CAPITAL IMPROVEMENT PLAN SUMMARY ..................................................................................... 39
KEY CAPITAL PROJECT FUNDING SOURCES ................................................................................................. 40
Town of Buchanan 2015 Fiscal Year Budget (Proposed)
Page 1
DEPARTMENT BUDGETS ................................................................................................................. 43
GENERAL GOVERNMENT ........................................................................................................................ 44
PUBLIC SAFETY – LAW ENFORCEMENT/INSPECTION ...................................................................................... 46
PUBLIC SAFETY – FIRE & RESCUE ............................................................................................................. 46
PUBLIC SAFETY – EMERGENCY MANAGEMENT ............................................................................................ 48
PUBLIC SAFETY – EMERGENCY MEDICAL SERVICES....................................................................................... 50
PUBLIC SAFETY – BUILDING INSPECTION .................................................................................................... 50
PUBLIC WORKS .................................................................................................................................... 51
CULTURE, RECREATION AND EDUCATION ................................................................................................... 52
CONSERVATION AND DEVELOPMENT......................................................................................................... 53
OTHER FINANCING AND DEBT SERVICE ...................................................................................................... 54
Appendices
Appendix A:
Town Organizational Chart
Appendix B:
Budget and Financing Policies
Page 2
TOWN BOARD
Mark McAndrews, Chairperson (Term expires April 2015)
Karen Lawrence, Supervisor I (Term expires April 2015)
Dennis Reinke, Supervisor II (Term expires April 2016)
Chuck Kavanaugh, Supervisor III (Term expires April 2015)
Dean Klanderman, Supervisor IV (Term expires April 2016)
PLAN COMMISSION
Jerry Wallenfang, Chairperson
Mark McAndrews
Kalen Cornette
John Hoffmann
Chuck Kavanaugh
Mary Van Wychen
Jon Lamers
BOARD OF ADJUSTMENT
Jerry Wallenfang
Michael Jensema
Kenneth Rottier
BOARD OF REVIEW
Mark McAndrews
Karen Lawrence
Kalen Cornette
Chuck Kavanaugh
Brian Starszak
Jerry Wallenfang
Alan Lamers
All Town meetings are held at the Buchanan Town Hall, N178 County Road N, Appleton.
The Town of Buchanan website (www.townofbuchanan.org) provides all meeting minutes
and agendas. All agendas are posted in three locations within Town.
Page 3
TOWN STAFF
Administration
Building Inspector
Joel Gregozeski, Administrator / Clerk
Cynthia Sieracki, Treasurer / Dep. Clerk
Patty Hennessey, Admin. Assistant
Paul Hermes
Fire & Rescue
Accurate Appraisal, LLC
Rick Schroeder, Fire Chief
Lisa Van Schyndel, Division Chief &
Emergency Management Coordinator
Attorney
Engineer
Paul Cornett; Van Hoof, Van Hoof &
Cornett
Cedar Corporation
Assessor
Maintenance
Buchanan Sheriff’s Deputies
Rachel Miller, Deputy
Clint Kriewaldt, Deputy
Jim Burke, Deputy
Troy Janda, Deputy
Rick Franzke, Maintenance Worker
Chris Girard, Maintenance Worker
Page 4
TOWN MISSION | CORE VALUES | & VISION
Our Mission:
We are dedicated to providing essential Town services
through quality-driven, citizen-focused and fiscally
responsible efforts.
Our Guiding Core Values:
The following values reflect our beliefs about the roles and responsibilities of our
organization:
Service-Oriented – We understand the services we provide are the only
justification for our existence and the value of the service depends on the
quality of the individual’s experience.
Professional – We uphold the high standards, skills, competence, and integrity
of our individual position within the organization and community.
Accountable – We are responsive and transparent to the public in our roles,
functions and actions as an organization and as individuals representing the
Town.
Innovative – We are creative, learn from experience and results, and seek out
new and efficient ways to solve problems and serve the public.
Results-Focused – We establish community driven goals, measure our
performance, and report to the public on our success in meeting those goals.
Collaborative – We work together effectively as a team, and in collaboration
with other governmental agencies, private entities and community partners.
Our Vision:
“In the spirit of Town government, Buchanan offers a
thriving, attractive and safe community for living and
doing business in the Fox Cities!”
Page 6
BACKGROUND & GENERAL INFORMATION
INFORMATION, STATISTICS & DEMOGRAPHICS
General
 Established 1858
 Area in square miles: 18.4
 Population: 6,755 (2010 Census), 6,920 (WDOA 2014 Estimate)
 2025 population projection: 11,147 (WDOA)
 Town Board: 5 members; Plan Commission 7 members
 Full-Time employees: 2; Part-Time employees: 4.0; Seasonal employees: 1
Finance
 2015 total budget: $4,568,612
 2015 (budget year) Town tax rate: $3.22/$1,000 valuation
 2015 (budget year) total assessed valuation: $585,388,600
 2015 (budget year) Town tax levy: $1,883,418
 Total G.O. debt (Est 2014): $345,000
 Net New Construction (2013-2014): 1.18%
Public Safety
 Volunteer fire department (Buchanan Fire & Rescue)
 Number of volunteer firefighters: 35
 Volunteer EMS squad
 Number of volunteer EMS squad members: 12
 Law enforcement contracted from Outagamie County Sheriff’s Department
 Number of contracted Deputies: 4.0 FTE
Infrastructure
 Total road miles: 45.97
 Sewer/water services provided by the Darboy Joint Sanitary District for portion of
the Town
 Number of Town parks: 4 (1 park jointly owned with Town of Harrison)
 Town owned parkland: 25.37 acres
Contracted Services
 Building inspection, property assessment, auditing, garbage and recycling services,
legal, engineering and general public works including snow removal
For a descriptive history of the Town of Buchanan and details on all Town services refer to
the Town website (www.townofbuchanan.org).
Page 7
LOCATION
The Town of Buchanan is located in the southeastern portion of Outagamie County,
Wisconsin and is a unique blend of rural and urban development. Buchanan shares a
common boundary with the communities of Appleton, Kimberly, Kaukauna,
Combined Locks and the Towns of Harrison, Holland, Wrightstown and Woodville.
The Town is serviced by major roads including STH 441, STH 55, CTH KK
(Calumet Street) and CTH CE (College Avenue). The Town adopted an Official
Map in January 2010 detailing existing and planned roads and transportation
features. Town maps, including the Official Map, and maps included in the Town’s
2007 Comprehensive Plan are available on the Town website.
BUCHANAN TOWN GOVERNMENT
The Town is served by a five member Town
Board, all of which were elected (or
appointed) for two year terms. A full-time
appointed Administrator/Clerk manages the
affairs of the Town Board and day to day
operations of the Town. The Town Board
meets to conduct Town business on the third
Tuesday of the month at 7:00 p.m. The Town
Chairperson is the chief elected official and has the responsibility of directing the
Town Board. The Town Board is elected by numbered seat and is accountable to
electors town wide. For an organizational chart of the Town of Buchanan see
Appendix A.
Sewer and water services are provided to the
urbanized portion of the Town by Darboy Joint
Sanitary District No. 1. The District operates as
a separate organization and also serves the
neighboring Town of Harrison.
A portion of the Town is also served by the
Garners Creek Storm Water Utility
(garnerscreekutility.org). The Utility serves the Town
as well as the Town of Harrison and Village of
Combined Locks. The purpose of the Utility is to reduce flooding, improve stream
bank erosion and enhance water quality along Garners Creek and its tributary
streams.
Page 8
SCHOOL DISTRICTS
The Town is served by four school districts as listed below.




Kimberly School District (http://www.kimberly.k12.wi.us/)
Kaukauna School District (http://www.kaukauna.k12.wi.us/Pages/Default.aspx)
Appleton School District (http://www.aasd.k12.wi.us/)
Wrightstown School District (http://www.wrightstown.k12.wi.us/)
TOWN BUDGET PROCESS
Through the budgeting process, funds received from tax collections, special charges,
user fees and grants are transferred into tangible goods and services. The Town
Board sets the goals and priorities for the coming year while being mindful of future
needs and priorities.
The Town budget process is initiated annually by the Administrator/Clerk who
submits a budget development calendar to elected officials and department heads
detailing the annual process, deadlines and meeting dates. The budget process in the
Town of Buchanan is consistent with Town budget and financing policies adopted by
the Town Board in September of 2007 and most recently amended in March of 2010.
A public hearing on the budget is typically scheduled in mid-November along with
the required meeting of Town electors. The Town Board then formally adopts the
budget at a regularly scheduled November Board meeting. All adopted budgets are
balanced, meaning expenditures are equal to revenues.
Page 9
Town Administrator’s Budget
Message
Page 10
TOWN ADMINISTRATOR’S BUDGET MESSAGE
November 13, 2014
Honorable Members of the Town of Buchanan Town Board:
We are pleased to present to you the 2015 budget for the Town of Buchanan. This
document serves to improve the transparency of the budget process and improve the
decision making ability of the Town Board. The budget strives to continue the
Town’s commitment to prudent financial management, effective service delivery and
providing the highest quality of services to the citizens of the community. Buchanan
continues to be a strong, financially sound municipal government.
The fiscal year 2015 budget is a financial plan that is moving our Town toward
achievement of its vision and goals within the constraints of available resources.
The budget document is a means for allocating the resources of the Town to a variety
of services necessary to protect and enhance the community, improve infrastructure
and provide quality administration and oversight.
Five Strategic Goals
The Town Board has adopted the following five strategic goals in 2014. This budget
serves to assist the Town in allocating resources toward the achievement of these
goals:
Goal #1: Plan, provide and maintain adequate infrastructure which supports
quality of life and serves as the foundation for a healthy economy.
Goal #2: Provide a safe and secure community; which is fundamental to the
quality of life and economic vitality of the Town.
Goal #3: Provide a professional, efficient, transparent, and accountable Town
government dedicated toward service excellence.
Goal #4: Strengthen the foundation, enhance the value, and improve the quality
of our Town neighborhoods.
Goal #5: Build a comprehensive economic development strategy, which results
in a vibrant and diverse economy for the Town of Buchanan.
STATE LEVY LIMITS
The Town continues to be constrained in its ability to increase the property tax levy
by State imposed levy limits. Under 2011 Wisconsin Act 32, the Town is allowed to
increase its levy over the amount it levied in the prior year by the percentage increase
in equalized value from net new construction or zero percent. The Town can only
exceed limits if approved by referendum. Carry forward of an unused portion of the
previous year’s levy may occur up to a maximum of 0.5% and an extraordinary vote
of the Town Board and upon approval of the electors at the budget meeting.
Levy limits continue to not apply to debt service on G.O. debt authorized after July
1, 2005. From 2013 to 2014 the Town experienced a 1.18% growth in net new
construction; therefore the Town is allowed to increase its levy by this amount for
2015. In the previous year, the Town experienced a 0.701% growth.
LEVY LIMIT REFERENDUM: NOVEMBER 4, 2014
A resolution to utilize the referendum option to exceed State levy limits was
approved by the Town Board on August 19, 2014. The referendum asked to allow
for a levy increase of up to $350,000 per year. If approved, funding was to be used
exclusively on road paving and road maintenance. The referendum was on the
November 4, 2014 General Election. Of the total 3,118 ballots cast, 1,703 electors
voted in favor of the referendum and 1,113 voted against. Therefore, the Town is
allowed to exceed State levy limits for the 2015 budget by up to $350,000.
The proposed budget therefore reflects the outcome of a successful referendum,
including an additional $350,000 for road paving and maintenance activities.
STATE OF WISCONSIN MAJOR AIDS
Monetary aids from the State of Wisconsin are a major source of Town revenues,
particularly General Transportation Aids and State Shared Revenues. The Town has
experienced significant reduction in aids for the past several years. This trend
continues for 2015. The following table illustrates these aids for the last five years.
Page 12
$220,000
GTA & Shared Revenue Aids
$203,581
$200,000
$183,737
$188,652
$180,000
$176,252
$174,518
2014
2015
$160,000
$140,000
$120,000
$100,000
2011
2012
2013
2015 BUDGET MAJOR FIGURES
The 2015 budget calls for the following:





$4,568,612 in total expenditures, 85.5% increase from 2014.
$1,883,418 Town tax levy, 23.60% increase from 2013.
$1,397,000 in new debt proceeds for capital projects.
Tax rate of $3.22/$1,000 of assessed value.
Special charge for residential waste collection/disposal of $123.00, increase
of $10.00 from 2014.
OTHER FISCAL CONSIDERATIONS & CHALLENGES
Local economic conditions do appear to be slowly rebounding from the 2008
recession and the Town is seeing positive improvements. However, the Town
continues to experience increasing costs to provide for general services and capital
infrastructure repair & replacement.
The priorities and funding recommendations for the 2015 fiscal year reflect the
conditions of the current economy and Town challenges ahead. The budget is a
continuation of previous Town strategic discussions from this past year, the
comprehensive plan, a human resource and organizational study, a capital
improvement plan completed in 2014, a comprehensive drainage study completed in
2011 and other short and long range plans and reports.
Page 13

The level of housing, commercial and industrial growth
the Town experiences is a significant factor in the Town’s
overall tax base. Both housing and commercial growth
have slowed considerably in recent years, but the Town is
seeing indicators of improvements. Unfortunately, the
availability of large tracts of land for new commercial and
industrial growth will continue to be a major Town
constraint. The Town initiated an economic development
strategic plan with the assistance of East Central
Wisconsin Regional Planning Commission in 2012 which
it will use as a guide in future planning.




2014 Key Development
Statistics (to date)
5 Single family homes
1 Two-family/Multifamily homes
0 Subdivisions
9 Commercial-industrial
permits (new buildings/
major renovations)

There are several other key fiscal challenges that face the Town of Buchanan which
have made balancing the budget an increasingly challenging task.

Opportunities for grant funding continue to be highly competitive for both
public safety and transportation related grants.

Balancing demands on employees for additional service and hours with the
need to maintain a small, but high quality, workforce.

Town’s equalized value increased by 3.4% since last year. Town’s total
assessed value increased by .86% since last year.

For 2015, the Town will need to provide funds through long-term borrowing
in order to complete planned major capital improvement projects.

State levy limits continue to be a major constraint on making recommended
changes to the levy for approval by electors.

Funding the CTH CE/Van Roy Road/Eisenhower Drive roundabouts project
has placed a significant constraint on the Town’s ability to fund other capital
projects in the past. This has resulted in significant levels of deferred
maintenance.

Mandates related to stormwater management/maintenance other
commitments to infrastructure upgrades will continue to be a significant
factor in budget development.

Risk of further annexations by neighboring municipalities and lack of growth
areas served by sewer/water services making long-term planning uncertain.
Overall, the Town may be facing some continued financial challenges, but this
environment also serves as an opportunity to propose or make changes which may
not otherwise be possible. The Town has done a good job on working with
neighboring municipalities and evaluating service contracting to identify
opportunities for cost savings.
Page 14
ASSESSED VALUE & BUDGET EFFECT ON RESIDENTS
The total assessed value of the Town is $585,388,600, a
1.03% increase from the previous year. The 2015 budget
results in a tax rate of $3.22 per $1,000 of assessed value.
For a $200,000 assessed property, this results in a total
Town tax of $644 (not including any changes to special
charges).
The following charts display the Town’s total assessed
values from 2009 through 2014 (2015 budget).






Top 5 Assessed Properties
(in millions)
Gentry Drive Apt’s ($11.2)
Lowes ($9.5)
Marcus Cinema ($8.8)
Festival ($6.0)
Kohl’s ($4.4)

Page 15
The following charts display the Town’s tax rate for the past ten years.
The following table shows the effect of the tax rate increase on various assessed
values.
For example, a property assessed at $200,000 paid $526 in taxes to the Town in
2014. The 2015 budget tax rate of $3.22 would therefore result in a change of $118.
Page 16
OVERVIEW OF PERSONNEL & SALARIES
One of the most valuable assets the Town of Buchanan has is its loyal, well trained
and dedicated employees and volunteers. To ensure this important aspect of Town
operations is being well planned for, the Town completed a human resource and
organizational study in 2009 and a formal review in 2013. This extensive study
closely reviewed the overall organization of the Town, service delivery in specific
areas, job descriptions, benefits and salary/pay scales for employees. The Town
Board continues to closely review and utilize this study and has been implementing
its recommendations when feasible and necessary.
The budget continues the Town philosophy of keeping a limited workforce and
accomplishing many key essential services through the use of contracting. The
following table displays current Town positions and associated salaries as well as
changes for 2015. There are no planned new positions for 2015.
Position
Classification
2014 Budget
2014 Budget
Administrator/Clerk
Full Time/Salary
$75,000
$80,000
Treasurer / Dep. Clerk
Part Time/Hourly
$17.67/hour
$19.85/hour
Administrative
Assistant
Part Time/Hourly
$17.68/hour
$18.03/hour
Maintenance Worker
Part Time/Hourly
$16.95/hour
$17.12/hour
Summer Assistant
Maintenance Worker
Seasonal/Part
Time/Hourly
$10.75/hour
$10.75/hour
Division Chief &
Emergency Mgmt.
Coordinator
Full Time/Salary
$47,940
$51,810
Fire Chief
Part Time/Salary
$15,810
$17,500
For detail on compensation and benefits for volunteer firefighters, volunteer EMS,
Sheriff’s deputies and other contractors refer to the associated department budget.
Page 17
FUND BALANCE HEALTH
A significant focus of Buchanan’s financial health continues to be maintaining a
contingency fund. Through frugal spending, the Town has been able to build a
reserved contingency fund which was at a zero balance in 2007. The Town’s
adopted Budget and Financial Policies identifies a fund balance/contingency goal of
15% to 25% of the operating budget. The following chart shows the balance of the
Town’s designated contingency fund and unreserved/undesignated funds at year end.
Percentages indicate the level of total funds in relation to the Town goal. For the
first time in 2010, the Town actually exceeded its 25% goal.
In 2014, the Town Board authorized the use of the contingency and undesignated
funds for the purposes of road paving and maintenance activities. Continued use of
these funds for ongoing operations and maintenance is not a sustainable activity and
is not advised.
The Town should continue to focus on maintaining funds into the segregated
contingency fund as a means to have funds permanently set-aside. Unreserved and
undesignated funds can fluctuate year to year and are part of the Town’s overall
general fund.
An analysis of 2014 balances will be reviewed after the completion of the Town
audit.
Page 18
CLOSING
The Town of Buchanan has now reached a phase in its development, as a community
and as an organization, in which prioritization and strategic thinking is fundamental.
Improving strategic thinking and planning into the budget process along with
performance measurement will assist the Town in prioritizing services and capital
asset replacement. This budget includes fairly significant increases in tax levy, new
debt proceeds and expenditures. Continued commitment of the Town Board and
dedicated staff/volunteers is required to ensure the Town provides exceptional
services through effective and efficient methods.
Respectfully Submitted,
Joel Gregozeski
Joel Gregozeski
Town Administrator/Clerk
Page 19
2015 PERFORMANCE MEASUREMENT
Performance measures in local government gauges the quantity, quality, efficiency
and impact of work of a government. Assessment of performance can include the
following measures:

Productivity, which quantifies the outputs and inputs of an organization and
may expresses the two as a ratio.

Effectiveness, which determines the relationship of an organization’s outputs
to what an organization is intended to accomplish.

Quality, which examines an output or the process by which an output is
produced. Attributes such as accuracy, thoroughness, complaints, etc.

Timeliness, which evaluates the time involved in producing an appropriate
output.
The goal of the Town performance measurement system is to have measures based
on the Town’s vision and goals. The 2010 Budget served as the first step in
integrating budgeting and performance measurement. Throughout 2010, internal
steps were taken to increase the availability of measures and accuracy for this
purpose. The 2015 budget strives to maintain a performance measurement system of
the Town; however significant continued work will be required to develop more
accurate measures and measures that align with the strategic goals adopted in 2014.
QUALITY OF LIFE – STRATEGIC AREA

Maintain the environmental assets and rural character of the community so that it
continues to be an attractive place to live.

Develop a Town park system based upon neighborhood parks and nature-based
facilities and encourage community involvement in facility development and
improvement.

Preserve or improve the quality of existing neighborhoods and maintain housing
values over time.

Preserve and protect the Town’s historical resources to promote the cultural and
general welfare of residents of Buchanan and provide for a more interesting,
attractive and vital community.
Quality of
Life
Unit
2010
Actual
2011
Actual
2012
Actual
2013
Actual
2014
YTD
Park
Committee
Summer
Park
Program
Town
Owned
Parkland
Wayfinding
Signs
Installed
Park
Impact Fees
Collected
Capital
Spending on
Parks/Trails
Meetings
6
5
2
0
0
# Events
9
8
5
5
5
Acres
25.37
25.37
25.37
25.37
25.37
#
2
0
0
0
0
$
$20,280
$3,305
$7,651
$6,498.70
$3,606.30
$
$14,957
$3,529
$0
$0
0
PUBLIC SAFETY – STRATEGIC AREA

Continue to ensure that Buchanan is a safe community by meeting or exceeding
recognized standards for public safety.

Continue to improve the internal and external quality of departments to ensure the longterm viability of volunteer services that exceed community needs.

Continually evaluate contracted public safety providers to ensure Town needs are being
met effectively.
Public Safety
Unit
2010
Actual
2011
Actual
2012
Actual
2013
Actual
2014
YTD
EMS Squad Calls
Fire & Rescue Calls
Burning Permits
#
#
#
Permits
Issued
#
Comp.
Years
192
101
295
211
81
498
199
103
459
205
121
447
251
83
340
281
326
343
315
268
NA
9.7
8.8
9
9
#
Comp.
FTE
Staff
#
(Crime
View)
#
22
10
7
4
13
4.25
4.25
4.0
4.0
4.0
NA
2,032
3,075
2,851
2,221
0
4
4
4
3
Fire Inspections
Avg. Service
Fire/EMS Members
Volunteer Service
Recognitions
Law Enforcement
Deputies
Deputies Incidents
Deputy Quarterly
Reports Completed
Page 21
FINANCIAL MANAGEMENT – STRATEGIC AREA

Implement the Town’s Budget and Financial Policies with a focus on collateralization of
accounts, maintaining fund balances/contingencies and monitoring the Town Purchasing
Policy.

Continue to refine the Town’s annual budget report to allow additional transparency to
residents and incorporate the practices of performance management.
Financial
Management
Unit
2010
Actual
2011
Actual
2012
Actual
2013
Actual
2014
Estimated
Operating Budget
Operating Cost
Per Capita
Debt Service
Contingency
Fund Used
Assessable
Parcels with
Improvements
Board of Review
Completed
Net New
Construction
Accounts
Collateralization
$
$
$1,694,153
$253.35
$1,693,115
$245.59
$1,563,282
$236.29
$1,664,619
$240.83
$1,681,525
$243.28
$
$
$191,371
$0
$185,953
$63,621
$185,478
$0
$189,820
$0
$188,798
$99,809
#
2,277
2,289
2,294
2,304
2,318
Date
7/13/10
7/27/11
7/26/12
7/22/13
6/25/2014
%
1.245%
1.256%
0.284%
0.701%
1.18%
%
75% (est.)
100%
100%
100%
100%
COMMUNITY DEVELOPMENT – STRATEGIC AREA

Continue to focus on the implementation of the Town’s 2007 Comprehensive Plan and
2008 Open Space and Recreation Facilities Plan as well as continued updates to the
Town Municipal Code.

Maintain open space, natural areas and farmland to preserve the Town’s rural character
and support country living.

Resolve annexation and boundary disputes in a mutually beneficial manner and work to
reduce the risk and impact of future annexations.

Maintain a significant, yet manageable rate of housing development that provides a
variety of housing choices for residents in all stages of life.
Page 22
Community
Development
Unit
2010
Actual
2011
Actual
2012
Actual
2013
Actual
2014
YTD
Plan Commission
Board of
Adjustment
Ordinances
Adopted
Minor Land
Divisions (CSM)
Plats
Special Exceptions
Variances
Single Family
Home Permits
Annexations
Land Annexed
Total Agricultural
(per Assessor)
Meetings
Meetings
12
3
12
0
12
3
11
1
11
3
#
3
8
4
2
12
#
9
10
17
9
9
#
#
#
#
0
2
3
11
0
2
0
7
0
7
3
11
0
1
1
11
0
2
3
5
#
Acres
Acres
0
0
5,505
4
57.62
5,493
0
0
5,480
1
2.918
5,465
0
0
5,452
ECONOMIC DEVELOPMENT – STRATEGIC AREA

Continue to expand commercial and industrial development opportunities to “grow” and
diversify the local economy.

Through aesthetic improvements, design review and construction standards work to
maintain a desirable commercial and industrial sector.

Develop and maintain a physical, cultural, educational, and recreational environment in
the Town that is conducive to business and residential development.
Economic
Development
Unit
2010
Actual
2011
Actual
2012
Actual
2013
Actual
2014
YTD
Site Plans
Manufacturing
Assessed Value
Commercial
Assessed Value
FCEDP
Member
HOV Chamber
Member
#
3
2
6
1
3
$
$3,882,900
$3,221,500
$3,358,000
$3,204,400
4,258,900
$
$132,221,200
$128,769,900
$129,757,400
$131,609,400
$132,196,000
Yes/No
Yes
Yes
Yes
Yes
YES
Yes/No
Yes
Yes
Yes
Yes
YES
Page 23
INFRASTRUCTURE – STRATEGIC AREA

Improve processes, regulations and ordinances to preserve and maintain Town
infrastructure through the assistance of a Town Engineer.

Work to address resident concerns regarding drainage and storm water management
through a consistent, efficient and well planned process to ensure equitability and
achievement of long-term improvements.

Improve the Town’s waste management services (garbage, yard waste, recycling) to
meet the needs of the community and residents desires in a cost effective manner.
Infrastructure
Unit
2010
Actual
2011
Actual
2012
Actual
2013
Actual
2014
YTD
Drainage Complaints
40% TSS Reduction,
Town Portion
#
%
Tons
24
25%
Town,
35%
GCSU
1,733
8
25%
Town,
35%
GCSU
1,697
11
25%
Town,
35%
GCSU
1,684
17
TBD
Residential Trash
Collected
Recycling Collected
Yard Waste Collected
Appliance Stickers
Sold
Bulky Item Stickers
Sold
33
25%
Town,
35%
GCSU
1,709
Tons
Tons
#
479
262
151
543
174
107
636
214
17
582
225
12
TBD
TBD
TBD
#
256
176
59
55
TBD
TBD
TRANSPORTATION – STRATEGIC AREA

Maintain and improve Town roads in a timely and well-planned manner.

Promote a multi-modal transportation system for efficient, safe and convenient
movement of people, goods and services.

Implement short and long range improvements as found in the Comprehensive Plan,
Official Map, CIP and engineering studies. Priority for improvements shall be given for
the CTH CE highway corridor.
Transportation
Unit
2010
Actual
2011
Actual
2012
Actual
2013
Actual
2014
YTD
Avg. PASER,
Rural Local
Avg. PASER,
Urban Local
Avg. PASER,
Urban Collector
Road Paving
Completed
Town Managed
Sidewalks/Trails
Improvements in
CE Corridor
1-10
6.21
5.92
5.92
5.39
5.39
1-10
5.97
5.94
5.95
5.76
5.76
1-10
7.03
7.01
7.01
6.73
6.73
Miles
0.60
0.35
0.26
0.28
0.41
Est.
Miles
$ (actual
projects)
1.89
1.89
1.42
1.42
1.42
$22,316
$40,407
$30,787
$25,876
TBD
Page 24
ORGANIZATIONAL DEVELOPMENT – STRATEGIC AREA

Monitor and implement the recommendations in the 2009 Town Human Resource &
Organizational Study.

Maintain and continue to pursue additional opportunities for intergovernmental
cooperation and/or regionalization of services.

Through efficiencies and new technology, continue to improve the Town’s internal
processes with a focus on customer service.
Organizational
Development
Unit
2009
Actual
2010
Actual
2011
Actual
2012
Actual
2013
Actual
2014
YTD
Town Board
Resolutions
FTE Employees
Newsletters
E-Newsletters
Website Page
Views
Twitter
Followers
Twitter Tweets
Urban Towns
Facilitated
Meetings
Adopted
#
#
#
19
16
2
3
NA
16
7
2
4
NA
15
11
2
4
NA
15
9
2
2
0
23
11
2
2
11
12
9
2
3
11
#
36,966
45,801
52,543
47,810
46,205
45,687
#
10
36
42
65
89
160
#
13
139
180
149
117
136
Meeting
NA
NA
3
4
N/A
N/A
TOWN GOALS, PLANS AND PRIORITIES
The Town of Buchanan has completed several efforts to develop overall community
goals, plans and priorities. The Town budget continues to reflect the findings of
these efforts. The following plans and other documents have been completed to date
and should be referenced for more detailed information.












Human Resource and Organizational Study (completed in 2009, update
conducted in 2013)
Town of Buchanan Comprehensive Plan (adopted 2007)
Open Space and Recreation Facilities Plan, 2013-2017
Economic Development Strategy (2013)
Strategic planning sessions held summers of 2007, 2008 and 2010
Emergency Response Plan (adopted 2012)
Official Map (adopted 2010)
Five Year Capital Improvement Plan (updated annually)
Stormwater Management Plan (completed in 2008)
Comprehensive Drainage Study (completed in 2011)
Personnel Policy Manual (last updated September 2012)
Fire and Rescue Bylaws (adopted 2007); EMS Squad Bylaws (adopted 2010)
Page 25
Budget Summary
2015 ADOPTED BUDGET SUMMARY
The total budget for 2015 is $4,568,612. The 2015 budget provides essential town
services in order to meet the needs of the community and all statutory or regulatory
requirements and mandates. 1
EXPENDITURES
Close scrutiny was placed on all department expenditures particularly any new
expenditures or significant increases in any line items. The Town continues to
devote the majority of operating expenditures toward public safety. Public works
operating expenditures contribute the next greatest segment of costs. Capital Outlay
was increased significantly for 2015 to accommodate intersection improvements to
College Avenue, Van Roy Road and Eisenhower Drive. Additionally, reconstruction
of Springfield Drive is included for 2015.
For some services an off-setting revenue is provided. The full cost of each service is shown. For example,
the full cost of Valley Transit services is shown. Reimbursement from the City of Appleton for Federal and
State grants for services are shown under revenues.
1
Page 28
KEY EXPENDITURES AND PROJECTS
The following are some of the key expenditures that are reflected in department
budgets for 2015 which are new or have significantly increased/decreased from the
previous year.

Funding to complete a building space needs analysis study.

Increased funding for Town Hall building maintenance.

Adjustments to staff salaries/wages/benefits.

Replacement of personal protective equipment (turnout gear) for Fire &
Rescue volunteers.

Increased general road maintenance (potholing, striping & ditching/cutting).

Elimination of Summer Fun in the Park program.

Elimination of ChickenFest Fireworks support.

Elimination of participating in the Fox Cities Regional Partnership program.

Replacement of Self-Contained Breathing Apparatus (SCBA) for Fire &
Rescue volunteers.

Increased capital outlay for roads and highways.

Funding to complete roundabout projects at County Road CE/Van
Roy/Eisenhower.

Funding to reconstruct Springfield Drive from Stillwater Trail to Eisenhower.

Funding to develop a park pavilion at Hickory Park.

Funding to repair tennis and basketball courts at Hickory Park.
Page 29
HIGHWAY EXPENDITURES
Wisconsin State Statutes require that Towns get approval from electors on highway
expenditures which exceed more than $5,000 per mile. The Town currently has
45.97 miles of road which means that the Town can have $229,850 of highway
related expenditures without Town elector approval. Highway expenditures include
a variety of activities including basic road maintenance, snow removal, signage,
ditch mowing, related engineering, paving, reconstruction, etc.
As shown on the following table, the 2015 budget required elector approval for
highway expenditures.
Town of Buchanan
Summary of Proposed Highway Expenditures
2015 PROPOSED Budget
Item
2015 Budget
Highway & Street Maintenance
Snow Removal & Winter Maintenance
Street Sign Supply & Expense
Ditching & Cutting/Mowing
Road Maintenance Safety/Tools/Engineering
Sub-Total
$70,000
$110,000
$6,000
$9,400
$16,000
$211,400
Sub-Total
$1,100,000
$620,000
$599,350
$2,319,350
TOTAL
$2,530,750
Highway/Road Capital Projects
CTH CE/Eisenhower/Van Roy Intersection
Springfield Drive Reconstruction
2015 Road Paving & Maintenance Projects
Town Mileage = 45.97 * $5,000 = $229,850. Therefore required to ask electors
to allow greater sum at the town electors meeting.
Notes: 2014 Approved Highway Expenditure was $630,000.
Overage
Requested
$2,300,900
Page 30
Page 31
Page 32
REVENUES
The Town’s general tax levy continues to be the greatest contributor to overall
revenues. Due to large capital projects planned for 2015, significant proceeds from
long-term debt will be required as shown. Public charges for service and
intergovernmental revenues provide the next highest revenue sources.
KEY REVENUES
The following are some of the key revenues that are reflected in the budget for 2015
which are new or have significantly increased/decreased from the previous year.

Tax levy increase of $350,000 for the exclusive purpose of road paving and
maintenance activities.

$1,397,000 in long term borrowing.

Increase in the residential waste collection special charge from $113.00/unit
to $123.00/unit.

Minor reductions in major state aids (shared revenues, general transportation
aids).
Page 33
TAX BILL SPECIAL CHARGES SUMMARY
Special charges are placed on property tax bills for specified services as allowed by
Wisconsin Statute 66.0627 or other allowable methods. Charges can be applicable to
all properties including tax-exempt or non-profits. Services which may be charged
directly to property owners through special charges include snow and ice removal,
weed elimination, street sprinkling, oiling and tarring, repair of sidewalks or curb
and gutter, garbage and refuse disposal, stormwater management, including
construction of stormwater management facilities, tree care, removal and disposition
of dead animals, loan repayment and soil conservation. The Town also has the
authority to collect special charges for street lighting. The Town of Buchanan
currently collects special charges for the following listed uses. Available
information on charges for 2015 is provided.

Street Lights: Special charges are collected for street lights in subdivisions.
The charge placed on the tax bill is based on actual costs which is variable by
subdivision depending on the types of lights and energy usage. Charge
typically range between $33 to $95.

Garners Creek Storm Water Utility (GCSU): The GCSU collects special
charges for landowners located within a defined service area. Charges are
based on Equivalent Runoff Units (ERU) which varies depending upon the
land use and impervious surface of the property. The 2015 ERU charge will
remain at $96/ERU

Residential Garbage: Fee charged to residential units receiving garbage
collection services. The 2015 Residential Garbage fee will be $123/unit.

Other Charges: Other special charges may be used as applicable, generally
for failure to pay a Town invoice or for delinquent sewer or water bills.
Page 34
Page 35
Page 36
Page 37
Capital Improvement Plan
Summary
Page 38
CAPITAL IMPROVEMENT PLAN SUMMARY
The Town annually completes a five year Capital Improvement Plan (CIP). This
plan is reviewed as a separate document and is typically preliminarily approved in
June or July. Projects included within the capital improvement plan are then
transferred to the Town budget. All capital projects are still considered preliminary
until the Town Board reviews the entire Town budget and approval is provided. For
further information on the Town’s CIP, please refer to the capital improvement
planning document. The CIP document also includes an analysis of Town debt. The
2015 capital improvement budget totals $2,570,350.
The following chart details capital expenditures by department for 2015.
Page 39
KEY CAPITAL PROJECT FUNDING SOURCES
The following are key capital project categories including revenue sources for 2015:
Page 40
Page 41
Department Budgets
Page 42
DEPARTMENT BUDGETS
The Town of Buchanan is a unique organization which operates somewhat outside of
a traditional department based organization. As shown in the Town’s organizational
chart, Appendix A, there are many services provided by the Town, but there is not
necessarily a corresponding department or department head. For example, the Town
does provide some park programming and also has obligations for park planning and
maintenance, but there is no park department or corresponding dedicated park
department employee. Public works is another example, as there is no actual public
works department. Services which are provided under public works are completed
through various contractors and staff.
Therefore, department budgets are organized based on categories required for
accounting purposes. These categories or departments are as follows:






General Government
Public Safety
o Fire & Rescue
o Emergency Medical Services
o Emergency Management
o Public Safety – Other Services
Public Works
Culture, Recreation and Education
Conservation and Development
Other Financing and Debt Service
Within each category or department the following information is provided in
addition to budget figures:




Program Description
Mission Statements
2013 Accomplishments
2014 Goals
Page 43
GENERAL GOVERNMENT
The General Government department currently includes a significant amount of
overall Town operations. In future years this department may be broken down
further to provide more detail. The department includes legislative services of the
Town Board, legal, Town administration, elections, financial administration, Town
maintenance and buildings and other general administration. These services vary
widely and serve to meet many of the Towns statutory duties as well as ensure
proper fiscal and other resource management.
MISSION STATEMENT
We provide for efficient and accurate management of Town functions including
elections, financial administration, budgeting, human resources, record keeping,
facilities management and legislative services. We serve as the primary point of
contact for our community and provide professional and cost effective management
to meet the highest standards of local government performance and accountability.
with the Town Board.
Page 44
Page 45
PUBLIC SAFETY – LAW ENFORCEMENT/INSPECTION
Law enforcement services are contracted through the Outagamie County Sheriff’s
Department to provide coverage to the Town through four officers. Crossing guards
are provided at Holy Spirit School through a joint municipal agreement with the
Village of Harrison.
MISSION STATEMENT
Through the use of contracted services, we provide our community a professional
and timely response to requests for services which includes the fair and equitable
application of the law, regulations and Town ordinances to meet the highest
expectations of public safety in our community.
Page 46
PUBLIC SAFETY – FIRE & RESCUE
Buchanan Fire and Rescue includes a volunteer fire department consisting of
approximately 32 members. The department has a volunteer Fire Chief who is paid
an annual stipend as well as department officers who provide further leadership
including two assistant chiefs. Services provided by the department include, but are
not limited to, fire suppression, accident clean-up, vehicle extrication, public
education and fire inspections. The department utilizes mutual aid agreements to
further supplement services and also utilizes automatic aid agreements with
Wrightstown Fire Department, Harrison Fire Department and Hollandtown Fire
Department.
MISSION STATEMENT
We strive to protect the lives and property of our residents, visitors and taxpayers of
our community while ensuring the health and safety of our firefighters. Buchanan
Fire & Rescue Department suppresses fires with a highly trained and equipped
volunteer fire department while ensuring the health and safety of our volunteers and
the community. We are “Dedicated to Service” as trained professionals in all aspects
of rescue, fire prevention and suppression, and the control of hazardous situations.
Page 47
Page 48
PUBLIC SAFETY – EMERGENCY MANAGEMENT
Emergency Management services are completed by the full-time Emergency
Management Services Coordinator, who also serves as the EMS Chief. Services
include creating a framework within the community to reduce vulnerability to
hazards and cope with disasters as well as pre-emergency planning for Town events.
This includes being capable and prepared for responding to and recovering from
threatened or actual natural disasters, acts of terrorism or other manmade disasters.
MISSION STATEMENT
The mission of Town of Buchanan Emergency Management is to coordinate,
implement and lead our Town government emergency management. Enabling
effective preparation for and efficient response to, emergencies and disasters in order
to save lives, reduce human suffering and reduce property loss. To accomplish this
mission, the Town of Buchanan Emergency Management develops plans and
procedures to ensure the highest levels of mitigation, preparedness, response and
recovery.
Page 49
PUBLIC SAFETY – EMERGENCY MEDICAL SERVICES
The Emergency Medical Services (EMS) department consists of a total of nine
members. The squad has a full-time Chief and the members are volunteers. The
squad is dispatched simultaneously with an ambulance service to respond to all
medical related calls and provides the necessary care until the transporting
ambulance service arrives and transports the patient to the hospital. The department
serves the entire Town and also has mutual aid agreements with other municipalities.
Each member utilizes their personal vehicles which are set up and equipped as
emergency vehicles.
MISSION STATEMENT
The Town of Buchanan EMS Rescue Squad is dedicated to continually providing
rapid and efficient high quality pre-hospital emergency care for our residents and
visitors. We strive to maintain a highly trained and well equipped EMS squad. This
is accomplished by highly dedicated members willing to serve their community in
which they live.
PUBLIC SAFETY – BUILDING INSPECTION
Other services provided within the public safety category include building inspection.
Building inspection is contracted for service with a state-certified building inspector.
Page 50
PUBLIC WORKS
The Town public works program is not defined by a particular department or
personnel, but services which it provides. Public works includes highway and street
maintenance, sanitation, a contribution to mass transit as well as other road related
facilities such as street lights and drainage. The Town completes the majority of
services through contracting and the assistance of a consulting Town Engineer.
MISSION STATEMENT
We responsibly manage transportation and drainage facilities in a safe, efficient and
fiscally responsible manner to provide the highest quality of life to our residents,
visitors and taxpayers of our community. Our contracted services are managed to
ensure high quality, value and performance for all our community.
Page 51
CULTURE, RECREATION AND EDUCATION
The culture, recreation and education program includes funding for Town park
maintenance and supplies, and other park or recreation related events or services.
MISSION STATEMENT
We seek to provide high quality park and recreation facilities and opportunities to
strengthen each resident’s sense of place in the community, promote health and
wellness, protect environmental resources and provide recreational experiences that
improve the quality of life for all.
Page 52
CONSERVATION AND DEVELOPMENT
The conservation and development program includes limited funding for Town
economic development efforts. It also includes all functions regarding planning and
zoning including the utilization of a Plan Commission and Board of Adjustment.
Stormwater and drainage management duties are also included in this program which
includes meeting the Town’s statutory requirements as a MS4 permitted community
for stormwater management.
MISSION STATEMENT
We strive to protect and promote the public health, safety, economic base and
general welfare of the community and protect the environmental assets for the future
through citizen participation, effective municipal codes, planning practices and
professional service contracting. We shall continually work to improve the unique
qualities of our community through innovative tools, collaborative approaches and
strategic decision making.
Page 53
OTHER FINANCING AND DEBT SERVICE
This program is provided to meet the Town’s budget and financing policies with
regard to undesignated funds, contingency funding and debt service. This program is
also provided so that other department budgets can include limited contingency
funding. Ideally, funding within this program will not be utilized during the year or
only used for emergencies or required unfunded activities that should arise during
the year.
MISSION STATEMENT
There is no mission statement for this department, funding is guided by Town
adopted budget and financing polices.
Page 54
Appendices
Appendix A: Town Organizational Chart
Appendix B: Budget and Financing Policies
Town of Buchanan
N178 County Road N
Appleton, WI 54915
Town of Buchanan
Budget and Financial
Policies
Adopted by Town Board: March 16, 2010
Town of Buchanan Budget and
Financial Policies
Table of Contents Introduction .......................................................................................3 Operations Budget Policies ...............................................................3 Annual Budget Process ......................................................................3 Development Philosophy ....................................................................3 Audit ................................................................................................4 Budget Adjustments and Balances ...................................................... 4 Budget Adjustments ..........................................................................4 Uncompleted Projects or Appropriations .............................................. 4 Budget Reporting ..............................................................................4 Donations .........................................................................................4 Collateralization .................................................................................5 Purchasing Policy...............................................................................5 Debt Policy .........................................................................................5 Objective ..........................................................................................5 Policy ...............................................................................................5 General Guidelines.............................................................................5 Refunding .........................................................................................6 Disclosure .........................................................................................6 Capital Improvement Plan Policy......................................................6 Policy ...............................................................................................6 General Guidelines.............................................................................6 Fund Balance Policy ...........................................................................7 Objective ..........................................................................................7 Definition ..........................................................................................7 Policy ...............................................................................................7 Procedure .........................................................................................7 Formula ............................................................................................8 Investment Policy ..............................................................................8 Objective ..........................................................................................8 Policy ...............................................................................................8 Investment Objective .........................................................................8 Delegation of Authority ......................................................................8 Ethics and Conflict of Interest ............................................................. 8 Authorized and Suitable Investments .................................................. 9 Town of Buchanan Budget and Financial Policies March, 2010 Page 2 Introduction
The financial policies of the Town of Buchanan establish a framework for the
overall fiscal management of the Town. They are guidelines that have been
established by the Town Board and should be followed when making
financial decisions impacting the future of the Town. These policies may be
updated by the Town in the future as necessary.
The purpose for these policies are:

To improve the Town’s fiscal position.

To provide a consistent framework for financial decision making in
lieu of changes in elected or appointed officials.

To improve credibility and confidence among residents, taxpayers,
and investors in the financial management of the Town.
Operations Budget Policies
Annual Budget Process
The Town will prepare an annual budget based on generally accepted
accounting principles. Department heads (Fire Chief, EMS Chief, Outagamie
County Sheriff, etc.), with assistance from the Town Administrator/Clerk, will
be responsible for preparation of their annual capital and operating budgets.
The Town Administrator/Clerk is responsible for creating the budget and
presenting to the Town Board for review and approval.
The Town Board will adopt the annual budget at a special meeting held for
that purpose in mid November, following a public hearing and following all
procedures as required by state statute.
Development Philosophy
The philosophy for Town budget development includes the following guides:

The Town will utilize information contained in the comprehensive
plan, emergency operations plan, strategic plan, and any other
planning documents for support of budget priorities.

The Town will strive to ensure that Town service priorities keep pace
with the needs of the community by incorporating a needs review as
part of the budget process.

Quality programs and services will be offered by the Town of
Buchanan. If expenditure reductions are necessary, program or
service elimination is preferable to poor or marginal quality
programs.
Town of Buchanan Budget and Financial Policies March, 2010 Page 3
As much as reasonably possible, Town services that provide private
benefit should be supported in whole or in part by fees and charges.
Audit
An annual audit will be performed by an independent public accounting firm
which will issue an opinion on the annual financial statements of the Town.
Budget Adjustments and Balances
Budget Adjustments
Mid-year adjustments within budgeted accounts of a department may be
made by department heads that have advised the Town Administrator/Clerk
accordingly. Budget amendments, which change a budget appropriation or
are transfers between departments must be approved by a 2/3 majority of
the Town Board. As necessary, typically at the end of the year, the
Administrator/Clerk may also present to the Board needed budget
adjustments to maintain a balanced budget at year end.
Uncompleted Projects or Appropriations
Any projects which are still considered open or uncompleted at year end
shall be presented to the Board at the last meeting held in December by the
Town Administrator/Clerk or during the budget approval process. The Board
shall determine if funds will be designated for the following year to complete
the open or uncompleted project.
All appropriations lapse at year end and, unless reserved for a specified use,
are transferred into the undesignated fund balance. Appropriations which
lapse at year end due to increases in efficiency or changes in services, or
projects that result in a new cost savings, shall be recognized by the Town
Board. Savings shall be used in future years to the benefit of the
department which developed the savings if feasible.
Budget Reporting
A statement of bills and a summary report of account balances shall be
provided to the Board at its monthly meeting for approval. Year to date
reports comparing actual to budgeted expenditures will be provided to the
Town Board upon request and provided to department heads bi-monthly or
quarterly.
Donations
Donations accepted by the Town for a specified purpose shall be used
exclusively for that purpose. For example, a donation made to Buchanan
Fire & Rescue for purchase of a specific piece of equipment shall only be
used for that purpose or the donation shall not be accepted.
Town of Buchanan Budget and Financial Policies March, 2010 Page 4 Collateralization
The Town shall maintain full collateralization of all Town accounts
throughout the year unless authorization is granted by the Town Board. The
Town may seek to collateralize accounts through the use of collateral
agreements with financial institutions or through diversification of accounts
at several institutions. Any collateral agreement shall be approved by the
Town Board.
Purchasing Policy
The Town shall maintain a Purchasing Policy as a supplement to these
Budget and Financial Policies which shall be reviewed and updated as
necessary and provide further detail on expenditure approvals.
Debt Policy
Objective
The Town shall strive to maintain a balanced relationship financing its capital
improvements through utilization of current revenues and issuance of long
term debt. The Town recognizes that access to capital markets over the
long term is dependent upon the Town’s commitment to full and timely
repayment of debt.
Policy
The Town may issue bonds and notes for purposes of financing its capital
improvements or to refund existing debt. The Town will not use long term
debt for financing current operations.
General Guidelines
1) The Town shall assess the fiscal impact of the debt prior to issuance.
2) The length of term of borrowing should not exceed the useful life of
the assets or projects for which funding will be used.
3) General obligation debt shall not exceed Wisconsin State statute
limitations of 5% of equalized valuation. The Town shall also set a
self imposed limit of 75% of the statutory limit as the ceiling for
general obligation debt.
4) Total annual debt service payments on tax-supported debt of the
Town will not exceed 25% of total general government operating
revenue.
5) The Town shall not incur debt obligations which have variable
interest rates, negative amortization, unusual deferred principal
payment or other risky attributes.
Town of Buchanan Budget and Financial Policies March, 2010 Page 5 Refunding
Periodic reviews of outstanding debt by Town staff shall be undertaken to
determine refunding opportunities. Refunding may be considered by the
Town Board if it appears there may be a net economic benefit. In general,
refunding for savings may be undertaken when the present value of future
annual debt service savings net of issuance cost amount to at least 3% of
the refunded debt.
Disclosure
The Town is committed to transparent financial disclosure, and to
cooperating fully with rating agencies, institutional investors, other units of
government, and the general public, in order to share clear, comprehensible,
and accurate financial information. The Town Administrator/Clerk or
designee shall provide continuing disclosure in compliance with any
continuing disclosure certifications that may be made at the time of each
debt issuance.
Capital Improvement Plan Policy
Policy
The Town shall create and maintain a five year Capital Improvement Plan
(CIP) to plan for and finance Town capital projects. As necessary, longer
term CIPs may be created.
General Guidelines
1) The CIP will be reviewed and updated annually.
2) Where feasible, the Town shall use all sources of revenue available
before using local property tax funds or borrowing. Department
heads are encouraged to apply for any private, state or federal
funding sources available to leverage local property taxes.
3) Expenditures and funding sources shall be so arranged as to smooth
out the property tax rate, therein avoiding significant fluctuations in
property tax rates from year to year.
4) The use of special assessment shall be in conformance with the
Town’s Special Assessment Policy.
5) Under no circumstances shall the Town install public improvements
for private development without fully securing the financial interests
of the Town.
6) The CIP will generally be financed on a “pay-as-you-go” basis.
However, the need to finance major expenditures by borrowing will
be reviewed as necessary and consistent with the Debt Policy. The
Town of Buchanan Budget and Financial Policies March, 2010 Page 6 decision to use current financial resources or to borrow will be based
on the following factors:
a. Type of Project – The projected useful life of the project will
be the determinant. The longer life of the project, the
greater justification for borrowing.
b. Cost of Project – The larger the cost of the project, the
greater justification for borrowing.
c. Funding Source – The degree of certainty that exists on the
future level and availability of a particular funding source is a
factor.
d. Fund Availability – If adequate fund balances are available,
there is less justification for borrowing.
e. Bond Market – Status of the market condition, i.e., interest
rates and terms.
Fund Balance Policy
Objective
A formal policy governing the purpose and parameters of an
undesignated/unreserved general fund balance and/or contingency fund
(hereafter referred to as the undesignated fund balance) is an effective
financial management tool. A formally adopted policy helps eliminate
ambiguity regarding the proper amount to maintain in the undesignated
fund balances.
Definition
The General Fund is the general operating fund of the Town. It is used to
account for all financial resources except those accounted for in segregated
funds. The undesignated fund balance is the portion of the General Fund
not assigned to a defined purpose. Currently the Town also sets aside funds
in a defined account referred to as the Contingency Fund.
Policy
To preserve working funds for cash flow purposes and adequately prepare
for unforeseen events which require ready access to funds, it is the policy of
the Town to maintain a minimum undesignated fund balance and/or
contingency equal to 15% to 25% of the operating budget. Limited
budgeting for contingencies should therefore be included in department
budgets.
Any appropriation from the undesignated fund balance or contingency fund
requires a two-thirds affirmative vote of the Town Board.
Procedure
The Town Administrator/Clerk shall annually review the levels of the
undesignated fund balance and contingency fund to ensure that appropriate
levels are maintained.
Town of Buchanan Budget and Financial Policies March, 2010 Page 7 Formula
The formula for computing the fund balance percentage is as follows:
Current Year Undesignated Fund Balance
Current Year Total Budget
= % of Fund Balance
(less capital outlay and debt service)
Investment Policy
Objective
To establish a uniform policy governing the investment of operating funds of
the Town of Buchanan.
Policy
It is the policy of the Town of Buchanan to invest public funds in a manner
that will provide the highest investment return consistent with the protection
of principle while meeting the daily cash flow demands of the Town. The
Town shall conform to all applicable legal requirements governing the
investment of public funds.
Investment Objective
The primary objectives, in priority order, of the Town of Buchanan
investment activities shall be:
1) Safety. Investments of the Town shall be undertaken in a manner
that seeks to ensure the preservation of capital.
2) Liquidity. Town investments will remain sufficiently liquid to enable
the Town to meet all operating requirements that might be
reasonably anticipated.
3) Return on Investments. Town investments shall seek a high rate of
return commensurate with the objectives of safety and liquidity.
Delegation of Authority
Management responsibility for the investment of funds is hereby delegated
to the Town Administrator/Clerk and Town Deputy Clerk with oversight by
the Town Board.
Ethics and Conflict of Interest
Officers and employees involved in the investment process shall refrain from
personal business activity that could conflict with proper execution of the
investment program, or which could impair their ability to make impartial
investment decisions.
Town of Buchanan Budget and Financial Policies March, 2010 Page 8 Authorized and Suitable Investments
The investment of Town funds shall be in accordance with Wisconsin
statutes. As practicable, investment amounts are limited to the maximum of
state and FDIC insurance limits for each institution unless collateralized.

Certificates of Deposit (CD). Town funds may be invested in a CD at
any financial institution authorized as a public depository for the
Town.

Local Government Investment Pool (LGIP). Town funds may be
invested in the Wisconsin Local Government Investment Pool.

U.S. Treasury obligations which carry the full faith and credit
guarantee of the United States government.

Money Market and Savings Deposit. Town funds may be invested in
interest bearing checking, savings and money market accounts
provided by a Town approved public depository.
Town of Buchanan Budget and Financial Policies March, 2010 Page 9 AGENDA ITEM 11b
DATE:
TO:
FROM:
RE:
November 13, 2014
Town Board
Administrator/Clerk Gregozeski, Fire Chief Schroeder, and Division Chief
Van Schyndel
Submittal of Assistance to Firefighters Grant Application
Background: The Fire Department requests to apply for an AFG (Assistance to Firefighters
Grant) to acquire an aerial truck, personal protective gear (SCBAs & turnout) and a laser driven
extinguisher (safety day training tool). Van Schyndel will write and submit the grant on behalf
of the Department with their assistance.
Fiscal Impact: This grant is a 95/5 percent match. The aerial is estimated to cost approximately
$950,000; therefore Town cost share would be approximately $47,500. PPE and safety training
equipment cost share will be $7,350. Further research will be completed to determine a more
detailed cost estimate prior to submitting the grant application.
Timeline: Grant applications will be due by December 5, 2014. Results on grant awards would
not be anticipated until March of 2015.
Suggested Motion: This agenda item is for “approval/denial” to submit the grant application.
Due to current budget constraints, Town Board approval or denial is requested before an
application for this grant is submitted.
Please note that approval to submit the grant does not mean funding has been approved in
2015 or future years. Any funding for this vehicle will be reviewed and approved with other
budget requests later in the year. However, should the Town be successful with this grant, Board
support for securing matching funds from contingency or the budget will be necessary to proceed
with acquisition in 2015.
JDG
###
AGENDA ITEM 11c
N178 County Rd N
Appleton, WI 54915
JOEL GREGOZESKI
Phone (920) 734-8599
Fax (920) 734-9733
To:
From:
Date:
RE:
e-mail: [email protected]
www:TownofBuchanan.org
Town Board
November 12, 2014
Engineering Services: Erosion Control, Stormwater Management & Drainage
BACKGROUND: Provided are three contracts from McMahon for Town Board consideration:
2015-2017 Erosion Control Observation Services
2015-2017 Drainage & Stormwater Plan Reviews (Non-Single Family)
2015-2017 Drainage Plan Reviews (Single Family)
OPTIONS & ANALYSIS: The Town has utilized the first contract with McMahon for several years. The
services provided are for inspection of commercial and industrial sites for compliance with an erosion
control plan. McMahon has a website in place documenting all inspections and we feel this service is
still best served through McMahon.
The second contract was approved by the Town Board for 2012-2014. Prior to 2012, the Town utilized
both Cedar and McMahon for advice and review of stormwater plans. We would request to continue
this agreement with McMahon so that their services are available when necessary. McMahon’s close
relationship with the Garner’s Creek Storm Water Utility and Outagamie County makes working with
McMahon advantageous depending upon the project. Depending upon the development project,
having the a single source engineer for stormwater management assists staff with answering developer
questions and completing reviews in a timely manner.
The third contract is a new service request. The Town having adopted stormwater management and
erosion control ordinances is required to review and enforce provisions for single family homes.
Presently, the Town’s contracted building inspector provides general review, however due to the
technical requirements for stormwater management; it is better suited to be performed by a
professional engineer.
FISCAL IMPACT: Costs for services under the contracts are billed directly to developers. Rates charged
for services appear consistent to industry standards. Erosion control observation services do typically
include billing for travel time, therefore having a local engineer with reasonable charges is important to
developers.
SUGGESTED MOTION: This agenda item is for “Approval/Denial”.
JDG
###
Our Mission: We are dedicated to providing essential Town services through quality-driven, citizen-focused and fiscally responsible efforts.
AGENDA ITEM 11d
N178 County Rd N
Appleton, WI 54915
Phone (920) 734-8599
Fax (920) 734-9733
To:
From:
Date:
RE:
JOEL GREGOZESKI
Town Board
November 13, 2014
Reserve Class B Liquor License Grant – Four Seasons Bar & Banquet
Background: Four Seasons Bar & Banquet Hall have formally petitioned the Town to review their
Reserve Class B Liquor License Grant at the November 2014 meeting. They are asking for $10,000 to be
used toward parking lot improvements at their location N192 Stoneybrook. This item was postponed
from the July 2014 Town Board meeting.
By resolution (adopted on April 16, 2002), the Town of Buchanan has provided a grant opportunity for
Reserve “Class B” Liquor License holders. As required by State Statute (Ch. §125), a minimum $10,000
fee is due for any approved Reserve “Class B” Liquor License. The Town has collected this fee. The grant
program awards a monetary value up to the $10,000 fee paid by the applicant.
The Town of Buchanan does not have a formal ordinance granting authority to issue such grants;
privilege was only established through formal Town Board resolution. As a result, the Town Board is
under no lawful obligation to provide such grants. In fact, legal counsel from the Wisconsin Towns
Association does NOT endorse such a practice. Therefore, issuance or denial of a grant is fully under
the discretion of the Town Board.
Grant Issuance History: When requested, the Town has issued these grants in the past. The most
recent grant was for the Chandelier Club in 2013 for $2,500. Grants have also been issued to Little
Chicago, Picnic Express, Uno’s, El Azteca, Charcoal Grill, Grillin’ Steakhouse, Red Robin, Red & White and
the St. James. Previously approved grants were for $9,500.
Considerations: The applicant, Mike Seliger, Four Seasons Bar & Banquet, has detailed the intended use
of grant funding for his business (Four Seasons Bar & Banquet N192 Stoney Brook). The following are
some points of consideration for the Board to discuss in making a determination on this grant request:
•
•
•
Does the Town have authority to issue such a grant. After further review, the Administration
does not agree that the Town has the full authority to issue grants of this nature.
However, if the Board is interested in issuing a grant, will it provide for one or more of the
following public benefits:
o Increase in property tax base;
o Provide additional employment opportunities;
o Attract tourism dollars to our local economy.
And, has the applicant thoroughly identified how this grant will be used? Will it provide for
public benefit?
Suggested Motion: This agenda item is for “Approval or Denial”. It is recommended that a motion for
approval specifically indicate the dollar amount of the grant and the specific reasons for
approval/denial.
JDG
###
AGENDA ITEM 11e
N178 County Rd N
Appleton, WI 54915
JOEL GREGOZESKI
Phone (920) 734-8599
Fax (920) 734-9733
To:
From:
Date:
RE:
Town Board
November 12, 2014
Speedway Heights Stormwater Pond Operations & Maintenance
BACKGROUND: The Town is responsible for the operations and maintenance of the Speedway Heights
Stormwater Pond which was constructed in 2011. In 2014, the Town contracted with NES Ecological
Services for maintenance and inspection services. NES Ecological Services provided sound operations,
maintenance and inspection reporting services in 2014.
Town Administration has solicited Requests for Proposals from qualified firms to perform maintenance
and inspection services for 2015. NES Ecological Services and McMahon provided proposals. Both firms
are qualified and experienced to perform the services requested.
The following costs have been provided:
McMahon:
$2,100 to $2,900 (Time and Material)
NES Ecological Services:
$3,650 to $7,350 (Time and Material)
FISCAL IMPACT: The Town budgeted $6,500 for all O&M related activities for 2015. This budget
amount was based on the services rendered in 2014. As shown above, McMahon has provided the low
bid proposal.
SUGGESTED MOTION: This agenda item is for Board approval or denial.
JDG
###
AGENDA ITEM 12b
OUTAGAMIE COUNTY
HIGHWAY DEPARTMENT
1313 HOLLAND ROAD APPLETON, WISCONSIN 54911-8947
PHONE: (920) 832-5673 FAX: (920) 832-2032
Visit our website at www.outagamie.org
October 31, 2014
«FirstName» «LastName», «JobTitle»
«Company»
«BusinessStreet»
«BusinessCity» «BusinessState» «BusinessPostalCode»
Re:
Implements of Husbandry (IoH) and Agricultural Commercial Vehicles (AG CMV) Changes
On October 27, 2014, the Outagamie County Highway, Recycling and Solid Waste Committee took action to
support Option F of Act 377 (see attached).
For vehicles that exceed the size and weight limits allowed under Option F of Act 377, operators will need to
apply for a permit to operate on a county highway. Applications are available at the Outagamie County
Highway Department or found at http://www.dot.wisconsin.gov/business/ag/permits.htm
The Outagamie County Highway Department office will not be charging an application fee at this time and will
begin accepting applications on December 1, 2014.
Sincerely,
OUTAGAMIE COUNTY HIGHWAY DEPARTMENT
Alvin J. Geurts
Alvin J. Geurts, P.E.
Highway Commissioner
AJG/crr
Enclosure – ACT 377 Local Government Options
S:\Town Board\Town Board Meetings\2014\11-2014\IOH adoption letter.docx
S:\Town Board\Town Board Meetings\2014\11-2014\IOH adoption letter.docx
AGENDA ITEM 12a
Human Resource and Organizational Study
Final Report
Town of Buchanan, Wisconsin
August, 2009
Table of Contents
LETTER OF TRANSMITTAL
1
INTRODUCTION.................................................................................. 2
2
METHODOLGY ................................................................................... 4
3
OVERVIEW OF TOWN ORGANIZATION .................................................. 6
4
SERVICE ASSESSMENTS .................................................................... 8
Survey Results .............................................................................. 8
Law Enforcement Service Assessments ............................................ 14
Fire Services Service Assessments .................................................. 19
Public Works Service Assessments .................................................. 23
5
COMPENSATION .............................................................................. 30
6
FINDINGS AND RECOMMENDATIONS ................................................. 39
DATA COLLECTION FORMS ......................................................... APPENDIX I
JOB DESCRIPTIONS ................................................................... APPENDIX II
SURVEY DATA .......................................................................... APPENDIX III
Mission Statement
Springsted provides high quality, independent financial
and management advisory services to public
and non-profit organizations, and works with them
in the long-term process of building their communities
on a fiscally sound and well-managed basis.
Springsted Incorporated
380 Jackson Street, Suite 300
Saint Paul, MN 55101-2887
Tel: 651-223-3000
Fax: 651-223-3002
www.springsted.com
LETTER OF TRANSMITTAL
August 18, 2009
The Buchanan Town Board
Ms. Angela Gorall, Town Administrator
N178 County Road N
Appleton, WI 54915
Re: Organizational Study
Dear Member of the Town Board and Ms. Gorall:
Springsted is pleased to transmit the Human Resource and Organizational Study for the Town of
Buchanan. The study design reflects four broad objectives established for this study:
•
•
•
•
A review and update of Town job descriptions
An analysis of compensation and benefits trends in comparable communities that could be used to
develop a recommended compensation program for the Town of Buchanan
Limited assessments of the Town’s law enforcement, fire, and public works services
Reviewing future Town staffing needs and recommending any changes that should be considered
to the Town’s organizational structure.
The study process provided opportunities for Town staff and various service providers to share
information with Springsted’s consultant team. It also included a customized survey used to obtain salary
and fringe benefit data, staffing and service statistics, and information on service delivery practices from
comparable communities identified in consultation with the Town Board and Town Administrator.
Many communities are evaluating options to contract for services as a means of responding to tight
economic times. The study finds that through contracting for services, Buchanan has done a good job of
providing quality services to residents at a reasonable cost. Although the study offers other service
arrangements for the Town’s consideration, we believe that it is unlikely that the Town can reduce costs
without a reduction in the service levels currently provided.
August 18, 2009
Page 2
Recommendations included in this study call for:
•
•
•
•
•
Adopting a compensation program
Evaluating the Town’s fringe benefit program
Increasing the number of general government staff
Creating an integrated Fire Department, including Fire and Rescue, Emergency Management and
First Responders, headed by a part-time Fire Chief
Designating a Town Engineer
The findings and recommendations presented in this report reflect the consultant team’s professional
opinion of the steps the Town can take to increase its efficiency and effectiveness and prepare for future
growth. We encourage the Town’s discussion and consideration of the recommendations offered in this
report.
Springsted expresses its thanks to the Town Board, the Town Administrator, and the Town staff who
participated in this study process. We deeply appreciate the time of town and village officials who
responded to the survey questionnaire and who responded to questions that came up as we analyzed the
survey data. We also appreciate the responsiveness of the Outagamie County Sheriff’s Department and
the Outagamie County Highway Department who provided service information and answered our
questions throughout the study. It has been a privilege to work with the Town; we hope that we may be
of service to the Town in the future.
Sincerely,
Sharon G. Klumpp, Senior Vice President
Consultant
maj
Joseph M. Murray, Vice President
Client Representative
Introduction
1
1. Introduction
Springsted Incorporated was retained by the Town of Buchanan, Wisconsin in
February 2009 to conduct a Human Resource and Organizational Study. Town
officials recognized that increasing demands were being placed on staff but they
did not have a clear vision of the type and level of services to be provided and
the staffing implications of these decisions.
The Town established the following objectives for the study:
¾ Evaluate existing positions to determine overall consistency of job
descriptions and assess the overload or available capacity to meet
future needs
¾ Evaluate employee compensation and benefits and recommend a
compensation plan or salary schedule
¾ Provide a limited assessment of Town law enforcement services
compared to other communities
¾ Provide a limited assessment of Town Fire Department services
compared to other communities including a review of paid and
volunteer positions
¾ Provide a limited assessment of Town public works services,
particularly with respect to road maintenance, minor repair, and snow
plowing
¾ Provide overall recommendations for future staffing positions,
compensation changes, and changes in the Town’s organizational
structure, commenting on building space or capacity issues.
To address these objectives, Springsted assembled a consultant team that
included an organizational management consultant and three subject matter
experts who formerly managed municipal law enforcement, fire, and public
works operations.
The study approach included many elements found in a traditional
classification and compensation study. As such, the study offers a
comprehensive review of the components that affect an organization’s
compensation program – position descriptions, current compensation
structure, the Town’s pay philosophy, regional market competitiveness of
Town salaries, the internal equity of salaries paid to comparable positions,
fringe benefits, and ongoing maintenance and administration of the
compensation system – and provides the foundation for developing a
classification and compensation system.
Conducting a limited assessment of three Town services – law enforcement,
fire, and public works – broadens the scope of the study beyond a
compensation study, necessitating a review of how services are currently
being provided and an identification of other service options.
Town of Buchanan, Wisconsin. Organization Study
Introduction
2
Meeting with Town employees and service providers was an important
aspect of the study. The consultant team met with employees to gather
information about their positions and to note changes occurring in the
functions handled by each employee. Similarly, the consultant team met
with service providers to get an understanding of service issues, including
changes in citizen demands and workload.
Comparable communities provided a wealth of information on their salary and
fringe benefit programs as well as staffing levels and approaches to service
delivery. Therefore, we want to recognize the following Wisconsin
communities who responded to our request for information: Towns of Clayton,
Grand Chute, Greenville, Harrison, Ledgeview, and Menasha and the Villages
of Combined Locks, Hobart, Kimberly, and Suamico.
Most importantly, we want to recognize the efforts of the Town staff who
completed Position Analysis Questionnaires, participated in job audits, and
provided other requested information. Lieutenant Proietti of the Outagamie
Sheriff’s Department and Commissioner Alvin Geurts and his staff at the
Outagamie Highway Department were helpful and prompt in providing us with
the information needed for this study. Finally, we particularly appreciate the
efforts of Town Administrator Angela Gorall who provided us with extensive
background information related to this study.
Methodology
3
2. Methodology
The study methodology is explained below.
1. The Springsted consultant team met with the Town Administrator to
establish a working relationship, to clarify the Town’s needs and
expectations of this study, and to obtain background information related
to the study.
2. The Town Administrator accompanied the consultant team on a tour of
the Town and its facilities.
3. Representatives of each service area met individually with the Springsted
consultant team and the Town Administrator to discuss such things as
their operations, staffing, service issues, and opportunities.
4. Springsted conducted an employee orientation session to explain the
study process and answer questions. Town employees received a
Position Analysis Questionnaire (PAQ) and instructions on how to
complete the form, found in Appendix I. They were encouraged to
participate in the study by using the PAQ to describe their job duties and
responsibilities. Employees also responded to questions on
characteristics and factors applicable to their position and provided
information needed to conform to the federal requirements under the
Americans with Disabilities Act. The employee’s supervisor then
reviewed the completed questionnaires for completeness and accuracy
and added any information relevant to the position.
5. The Springsted consultant team met with the Town Board to review
preliminary observations based on meetings with Town staff and service
providers and to clarify study expectations. The Town Board also
identified a list of comparable communities at this meeting.
6. The Springsted team reviewed each PAQ upon receipt and made
preliminary classification decisions. At this initial stage of the process,
any apparent discrepancies, conflicts or omissions were noted.
Springsted conducted eight job audits, one for each employee, to expand,
clarify or confirm available information. Existing position descriptions
were updated based on information provided in the PAQs and job audits.
Revisions were made and position descriptions were finalized.
7. Springsted developed a two-part survey to collect compensation and benefit
data and information about staffing levels and service delivery; the survey
can be found in Appendix I. Comparable communities were asked to
provide actual salaries and salary ranges for similar positions, features of
their benefits programs, and general information on compensation plans,
such as whether an open range or step system was utilized, the spread of a
range between its minimum and maximum rates, the number of years to
reach the maximum salary rate, number of steps if utilized, and percentages
between steps and grades. The second part of the survey asked a series of
questions dealing with staffing and service statistics, and service delivery
approaches.
Methodology
4
The table below shows the communities asked to participate in the survey:
Table 1: Communities Invited to Participate in the Study
Community
Towns
Clayton
Freedom*
Grand Chute
Greenville
Harrison
Ledgeview
Menasha
Villages
Combined Locks
Hobart
Kimberly
Little Chute*
Suamico
* Did not participate
County
Compensation
&
Staffing
Service
Statistics
Assessment
Population
Winnebago
Outagamie
Outagamie
Outagamie
Calumet
Brown
Winnebago
3,500
5,640
20,520
9,401
8,677
5,407
17,375
Outagamie
Brown
Outagamie
Outagamie
Brown
3,036
5,873
6,245
11,000
10,945
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
8. Using the salary and benefits data supplied by comparable government
organizations, a proposed compensation plan was developed. The plan
includes suggested guidelines for implementation and ongoing
administration. These guidelines provide for annual adjustments to the
salary schedule ensuring that the Town’s pay scale stays current with
changing economic and market conditions. The guidelines also provide
for annual salary adjustments based on employee performance that meets
or exceeds job expectations.
9. An overview of each service area was compiled, including an evaluation
of service options available to the Town. The law enforcement and
public works options discuss the implications associated with contracting
for the service or providing the service with Town staff.
Overview of Town Organization
5
3. Overview of Town
Organization
The Town of Buchanan is located in northeastern Wisconsin. Located in
Outagamie County, it has a population of 6,708 residents. Buchanan is bounded
by the Cities of Appleton and Kaukauna, the Villages of Kimberly and
Combined Locks, and the Towns of Harrison, Holland, and Woodville. The
Town covers 16.6 square miles with a density of 404 persons per square mile.
Land use patterns in the Town vary from suburban neighborhoods and highway
commercial districts to farms and large lot single family residences.
The Town operates under a five-member Town Board/Town Administrator form
of government. The Town Board is assisted by a seven-member Plan
Commission. The Town offers basic municipal services; many are provided
under contract with other entities or individuals, including law enforcement,
public works, building inspections, information technology, and assessing.
Services provided by Town staff include administration, finance, elections,
maintenance, planning and zoning, and emergency management services. The
Town also has a Volunteer Fire Department and first responder unit and
contracts with the Village of Wrightstown to provide fire service to the
northeast portion of Buchanan. In addition, two special service districts serve
the Town of Buchanan: Garners Creek Storm Water Utility and the Darboy
Joint Sanitary District.
The Town has a staff of 4.2 FTEs (full-time equivalents) consisting of two
regular full-time employees, the Town Administrator and the Emergency
Management Services Coordinator, and three regular part-time employees, the
Deputy Clerk, Administrative Assistant, and Maintenance Worker; its
employees are not unionized. The Fire Chief is a volunteer position which
receives a stipend. The Town Treasurer is elected and receives a flat fee for
services provided. In the summer, a seasonal part-time employee is hired to
assist the Maintenance Worker with the increased workload.
The existing organizational chart is shown on the following page.
6
Figure 1: Town of Buchanan Organizational Chart
7
The Town’s adopted 2009 budget totals $2,412,513. A breakdown of
expenditures is shown below.
Figure 2: Town of Buchanan
2009 Adopted Budget
General Government
$351,816
Public Safety $693,498
Public Works $484,085
Other $50,750
Contingency & Reserves
$111,894
Debt Service $196,861
Capital Outlay $523,609
Service Assessments
8
4. Service Assessments
Survey Results
The research for this study comes primarily from surveys completed by
communities with populations ranging from 3,036 to 20,520. All are located
near the Town of Buchanan, in one of four counties—Brown, Calumet,
Outagamie, and Winnebago. Six townships and four villages responded to the
survey. Each respondent is listed below along with current population, area,
and density expressed as population per square mile.
Table 2: Community Statistics
Population
City Area in Sq. Miles
Population per Sq. Mile
Town of
Buchnan
6,708
16.6
404
Town of
Clayton
3,500
33.8
104
Town of Town of Grand Town of
Freedom
Chute
Greenville
0
20,520
9,401
35.8
25
35.8
0
821
263
Town of
Harrison
8,677
30
289
Town of
Ledgeview
5,407
17.8
304
Town of
Menasha
17,375
12
1,448
Village of
Combined
Locks
3,036
1.7
1,786
Village of
Hobart
5,873
33.3
176
Village of
Kimberly
6,245
2
3,123
Village of
Little Chute
11,000
4.5
2,444
Village of
Suamico
10,945
59.3
185
Recognizing that certain differences exist in the powers granted by state law to
towns and villages, this study presents its findings based on an analysis of the
prevalent staffing and service patterns of towns, noting variations that may be
attributable to population and service area. Similarly, the study also examines
data provided by villages to identify staffing and service arrangements which
are more a function of population.
Overall survey responses indicate differences in the mix and level of services
provided by communities. These differences may be based on policies adopted
by the governing body that reflect citizen preferences. The responses also
demonstrate various methods of delivering services from having the service
provided by town or village staff to contracting for services and relying upon
another jurisdiction to provide the service. These different service models make
it difficult to compare staffing levels and service metrics with precision.
Based on our review of survey responses, communities with populations under
10,000 provided the best staffing comparison. The table on the following page
shows the number of general purpose staff for these communities.
Service Assessments
9
Table 3: General Government Staffing
Study Communities Under 10,000 Population
Community
Buchanan
Clayton
Greenville
Harrison
Ledgeview
Hobart
Kimberly
Average
Population
Administration
Finance
Planning
General Gov't
FTEs
6,708
3,500
9,401
8,677
5,407
5,873
6,245
1.6
2
3
3
1
2
3
2.23
0.74
1
0
0
2
2
1
0.96
0
0
0
0
2
3
0
0.71
2.34
3
3
3
5
7
4
3.91
General Gov't
FTEs per 1,000
persons
0.35
0.86
0.32
0.35
0.92
1.19
0.64
0.66
General Government. General government staffing, expressed as FTEs per
one thousand population averages 0.66 FTEs and ranges from a low of 0.32
FTEs to a high of 1.19 FTEs per one thousand population. Buchanan is at the
low end of this range with 0.35 FTEs per one thousand population. (Note:
Survey data on FTEs are not in sufficient detail to allocate regular part-time
staff to those functions. Therefore, table 3 may understate staffing for the study
communities).
Administration. In communities with a population of under 10,000, the
administrator often wears multiple hats, depending upon his or her particular
skill sets. Those administrators who have strong financial skills tend to take on
more finance responsibilities while those who have more experience in planning
may take on some of the duties performed by a planner. Therefore, staffing
patterns often reflect the particular strengths and skills of individual employees.
Administrative staffs among the survey respondents ranged from 1 to 4
employees; four towns have three-member administrative staffs. In the Town of
Ledgeview, the administrator also performs clerk duties. In the Towns of
Clayton and Greenville, the administrator performs planning and zoning duties.
Administrators for the Villages of Combined Locks and Kimberly also report
performing clerk and planning and zoning duties.
Finance. Three towns report that they do not have any finance staff,
suggesting that financial duties are handled by administrative staff. The Towns
of Grand Chute and Ledgeview report having two-member financial staffs while
the Town of Menasha has six employees in its finance department. All of the
villages report having finance department staff.
Service Assessments
10
Planning. Seven of the nine communities responding to questions on planning
have at least one full-time planner on staff. In the Towns of Clayton and
Greenville, planning activities are performed by the administrator. Clayton
contracts with a consulting planner when the administrator does not have
sufficient time available to devote to a planning application.
Law Enforcement. Law enforcement services for all of the towns surveyed
with a population under 10,000 are provided by the county sheriff. These towns
do not have officers dedicated to the community; rather deployment of officers
is determined by the county sheriff.
Table 4: Law Enforcement Service Approach
Town
Grand Chute
Menasha
Greenville
Harrison
Clayton
Ledgeview
Law Enforcement Service Approach
In-house, studying a merger with the Appleton Police
Department
In-house
Outagamie County, no contract
Calumet County, no contract
Winnebago County, no contract
Brown County, no contract
Under Wisconsin law, villages must provide police services by establishing a
police department or contracting for services. Three of the four villages
responding to the survey had police departments. The Village of Suamico
contracts with Brown County for law enforcement services.
Entities with police departments or who contract for law enforcement services
reported an annual average of 7,674 calls for service. The average number of
calls for service per capita is .74. Based on 2008 calls for service, Buchanan
reported 3,437 calls for service or .51 calls for service per capita. Calls for
service data were not reported by those towns who rely upon the county sheriff
for law enforcement.
Table 5: Calls for Service
Community
Grand Chute
Menasha
Suamico
Buchanan
Kimberly
Combined Locks
Average
Population
20,520
17,375
10,945
6,708
6,245
3,036
Annual Calls for
Service
20,563
7,388
3,731
3,437
8,650
2,272
7,674
Calls for Service
Per Capita
1.00
0.43
0.34
0.51
1.39
0.75
0.74
Service Assessments
11
Fire. All of the towns we surveyed with a population under 10,000 reported
having a volunteer fire department. Grand Chute has a combination department
with 19 full-time fire fighters and 42 volunteers; and Menasha has 5 full-time
fire fighters and 52 volunteers. All of the towns reported having first
responders and/or emergency medical technicians (EMTs), except for
Ledgeview.
Table 6: Fire Service Approach
Town
Grand Chute
Menasha
Greenville
Harrison
Clayton
Ledgeview
Fire Service Approach
Combination full-time and volunteer
Combination full-time and volunteer
Volunteer
Volunteer
Volunteer
Volunteer
All four villages responding to the survey had volunteer fire departments.
Combined Locks offers first responder services while Hobart offers first
responder and EMT services. Neither Kimberly nor Suamico report having first
responders and/or EMTs.
The average annual number of fire calls (excluding emergency medical calls)
for survey respondents under 10,000 population is 85. The average number of
fire calls per 1,000 population is 15; for Buchanan the number of fire calls per
1,000 population is 8. For communities under 10,000 population, the average
number of fire fighters per capita is 37. The Town of Buchanan has 27
volunteer fire fighters.
Table 7: Fire Services Number of Fire Calls
Community
Greenville
Harrison
Buchanan
Kimberly
Hobart
Ledgeview
Clayton
Combined Locks
Average
Population
9,401
8,677
6,708
6,245
5,873
5,407
3,500
3,036
No. of Volunteer Annual Calls for
Firefighters
Fire Service
48
107
60
70
27
55
26
100
35
75
35
70
44
90
24
30
37
85
Calls for Service
Per 1,000
Population
11.382
8.067
8.199
16.013
12.770
12.946
25.714
9.881
14.996
Service Assessments
12
Some of the survey responses on the number of first responders/EMTs and the
annual number of medical runs raised questions regarding the accuracy and
validity of the data. Data from Greenville and Harrison provided the best
comparison to Buchanan.
Table 8: EMT Comparison
Community
Greenville
Harrison
Buchanan
Kimberly
Hobart
Ledgeview
Clayton
Combined Locks
Average
No. of First
Responders
14
8
6
0
7
0
20
24
10
No. of EMTs
14
0
1
0
3
0
0
0
Annual Calls for
First Responders
199
200
200
0
50
10
NA
1
162
Public Works All of the towns responding to the survey reported having an
in-house public works department. Only one town, Ledgeview, relies solely
upon a third party contract to provide road maintenance and snow removal
services. This is a long-standing contract with a private contractor; the cost of
services is determined by the rate established for the piece of equipment used,
e.g. plow, grader, front-end loader. Since Ledgeview does not own heavy
equipment, any maintenance projects requiring heavy equipment must be
contracted.
Two towns augment their public works staff through contracts. The Town of
Grand Chute contracts for some of its road maintenance projects while the
Town of Greenville has a contract with Outagamie County that gives it the
flexibility to use the County for different tasks, such as snowplowing in rural
areas, ditching with larger equipment, and paving a small percentage of the road
paving projects.
Table 9: Public Works Service Approach
Town
Grand Chute
Menasha
Greenville
Harrison
Clayton
Ledgeview
Public Works Service Approach
In-house, some contracts for road maintenance
In-house
In-house, contract with Outagamie County for various tasks
In-house
In-house
Combination in-house and private contracts for snow removal
and street maintenance
Service Assessments
13
All four villages responding to the survey have in-house public works
departments. In addition, the Village of Hobart contracts for some street
maintenance projects.
From our analysis, density appears to be a significant factor in determining the
level of public works. Based on the table shown below, the Village of Kimberly
has the highest density with 3,123 persons per square mile. The village has 13
public works employees, or 6.5 staff per square mile. In contrast, the Town of
Clayton has a density of 104 persons per square mile and 3 public works
employees, or 0.1 staff per square mile. For towns with less than 1,000 persons
per square mile, the ratio of public works staff per square mile is 0.2. For
Buchanan, this would indicate a staffing level of 3.32 public works staff. (Note:
Data reflects only regular full-time staff. Staff per road miles would be a better
measure; survey respondents were not asked to provide this information and it
could not be located on the Wisconsin Department of Transportation website).
Table 10: Public Works Staffing Comparison
Population per sq. Public Works Staff per
Community
Population
Area (sq.miles)
mile
staff
square mile
6,245
2.0
3,123
13
6.5
Kimberly
Combined Locks
3,036
1.7
1,786
6
3.5
Menasha
17,375
12.0
1,448
15
1.25
Communities with a density of less than 1,000 people per square mile
Grand Chute
20,520
25.0
821
8
0.3
Suamico
10,945
59.3
185
12
0.2
Greenville
9,401
35.8
263
7
0.2
Harrison
8,677
30.0
289
5
0.2
Hobart
5,873
30.0
196
4
0.1
Ledgeview
5,407
17.8
304
2
0.1
3,500
33.8
104
3
0.1
Clayton
9,189
33.1
309
5.9
0.2
Average
Buchanan
6,708
16.6
404
NA
NA
Engineering. All ten communities responding to questions on engineering
services had an engineering function. Eight communities, or 80% of
respondents, report contracting with private firms for engineering services. Two
communities, the Town of Grand Chute and the Village of Suamico, have inhouse engineering staff. The Town of Grand Chute supplements its engineering
staff with consulting engineers as needed.
Building Inspections. Six of the ten communities responding to questions on
building inspections report having one or more full-time inspectors. Two
respondents have a regular part-time inspector; two communities contract for
building inspection services.
Service Assessments
14
Information Services. Three towns contract for information services while
three towns perform information technology services in-house. Three villages
report that they contract for information services.
Law Enforcement Service Assessment
The Town of Buchanan has been contracting with the Outagamie Sheriff’s
Department to provide law enforcement services since 1996. The current
agreement establishes a continuous, 24/7 patrol coverage in the town. The only
time that a Buchanan deputy can leave his/her post is to respond to a Part 1 call
involving a violent crime against persons. When a Buchanan deputy makes an
arrest and is out of service, another deputy who “floats” between the County’s
four patrol districts is assigned to Buchanan. The floater is also used during
those times when required training impacts regular staffing.
Under the contract, the Sheriff’s Department provides four deputies to patrol; a
fifth deputy serves as the school liaison officer during the school year and works
the 7 p.m. – 3 a.m. shift in the summer. Deputies are scheduled to work eight
hour and twenty minute shifts five days on, two days off, five days on and three
days off. Overtime, which is used primarily for report writing, is minimal
reflecting an estimated 157 hours or slightly more than 2% of the annual
number of hours provided under contract.
Staffing of the contract occurs through an annual posting based on seniority.
The Buchanan assignment is attractive; the deputies who bid for this assignment
tend to have more experience and to bid for the assignment year after year. This
arrangement benefits Buchanan by providing experienced deputies who have
developed a good knowledge of the community and its service needs.
Each assigned deputy has a take-home vehicle. The Sheriff’s Department
confirms that take home vehicles are assigned to all deputies who provide patrol
services in the county. Cars assigned to the Buchanan deputies are marked with
the Town’s insignia giving further identification to the town. Vehicles are
usually replaced every 4-5 years, or when they reach 120,000 miles.
In 2007, there were 4,436 calls for service compared to 3,437 in 2008. Through
June 2009, there were 1,673 calls; based on this six-month experience, 3,350
calls for service are projected for Buchanan in 2009. Based on this information,
the Town averages 3,741 calls annually.
All calls for service are dispatched through the Outagamie Sheriff’s
Department, which provides dispatching services for 14 police departments in
the county as well as for all fire departments and emergency transport services.
Calls for service received by the Sheriff are routed to the Buchanan deputies.
This centralized dispatching arrangement provides efficiency and facilitates
coordination when a multi-jurisdictional response is needed.
Service Assessments
15
The services provided by the Outagamie Sheriff’s Department demonstrate
support for the principles and practices of community policing. Experienced
deputies who have developed a knowledge and understanding of the
community, squad cars marked with the town’s insignia, and crime prevention
programs are hallmarks of community policing. Crime prevention activities
include GREAT, a gang resistance program targeted to students, and a
Neighborhood Watch program that is run by a County investigator who lives in
Buchanan but is not assigned to the contract. Other programs include a bicycle
safety program and community presentations.
The Sheriff’s Department provides periodic reports to the Town, breaking down
the number and type of calls received. These reports should be accompanied
with narrative to give Town officials an idea of what’s happening in the
community and identify developing trends. For example, if the Sheriff’s
Department is responding to increased narcotics activity, this should be noted in
reports filed with the Town along with a summary of steps being taken to
address the issue.
The Sheriff’s Department is taking actions to increase the efficiency and
effectiveness of services provided. Efforts are underway to develop
performance measurements to provide the County Sheriff with additional
information on the efficiency of its operations. These performance
measurements will allow the County Sheriff’s Department to present more
detailed information about trends and the plans for responding to those trends.
In addition, the Sheriff is selecting random incident reports and sending surveys
to the subject of the reports to obtain feedback that will be used to examine how
services can be improved.
The Sheriff’s Department understands that the Town’s growth is projected to
increase to 10,000 by 2020 and that increased commercial growth is expected
with 20 to 30 commercial lots currently available. It is willing to provide
additional dedicated deputies based on the level of services the Town wants to
provide.
The 2009 estimated cost of the contract is $485,589, based on the salary,
overtime and benefit costs for five officers and the costs of operating five squad
cars. 86.3% of the contract estimate reflects personnel costs while 9.3% covers
vehicle costs. A 5% administrative fee is charged on salary, overtime, and
benefit costs only, representing 4.3% of the estimated contract costs. The
administrative fee used to be calculated on the total contract cost; the recent
change was made at the Town’s request to exclude vehicle and fuel costs from
the administrative fee.
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Three survey respondents, the Villages of Combined Locks, Hobart, and
Kimberly, provided salary information on police officers. The average salary
for a police officer is $44,115 and the minimum and maximum rates are
$36,887 and $51,343, respectively. Although not designated as comparable
communities, Outagamie County and the City of Appleton provided us with
their minimum and maximum rates for patrol officers, shown in Table 11.
For purposes of this study, the maximum salary rates define the salary for
experienced law enforcement officers. At the minimum rate, the spread
between the highest and lowest annual salaries is 27.5 % while at the maximum
rate the spread is 15%. This information suggests that it is possible to hire entry
level officers with little experience at a lower cost. However, entry level
officers require field training and more supervision which offsets some of that
savings. We also note that salaries for village police officers are lower across
the board compared to the City of Appleton and Outagamie County, which
would suggest that the villages likely experience turnover in their patrol
positions. To the extent that turnover is occurring, the villages could experience
increased administrative costs needed to hire and train new officers.
Table 11: 2009 Patrol Officers Salaries
Community
Minimum Salary
Rate
Midpoint
Maximum Salary
Rate
City of Appleton
$47,029
$52,999
$58,968
Outagamie County
$41,546
$47,382
$53,217
Salary Survey
$36,887
$44,115
$51,343
Salary costs listed above do not reflect benefit costs. The contract with the
Sheriff shows benefits as ranging from 56% to 59% of a deputy’s salary.
The fringe benefits calculation includes:
FICA
Retirement
Health
Dental
Life Insurance
Clothing
7.50%
19.70% (Employee 5%, + Employer 14.7%)
24.00%
1.00%
0.17%
0.56%
The Town Board is looking for information to determine if Town citizens are
receiving the most cost-effective level of service. Cost, efficiency, and quality
are intertwined. Therefore, reducing the cost of service requires an examination
of the changes in the level and quality of service that are acceptable to the
community. We note that the 24/7 coverage Buchanan provides is higher than
that of the towns with populations under 10,000 that participated in the survey.
Service Assessments
17
These towns receive services from the county sheriff’s department based on the
deployment model determined by the county sheriff.
We have identified four service level/provider options the Town could consider.
1. The Kimberly High School PSL reimburses the Town of Buchanan for
the cost of the school resource officer. In 2009, this amount is
estimated at $73,000, or 76% of the annual cost of a deputy, including
salary and fringe benefits, applicable administrative costs, and vehiclerelated costs. When school is not in session, the school resource officer
is assigned to Buchanan, and the Town pays the remaining 26%, or
$22,857. The Town could forgo the fifth deputy for those months that
school is not in session for a savings of $22,857 while preserving 24/7
patrol coverage. To effect this option, the Town would need to give
sufficient notice to the Sheriff’s Department, so its staff allocation could
be adjusted.
2. Reduce the level of service by dedicating a deputy during the top hours
of activity or allowing Buchanan to be covered according to the
sheriff’s standard deployment model. Regular county-wide staffing is
done on the basis of four service areas. One deputy is assigned to each
district and two floaters cover the entire county going where they are
needed. In these two options, response time could be affected if
deputies have to cross the Fox River to respond to a call. This option
would also require coordination with the Sheriff’s Department to allow
for changes in staff allocation.
3. Look to another provider, other than the Outagamie County Sheriff’s
Department. As earlier information shows, it may be possible to reduce
costs by contracting with another provider that has a lower salary scale.
We do not believe that a law enforcement provider should be selected
on cost alone. The Town places a strong value on having law
enforcement services provided by officers who know and understand
the community. However, as we noted earlier, departments that pay
lower salaries may experience greater turnover offsetting potential
savings with the cost of more frequent changes in personnel.
We also found it interesting to note that geography is one of the reasons
that Grand Chute and Appleton are exploring the possibility of a
merger; areas of the town are intertwined with the city which provides a
service incentive to look at a cooperative model for providing police
services. Reducing administrative costs is another reason to look at a
cooperative model—a merger allows the communities to save money by
streamlining management and administrative functions that are
currently duplicated in both departments.
Service Assessments
18
4. Establish an in-house police department. This option is essentially a
variation of changing the service provider.
Data obtained through the survey suggests that it may be possible to
reduce costs if the salary structure is lower than the current provider.
However, we would also expect the Town to incur higher management
and administrative costs than under its existing contract. An in-house
department needs to have a chief. Although survey data on police chief
salaries is limited, the Town could expect to pay an annual salary of
$60,000 to $75,000. Some of the work performed by a chief, e.g.
developing administrative procedures and administering training, would
duplicate work already being done by the Sheriff’s Department.
Examples of other expenses the Town would incur include purchasing
of vehicles and equipment, vehicle and equipment maintenance, and
increased human resources administration, which could include labor
negotiations and contract administration, if officers were unionized.
Similarly, the cost of professional liability insurance would also
increase. While the Town indemnifies the County in certain instances,
the insurance coverage for the Sheriff’s Department County is broader
and would have a higher cost because it covers such things as the
negligence of an officer.
We have identified two recommendations for law enforcement services:
1. Review the assignment of take-home vehicles. While assigning take
home vehicles to deputies is the practice followed in the Outagamie
Sheriff’s Department, we are aware of many law enforcement agencies
that do not assign officers take-home vehicles. Instead, officers use
pool cars and the agency is able to reduce the number of vehicles in its
fleet. We did not research the history of assigning take home vehicles
to deputies and whether the Sheriff’s Department has analyzed the costs
and benefits of take home vehicles. This may be a subject for further
discussion with the Sheriff’s Department when negotiating the service
contract.
2. Establish a format and frequency for receiving more detailed
information about the services provided. The Sheriff’s Department is
taking steps to increase the amount of information being provided to the
Town. We would encourage discussions between the Town and the
Sheriff’s Department to identify the type of information that will be
prepared and how the information will be used to set law enforcement
service goals and objectives.
Service Assessments
19
Fire Services Service Assessments
The Town has a 28-member Buchanan Volunteer Fire Department (BVFD) and
provides fire, rescue and first responder services. Of the 27 fire fighters, six are
also certified as first responders or EMTs. The department also includes a first
responder who is not a firefighter. In 2008, the BVFD responded to 55 fire calls
and made 200 medical runs.
The 2009 adopted budget provides funding for fire, rescue and emergency
management as follows:
Table 12: Town of Buchanan Fire Services 2009 Adopted Budget Breakdown
Fire and Rescue
$117,715
First Responders
$29,508
Emergency Management
$47,575
Total
$194,798
The Fire and Rescue budget includes a $4,000 contract with the Village of
Wrightstown to provide fire service in the northeastern part of Buchanan. The
contract also includes a rate for fire call and establishes a not to exceed total
contract amount of $20,000. This contract replaces a previous contract the
Town had with Hollandtown which had an annual 2008 cost of $24,631.
Staffing is consistent with accepted standards, providing for minimum staffing
levels and response times in accordance with the National Fire Protection
Association (NFPA) 1720 which addresses standards for volunteer fire
departments. Standards for suburban and rural areas call for a ten and fourteen
minute response, respectively, at least 80% of the time.
The department has three paid positions including a volunteer fire chief, a fulltime emergency services coordinator, and a department secretary. Like many
volunteer departments, coverage can be an issue, particularly on regular work
days and summer weekends. Creating the emergency services coordinator
position has helped to address coverage issues; during regular work hours the
emergency coordinator responds to calls. The emergency services coordinator
also serves as the EMS chief for the first responders.
The current volunteer fire chief is the first department chief to be appointed by
the Town Board; he serves at the pleasure of the Board and does not have a set
term. Previous chiefs were elected by the members of the department. The
Town Board’s appointment of the Fire Chief is an appropriate exercise of its
powers and ultimately demonstrates its oversight and accountability for
providing these services.
Service Assessments
20
Selecting a chief by the popular vote of department members exposes the Town
to potential liabilities. In our review of the department’s by-laws, we note that
department members forward a list of three recommended candidates from
which the Town Board makes the appointment. If more than three members
express an interest in the position, members elect three members by a secret
ballot to forward to the Town Board. This provision seems inconsistent with
the Equal Employment Opportunity clause included in the by-laws and could
expose the Town Board to potential liabilities.
Firefighters are eligible to receive a Length of Service Award. The amount of
the annual payment is determined based on the number of calls and training
drills attended. Vesting occurs in 10 years; payout occurs with 20 years of
service. The Fire Chief receives $8,000 annually; the department secretary is
paid $1,200, annually. The Town also pays certified and non-certified
inspectors an hourly rate of $17.50 and $12.50, respectively.
The Fire Department operates from one station which is co-located at the Town
Hall. The Town Hall garage houses five pieces of apparatus: two fire engines,
one tanker, which the department hopes to replace in the near future, one
support unit, one pick up truck, and one boat.
Mutual aid is provided by surrounding communities. The on-duty deputy
sheriff is usually the first on the scene of an emergency call. All deputies are
crossed trained to provide some first responder services and they carry
automatic defibrillators in their vehicles. The Fire Department reports a good
working relationship with the Sheriff’s Department. EMS transport services are
provided by the City of Kaukauna or Gold Cross. Buchanan does not provide
transport services.
Over the past year, many changes in the Fire Department have taken place as a
result of the efforts of the new volunteer Fire Chief, the Emergency Services
Coordinator and the Town Administrator to ensure department compliance with
state and local regulations. Work continues on the Department’s standard
operating procedures. As the procedures are revised, ongoing training will be
needed to familiarize members with changes. The department will also need to
establish a schedule for conducting training on the county’s standard operating
guidelines.
The department is making steady progress on its mutual aid box alarm system
(MABAS) planning, which will provide greater pre-planning for the use of
personnel and equipment. MABAS allows for a department to augment its
resources for any type of emergency call by working other departments within
the county and surrounding counties. Depending on the size of the incident,
MABAS also makes it possible to mobilize a state response as needed.
Opportunities for further revenue generation are limited. The Fire Department
charges a flat fee for accident clean-up on highways and roads as provided for
Service Assessments
21
in Wisconsin statutes. On average, the Town receives $3,000 annually for these
services. Fire Insurance Dues Aid is a major source of funding, accounting for
$15,950 or 13.6% of the Fire and Rescue budget. This aid is generated by a 2%
charge on insurance policies for multi-family, commercial, industrial, and
institutional buildings. There is a fee in place for false alarms from commercial
automated systems although there has been a reluctance to charge fees.
The Fire Department has had success in obtaining grants for such things as
turnout gear and ventilation systems, and four defibrillators. The Department
also received a $10,000 grant from the Wisconsin Office of Justice to purchase
new radios. Grants can play a critical role in augmenting local revenues.
However, the costs associated with grants should be evaluated before deciding
to go ahead with a grant. Considerable staff time can be needed to prepare a
grant application. The Fire Department should also be aware of future
commitments that may be required, particularly those requiring matching funds
and staff resources.
We have identified five recommendations for the Fire Department:
1. Establish an integrated department structure headed by a part-time Fire
Chief. The current structure is set up in a silo fashion, with fire fighters
reporting to the volunteer Fire Chief and first responders, most of whom
are cross-trained as firefighters, reporting to the Emergency Services
Coordinator, who also serves as the EMS Chief.
Information received from the Fire Chief shows that he is spending
approximately 1,300 hours fulfilling his duties; this is not surprising
given the progress the Town has made in addressing many fire-related
issues. Integration of fire and rescue, first responder and emergency
management services are important to ensuring clear lines of
accountability and eliminating duplication in duties.
We propose establishing a part-time Fire Chief position that functions
as a department head over fire and rescue, first responder, and
emergency management services. The position would be appointed by
the Town Board. As a part-time Town position, we would recommend
that the Town consider an open recruitment process to solicit the
interest of qualified internal and external candidates.
The Emergency Services Coordinator would report to the Fire Chief
and would continue to have primary responsibility for coordinating
emergencies and natural disasters. We believe that this staffing plan
provides a clear chain of command and reflects the existing working
relationship between the Fire Chief and the Emergency Services
Coordinator who currently acts on behalf of the Chief in his absence.
Service Assessments
22
2. Address software issues. The Emergency Services Coordinator has
been trained in the system. However she is the only person who
understands the system. Cross-training others in the department is vital
to ensuring that data needed to assess and respond to service needs are
continuously available. For example, consider that the number of
medical calls is increasing, a review of data shows an increase in
injuries among the elderly. With this data, the department could
identify preventive actions, such as Red Cross training or coordination
with county social services, which could help reduce the number of
calls. With training, department officers would be a logical choice to
fill the existing void and share these administrative duties.
3. Address the backlog of inspections. Twice a year inspections are
required of multi-family, commercial, industrial, and institutional
buildings to ensure continued receipt of Fire Insurance Dues Aid. More
fire fighters should be trained and certified as fire inspectors to maintain
scheduled inspections. The Fire Chief has been handling some
inspections, but it would be a better use of personnel to pay others to do
this work and to free up the Chief’s time for management and
administrative duties. The department can increase the efficiency of
conducting inspections by maintaining computerized records of all
inspections.
4. Continue working on MABAS. Fulfilling MABAS requirements
continues to be an important priority for the Fire Department. Creating
and maintaining run cards is one part of MABAS that the department
can put into place. Run cards specify equipment and personnel needs
for specific calls and allow for a more efficient use of mutual aid. A run
card prototype is available on the MABAS web site. Clearly, many fire
departments do not have run cards in place—the Towns of Ledgeview
and Menasha were the only two departments out of the six surveyed,
reporting the use of run cards.
5. Continue to encourage more first responders to become certified as
EMTs. The Fire Department could increase the level of emergency
services provided by encouraging first responders to become certified as
EMTs. With EMTs the Town could consider providing transport
services as a future service enhancement with the potential to generate
revenue. Without extensive study, we cannot predict start up and
operating costs or estimate the point at which estimated revenues would
exceed the cost of the service. Many factors would affect this analysis,
including the number of public and private providers that would be in
competition with the Town.
Service Assessments
23
Public Works Service Assessment
Buchanan has limited in-house public works services, using regular and
seasonal staff to assist with maintenance of Town buildings and grounds and to
occasionally fill potholes, install street name signs and perform other duties as
required. Issues pertaining to road maintenance are handled by the Town
Administrator. She also handles drainages issues, with some assistance from the
Town’s engineering firm, McMahon Engineering, particularly on matters
involving implementation of MS-4 and NR 216 (State of Wisconsin) permits.
The Town does not have an established program to deal with drainage issues;
the Town Administrator has been assuming responsibility for drainage issues,
which has become increasingly time-consuming.
The Town of Buchanan contracts with Outagamie County for public works
maintenance services, including street maintenance and snow plowing, an
arrangement that has been in effect for a number of years. The County contracts
with 11 towns and one village to provide these services based on a minimum
amount of $1,200 per road center line. Since Buchanan has 46.15 miles of town
roads, the current contract has a base amount of $55,380. Wisconsin statutes
cap the amount the Town can spend on the construction, maintenance and repair
of highways and bridges at $5,000 per center lane mile, or $230,750 for
Buchanan. The Town receives electoral approval to exceed this amount.
In 2009, the State of Wisconsin distributed government road aids based on a per
rate calculation based on $2,015 per center lane mile or the share of costs
approach, whichever is greater. Buchanan received $127,190.94 based on the
share of cost calculation instead of the rate per mile calculation of $92,992.25.
In 2008, the Town received $127,022.91 in road government aids based on the
share of cost formula and paid Outagamie County $97,584.09 for highway and
street maintenance and $112,288.81 for snow removal, totaling $200,002.72.
The Town also paid the County $102,418.63 for capital projects, including the
County N Roundabout for $32,485.16 and $69,933. 47 for two developerreimbursed projects, Whitetail Ridge Court and Erv Court.
More than half of the public works contract went towards snow plowing in
2008. The superintendent assigned to Buchanan estimates that it takes an
average of 4 to 5 hours to plow snow. The urban area of the Town requires five
operators assigned to one loader, one grader, and three dumps. An additional
operator and dump is assigned to the Town’s rural area. The County provides
emergency snow and ice services as requested.
According to the Highway Commissioner, several towns have privatized snow
plowing or looked at providing the service themselves. When a town contracts
for snow removal, it does not have to commit up front funds to purchase and
maintain equipment and it can expect to have lower labor costs since the wages
and benefits of a private contractor will be less than those of the County.
Service Assessments
24
However, a private contractor can be expected to pay for higher costs associated
with deadheading, which will be changed back to the town. Generally, private
contractors cannot obtain as competitive a price for salt as the County, which
will increase costs. Responsiveness on emergency snow and ice requests for
service may take longer. Towns that contracted with a private company for
snow and ice services include Osborn and Center (all located in Outagamie
County). These are rural areas, based on the population per square mile which
ranged from 70 to 89 persons per square mile for Osborn and Center,
respectively. Ledgeview is the only survey respondent that reported having a
contract for snow removal services. This is a long term contract that is based on
the hourly rates of equipment used for snow removal.
Buchanan also receives the majority of its street maintenance service, including
major and minor repairs and reconstruction, through the County. Usually, the
Town Administrator informs the County of pothole repairs, although the County
will notify the Town Administrator if it sees a condition in need of immediate
attention. Minor repairs are typically addressed within 24 hours of receipt.
Other maintenance activities performed by the County, as requested by the
Town, include installation and repair of traffic control signage, roadside
mowing, ditch cutting, and brush removal.
The County invoices the Town on a time and material basis, according to
established hourly rates for labor and machinery and supply costs. Labor rates
are based on the pay rates for Equipment Operators I, II, and III; machinery
rates are consistent with the uniform county reimbursement rates established by
the Wisconsin DOT. A 2% administrative fee is charged on all work
performed. This is lower than the administrative fee of 4.25% that counties are
authorized to charge on service invoices to the Wisconsin DOT.
The salary survey shows the average annual wage rate paid to an equipment
operator as $41,020 with a minimum rate of $38,945 and a maximum rate of
$42,391. The maximum rates paid by the County for equipment operators are
fairly comparable at:
Equipment Operator I*
Equipment Operator II
Equipment Operator III
$40,435
$43,472
$45,282
* Employees in the Equipment Operator I position advance to Equipment
Operator II after successfully completing a one-year probationary period.
The salaries listed above do not include the cost incident to labor (CIL), which
runs 66.03% of salary. The CIL breakdown provided by the Outagamie
Highway Department is shown on the following page.
Service Assessments
25
Table 13: Cost Incident to Labor (CIL)
2008
Time off with pay
15.10%
Retirement
11.72%
Social Security
8.52%
Hospital Insurance (including dental & ltd)
27.26%
Life Insurance
0.23%
Workers Compensation
2.18%
Unemployment Compensation
0.05%
Variance Adjustment
0.97%
2009 CIL Rate
66.03%
The Town conducts pavement analyses every two and develops the Town’s
capital improvement program (CIP), now in its second year with an annual cost
of $225,000. At this point, the CIP is more of a project list than a long-term
planning and financing document. The program is limited by available funding;
the Town does not assess for major road improvements or reconstruction. A
windshield survey of the Town revealed many roads with deteriorating
pavement conditions that are likely to require major repairs or reconstruction in
the coming years. CIP planning is critical to establish and prioritize capital
needs over the next five years and identify funding sources.
In comparison with other communities that have a CIP, Buchanan’s annual CIP
budget is very low. The table below estimates the average CIP budget per
capita as $287. The difference between Buchanan’s per capita investment in
infrastructure and that of the other comparable communities is significant, even
when considering that capital outlay for some of these communities could
include such things as heavy equipment, vehicles, and facilities.
Table 14: Annual CIP Budget Comparison
Community
Grand Chute
Suamico
Buchanan
Combined Locks
Average
Population
20,520
10,945
6,708
3,036
Annual CIP Annual CIP
Budget (in Budget per
thousand $) capita
$7,900
$385
$6,150
$562
$225
$34
$500
$165
$287
The County indicated that it could provide additional assistance to the Town to
recommend road improvements and construct approved projects. The County
uses its public works crews to construct road projects. Its annual construction
Service Assessments
26
budget is approximately $60 million. Based on its maintenance experience and
knowledge, the County can quantify material needed for a project and obtain
these materials at competitive prices. The County does not use an engineer to
design road improvement projects, which they estimate would save the Town
about 10-12% of project costs generally associated with engineering fees.
Until recently, nearly all of the Town’s road improvement projects were
constructed by the County on a time and material basis. Following the Town’s
dissatisfaction with a County project to construct a roundabout, the Town Board
adopted a purchasing policy stating that it could require bids on projects instead
of seeking time and material proposals by the County. The Town Administrator
said that the policy allows the Town Board to specify each year if it will accept
a proposal from the County for scheduled projects or put the projects out to bid.
While the County expressed an interest in proposing on specifications, the
Highway Commissioner noted that statutes limit the County to providing only
time and material “proposals,” and not “bids” for construction projects.
To provide further information on the public works practices of the survey
communities we asked the six towns to respond to a series of key questions.
The findings listed below reflect the responses from the Towns of Clayton,
Grand Chute, Greenville, Harrison, Ledgeview, and Menasha.
Table 14: Public Works Practices of Survey Communities
Have a road maintenance and construction policy and program
100%
Develop specifications and bid projects
100%
Program requiring permits for using the public rights of way
83%
Assess road maintenance/improvement costs to benefiting properties
67%
Jointly advertise for bids
67%
Comprehensive drainage plan
67%
We note that six towns have a road maintenance and construction policy and
program that help them anticipate and plan projects over a multi-year program.
This approach looks at evenly spacing projects and capital outlay requirements
over a period of time commensurate with the expected life of the improvement.
It also addresses scheduled maintenance projects to prolong the life of
pavement.
Similarly, the six responding towns reported that they develop specifications for
projects and competitively bid projects and four of them bid their projects
jointly. We support using a consulting engineer to prepare project
specifications and take competitive bids. After the award of the bid, the
consulting engineer provides an inspector to ensure that the actual construction
project conforms to specifications. The engineer acts on the Town’s behalf,
serving as a check and balance in the design and construction process.
Service Assessments
27
An engineer also plays a key role in other activities covered in the survey. The
survey indicates that five of the six towns have a program in place requiring
permits for the use to public rights-of-way. Clayton, the only town without
such a program, is currently working on getting one in place.
Four of the six towns have policies that establish guidelines for assessing
improvement costs. Clayton is also working on an assessment policy; the town
emphasizes the importance of working with the community to develop
guidelines that can be applied consistently and uniformly for assessing project
costs.
Drainage appears to be a major issue for other towns, since anywhere from twothirds to the entire town is served by drainage ditches. Four of the six towns
responding to the survey have a comprehensive drainage plan. The Town of
Clayton has a series of drainage plans created for subdivisions and
acknowledges the need for a comprehensive plan.
In identifying service level options for the Town, we considered several things.
1. Increase the level of engineering services. The Town would benefit
from increased engineering services, particularly in developing a road
maintenance and reconstruction policy and program and standards for
urban streets and rural roads. A Town Engineer would also be able to
help the Town develop a comprehensive approach to drainage issues.
We would also expect a Town Engineer to attend Board meetings, to
meet with citizens as needed, to have oversight of maintenance and
construction projects, and to be available to assist the Town
Administrator as requested. A Town Engineer could also enhance
coordination with the Darboy Joint Sanitary District and the Garners
Creek Storm Water Utility.
The Town Administrator has done a good job of ensuring that day-today operational issues are being addressed. Although she has a good
understanding of engineering issues because of her planning expertise, a
good planning background is not a substitute for the professional
knowledge of an engineer. Since Buchanan’s engineering workload
does not warrant hiring a full-time Town Engineer, we recommend that
the Town appoint a consulting engineer to serve as the Town Engineer
and provide services as needed.
We did consider the possibility of recommending that a road
superintendent be brought on staff. However, we believe having
increased access to engineering skills and analysis is more critical for
the Town now than relying on practical know-how. Contractors and
superintendents offer a great deal of maintenance and construction
knowledge, and it is important for them to work closely with a Town
Service Assessments
28
Engineer. The analytical training of an engineer is particularly needed
to formulate a long-term, planned approach to maintenance and
reconstruction projects that will maximize and extend the life of the
Town’s infrastructure.
A Town Engineer can work on a retainer providing a certain level of
service, such as attendance at Board meetings and updating the CIP.
Typically, an engineer will charge an hourly rate for the development of
plans and specifications and special projects.
2. Establish an in-house Public Works Department. The survey shows that
most towns have their own Public Works Department. Based on the
survey ratio of staff per square mile, an in-house Public Works
Department would probably require a staff of 4 to 5 employees,
including a working superintendent. Salary costs alone would come
close to the amount paid under the County contract in 2008, without
taking into account fringe benefits, equipment, supplies, and
administrative costs. In addition, the Town does not have an existing
facility to house heavy equipment and road supplies, such as salt.
Finding or building suitable space would be another cost to establishing
an in-house department.
Unlike contracting for services with the County where the Town pays
for only the time and materials it uses, it would pay the total costs for
in-house personnel, equipment and materials. At the same time,
residents could experience a reduction of services. For example, it
currently takes the County 4 to 5 hours using six equipment operators to
plow snow throughout the entire Town. An in-house department would
have fewer staff thereby increasing the time required to remove snow.
3. Look to another provider for services. The Town could investigate
other public and private service providers. The survey did not identify
other public entities other than Outagamie County which provides snow
removal and street maintenance services. In today’s tight economic
environment, there maybe other communities interested in providing
services. However, based on the survey data, none of the communities
appeared to have available staff capacity to provide services to
Buchanan. We learned of only one private company providing such
services; data obtained were not adequate to determine if this
arrangement could provide a similar level of services at a lower cost for
the Town.
Service Assessments
29
4. Utilize a hybrid approach. Buchanan could consider a hybrid approach
to public works services by continuing to contract with the County for
certain services in the rural area and establishing a public works
department that would handle services in the Town’s urbanized area.
This approach would also allow the Town to phase in an in-house
public works department over several years.
We have identified recommendations for the Town’s public works function:
a. Develop a road maintenance and construction policy and program. This
will help the Town with its long-range planning for road maintenance
and reconstruction projects.
b. Consider a policy to assess major road maintenance and improvement
projects to benefiting properties. Many jurisdictions find it difficult to
cover the cost of major maintenance and improvement projects without
assessing some portion of the costs to benefiting properties. Before
adopting assessment policies, many communities hold information
meetings with citizens to explain the assessment process and get public
input.
c. Establish a permitting program that allows the Town to approve plans
for and inspect restoration of the right-of-way and sets a fee for the
permit.
d. Develop a comprehensive drainage plan and implementation program.
Currently, the Town is responding to drainage issues on a piecemeal
basis. A comprehensive plan provides a way for the Town to determine
strategies to manage drainage and stormwater issues.
Compensation
30
5. Compensation
Employee job descriptions were recently completed. We reviewed the job
descriptions taking into consideration the information provided by each
employee who completed a Position Analysis Questionnaire. Revised job
descriptions can be found in Appendix II.
In order to develop a compensation plan for the Town, we evaluated the internal
relationships of all positions within the organization and analyzed market data
obtained through the salary survey, using this information to create a salary
schedule for the Town.
1.
Job Evaluation
Springsted used its SAFE job evaluation system to review and analyze the
Town’s position on each of the factors listed below:
a. Training and Ability
b. Experience Required
c. Level of Work
d. Human Relations Skills
e. Physical Demands
f.
Working Conditions/Hazards
g. Independence of Actions
h. Impact on End Results
i.
2.
Supervision Exercised
Salary Survey
Springsted developed a customized salary and benefits survey to obtain salary and
benefit data for the following positions:
Administrative Assistant**
Administrator/Clerk
Emergency Management Services Coordinator**
Finance Clerk
Fire Chief
Maintenance Worker
Groundskeeper
Treasurer**
Police Officer
Police Chief
Public Works Superintendent
Equipment Operator
Planning/Zoning Administrator
Compensation
31
Positions marked with asterisks were not used in this analysis because we did not
receive sufficient data. For those positions without salary data, we used our
evaluation of the position to determine appropriate salary levels. Similarly,
italicized job titles reflect positions that are not currently part of the organization
but are related to specific service areas we were asked to study.
The survey instrument provided respondents with the Town’s job title and a brief
description of each benchmark position, based on the revised job descriptions.
Respondents were asked to indicate the job title of the corresponding position in
their organization and to provide the actual average salary paid to these positions as
well as the minimum and maximum salary rates of the assigned salary grades.
The survey was sent to ten organizations, seven of which completed and returned
the information. Survey respondents are listed below:
Town of Greenville
Town of Harrison
Town of Ledgeview
Village of Combined Locks
Village of Hobart
Village of Kimberly
Village of Suamico
A summary of the salary and fringe benefits survey results can be found in
Appendix III. Major findings based on our analysis of the respondents’
compensation programs and fringe benefits are explained below. It should be
noted that, in several cases, respondents returned the surveys without answering
all of the questions we asked.
Compensation Program Findings. The following compensation findings are
presented based on an analysis of seven survey responses:
¾
Four of seven respondents reported that they did not have a pay plan. Three
respondents have adopted pay plans; two of those organizations have step
plans in place that specify how employees will progress through a pay range
while the other organization has an open range, which defines the minimum
and maximum rates of the salary range.
¾
Respondents with pay plans reported an average of 13 pay grades; with 12
being the lowest number of pay grades and 14 the highest.
¾
Respondents indicated an average range spread of 28 percent from the
minimum rate of the range to the maximum rate, with 26 percent being the
lowest spread and 30 percent the highest.
¾
The average interval between pay grades is approximately 13.75 percent.
(Based on our experience conducting compensation studies, this number is
very high and was not used in developing our recommendations for
Buchanan.)
Compensation
32
¾
Respondents using a step system reported having an average of 25.5 steps,
with 20 being the lowest and 31 the highest. Step increases averaged 1.78
percent, with the lowest increase being 1.55 percent and the highest 2
percent. (Again, based on our experience, the number of steps is very high
and the step increase is somewhat lower than what we would typically
expect to find.)
¾
Six respondents reported that they did not have a longevity program in
place; only one respondent reported having such a program.
¾
Only one respondent reported having a pay for performance program.
Benefit Findings. Seven organizations provided information about their benefit
programs as part of the salary survey. Several observations can be made based on a
review of the survey data.
¾
Holiday leave varies from 6 to 10 days a year with an average of 9 days of
holiday leave.
¾
Annual leave schedules vary with organizations providing average annual
leave of:
•
7 days for employees with 1 year of service
•
9 days for employees with 2 years of service
•
•
•
•
•
15 days for employees with 7 to 8 years of service
•
•
•
•
•
•
•
22 years for employees with 18 years of service
•
•
24 days for employees with 20 or more years of service
¾
Respondents provided an average of 10 days of sick leave annually, with a low
of 5 days and a high of 12 days.
¾
All respondents offer health insurance. The reported average for monthly
medical insurance premiums appears below. It should be noted that the annual
deductibles associated with health insurance plans can vary substantially from
no deductible to as much as $2,000 for an employee plan and $6,000
deductible for an employee/spouse plan.
•
Single coverage of $664.26 with 90.71% of the cost paid by the employer
Compensation
33
•
Employee/spouse coverage of $984 with 82% of the cost paid by the
employer
•
Employee/child coverage of $960 with 82% of the cost paid by the
employer
•
¾
3.
Employee/family coverage of $1,286.41 with 82.5% of the cost paid by the
employer
Seven respondents offered dental insurance with the employer paying all or a
portion of the premium for employee and dependent coverage. Five
respondents offered vision insurance with the employer paying all or a portion
of the premiums for employee and dependent coverage.
¾
Two of seven respondents provide retiree health insurance.
¾
All respondents provided employer-paid life insurance. Six respondents
provided employer-paid short-and long-term disability insurance.
Current Compensation and Benefit Program
Compensation Program. The Town’s existing compensation practices call
for adjusting salaries on an annual basis according to the cost of living,
perceived merit, and the Town’s ability to pay. The Town does not have
formal policies and procedures for determining cost of living adjustments or a
formal program for evaluating performance.
Generally, Buchanan’s pay rates are low when compared to the organizations
responding to the survey. Several factors are likely to contribute to this
finding, including the number of part-time staff employed by the Town and the
lack of a formal compensation policy and program. Despite this finding, it is
important to point out that the Town has not experienced any difficulty
attracting and retaining employees.
Benefits Program. When we compared the Town’s benefits to those offered
by organizations participating in the salary survey, we found the Town’s
benefits to be comparable in some areas and below the average reported in
other areas.
Town benefits were consistent with the average benefits provided by the
survey organizations in the areas of holiday leave and employer-paid life
insurance and long-term disability insurance. However, unlike six of the seven
survey respondents, Buchanan does not provide employer-paid short-term
disability insurance.
Vacation leave was generally lower for employees with up to 15 years of
service. Buchanan provides employees with 15 or more years of service with
20 days of vacation; on average the survey organizations provide employees
with 20 days of vacation at 15 years and then a day for each year up to 24 days
for 20 or more years of service.
Compensation
34
The Town provides five days of sick leave annually, which is less than the
average of ten days of sick leave reported by survey respondents, but equal to
the lowest amount of sick leave reported. Most organizations provide 12 days
of sick leave annually.
The Town’s health insurance policy calls for the employer to pay 90% of the
monthly premium while the employee pays the remaining 10%. This
percentage is consistent with the average of employer-paid costs for single
coverage and exceeds the average paid by employers for employee/spouse,
employee child and employee/family coverage. The Town’s plan does not
have an annual deductible. Unlike the survey respondents, Buchanan pays a
$500 stipend for dental care instead of providing employee dental insurance.
The Town does not provide vision insurance.
Currently, the Town Administrator is the only employee who is receiving
health care benefits. If the number of Town employees eligible for health
insurance increases, it will be important for the Town to review its health care
plan and its policies related to the percentage of employer-paid costs.
4.
Pay Philosophy
A pay philosophy guides the design of a compensation plan and answers key
questions regarding pay strategy. It generally takes a comprehensive, long term
focus and explains the compensation program’s goals and how the program
supports the employer’s long-range strategic goals. Without a pay philosophy,
compensation decisions tend to be viewed in the short-term on a case-by-case basis
apart from the organization’s overall goals.
Concepts that are generally part of a formal pay philosophy include:
a. Providing fair and equitable rates of pay to all employees
b. Establishing a market position that enables the Town to attract and retain
employees while being fiscally responsible with public resources
c. Defining the Town’s market area based on the nature of the position and
job class requirements and the availability of potential candidates locally,
state-wide and regionally
d. Developing a system of pay grades that state the minimum and maximum
rates that the Town will pay individuals within a position or job class and
specifying how pay grades will be adjusted to reflect changing economic
conditions
e. Determining the desired relationship between pay and performance
f. Defining the process that will be used to ensure that employees who meet
or exceed performance expectations progress in their assigned grade
g. Ensuring that the compensation program is understandable to employees,
managers, elected officials, and the public.
Compensation
35
5.
Developing a Salary Schedule
The first step in developing a salary schedule is to create a salary line using the
salary survey data for the Town’s benchmark positions and their corresponding
job evaluation point factors. Because of the Town’s limited number of
positions, we are also using data obtained for the other positions surveyed,
including patrol officer, equipment operator, etc. This provides additional
points to the salary line as though the Town had staff performing these functions
instead of contracting for services. These data produce the salary line shown
below.
Figure 3: 2009 Salary Line
Compensation Survey
90,000
80,000
y = 60.245x + 35854
2
R = 0.9737
70,000
Survey Mid-Point (y)
60,000
50,000
40,000
30,000
20,000
10,000
0
0
100
200
300
400
500
600
700
800
SAFE Total Points (x)
Compensation
36
Using the salary line shown on the previous page, Springsted created the
following salary schedule for the Town:
Table 15: 2009 Proposed Pay Scale
Grade
1
2
3
4
5
6
7
8
9
10
11
12
13
14
Min
30,000.00
32,100.00
34,347.00
36,751.29
39,323.88
42,076.55
45,021.91
48,173.44
51,545.59
55,153.78
59,014.54
63,145.56
67,565.75
72,295.35
Mid
35,250.00
37,717.50
40,357.73
43,182.77
46,205.56
49,439.95
52,900.74
56,603.80
60,566.06
64,805.69
69,342.09
74,196.03
79,389.75
84,947.04
Max
40,500.00
43,335.00
46,368.45
49,614.24
53,087.24
56,803.35
60,779.58
65,034.15
69,586.54
74,457.60
79,669.63
85,246.50
91,213.76
97,598.72
This salary schedule has 14 pay grades, each with a 35 percent spread between
the minimum and maximum rates. Each pay grade increases 7 percent over the
previous pay grade.
Positions are assigned to pay grades as follows:
Table 16: 2009 Proposed Title and Grade Assignment
Title
Groundskeeper
Maintenance Worker
Administrative Assistant
Deputy Clerk
Emergency Services Coordinator
Fire Chief
Administrator/Clerk
6.
Grade
1
1
3
5
6
7
11
Proposed
Min
Mid
30,000.00 35,250.00
30,000.00 35,250.00
34,347.00 40,357.73
39,323.88 46,205.56
42,076.55 49,439.95
45,021.91 52,900.74
59,014.54 69,342.09
Max
40,500.00
40,500.00
46,368.45
53,087.24
56,803.35
60,779.58
79,669.63
Implementation
Of the Town’s 8 positions, five are below the minimum rate of their assigned
pay range. Two positions fall within the assigned range; one exceeds the
assigned range.
We developed two implementation options for the Town’s consideration.
Option 1 illustrates the minimal level of implementation, which ensures that all
employees are paid at the minimum level of their assigned pay grade. The cost
of Option 1 is estimated at $24,851.59 which is 13.87 percent of payroll.
Compensation
37
Figure 3: Implementation
Option 1 - Move to Min
# of Staff Current Salary
8
179,131.11
Totals
Employee Below Min
Employee Within Range
Employee Above Max
5
2
1
89,071.10
82,060.01
8,000.00
Proposed
Salary
203,982.70
Difference
24,851.59
113,922.69
82,060.01
8,000.00
24,851.59
0.00
0.00
% Increase
13.87%
27.90%
Option 2 moved all employees to the minimum rate of their assigned grade or
by 2 percent, whichever is greater. The cost of Option 2 is estimated at
$26,492.79 or 14.79 percent of payroll.
Figure 4: Implementation
Option 2 - Min or 2%
# of Staff Current Salary
8
179,131.11
Totals
Employee Below Min
Employee Within Range
Employee Above Max
5
2
1
89,071.10
82,060.01
8,000.00
Proposed
Salary
205,623.90
Difference
26,492.79
113,922.69
83,701.21
8,000.00
24,851.59
1,641.20
0.00
% Increase
14.79%
27.90%
2.00%
All options assume that the pay rates of all employees who are paid at a rate that
is higher than the maximum pay rate of their assigned pay grade will be frozen
until the maximum pay rate exceeds their current rate of pay. (Note: These
implementation schedules were developed based on the assumption of a parttime Fire Chief on a regular 20 hour a week schedule. Another option for the
Town would be to consider an increased stipend for the Fire Chief and list of the
defined duties, work goals and other expectations).
7.
Ongoing Plan Administration
The following actions are recommended for the Town’s ongoing plan
administration:
a. Review the pay philosophy concepts with the Town Board and identify
long term compensation goals that the Town will pursue. Linking pay
for performance requires a sustained organizational approach to
establish performance standards and adopt administrative policies and
practices that support an organizational culture based on performance.
b. Make annual adjustments to the salary schedule to stay current with
changing market conditions. This action is critical to the Town’s ability
to attract and retain employees at all levels of the organization. This
step can be accomplished by contacting comparable organizations in the
immediate area to find out the percentage range adjustment they are
Compensation
38
considering. Cost of living data can also be considered, but should not
be the sole determinant in determining the range adjustment.
c. Determine how employees whose performance meets or exceeds
expectations will advance in their pay grade. Increasing employee
salaries by only the amount of the annual schedule adjustment
essentially holds salaries constant without any recognition of pay for
performance.
d. Develop procedures for determining the pay range to which a newly
created position will be assigned and when a position reclassification is
warranted. The Town can use the SAFE system to evaluate new
positions and when a change in job duties should result in a
reclassification of the position. Employees in the position can be asked
to complete a new Position Analysis Questionnaire, which can be
scored internally or by Springsted, if the Town desires a third party
opinion. Procedures can also address considerations that will be
reviewed when establishing a new salary for employees assigned to the
reclassified position.
e. Conduct an annual evaluation of the Town’s benefit program, with
particular attention to a review of medical insurance benefits. Medical,
dental, and vision insurance benefits are generally regarded as a part of
total compensation; the cost of this benefit should be considered as part
of the Town’s total compensation program.
f.
Review the effectiveness of the Town’s performance evaluation system
to ensure that a uniform process is in place and that performance
standards are applied consistently for all Town employees.
Findings and Recommendations
39
6. Findings and
Recommendations
1. The Town staff does not have available capacity to meet all of its
existing demands and cannot be expected to take on new demands
without adding staff or retaining contract services.
Through an effective use of contracts for law enforcement and public
works, the Town has done a good job of efficiently providing high quality
services. As a result of these contracts, the Town has held down the number
of full-time equivalents, as demonstrated by data presented earlier in the
report comparing the general government staffing levels of communities in
our study group. While having fewer staff holds down costs, it may also be
creating office coverage and customer service issues and causing
inefficiencies as a result of inadequate cross-training. Coverage limitations
also require the Town Administrator to produce her own work products
and take care of office matters that fall between the cracks, taking away
time to work on other pressing duties.
Cross-training may be difficult to accomplish, in part due to the scheduling
of part-time employees and the lack of a computer network. The lack of
cross-training on fire and emergency management records is of particular
concern. Only the Emergency Services Coordinator knows how to operate
the system; others should be trained and share in this workload to ensure a
back-up if the coordinator is not available or leaves the Town’s
employment.
Recommendations:
a. Designation of a Town Engineer. We recommend retaining a
consulting engineer to serve as the Town Engineer and provide
services related to such things as long-range planning for road
maintenance and reconstruction, oversight of public improvements,
and developing a comprehensive drainage plan. With a strong
background in planning, the Town Administrator has been able to
address urgent road improvements and drainage issues. But without
comprehensive, long-term road and drainage policies, plans, and
standards, the Town could be losing opportunities to maximize or
extend the life of its infrastructure and to schedule projects in a
timely and cost-effective manner. The absence of these plans
makes it difficult to predict future public works staffing needs.
Additionally, the Town Engineer functions as the Town’s
representative on a variety of projects. We believe that the Town
has taken appropriate steps in its policy regarding the presentation
of specifications and bid documents for road projects; this is
consistent with our recommendation to retain an engineer who can
40
take on some of the project oversight and coordination that the
Town Administrator has been providing.
b. Increase general government staffing. Town staffing for
administration, finance, and planning functions should be 3 to 4
FTEs, based on survey results. We recommend the Town Board
consider extending the hours of current employees to achieve more
overlapping office coverage. Employee hours could be increased
without putting employees on a 40-hour work week. This change
would also help the Town provide additional cross-training for staff
and would allow staff to take on new areas, such as maintenance of
the Town web site.
A future opportunity to increase general government staffing is to
consider establishing the treasurer position as an appointed position
and to assign the position additional financial responsibilities
beyond the duties set forth in statutes.
c. Continue to make use of consultants or contract employees. Some
Town functions cannot support a full-time employee. For such
things as planning, inspections, information technology, etc, it is
better for the Town to continue using consultants as contract
employees until a sustained, full-time need for an in-house position
can be demonstrated.
2. Over half of the Town’s employees are being compensated at rates that
are below market. Fringe benefits are generally below the level of
benefits found in comparable communities.
Our study finds that many of the salaries paid to Buchanan employees are
below market. This finding reflects the absence of a compensation plan.
Although the Town has not experienced difficulty attracting and retaining
employees, it is important to develop a consistent approach to establishing
employee pay so the Town does not fall too far below market. This
approach will ensure that the Town has a plan in place to recruit employees
whenever a position becomes vacant.
Recommendations:
a. Implement the proposed compensation plan to ensure salaries that
are competitive in the labor market and to provide equitable internal
pay relationships for employees. Initial implementation of the plan
should ensure that all employees are paid the minimum rate of their
assigned pay range.
41
b. Adopt a compensation policy to ensure that pay ranges are reviewed
and adjusted annually to reflect the market. The policy should
include procedures for how employee pay rates will be adjusted.
c. Evaluate changes to the Town’s benefit program to bring it into line
with other comparable public employers, recognizing that
prospective employees consider benefits as part of total
compensation.
3. The Town’s contract with the Outagamie County Sheriff’s Department
is providing residents with a high level of service at a reasonable cost.
Based on our review of the law enforcement services the Town receives, we
believe that it would be difficult to obtain this level of service at a lower
cost. The contract with the County provides the Town with experienced
staff and 24/7 protection. While we note that Buchanan is the only town
under 10,000 population to contract for law enforcement services, we also
note that it has a higher density than these towns; which generally translates
into an increased number of quality of life issues and order maintenance
calls.
Recommendations:
a. Continue to contract with the Outagamie Sheriff Department for
law enforcement services.
b. Work with the Sheriff’s Department to develop a format and
frequency for receiving performance data related to the Buchanan
contract. This will increase dialogue between the Sheriff’s
Department and the Town on law enforcement service goals and
objectives.
c. Explore opportunities to hold down the costs of law enforcement
services, including such things as reducing the summer contract
hours of the deputy who serves as the school resource officer and
reviewing the take-home vehicle policy for the deputies assigned to
the Buchanan contract.
4. The Town’s fire services are comparable to those of the study
jurisdictions.
The Buchanan Volunteer Fire Department has made significant progress in
many areas that have increase the department’s professionalism and the
value of its services. The Fire Chief and the Emergency Services
Coordinator have put in many hours of work; survey results demonstrate
that Buchanan is among those departments working towards the adoption of
the MABAS protocol.
42
To maintain this progress, we believe that it is important for the structure of
the Fire Department to encompass Fire and Rescue, Emergency
Management Services, and First Responder programs under the direction of
a part-time Fire Chief. An integrated structure offers clear lines of
accountability and eliminates some of the duplication that can exist when
each program is regarded as a separate department. A part-time Fire Chief
is necessary to provide the overall direction and coordination of services.
Recommendations:
a. Establish an integrated department structure headed by a part-time
Fire Chief. This structure will increase the cohesiveness of the
volunteer fire department and improve coordination among the fire
and rescue, emergency management, and first responder services.
The structure can be implemented by creating a part-time Fire Chief
position to be appointed by the Town Board; the Emergency
Services Coordinator position would report to the Fire Chief.
b. Address cross-training particularly as it pertains to operating the fire
and emergency management software and providing an adequate
number of firefighters who are certified to perform fire inspections.
c. Continue working towards adoption of the MABAS protocol which
will provide increased efficiency and coordination in working with
other departments.
d. Continue to encourage first responders to become certified as
EMTs. Increasing the number of EMTs enhances the services
provided and also keeps volunteer members involved and interested
in the department.
5. The Town’s contract with the Outagamie County Highway Department
is providing residents with a high level of snow removal services at a
reasonable cost. While road maintenance services are also provided
efficiently, coordination and oversight of these activities by a designated
Town Engineer should be considered.
It would be difficult to offer the current level of services at a reduced cost
by changing providers or establishing an in-house department based on the
costs of personnel and equipment alone. The Town benefits from the
current arrangement because it is paying for these services on a time and
materials basis instead of hiring full-time employees and purchasing the
necessary equipment. It should be noted that designating a Town Engineer
and developing a long-range road maintenance and reconstruction plan
could change the Town’s maintenance requirements in a way that requires
revisiting the establishment of an in-house public works department. If the
Town decides to move towards an in-house department, contracting with the
County to provide services for certain areas of Buchanan may allow the
Town to phase in a public works department.
43
Recommendations:
a. Continue to contract with the County for snow removal and road
maintenance services.
b. Designate a Town Engineer and charge that person with developing
long-range plans for maintaining and reconstructing roads as well as
preparing project specifications and inspecting field work. The
Town Engineer would also be responsible for the coordination and
oversight of public activities developing a comprehensive drainage
plan and implementation program.
6. Review the Town’s organizational structure. The preceding
recommendation suggest changes in the Town’s organizational structure. A
new proposed organizational chart is presented for the Board’s consideration.
Figure 5: Proposed Organizational Chart
44
7. Review space needs. This report provides recommendations that the Town
Board can use to determine future staffing, after it makes certain decisions
about the level of services that will be provided to residents. From our
limited conversations and field observations, the Town is providing a good
level of services at a reasonable cost. Therefore, reducing costs is likely to
result in service reductions.
However, we also note future needs that should be addressed, including a
more comprehensive approach to engineering and public works and more
cross-training of various office and fire functions as noted in this study. As
these needs are addressed by the Town, space in the Town Hall will become
an issue. Storage space for Town records and voting equipment is at a
premium. While it may be possible for the Town to take advantage of
electronic records management, we note the need for additional space to
house computer equipment. At this time, the Town has only stand-alone
personal computers. A network needs to be created and housed at the Town
Hall to allow the Town to use technology that will increase the efficiency of
its operations and provide increased service and accessibility to public
information.
Although we cannot make any recommendations with respect to the Town’s
future space, we do concur that capacity is limited. Future public facility
needs can be addressed in the Town’s CIP budget.
APPENDIX I
Data Collection Forms
Saint Paul, MN 55101-2887
MEMORANDUM
TO:
Employees of the Town of Buchanan, Wisconsin
FROM:
Sharon Klumpp
DATE:
March 6, 2009
SUBJECT:
Instructions for Completing Your Position Analysis Questionnaire
Tel: 651-223-3000
Fax: 651-223-3002
www.springsted.com
Please read these instructions before completing your Position Analysis Questionnaire (PAQ). This form is used to obtain
information about your position and will be used to develop a class description. The questionnaire consists of multiple-choice
and fill-in-the-blank questions; please be clear, accurate and complete. For multiple-choice questions, please check only the
appropriate box on the left-hand side of the document; the right-hand box is for your supervisor or department/division head to
complete. Please complete and return the PAQ to your supervisor within five business days.
Tips for Completing Your PAQ
• Spell out acronyms – acronyms may be exclusive to your department and mean something else nationally or to another
part of the organization
• Minimum Requirements – Answer the questions based on the minimum requirements needed to perform the duties
(you may have 10 years of experience, but would a new hire need that to do the job).
• Priority/Description of Duties – Question number nine (9) is the most important question, which requests the priority and
description of your duties. This question provides you the opportunity to explain your day-to-day duties in your words.
- Give this question extra thought and provide your response as clearly and completely as possible,
so that someone who has never met you or performed your duties may understand what your job entails.
- Think about your day, week, month and even year on the job; some major duties are performed annually.
- Begin with your most important duty and continue on down to the least important duty.
- Try to keep the description to one-line or short phrases; begin each statement with a verb. Avoid paragraphs.
- As a percentage, indicate the amount of time that it takes for you to complete each of the described tasks. Please
keep in mind that the most important duty may not take the highest percentage of time.
- Percentages should total 100%; it is strongly recommended that these percentages should be no smaller than 5%.
If you need more space than what is allotted, please feel free to attach a separate piece of paper.
TO:
Supervisors and/or Division/Department Heads of the Town of Buchanan, Wisconsin
SUBJECT:
Instructions for Completing Position Analysis Questionnaire
After each employee under your day-to-day supervision has completed a PAQ, they should return them to you for your review
and verification. You will want to check the boxes on the right-hand side of every page, either agreeing or disagreeing with the
boxes the employee has checked on the left-hand side. There is a section on Page 7 where you can comment on the
accuracy and completeness of the employee’s response. Please note any comments in this section and do not make any
changes to employee responses.
Position Analysis Questionnaire
1.
Name (Last, First, Middle Initial)
2.
Current Position Title
3.
Current Annual Salary
4.
Immediate Supervisor’s Name & Title
5.
Department/Division
6.
Years with Agency
7.
How many hours are you scheduled to work in a week?
35
37.5
40
43
56
Other
Explain shift rotation, stand-by, call back, etc.
8.
Years in Position
9.
Priority/Description of Duties
List the duties you perform from most to least important, until you have detailed all the major duties that you perform. These
descriptions should be short phrases and should begin with a verb (e.g. analyzes, approves, assigns, checks, codes, composes,
files, manages, reviews, routes, repairs, sorts, trains, verifies, etc.). Then in the left column indicate that approximate percentage of
your time devoted to each of the duties listed, which should total 100% (it is recommended that the percentages should be no less
than 5%). (Supervisor’s comments regarding this information may be provide on Page 7 in the Supervisor’s Comments section)
Attach a separate sheet if more space is needed.
Page 1
Employee
(check only one)
Supervisor
(verify job requirement)
10. Primary Objectives of Job
In a few short sentences, summarize the major job duties and responsibilities that indicate the primary purpose which your job fulfills
in meeting the organizations service goals. (Supervisor’s comments regarding this information may be provided on Page 7 in the
Supervisor’s Comments section)
Examples:
• To develop and maintain financial records and reports, coordinate and supervise administrative functions of the finance office
and prepare annual fiscal reports.
• To process purchase requisitions and provide administrative support.
• To conduction building inspections and make determinations regarding compliance status with building codes, enforce building
and zoning codes and ordinances, provide information to the public and assist them in achieving compliance with codes and
ordinances.
• To maintain records of grant and special aid programs revenue and expenditure reports for reimbursements and perform
various administrative functions associated with grant and special aid programs.
Attach a separate sheet if more space is needed.
11. Education and Experience
Please indicate the minimum education and minimum experience level needed to complete the normal, day-to-day tasks
(Supervisor’s comments regarding this information may be provided on Page 7 in the Supervisor’s Comments section):
Less than High School Diploma or GED....................................................................................................................................
High School Diploma or GED.....................................................................................................................................................
Associates Degree…………………………………………………………………………………………………………………………
Bachelors Degree………………………………………………………………………………………………………………………….
Masters Degree…………………………………………………………………………………………………………………………….
PhD…………………………………………………………………………………………………………………………………………..
Other………………………………………………………………………………………………………………………………...............
Major/Coursework:
Type of Experience
Years of Experience
____________________________________________________________________
None
Less than one year
One to Three years
Three to Five Years
Six or more
12. Licenses, Certificates and Registrations
Please indicate if there are any licenses, certificates and/or registrations required to perform your job (e.g. driver’s license)
(Supervisor’s comments regarding this information may be provided on Page 7 in the Supervisor’s Comments section)
Are these required:
Upon Hire
Within 6 months
Within 1 year
Within 2 years
If requirement is specific to the license, certification or registration, please indicate timeframe by each one individually.
13. Special Training
Please indicate if there is any special training required to perform your job. (Supervisor’s comments regarding this information may
be provided on Page 7 in the Supervisor’s Comments section)
Are these required:
Upon Hire
Within 6 months
Within 1 year
Within 2 years
If requirement is specific to the training, please indicate timeframe by each one individually.
Page 2
Employee
(check only one)
Supervisor
14. Work Level
Level of work required to complete your normal, day-to-day duties satisfactorily.
Handles everyday, reoccurring basic assignments and problems.................................................................................................................
Handles a variety of typical assignments and problems independently.........................................................................................................
Senior or supervisory level; handles all assignments and problems except those requiring policy or procedural change............................
Managerial in nature; directs all assignments and deals with all problems ...................................................................................................
15. Work Complexity
Complexity and difficulty level associated with the tasks necessary to complete your work. Consider the level of judgment, analytical
ability and creativity required and whether there are standards, policies and procedures that guide your actions.
Regular and repetitive tasks, processes or operations requiring the selection and execution of actions based on defined procedures ......
Fairly standard procedures and tasks where basic analytical ability is required, such as comparison of numbers and facts
to select the correct actions. Detailed guidelines and procedures are generally used to make decisions or determine actions..................
Requires the application of a variety of procedures, policies and/or precedents and moderate analytic ability in adapting
standard methods to fit facts and conditions..................................................................................................................................................
Considerable analytical ability is needed to select, evaluate and interpret data from several sources; interpretation of guidelines,
policies and procedures is required. ..............................................................................................................................................................
Widely varied and involving many complex and significant variables, requiring analytical ability and inductive thinking
in adapting policies, procedures and methods to fit unusual and complex situations....................................................................................
16. Working Conditions
Conditions you are subjected to during your day-to-day duties:
Absence of disagreeable conditions ..............................................................................................................................................................
Involves occasional exposure to some disagreeable elements (dust, heat, fumes, cold, noise, vibration or wetness)
and accidents are improbable other than minor injuries................................................................................................................................
One or more elements above; involves frequent exposure to hazards where lost-time accidents are definitely possible ...........................
Several elements above are occasionally present to the extent of being objectionable or regular exposure to work situations
that could result in incapacitating accidents or, on occasion, loss of life. ......................................................................................................
One or more of the above elements are regularly present and objectionable, or continuing exposure to work situations that could
result in incapacitating accidents or periodic exposure to situations involving hazards that could result in total disability, critical illness
or loss of life………………………………………………………………………………………………………………………………………………..
Continuous exposure to work situations involving hazards that could result in total disability, critical illness or loss of life, despite
the provision and/or implementation of available safety measures................................................................................................................
17. Mental Stress and/or Effort
Conditions you are subjected to during your day-to-day duties:
Limited mental effort and/or stress.................................................................................................................................................................
Some mental effort and stress involved resulting in inconvenience and frustration.......................................................................................
Considerable mental effort and stress ...........................................................................................................................................................
Serious mental stress involved that could, over a period of time, result in temporary nervous disorder and severe mental anguish. ..........
Severe mental stress involved that could result in permanent nervous disorder/mental instability ...............................................................
18. Interpersonal Skills and Communication Skills
Skills required during your day-to-day duties:
Little or no contact required except with immediate associates and direct supervisor...................................................................................
Regular contact within the department and periodic contacts with other departments, outside agencies and the general public.................
Regular contact within the department and other departments, outside agencies and general public (supplying or
seeking information) on specialized matters. .................................................................................................................................................
Outside and inside contacts to carry out organization programs or occasional contacts with officials at higher levels on matters
requiring cooperation, explanation and persuasion, or work requiring enforcement of laws, ordinances, policies and procedures..............
Regular contact with persons of importance and influence involving considerable tact, discretion and persuasion. ....................................
Continuing contact involving difficult negotiations calling for well-developed sense of timing and strategy; representing department
or organization in policy settings………………………………………………………………………………………………………………………...
Please list people or groups with whom you must interact and/or communicate in the performance of your job.
(e.g.: citizens, customers, clients, elected officials, supervisors, subordinates, consultants, engineers, etc.)
Page 3
Employee
(check only one)
Supervisor
19. Knowledge
Level of knowledge required to complete your normal, day-to-day duties satisfactorily.
(S) Some
Basic knowledge of principles and terminology
Sufficient knowledge to perform and deal effectively with normal and routine situations
(G) General
(T) Thorough Sufficient comprehension to deal with and resolve unusual and difficult problems
(C) Comprehensive Mastery and understanding of the subject; most advanced degree of knowledge
a.
Comprehension Skills
Please list the type(s) of manuals, texts, drawings, documentation, technical abilities, etc. to which you refer in the performance
of your job (e.g.: maintenance manuals, policy and/or procedure manuals, engineering or architectural drawings, electrical or
mechanical diagrams, maps, etc.). Please consider the level of knowledge required to comprehend and mark appropriately.
(Supervisor’s comments regarding this information may be provided on Page 7 in the Supervisor’s Comments section)
S
G T
C
b.
Information Processing Skills
Please list the type(s) of records, reports, charts, graphs, technical abilities, etc. you prepare or process in the performance of
your job (e.g.: billing statements, attendance records, time sheets, vehicle maintenance reports, letters, flow charts/diagrams,
technical reports, performance appraisals, meter readings, balance sheets, etc.) Please consider the level of knowledge
required to prepare the items and mark appropriately. (Supervisor’s comments regarding this information may be provided on
Page 7 in the Supervisor’s Comments section)
S
G T
C
c.
Equipment
Please list the type(s) of machinery and/or equipment that you use or service in the performance of your duties. (e.g. standard
office, specific law enforcement, specific fire fighting, bulldozer, garbage packer, container truck, lawnmowers, front loader,
etc.). Please consider the level of knowledge to operate the items listed and mark appropriately. (Supervisor’s comments
regarding this information may be provided on Page 7 in the Supervisor’s Comments section)
S
G T
C
Standard Office (computer, fax, telephone, copier, etc.)
Page 4
Employee
(check only one)
d.
Technology Hardware/Software Requirements
Please list the type(s) of hardware and/or software that you use or service in the performance of your duties (e.g. spreadsheets,
word processing, presentation, accounting, servers, CPUs, printers, etc.) Please consider the level of knowledge to operate the
items listed and mark appropriately. (Supervisor’s comments regarding this information may be provided on Page 7 in the
Supervisor’s Comments section)
S
G T
C
Standard Office Software (spreadsheets, word processing, presentations, databases, etc.)
Standard Accounting Software
Are you performing troubleshooting prior to contacting your organizations IT/IS department or vendor?
e.
Supervisor
Yes
No
Mathematical Requirements
What mathematical skills are required in order to perform your job?
Ability to make arithmetic computations using whole numbers, fractions and decimals.
Ability to compute rates, ratios and percentages
Ability to understand and apply governmental accounting practices in maintenance of financial records
f.
Other Required Knowledge, Skills, Abilities or Other Factors
Are there other requirements required to perform your job not referenced in a-e?
Page 5
Employee
(check only one)
Supervisor
20. Level of Responsibility
How much freedom or independence is required or allowed in the performance of your normal day-to-day duties:
Close supervision, or tasks are so routine and standardized that they do not require supervision. ..............................................................
Moderate supervision within standard operating procedures; supervisor or senior workers are generally nearby to answer questions, make
“judgment calls” and/or prioritize work ...........................................................................................................................................................
Limited supervision with general autonomy in determining how objectives are achieved; supervisors generally set operating
benchmarks, goals and objectives .................................................................................................................................................................
General direction, based on broad goals and policies ...................................................................................................................................
Involves setting policies and goals for the department or organization operation..........................................................................................
21. Organizational Impact and Consequences
How your day-to-day duties impact the organization and the consequences of those duties:
Supportive, informational, recording or other services to assist others in producing correct and effective results; minor consequences ....
Assisting and supporting others or individually providing data or facilitating services for use by others; minor to moderate consequences
Daily actions or services affect individual clients/citizens; activity has moderate impact on specific cases in service area..........................
Participating with others (within and/or outside of community/agency) in program development, service delivery and supervision
of subordinate staff; moderate to serious impact. ..........................................................................................................................................
Major individual impact on and accountability for end results affecting organizational unit or total community/agency. ...............................
22. Financial
Please indicate the dollar amount over which you have accountability, approval and/or authority. (Supervisor’s comments regarding
this information may be provided on Page 7 in the Supervisor’s Comments section)
$0 (N/A)
$1 - $999
$1,000 - $4,999
$5,000 - $19,999
$20,000 - $49,000
$50,000 - $99,999
$100,000 - $499,999
$500,000 - $999,999
$1,000,000 - $4,999,999
$5,000,000 - $19,999,999
$20,000,000 – 49,999,999
$50,000,000 +
23. Supervision and/or Oversight
The scope and type of responsibility that you exercise as a supervisor or lead worker of other employees. (Supervisor’s comments
regarding this information may be provided on Page 7 in the Supervisor’s Comments section)
Do you supervise or have oversight of other positions:
Please check all that apply:
N/A
Work Group/Team
Unit/Section
Yes, continue in this box
Department
No, continue to next section
Division
Organization
List the positions by title, along with number of individuals within the position, that you have responsibility for:
For the positions listed above, do you effectively recommend or take action on the following:
Effectively
Recommend
Take
Action
Effectively
Recommend
Hire
Assign Work
Direct Work
Reward
Transfer
Promote
Adjust Grievances
Train
Inspect Work
Take
Action
Suspend
Terminate
Discipline (Oral Reprimand)
Discipline (Written Reprimand)
Evaluate Performance
Demote
Coach and/or Counsel
Develop Staff Schedules
Other
Page 6
Employee
(check only one)
Supervisor
Supervisor’s Comments (To be completed by immediate supervisor of employee)
Are the statements provided by the employee accurate and complete?
Yes
No Please indicate any inaccuracies or incomplete items.
I certify that the answers to the above questions are my own and to the best of my knowledge and belief are correct and complete.
Employee Signature
Date
Supervisor or Dept/Div Head Signature
Date
Page 7
Position Analysis Questionnaire
In order to assist in developing class descriptions which recognize and accommodate the requirements of the Act, each employee is requested to
complete the attached ADA supplemental information form. Please check only those physical requirements or activities and sensory
requirements that are absolutely necessary to perform the essential functions of your job and those environmental conditions which apply.
If options provided are not applicable, please do not check the corresponding box.
The employee should check the appropriate box on the left side of the form. Supervisors should review information provided by the employee and
verify the requirements of the position by checking the appropriate box on the right side of the form.
1.
The physical requirements of this position.
Does this job require that weight be lifted or force be exerted? If so, how much and how often? Check the appropriate boxes below.
Employee Amount of Time
None
up to 1/3
1/3 to 2/3
Supervisor’s Input
2/3 & up
None
up to 1/3
1/3 to 2/3
2/3 & up
Up to 10 pounds of force
In excess of 100 pounds of force
What is being lifted:
2.
The physical activity of this position.
How much on-the-job time is spent in the following physical activities? Show the amount of time by checking the appropriate boxes below.
None
up to 1/3
1/3 to 2/3
2/3 & up
None
up to 1/3
1/3 to 2/3
2/3 & up
Stand
Walk
Sit
Speak or hear
Use hands to finger, handle or feel
Climb or balance
Stoop, kneel, crouch or crawl
Reach with hands and arms
Taste or smell
Push or pull
Lifting
Repetitive Motions
3.
Employee (check all that apply)
The sensory requirements of the position are:
Supervisor (verify job requirement)
Visual Acuity
Standard vision requirements
Close vision
Distance vision
Ability to adjust focus
Depth perception
Color perception
Night vision
Peripheral vision
Page 8
Employee
(check only one)
Supervisor
Vocal Communication
Expressing or exchanging ideas by means of the spoken word. ...................................................................................................................................
Detailed or loud talking to convey detailed or important spoken instructions to others accurately, loudly or quickly. ..................................................
Hearing Perception
Ability to recognize information at normal spoken word levels. ......................................................................................................................................
Ability to receive detailed information through oral communications and/or to make fine distinctions in sound. ..........................................................
Sensory Utilization
Preparing and analyzing written or computer data..........................................................................................................................................................
Visual inspection involving small defects and/or small parts ..........................................................................................................................................
Use of measuring devices
Assembly or fabrication of parts within arms length........................................................................................................................................................
Operating machines
Operating motor vehicles or equipment
Observing general surroundings and activities ...............................................................................................................................................................
4.
The environmental conditions the worker will be subject to in this position.
How much exposure to the following environmental conditions does this job require? Show the amount of time by checking the appropriate boxes below.
None
up to 1/3
1/3 to 2/3
2/3 & up
None
up to 1/3
1/3 to 2/3
2/3 & up
Wet, humid conditions (non-weather)
Work near moving mechanical parts
Work in high, precarious places
Fumes or airborne particles
Toxic or caustic chemicals
Outdoor weather conditions
Extreme cold (non-weather)
Extreme heat (non-weather)
Risk of electrical shock
Work with explosives
Vibration
Breathing apparatus
Exposure to blood borne pathogens
Exposure to bodily fluids
Other:
Other:
Other:
5.
Typical Noise Level
Employee (check only one) Supervisor (verify job requirement)
Very Quiet (e.g. park trail, storage or file room) ..............................................................................................................................................................
Quiet (e.g. library, private offices)
Moderate Noise (e.g. business office with typewriters and/or computer printers, light traffic).......................................................................................
Loud Noise (e.g. heavy traffic, large earth-moving equipment) ......................................................................................................................................
Very Loud Noise (e.g. jack hammer work, garbage recycle plant).................................................................................................................................
Page 9
2009 Questionnaire on Compensation, Benefits, and Service Delivery
Responding Community/Agency:
Population (Cities, Towns Villages, and
Counties Only):
Total Regular
Employees:
Full-Time
Total Regular
Employees:
Part-Time
Total Projected Temporary or
Seasonal Employees:
Phone:
Name & Title of person
completing survey:
E-mail:
Effective date of compensation data supplied:
Next scheduled date for pay increases:
When was the last time your organization
conducted a comprehensive compensation study?
Would you like to receive a copy of the survey averages?
Are there future plans
to conduct a study?
Yes
Yes
No
No
Instructions
Section I: Compensation Plan
This section requests data regarding your general compensation plan including the basic structure of your
compensation schedule(s) and general pay practices.
Section II: Pay Data
This section explains the major duties and basic educational requirements for certain benchmark positions. If
you have personnel in your organization whose duties substantially correspond to those outlined in the description,
please record the information requested. Compensation rates can be reported in annual or hourly amounts. Please do
not report overtime pay or special bonuses in your response. Terms used in the survey are defined below.
• Number of Employees: the total number of employees assigned to a particular position and the percentage
of time worked of regular part-time employees based on the standard number of hours worked by a full-time
employee (e.g. if full-time is a 40 hour work week and there is a part-time employee scheduled to work 30 hours
a week, they would be considered 0.75 which is 30 hours divided by 40).
• Annual/Hourly Minimum: the minimum base pay rate of the range assigned to a particular position. If your
current hire rate consistently exceeds the minimum for a particular range, please indicate this in the remarks section.
• Annual/Hourly Maximum: the top rate of the range assigned for the position. If your current wage rates
exceed the maximum salary for a particular range, please indicate this in the remarks section.
• Actual Salary/Wage: the current actual salary paid to the employee within the position. If you have more than
one person within the position, you may put “varies” or indicate an average actual salary.
• FLSA Status: is the position eligible for overtime compensation (Non-Exempt) or not eligible (Exempt).
• Hours/Week: how many hours per week is the position scheduled to work.
• Years of Service: how many years the current incumbent has held the position.
Section III: Fringe Benefits
This section requests information on the various types of fringe benefits available to your employees. Please indicate
your responses directly on the questionnaire.
Section IV: Staffing, Statistics & Service Delivery
This section requests information regarding services provided by the entity to the regarded citizens. Please indicate
your responses directly on the questionnaire. If you do not have any employees in the listed area, please provide any
statistics that are available. If you contract for the services, please provide the name of the service provider and the
amount of the current contract.
Page 1
Please contact Rebecca Trepanier at 651-223-3006, for additional information or clarification. When completed, please return the
questionnaire by fax to 651-268-5006, e-mail it to [email protected], or mail to:
Attn: Rebecca Trepanier
Saint Paul, MN 55101
Thank you for your participation in this study.
Page 2
Section I: Compensation Plan
1.
Does your organization use an adopted pay plan?
Yes (please continue to next question and provide a copy of your current plan(s))
No (please skip to question 4)
2.
Does your organization use a single pay schedule for all classes or multiple schedules?
Single
Multiple
3.
Compensation Structure
open range
step system
Other
a.
What type of system to do you have?
b.
What is the number of pay ranges (grades)? ....................................................................................................
c.
What is the approximate percentage spread between ranges (grades)? .......................................................
%
d.
What is the approximate percentage spread from minimum to maximum of each pay range/grade..........
%
e.
If applicable, how many pay steps are there in each range (grade)? ...............................................................
f.
If applicable, what is the approximate percentage spread between steps?...................................................
4.
What practices does your organization use to provide pay increases or for progression through the pay range?
5.
Does your organization have a longevity pay plan outside the basic pay plan?
If yes, please explain or attach a copy of the policy.
6.
Does your organization have a pay for performance program?
Yes
No
7.
Does your organization provide any bonuses, education supplements, etc.?
Yes
No
8.
How many hours constitute the standard official work week, excluding the regular lunch period?
Office Workers
Public Safety
Field Forces
Others
Page 3
Yes
%
No
(Please Explain)
2009 Questionnaire on Compensation, Benefits and Service Delivery
Section II: Pay Data
Listed below are selected benchmark positions with titles, major duties and basic educational requirements. Please look at the
description with the tile and if you have personnel in your organization whose duties and qualifications substantially correspond
to those outlined, please record the information requested, along with your operational title and any pertinent remarks.
1. Administrative Assistant
Provides general office assistance to town staff members and town officials as well as provides a first point of contact
for residents, developers, businesses, and other governmental units which may have questions or concerns regarding the
Town. High school graduate or GED equivalent with coursework in accounting or office support, Associate’s Degree
preferred plus one (1) to three (3) years experience working experience in a government environment or any
combination of education and experience that provides equivalent knowledge, skills, and abilities. Work is performed
under the general direction of the Town Administrator/Clerk.
Your Title:
(if different)
FLSA Status:
Fulltime
Number of
Employees
Non-Exempt
Part-time
Annual/Hrly
Minimum
Annual/Hrly
Maximum
Actual
Salary/Wage
Exempt
Hrs/Wk:
40
37.5
Months/Days per year:
Other:
Union
Yrs of Service
Non-Union
Remarks:
2. Administrator/Clerk
Oversees all Town functions, implements Town Board policies, administers Town services, acts as primary contact for
inquiries to the Town, and coordinates Town functions and operations with other agencies and units of government. Work
is performed under the broad direction of the Town Board. Master’s Degree in Public Administration, Urban Planning or
related field preferred plus three (3) to five (5) years local government administrative experience or any combination of
education and experience that provides equivalent knowledge, skills, and abilities.
Your Title:
(if different)
FLSA Status:
Fulltime
Number of
Employees
Non-Exempt
Part-time
Annual/Hrly
Minimum
Annual/Hrly
Maximum
Actual
Salary/Wage
Exempt
Hrs/Wk:
40
37.5
Other:
Union
Yrs of Service
Non-Union
Remarks:
Page 4
3. Emergency Management Services Coordinator
Oversees Town emergency management functions, implements Town Board policies related to emergency management,
and coordinates emergency management functions with other agencies and units of government. Work is performed under
the limited direction of the Town Board and Administrator/Clerk. High School Diploma/GED or equivalent with
certification as an Emergency Medical Technician required, Associate’s Degree preferred. Must have a valid Wisconsin
State driver’s license. Must have the ability to successfully pass a criminal background check. Must be within a maximum
ten (10) minute response time to the Town Hall (residency in Town is not required). Must have three (3) to five (5) years
experience in local emergency management services or any combination of education and experience that provides
equivalent knowledge, skills, and abilities. Must be able to obtain NIMS certification within six months of accepting
position. Must have successfully completed the certification for First Responder, Firefighter Part One (1) and Two (2).
Must have the ability to complete the certification for Fire Fighter Part Three (3) within one year of hire unless an extension
has been provided by the Town Board. Work is performed under the limited direction of the Town Administrator/Clerk.
Your Title:
(if different)
FLSA Status:
Fulltime
Number of
Employees
Non-Exempt
Part-time
Annual/Hrly
Minimum
Annual/Hrly
Maximum
Actual
Salary/Wage
Exempt
Hrs/Wk:
40
37.5
Other:
Union
Yrs of Service
Non-Union
Remarks:
4. Finance Clerk
Provides day-to-day accounting of town expenditures and revenues and serves as the deputy to the functions performed by
the Administrator/Clerk. This position also provides back up to the Administrative Assistant. Associate’s Degree required.
One (1) to three (3) years experience working in a finance department in a government environment or any combination of
education and experience that provides equivalent knowledge, skills, and abilities. Work is performed under the general
direction of the Town Administrator/Clerk. Must be certified as a Treasurer upon hire unless granted an extension by the
Town Board.
Your Title:
(if different)
FLSA Status:
Fulltime
Number of
Employees
Non-Exempt
Part-time
Annual/Hrly
Minimum
Annual/Hrly
Maximum
Actual
Salary/Wage
Exempt
Hrs/Wk:
40
37.5
Other:
Union
Yrs of Service
Non-Union
Remarks:
Page 5
5. Fire Chief
Oversees the Town Fire Department including management functions and implementation of Town Board policies
related to the Fire Department, coordinates fire protection management functions with other agencies and units of
government, and generally plans, directs, and reviews activities and operations including fire suppression, prevention,
and technical services. Work is performed under the limited direction of the Town Board and Administrator/Clerk.
High school graduate or GED equivalent required, Associate’s Degree preferred. Must have a valid Wisconsin State
driver’s license. Must have the ability to successfully pass a criminal background check. Must be within a maximum
ten (10) minute response time to the Buchanan Town Hall (residency in Town is not required). Must have more than (6)
years experience in local emergency management services or any combination of education and experience that provides
equivalent knowledge, skills, and abilities. Must be able to obtain NIMS certification within one (1) year of date of hire.
Must have possession of Firefighter Part Two (2) certification and the capacity to obtain Firefighter Part Three (3)
within one (1) year of accepting position, or with an extension granted by the Town Board.
Your Title:
(if different)
FLSA Status:
Fulltime
Number of
Employees
Non-Exempt
Part-time
Annual/Hrly
Minimum
Annual/Hrly
Maximum
Actual
Salary/Wage
Exempt
Hrs/Wk:
40
37.5
Other:
Union
Yrs of Service
Non-Union
Remarks:
6. Maintenance Worker
Provides general maintenance of town buildings, parks, other town owned infrastructure, or items located in road rightof-ways including signs. This position serves under the general direction of the Town Administrator/Clerk. This
position gives work direction to temporary Groundskeepers. High School Diploma /GED or equivalent. Must have a
valid Wisconsin Driver’s License and one (1) to three (3) years experience working in maintenance, janitorial, public
works, park and recreation, landscaping, or government environment or any combination of education and experience
that provides equivalent knowledge, skills, and abilities.
Your Title:
(if different)
FLSA Status:
Fulltime
Number of
Employees
Non-Exempt
Part-time
Annual/Hrly
Minimum
Annual/Hrly
Maximum
Actual
Salary/Wage
Exempt
Hrs/Wk:
40
37.5
Other:
Union
Yrs of Service
Non-Union
Remarks:
Page 6
7. Groundskeeper
Provides general grounds maintenance of town buildings, parks, other town owned infrastructure, or items located in road
right-of-ways including signs. This position serves as the assistant to the Maintenance Worker for the Town. Valid
Wisconsin driver’s license and minimal experience working in maintenance, janitorial, public works, park and recreation,
landscaping, or government environment or any combination of education and experience that provides equivalent
knowledge, skills, and abilities.
Your Title:
(if different)
FLSA Status:
Fulltime
Number of
Employees
Non-Exempt
Part-time
Annual/Hrly
Minimum
Annual/Hrly
Maximum
Actual
Salary/Wage
Exempt
Hrs/Wk:
40
37.5
Other:
Union
Yrs of Service
Non-Union
Remarks:
8. Treasurer
Provides end of year tax and accounting to town expenditures and revenues as provided in Section 60.34, Wisconsin
Statutes, and as provided in Wisconsin Statutes Chapters 70-79 relating to taxation, and other related statutes. The
Treasurer maintains the Town’s Financial System, administers Town finances and maintains records in compliance with the
state statutes. The Treasurer must take and file the official oath and bond as provided in Section 60.31, Wisconsin Statutes.
This position also provides general assistance to town staff members, town officials, and serves as a point of contact for
residents, developers, businesses, and other governmental units which may have questions or concerns regarding the Town
of Buchanan. High school graduate or GED equivalent required and one (1) to three (3) years of experience working in a
government environment or any combination of education and experience that provides equivalent knowledge, skills, and
abilities. Certification of the Treasurers Institute is required upon hire unless granted an extension by the Town Board.
Work is performed under the general direction of the Town Administrator/Clerk.
Your Title:
(if different)
FLSA Status:
Fulltime
Number of
Employees
Non-Exempt
Part-time
Annual/Hrly
Minimum
Annual/Hrly
Maximum
Actual
Salary/Wage
Exempt
Hrs/Wk:
40
37.5
Other:
Union
Yrs of Service
Non-Union
Remarks:
Page 7
9. Police Officer
Performs responsible protective service work involving a variety of general or support duty police assignments including
enforcing laws, investigating criminal activity, ensuring public safety, maintaining records and files, testifying in court,
preparing reports and related work as required. Much of the work is performed under emergency conditions and involves
considerable personal hazard. Work is performed under limited supervision of the Police Chief. Graduation from an
accredited community or technical college with a degree in criminal justice, law enforcement, or related field plus
Wisconsin Law Enforcement Standards Board Certification.
Your Title:
(if different)
FLSA Status:
Fulltime
Number of
Employees
Non-Exempt
Part-time
Annual/Hrly
Minimum
Annual/Hrly
Maximum
Actual
Salary/Wage
Exempt
Hrs/Wk:
40
37.5
Other:
Union
Yrs of Service
Non-Union
Remarks:
10. Police Chief
Performs difficult professional and administrative work managing and directing all activities of the Police Department,
including planning, organizing, directing and supervising law enforcement, investigation and crime prevention programs
and services of the Town, maintaining records, preparing reports and related work as required. Work involves setting
department goals under the direction of the Town Administrator/Clerk and participating in the Town’s management team.
Departmental supervision is exercised over the Patrol Officers. Graduation from an accredited college or university with
coursework in criminal justice or law enforcement, along with extensive law enforcement and supervisory experience.
Your Title:
(if different)
FLSA Status:
Fulltime
Number of
Employees
Non-Exempt
Part-time
Annual/Hrly
Minimum
Annual/Hrly
Maximum
Actual
Salary/Wage
Exempt
Hrs/Wk:
40
37.5
Other:
Union
Yrs of Service
Non-Union
Remarks:
11. Public Works Superintendent
Performs difficult technical and administrative work directing and supervising the activities of the Town’s various public
works operations excluding water and sewer utilities; maintaining records and files, preparing reports, and related work as
required. Work involves setting department goals under the direction of the Town Administrator/Clerk and participating in
the Town’s management team.
Your Title:
(if different)
FLSA Status:
Fulltime
Number of
Employees
Non-Exempt
Part-time
Annual/Hrly
Minimum
Annual/Hrly
Maximum
Actual
Salary/Wage
Exempt
Hrs/Wk:
40
37.5
Other:
Union
Yrs of Service
Non-Union
Remarks:
Page 8
12. Equipment Operator
Performs intermediate semiskilled work operating a vehicle in the collection and disposal of snow, cleaning and clearing of
roads and Town property; maintenance and upkeep of streets, crack sealing, pothole and signage repair and related work as
required. Work is performed under regular supervision. Any combination of education and experience equivalent to
graduation from high school and moderate experience in the operation of heavy equipment. Possession of Class A CDL
license valid in the State of Wisconsin.
Your Title:
(if different)
FLSA Status:
Fulltime
Number of
Employees
Non-Exempt
Part-time
Annual/Hrly
Minimum
Annual/Hrly
Maximum
Actual
Salary/Wage
Exempt
Hrs/Wk:
40
37.5
Other:
Union
Yrs of Service
Non-Union
Remarks:
13. Planning/Zoning Administrator
Performs intermediate professional and administrative work interpreting and enforcing the zoning ordinance and town
codes; performs difficult professional work preparing maps and graphics, assisting with zoning enforcement, records
management and research functions related to planning. Any combination of education and experience equivalent to
graduation from an accredited college or university with major course work in urban planning, architecture, engineering or
related field and considerable experience in zoning enforcement and urban planning.
Your Title:
(if different)
FLSA Status:
Fulltime
Number of
Employees
Non-Exempt
Part-time
Annual/Hrly
Minimum
Annual/Hrly
Maximum
Actual
Salary/Wage
Exempt
Hrs/Wk:
40
37.5
Other:
Union
Yrs of Service
Non-Union
Remarks:
Page 9
Section III: Fringe Benefits
If you have different levels for various groups of employees or different bargaining units, please provide the average granted.
Please specify if the benefit is granted to all employees, or if it only applies to one or more class, but not all (Regular Full Time).
1. Holidays
a.
How many official holidays are observed by your organization each year? .........................................................
b.
Do you offer floating holidays?
c.
How do you handle holidays that fall on regular days off?
d.
How are employees compensated if they are required to work on an official holiday?
Time and a ½
Double Time
Double Time and a ½
Other, please explain
Yes, how many
No
Friday before/Monday after
Other, please explain
2. Annual Leave – Vacation
a.
Does the organization provide
Vacation/Sick or
Paid Time Off (PTO)?
b.
How many annual leave days/hours do employees accrue after:
6 months
6 years
12 years
18 years
1 year
7 years
13 years
19 years
2 years
8 years
14 years
20 years
3 years
9 years
15 years
20+ years
4 years
10 years
16 years
5 years
11 years
17 years
If you have provided hours, are the hours accrued per month or per pay period? If pay period, how many hours are
within the pay period?
c.
How many accrued vacation days/hours can be carried into the next year?..........................................................
d.
What is the maximum allowable accumulation? ....................................................................................................
e.
Do you have a method to compensate employees for annual leave lost after exceeding maximum accrual?
Yes
No
If yes, please explain or attach policy.
Page 10
3. Sick Leave
a.
How many paid sick leave days/hours do employees accrue per year/month? .....................................................
b.
How many sick leave days/hours may be carried forward into the next year?......................................................
c.
What is maximum allowable accumulation? ..........................................................................................................
d.
Is accrued sick leave paid at termination?
If yes, please attach a copy of the policy.
Yes
No
e.
Are employees allowed to use sick leave for medical appointments?
Yes
No
f.
Are employees allowed to use sick leave for dental appointments?
Yes
No
g.
Are employees allowed to use sick leave for illness in the immediate family?
Yes
No
h.
Do you have a sick leave bank?
Yes
No
4. Pension and Retirement
a.
Do you offer a retirement plan other than Social Security?
Yes
No
b.
Is this a State sponsored system?
Yes
No
c.
What percentage of the employee’s pay does the employer contribute to the plan?..........................................
%
d.
How much of the employee’s pay are they allowed to contribute to the plan? ..................................................
%
e.
Does your retirement plan provide a death benefit?
Yes
No
5. Life and Disability Insurance
a.
b.
Do you offer life insurance?
Yes
No
What portion of this cost is paid by the employer?..............................................................................................
Please describe the benefit
Do you offer group accidental death and dismemberment insurance?
Yes
No
Do benefits provide for double indemnity for accidental death?
Yes
No
%
%
%
d.
Yes
No
Do you offer short-term disability insurance?
Do you offer long-term disability insurance?
Yes
No
e.
%
c.
Page 11
6. Health Insurance
a.
Do you offer group health insurance?
Yes
No
b.
Do you offer multiple insurance plans (i.e. different levels, health savings account, etc.)?
Yes
No
c.
Does the organization compensate those not participating in its health insurance plan?
Yes
No
d.
What is the monthly cost (in dollars) for individual coverage?............................................................................ $
What is the annual deductible? .............................................................................................................................. $
What is the standard office visit co-pay?............................................................................................................... $
e.
f.
g.
h.
What is the monthly cost for individual and spouse? ........................................................................................... $
What is the monthly cost for individual and child? .............................................................................................. $
What is the monthly cost for family coverage?..................................................................................................... $
Is group health insurance available to retirees?
%
%
%
%
Yes
No
if yes, how many years of
service are required?
i.
Do you offer dental insurance?
Is it part of your Health Insurance Plan?
Yes
Yes
No
No
What is the monthly cost for individual coverage?............................................................................................... $
What is the monthly cost of family coverage?...................................................................................................... $
j.
Do you offer vision insurance?
Is it part of your Health Insurance Plan?
Yes
Yes
%
%
No
No
What is the monthly cost for individual coverage?............................................................................................... $
What is the monthly cost of family coverage?...................................................................................................... $
Page 12
%
%
%
7. Deferred Compensation
a.
Do you offer a deferred compensation plan?
Yes
No
b.
Is the plan available to all employees?
If no, please indicate class included.
Yes
No
c.
What type of deferred compensation plan is offered?
d.
Does the employer contribute to the plan?
If yes, please describe.
Yes
No
8. Other Benefits Programs
a.
Does your organization offer any other benefits to its employees?
Yes
No
b.
Does your organization offer a post retirement healthcare savings plan?
Employee contribution
Employer contribution
Yes
No
c.
Does your organization provide call back pay?
Yes
No
d.
Does your organization provide on-call or standby pay?
Yes
No
e.
Does your organization provide a clothing allowance?
Yes
No
Page 13
9. City / County / Town Manager / Administrator Compensation
a.
Is your Manager/Administrator included in your pay plan?
Yes
b.
No
Does your Manager/Administrator have a County/City/Town car or receive a vehicle allowance?
Yes
if yes, are they able to use for personal business or how much of an allowance do they receive?
If yes, does the County/City/Town cover associated expenses (i.e. gas and maintenance)?
c.
No
Yes
No
Does your Manager/Administrator accrue/receive annual and sick leave differently from other employees?
Yes
No
d.
Is your Manager/Administrator’s retirement plan different from other employees?
Yes
No
e.
Please describe any additional benefits that your Manager/Administrator receives.
Page 14
Staffing and Statistics
Section IV a:
1. Administration:
a.
Number of FTE’s in department
b.
Administrator performs clerk duties
Yes
No
c.
Administrator responsible for zoning
Yes
No
2. Finance
a.
b.
Amount of General Fund budget
$
3. Planning
a.
b.
Number of applications reviewed for re-zoning, condition use, etc.
c.
Number of applications reviewed for building permits or plan reviews with
citzens/developers?
d.
Number of zoning cases/appeals
e.
Provided under contract?
f.
Amount of current contract?
g.
Name of contractor
h.
Public or private contractor?
Yes
No
Pub.
Priv.
Yes
No
Pub.
Priv.
$
4. Engineering
a.
b.
Annual average CIP Budget
c.
d.
e.
Name of contractor
f.
$
$
Page 15
5. Public Works – excluding water and waste water services
a.
b.
Number of temporary employees:
i. Winter
ii. Summer
c.
Miles of streets and roads maintained
d.
Acres of parkland maintained
e.
Snow Removal:
i. Provided under contract?
ii. Amount of current contract?
Yes
No
Pub.
Priv.
Yes
No
Pub.
Priv.
Yes
No
Pub.
Priv.
Yes
No
$
iii. Name of contractor
iv. Public or private contractor?
f.
Streets:
i. Provided under contract?
ii. Amount of current contract?
$
iii. Name of contractor
iv. Public or private contractor?
6. Inspections
a.
b.
Number of inspections conducted
c.
d.
e.
Name of contractor
f.
$
7. Police
a.
Number of sworn FTE’s
b.
Number of non-sworn FTE’s
c.
Total calls
d.
Annual number of arrests
1.
Adult
2.
Juvenile
e.
Number of hours sworn officers spend in the schools
f.
g.
h.
Name of contractor
i.
Pub.
Priv.
j.
Are officers allowed to take home and commute to work with their squad vehicles?
Yes
No
$
Comment:
Page 16
8. Fire
a.
Number of regular Full Time Employees
b.
Authorized number of volunteer firefighters
c.
Annual number of fire calls
d.
ISO rating (indicate if more than one rating)
Comment:
e.
Number of annual inspections
f.
Number of annual plan reviews
g.
Number of First Responders
h.
Number of EMTs
i.
Annual number of emergency medical runs
j.
k.
l.
Name of contractor
Yes
No
Pub.
Priv.
Yes
No
Pub.
Priv.
Yes
No
Pub.
Priv.
Yes
No
Pub.
Priv.
$
m. Public or private contractor?
9. Snow removal
a.
b.
c.
Name of contractor
d.
$
10. Street Maintenance
a.
b.
c.
Name of contractor
d.
$
11. Information Technology
a.
b.
c.
Name of contractor
d.
$
12. Other functions provided by the entity (please specify: name of function, if provided under contract, amount of the
contract, name of the contractor and if they are a public or private contractor)
Page 17
Section IVb:
Service Questions
1. Public Works – excluding water and waste water services
a.
Do you have a street maintenance/reconstruction program and policy?
Yes
No
Yes
No
Yes
No
Yes
No
Yes
No
Yes
No
Yes
No
Comments:
b.
Do you ever assess the costs of all or part of the street maintenance and
reconstruction improvements to benefiting properties?
Comments:
c.
Do you develop specifications for road and street projects and obtain competitive bids?
Comments:
d.
Do you have open drainage ditches?
Comments:
e.
If you have open drainage ditches, what percent (estimate) of the community is within
the system of open drainage ditches?
%
Comments:
f.
Does your community have a comprehensive drainage plan?
Comments:
g.
Have you ever jointly advertised for bids?
Comments:
h.
Does your community have a program in place to permit use of the public right of way?
Comments:
2. Fire
a.
What is the average number of personnel responding on service calls:
i. During standard business hours?
ii. Outside of standard business hours?
b.
What is the average number of personnel responding on reported structure fire?
c.
Are you satisfied with the response time for calls?
Yes
No
Yes
No
Yes
No
Yes
No
Yes
No
Yes
No
If no, what steps are you taking to improve the response time?
d.
Does the department currently have run cards with designated departments and
equipment to be requested for different types of alarms?
Comments:
e.
Have you adopted the MABAS protocol?
Comments:
f.
How often do you call mutual aid?
Comments:
g.
Have there been any recent changes in ISO ratings in all or any part of your community?
Comments:
h.
Do you participate in joint training programs with other departments?
Comments:
Page 18
3. Law Enforcement
a.
Does your community have 24/7 patrol coverage
Yes
No
Yes
No
Yes
No
Yes
No
Yes
No
Yes
No
Comments:
b.
Do you ever have times when there is not a sworn officer present in your community?
Comments:
c.
Does you community have crime prevention programs such as Neighborhood Watch?
Comments:
d.
Do you have a fee for false alarms?
Comments:
e.
Does your community have a full-time school liaison program?
Indicate how the program is funded:
f.
Do you have a formal mutual aid agreement with other communities?
Indicate how frequently it is used:
Page 19
APPENDIX II
Job Descriptions
Town of Buchanan
Position Title:
Administrative Assistant
Reports To: Town Administrator/Clerk
Purpose of Position: The purpose of this position is to provide general office assistance to town
staff members and town officials as well as provide a first point of contact for residents,
developers, businesses, and other governmental units which may have questions or concerns
regarding the Town of Buchanan.
Essential Functions: To perform this job successfully, an individual must be able to perform
each essential function listed satisfactorily. The requirements listed below are representative of
the knowledge, skill and/or ability required. Reasonable accommodations may be made to
enable individuals with disabilities to perform the essential functions. These are not to be
construed as exclusive or all-inclusive. Other duties may be required and assigned.
1. Perform basic office support tasks including: recording and typing various items for staff,
sorting and distributing mail, making copies, sending faxes, answering telephone calls,
performing data entry, addressing inquiries from various sources in person and on the
telephone, maintaining office supplies, creating and maintaining electronic and paper
files and scheduling Town facilities for resident use.
2. Organize and maintain electronic records management system for Town documents
3. Fill out real estate inquires, issue dog licenses and building permits; receipt money as
necessary.
4. Sell and receipt brown goods and appliance stickers and maintain lists for pick-up.
5. Provide administrative support to the Administrator/Clerk in posting and publishing of
notices, ordinances, hearings, etc.
6. Give out absentee ballots in Administrator/Clerk or Deputy Clerk absence.
7. Maintain town voter list utilizing the State Voter Registration System (SVRS).
8. Manage and maintain the Town of Buchanan website by regularly posting and removing
materials in consultation with the Administrator/Clerk.
9. Assist Treasurer with annual tax collections.
10. Performs duties of the Deputy Clerk in their absence.
Minimum Training and Experience Required to Perform Essential Job Functions: High
school graduate or GED equivalent with coursework in accounting or office support, Associate’s
Degree preferred and one (1) to three (3) years experience working in a government environment
or any combination of education and experience that provides equivalent knowledge, skills, and
abilities.
Knowledge, Skills and Abilities Required to Perform Essential Job Functions:
Language Ability and Communication
Ability to communicate orally, and in writing as necessary, with Town Board, Town
Chairperson, Town employees, developers, contractors, consultants, residents, and various
Board/Commission members. Must have comprehensive skill when commanding the English
language.
Technical
Proficient with standard office software and standard accounting software or equivalent.
Familiarity with working on the internet and basic internet based research. Ability to create and
maintain electronic records with standard software.
Judgment and Situational Reasoning Ability
Ability to use functional reasoning in performing job duties including managing office
operations, prioritization of work tasks, and reasoning and listening to citizen and other parties
who may have requests or complaints. Ability to remain calm when dealing with potentially
disgruntled or difficult people over the telephone or in person.
Physical Requirements
Ability to operate office equipment and machinery requiring simple but continuous adjustments,
such as telephone, calculator, computer, and copying instruments.
Ability to coordinate eyes, hands, feet, and limbs in performing slightly skilled movements such
as typing.
Ability to recognize and identify individual characteristics of colors, sounds, and shapes
associated with job-related objects, materials, and tasks.
Environmental Adaptability
Ability to work under generally safe and comfortable conditions where exposure to
environmental factors such as irate individuals, intimidation and deadline pressures may cause
discomfort and poses a limited risk of injury.
Additional Task and Responsibilities: While the following tasks are necessary for the work of
the unit, they are not an essential part of the purpose of this position and may also be performed
by other unit members.
Responds to citizen complaints, investigates and provides recommendations.
requests for services from the Town.
Responds to
The Town of Buchanan is an Equal Opportunity Employer. In compliance with the Americans
with Disabilities Act, the Town will provide reasonable accommodations to qualified individuals
with disabilities and encourages both prospective and current employees to discuss potential
accommodations with the employer.
Last Updated: 07/07/2009
Adopted:
Town of Buchanan
Position Title:
Administrator/Clerk
Reports To: Town Board
Purpose of Position: The purpose of this position is to oversee all Town functions, implement
Town Board policies, administer Town services, act as primary contact for inquiries to the
Town, and coordinate Town functions and operations with other agencies and units of
government. Work is performed under the broad direction of the Town Board.
1. Assist the Town Board in developing policy by providing information, options, and
recommendations for providing Town services and coordinate the implementation of
Board policy .
2. Coordinate Town services and operations and administer contracts for service.
3. Act as Town liaison to other agencies and units of government.
4. Perform Town Clerk duties as per Wisconsin Statute 60.33.
5. Act as Town zoning administrator as per Town of Buchanan zoning code sec. 63-08.
6. Attend and participate in Town Board and other Town commission, board, and
committee meetings. Prepare and submit reports on government activities to the Board
and other duly commissions, boards, and committees. Prepare and review Board and
subcommittee agendas and oversee preparation of minutes.
7. Represent the Town to the public and developers regarding proposals, requests for
services, and requests for information.
8. Respond to and take appropriate action on citizen requests for services and complaints,
9. Assist Town departments/employees regarding work problems and policy administration.
10. Develop, administer and review personnel policies. Negotiate personnel contracts.
11. Develop annual budget and recommend staffing and expenditure levels; administer the
annual budget by monitoring expenditures and providing the Town Board with periodic
budget reports, ,.
12. Prepare grant applications and administer grant funding.
13. Recommend a capital improvement program that identifies project priorities and funding
sources; manage public works projects.
14. Obtain and review insurance proposals and other service contracts.
15. Maintain knowledge of County, State, and Federal legislation affecting the Town;
availability of County, State, and Federal funding for Town functions; budget
development and administration principles; personnel supervision principles; and Town
and area development trends.
Minimum Training and Experience Required to Perform Essential Job Functions:
Master’s Degree in Public Administration, Urban Planning or related field preferred. Three (3)
to five (5) years local government administrative experience or any combination of education
and experience that provides equivalent knowledge, skills, and abilities.
Ability to modify existing policies, strategies and/or methods to meet unusual conditions within
the context of existing management principles. Ability to analyze and categorize data and
information to determine consequences and identify and select alternatives. Ability to decide the
time, place, and sequence of operations within an organizational framework, as well as, the
ability to oversee their execution.
Ability to provide formal instruction in a classroom or other structured setting. Ability to
manage and direct a group of workers, including the ability to counsel and provide mediation.
Ability to persuade, convince, and train others. Ability to advise and interpret policies, statutes,
procedures, and standards for application to specific situations. Ability to work independently
and manage multiple projects at one time.
Ability to utilize a variety of advisory data and information such as budget reports, vouchers,
invoices, zoning amendments, site plans, maps, subdivision plats, job applications, contracts,
ordinances, resolutions, requests for proposals, municipal code, Wisconsin Administrative Code,
statutes, employee policy manual, legal documents, attorney opinions, and non-routine
correspondence.
Ability to communicate orally and in writing with Town Board, Town Chairperson, attorneys,
other municipalities, officials, government agency personnel, Town employees, developers,
contractors, consultants, residents, Chamber of Commerce members and various
Board/Commission members.
Technical
Ability to calculate percentages, fractions, decimals, volumes, ratios, present values, and spatial
relationships. Ability to interpret basic descriptive statistical reports. Ability to utilize standard
business accounting and communication programs such as Microsoft Office software or
equivalent in daily tasks.
Ability to use functional reasoning in performing synthesis and influence functions such as
leading, controlling, managing, supervising, and teaching.
Ability to exercise the judgment, decisiveness, and creativity required in critical or unexpected
situations involving moderate risk to organization.
such as telephone, calculator, surveying equipment, computer, and drafting instruments.
as typing.
discomfort and poses a limited risk of injury. Occasional exposure to some disagreeable
elements such as dust, heat, fumes, cold, noise, vibration or wetness and accidents are
improbable, but may occur.
Reviews equipment and vehicle maintenance records.
Adopted:
Last Revised: 07/07/2009
Town of Buchanan
Position Title:
Deputy Clerk
Purpose of Position: The purpose of this position is to provide for day-to-day accounting of
town expenditures and revenues and serve as the deputy to the functions performed by the
Administrator/Clerk. This position also provides back up to the Administrative Assistant.
1. Sell and receipt brown goods and appliance stickers. Answer or refer all garbage and
recycling questions to the proper vendor.
2. Notify liquor license holders of license renewals. Collect and develop all liquor licensing
certificates and operators licenses. Provide direct assistance to the Administrator/Clerk
with all duties related to liquor, cigarette, and operators licenses as directed.
3. Complete payroll and related functions including, but not limited to:
a. W-2’s
b. Quarterly tax reports
c. Calculation of withholding
d. Wisconsin deferred compensation and Wisconsin Retirement System
e. Tracking vacation, holiday, sick leave of employees
f. Issuing checks
g. Monthly tax reports and payments
4. Pay town bills in QuickBooks, issue checks, obtain proper signatures, and mail bills.
5. Maintain Town’s financial records and deposits to include petty cash box.
6. Balance monthly bank statements in QuickBooks and with Treasurer.
7. Gather information; perform various levels of accounting data entry.
8. Provide administrative support to the Treasurer..
9. Keep address/parcel database updated.
10. Performs duties of the Administrator/Clerk, Treasurer or Administrative Assistant in their
absence in accordance with Wisconsin State Statute 30.32
Associate’s Degree required. One (1) to three (3) years experience working in a finance
department in a government environment or any combination of education and experience that
provides equivalent knowledge, skills, and abilities. Must be certified as a Treasurer upon hire
unless granted an extension by the Town Board.
Chairperson, Town employees, developers, contractors, consultants, residents, and various
Board/Commission members.
Technical
Proficient with standard business accounting and communication programs such as Microsoft
Office software or equivalent. Familiarity with working on the internet and basic internet based
research. Proficient with standard accounting software.
who may have requests or complaints.
as typing.
Other
None.
Responds to
Adopted:
Town of Buchanan
Position Title:
Groundskeeper
Reports To: Maintenance Worker
Purpose of Position: The purpose of this position is to provide general grounds maintenance of
town buildings, parks, other town owned infrastructure, or items located in road right-of-ways
including signs. This position receives work direction from the Maintenance Worker..
1. Assist in general grounds maintenance to Town owned properties to include: providing
lawn cutting and maintenance of all town parks, providing landscaping maintenance,
providing general maintenance on town truck or lawn equipment.
2. Assist with the cleaning and maintaining of all town owned buildings.
3. Assist in installing street signs and other signs as directed as well as maintaining signs in
need of repair or maintenance.
4. Assist with posting of notices and complete requests from residents regarding the
marquee at the Town Hall.
5. Assist in completing small maintenance projects for roads including pothole patching,
ditch maintenance, etc.
6. Provide for some weekend cleaning of the Town Hall between hall rentals, generally not
to exceed one hour of work.
Minimum Training and Experience Required to Perform Essential Job Functions: Valid
Wisconsin driver’s license. Minimal experience working in maintenance, janitorial, public
works, park and recreation, landscaping, or government environment or any combination of
education and experience that provides equivalent knowledge, skills, and abilities.
Ability to communicate orally, and in writing as necessary, with Town employees and residents.
Ability to receive and understand oral and written communications from Town employees and
the Maintenance Worker directing job duties.
Technical
Ability to use and maintain materials, tools, and equipment used in park and building
maintenance. Ability to maintain industry standards of methods of work.
Ability to use functional reasoning in performing job duties including prioritization of work
tasks, listening to citizen or other parties requests, working with other Town employees, and
mitigating risks to personal or public safety.
Ability to interpret and utilize necessary safety procedures and equipment in performance of job
duties. Ability to ensure that all work is performed in accordance with federal, state, and local
laws, rules, and regulations for safety standards.
Ability to utilize standard janitorial equipment and supplies. Ability to operate mowers, weed
eaters, hand tools, power operated tools, and other necessary tools and equipment to perform job
duties.
Ability to perform moderate to heavy manual labor for extended periods under possibly less than
desirable conditions and in all types of weather.
Ability to coordinate eyes, hands, feet, and limbs in utilizing maintenance and janitorial
equipments and tools.
Ability to work in outdoor environments which may include extreme heat and cold. Ability to
work in an environment which may include use or exposure to hazards such as chemicals. Work
performed may place the employee at risk of occupational exposure to blood borne pathogens.
Other
None.
Flexibility to be available for emergency situations during off time.
Adopted:
Town of Buchanan
Position Title:
Maintenance Worker
Purpose of Position: The purpose of this position is to provide for general maintenance of town
buildings, parks, other town owned infrastructure, or items located in road right-of-ways
including signs.
This position serves under the general direction of the Town
Administrator/Clerk. The Maintenance Worker provides work direction to the Groundskeeper.
1. Clean and maintain all town buildings, properties and selected equipment.
2. Install street signs and other signs as directed as well as maintain signs in need of repair
or maintenance consistent with applicable regulations.
3. Complete posting of notices as directed and complete requests from residents regarding
the marquee at the Town Hall.
4. Provide lawn cutting, maintenance and landscaping of all Town parks and properties.
5. Perform general maintenance of the Town truck, lawnmowers, and other related
equipment.
6. Maintain adequate cleaning and maintenance supplies for the Town Hall.
7. Provide snow and ice removal of Town Hall parking lot and walkways including portions
of sidewalk.
8. Complete small maintenance projects for roads including pothole patching, ditch
maintenance, etc.
9. Provide information to the Town Administrator/Clerk on budgetary needs, operational
and capital, which are necessary for facilities overseen by this position.
10. Ensure that all work is performed in accordance with federal, state, and local laws, rules,
and regulations for safety standards.
11. Coordinate work activities with other departments if necessary.
Minimum Training and Experience Required to Perform Essential Job Functions High
School Diploma /GED or equivalent. Must have a valid Wisconsin Driver’s License. Three (3)
to five (5) years experience working in maintenance, janitorial, public works, park and
recreation, landscaping or any combination of education and experience that provides equivalent
knowledge, skills, and abilities.
Ability to communicate orally, and in writing as necessary, with Town employees, Town Board
Supervisors, contractors, residents, and other government entities. Ability to communicate and
direct staff, which the position is directly responsible for, in a manner to attain high efficiency,
quality work, and high morale.
Technical
Working knowledge of the methods, materials, tools, and equipment used in park and building
maintenance including some knowledge of electricity, plumbing, carpentry, landscaping,
drainage systems, and road pavements.
Ability to use functional reasoning in performing job duties including managing staff,
prioritization of work tasks, listening to citizen or other parties requests, and mitigating risks to
personal or public safety. Ability to interpret and utilize necessary safety procedures and
equipment in performance of job duties.
Ability to work independently with little or no direction from supervisor.
Ability to utilize standard janitorial equipment and supplies. Ability to operate mowers, weed
eaters, snow blowers, hand tools, power operated tools, and other necessary tools and equipment
to perform job duties.
Physical ability to perform moderate to heavy manual labor for extended periods under less than
desirable conditions in various weather conditions.
Ability to coordinate eyes, hands, feet, and limbs in utilizing maintenance and janitorial
equipments and tools.
Ability to work in outdoor environments which may include extreme heat and cold. Ability to
work in an environment which may include use or exposure to hazards such as chemicals. Work
performed may place the employee at risk of occupational exposure to blood borne pathogens.
Other
None.
Respond to citizen complaints, investigates and provides recommendations. Responds to request
for services from the Town.
Participate in short-term and long-range planning for town park facilities.
Flexibility to be available for emergency situations during off time.
Adopted:
Town of Buchanan
Position Title:
Treasurer
Purpose of Position: The purpose of this position is to provide for Treasurer duties as provided
in Section 60.34, Wisconsin Statutes, and as provided in Wisconsin Statutes Chapters 70-79
relating to taxation, and other related statutes. The Treasurer maintains the Town’s Financial
System, administers Town finances and maintains records in compliance with the state statutes.
The Treasurer must take and file the official oath and bond as provided in Section 60.31,
Wisconsin Statutes. This position also provides general assistance to town staff members, town
officials, and serves as a point of contact for residents, developers, businesses, and other
governmental units which may have questions or concerns regarding the Town of Buchanan.
1. Collect tax payments, refund overpayments of taxes, balance tax collections and prepare
tax collection reports. Make partial and final settlement of State, County, school and
vocational school taxes.
2. Initiate action to collect delinquent personal property taxes and prepare charge back
reports for delinquent personal property taxes not received.
3. Comply with mandates and processes as directed by the County Treasurer and the
Wisconsin Department of Revenue.
4. Retain all public records that are required by Wisconsin Statutes and/or federal
regulations.
5. Attend Town Board meetings, coordinate and obtain information on other special
projects as assigned by the Town Board, attend various training sessions, meetings and
seminars.
school graduate or GED equivalent required. One (1) to three (3) years of experience working in
a government environment or any combination of education and experience that provides
equivalent knowledge, skills, and abilities. Certification of the Treasurers Institute is required
upon hire unless granted an extension by the Town Board.
Chairperson, Town employees, developers, contractors, consultants, residents, County Treasurer,
and various Board/Commission members.
Technical
Ability to work at a proficient level with standard business accounting and communication
programs. Familiarity with the internet and basic internet based research.
who may have requests or complaints.
as typing.
Other
None.
Responds to
Adopted:
Town of Buchanan
Position Title:
Fire Chief
Purpose of Position: The purpose of this position is to oversee the Town of Buchanan Fire
Department including management functions and implementation of Town Board policies
related to the Fire Department, coordinate fire protection management functions with other
agencies and units of government, and generally plan, direct, and review activities and
operations including fire suppression, prevention, and technical services. Work is performed
under the direction of the Administrator/Clerk.
1. Serve as the Chief of the Buchanan Fire Department and assumes full management
responsibility.
2. Manage the development and implementation of Buchanan Fire Department goals,
objectives, policies, and priorities.
3. Serve as a Firefighter within the Town of Buchanan Fire Department.
4. Provide direction and perform reviews of grant writing completed for the Fire
Department, including grants related to emergency management and first responder
services.
5. Coordinate Fire Department activities with other departments and outside agencies and
organizations.
6. Maintain compliance with current federal, state, county, and local requirements
concerning public safety including, but not limited to, NFPA standards and ordinances of
the Town of Buchanan
7. Provide recommendations and facilitate equipment and vehicle repairs and maintenance
and scheduling equipment and vehicle replacement.
8. Coordinate meetings and training of the Fire Department.
9. Represent the Town in community relations and public safety awareness events and
programs for local schools, churches, civic groups, and the business community.
10. Attend Fire Department meetings and other meetings as prescribed by the Town Board or
the Administrator/Clerk.
11. Participate in boards and committees as appropriate; attend and participate in
professional work group meetings, conferences, and workshops; stay abreast of new
trends and innovations in the field of emergency services.
12. Develop and administer the annual budget for the Fire Department.
13. Recruit and maintain adequate volunteer staffing within the Fire Department including
evaluation of volunteers, working with volunteers to correct deficiencies, and
implementing discipline or grievance procedures.
14. Assist the Town Administrator/Clerk in meeting the overall mission, goals, and
objectives of the Town of Buchanan.
High school graduate or GED equivalent required, Associate’s Degree preferred. Must have
a valid Wisconsin State driver’s license. Must have the ability to successfully pass a criminal
background check. Must be within a maximum ten (10) minute response time to the
Buchanan Town Hall (residency in Town is not required). Must have more than (6) years
experience in local emergency management services with command or supervisory
experience or any combination of education and experience that provides equivalent
knowledge, skills, and abilities. Must be able to obtain NIMS certification within one (1)
year of date of hire. Must have possession of Firefighter Part Two (2) certification and the
capacity to obtain Firefighter Part Three (3) within one (1) year of accepting position, or with
an extension granted by the Town Board.
Ability to recommend modification or creation of policies, strategies, methods to meet existing
or changing context of fire protection service provision. Ability to oversee the execution of
policies, strategies, and methods selected by the Town Board for fire protection service
provision.
Ability to provide formal and informal instruction and/or training. Ability to manage and direct
a group of employees or volunteers. Ability to advise and interpret policies, procedures, and
regulations for application to specific situations.
Ability to utilize a variety of data, information, and regulations such as budgets, contracts,
municipal code, Wisconsin State Statutes, Wisconsin Administrative Code, and codes and
regulations related to emergency services.
Ability to communicate orally and in writing with the Town Board, Administrator/Clerk, other
municipalities, officials, other government entities, personnel, town employees, volunteers,
attorneys, consultants, residents, and other entities as necessary to perform job duties.
Ability to manage other staff members, assign and evaluate work, and discipline and reward
staff.
Technical
Familiar with standard computer office software or equivalent and familiarity with the internet.
Ability to interpret basic descriptive statistical reports. Ability to utilize specialized
communication equipment.
Ability to use functional reasoning in performing functions such as leading, controlling,
managing, supervising, and teaching/training.
situations.
Ability to meet the physical requirements as prescribed by the Fire Department to meet the
essential duties and responsibilities which may include the following:
a) Directing/participating in emergency fire suppression activities
b) Running, walking, crouching, or crawling during emergency operations
c) Moving equipment and injured/deceased persons
d) Climbing stairs/ladders
e) Walking, standing, or sitting for extended periods of time
f) Performing life-saving and rescue procedures
g) Operating assigned equipment
Ability to effectively deal with personal danger, which may include exposure to:
a) Hazardous chemicals and materials
b) Fumes and smoke
c) Intense heat
d) Electrical hazards
e) Confined or high work places
f) Dangerous animals
g) Extremely loud noises
h) Hazards of emergency driving
i) Hazards associated with traffic control and working in and near traffic
j) Natural and man-made disasters
such as telephone, cell phone, calculator, and computer.
Ability to recognize and identify individual characteristics of colors, sounds, and shapes related
with job-related objects, materials, and tasks.
Ability to work in conditions as required for responding to emergencies and completing training
as necessary as a member of the Fire Department. Ability to work in stressful or physically
harmful situations.
Other
When acting as a First Responder or Firefighter for the Town of Buchanan, the command
structure of each department shall be observed.
Knowledge of the geography of the town and surrounding areas is required. Must have a
working knowledge of safe work practices and procedures.
Ability to work irregular hours including weekends, holidays, and extended hours in emergency,
disaster or other situations influenced by workload or staffing needs.
this position, they are not an essential part of the purpose of this position and may also be
performed by other staff members.
Participate in special studies, projects, and activities as assigned.
Adopted:
Town of Buchanan
Position Title:
Emergency Services Coordinator
Reports To: Fire Cheif
Purpose of Position: The purpose of this position is to assist the Fire Chief in the coordination
of fire services and to direct Town emergency management functions and provide coordination
with other emergency management agencies and units of government. Work is performed under
the direction of the Fire Chief.
1. Serve as the Chief First Responder for the Town of Buchanan.
2. Serve as a Firefighter with the Town of Buchanan Fire Department.
3. Ensure data entry for emergency services and fire department calls are accurate and up to
date by cross-training officers in data entry and performing data entry as needed
4. Maintain necessary public and employee records for each fire department personnel and
first responders regarding compliance with federal, state, county, and local regulations,
policies, or rules.
5. Assist the Fire Chief in maintaining compliance with current federal, state, county, and
local requirements concerning public safety.
6. Assist the fire department and first responders with equipment repairs and maintenance
and scheduling equipment replacement.
7. Coordinate various meetings and training programs for fire fighters and first responders.
8. Participate in community relations and public safety awareness events and programs for
local schools, churches, civic groups, and the business community.
9. Attend fire department meetings, training, drill and other meeting as prescribed by the
Town Board or the Administrator/Clerk. Respond to fire calls.
10. Participate in boards and committees as appropriate; attend and participate in
professional work group meetings, conferences, and workshops; stay abreast of new
trends and innovations in the field of emergency services.
11. Assist the Fire Chief with developing and administering the annual Fire Department
budget.
12. Perform continuous improvement of all emergency management activities including
updating and maintaining the Emergency Operations Plan and coordinating training for
non-emergency town employees as necessary.
13. Advise the Fire Chief of grant opportunities and develop grant applications as directed.
Serve as the grant administrator for all grants awarded to Fire Department.
School Diploma/GED or equivalent with certification as an Emergency Medical Technician
required, Associate’s Degree preferred. Must have a valid Wisconsin State driver’s license.
Must have the ability to successfully pass a criminal background check. Must be within a
maximum ten (10) minute response time to the Buchanan Town Hall (residency in Town is not
required). Must have three (3) to five (5) years experience in local emergency management
services or any combination of education and experience that provides equivalent knowledge,
skills, and abilities. Must be able to obtain NIMS certification within six months of accepting
position. Must have successfully completed the certification for First Responder, Firefighter Part
One (1) and Two (2). Must have the ability to complete the certification for Fire Fighter Part
Three (3) within one year of hire unless an extension has been provided by the Town Board.
Ability to recommend modification or creation of policies, strategies, methods to meet existing
or changing context of emergency service provision. Ability to oversee the execution of
policies, strategies, and methods selected by the Town Board for emergency service provision.
Ability to provide formal and informal instruction and/or training. Ability to manage and direct
a group of employees or volunteers. Ability to advise and interpret policies, procedures, and
regulations for application to specific situations.
Ability to utilize a variety of data, information, and regulations such as budgets, contracts,
municipal code, Wisconsin State Statutes, Wisconsin Administrative Code, and codes and
regulations related to emergency services.
Ability to communicate orally and in writing with the Town Board, Administrator/Clerk, other
municipalities, officials, other government entities, personnel, town employees, volunteers,
attorneys, consultants, residents, and other entities as necessary to perform job duties.
Ability to manage other staff members, assign and evaluate work, and discipline and reward
staff.
Technical
Familiar with standard computer programs such as Microsoft Office software or equivalent and
familiarity with using the internet. Ability to interpret basic descriptive statistical reports.
Ability to utilize specialized communication equipment. Ability to operate Visual Fire records
management system.
Ability to use functional reasoning in performing functions such as leading, controlling,
managing, supervising, and teaching/training.
situations.
Ability to meet the physical requirements as prescribed by the Fire Department and First
Responders to meet the essential duties and responsibilities which may include the following:
h) Directing/participating in emergency fire suppression and emergency medical care
activities
i) Running, walking, crouching, or crawling during emergency operations
j) Moving equipment and injured/deceased persons
k) Climbing stairs/ladders
l) Walking, standing, or sitting for extended periods of time
m) Performing life-saving and rescue procedures
n) Operating assigned equipment
Ability to effectively deal with personal danger, which may include exposure to:
a) Hazardous chemicals and materials
b) Fumes and smoke
c) Intense heat
d) Electrical hazards
e) Confined or high work places
f) Dangerous animals
g) Extremely loud noises
h) Hazards of emergency driving
i) Hazards associated with traffic control and working in and near traffic
j) Natural and man-made disasters
such as telephone, cell phone, calculator, and computer.
Ability to recognize and identify individual characteristics of colors, sounds, and shapes related
with job-related objects, materials, and tasks.
Ability to work in conditions as required for responding to emergencies and completing training
as necessary as a member of the Fire Department and First Responders. Ability to work in
stressful or physically harmful situations.
Other
When acting as a First Responder or Firefighter for the Town of Buchanan, the command
structure of each department shall be observed.
Knowledge of the geography of the town and surrounding areas is required. Must have a
working knowledge of safe work practices and procedures.
Ability to work irregular hours including weekends, holidays, and extended hours in emergency,
disaster or other situations influenced by workload or staffing needs.
this position, they are not an essential part of the purpose of this position and may also be
performed by other staff members.
Participate in special studies, projects, and activities as assigned.
Adopted:
APPENDIX III
Survey Data
Salary Survey Summary
Position Surveyed
DNU - Administrative Assistant
Administrator/Clerk
Emergency Management Services Coordinator
Finance Clerk
DNU - Fire Chief
Maintenance Worker
Groundskeeper
DNU - Treasurer
Police Officer
Police Chief
Public Works Superintendent
Equipment Operator
Planning/Zoning Administrator
*DNU = Did not use.
Number of
Respondents
5
7
0
7
7
5
3
6
3
3
7
5
6
Average
FTES
1.00
1.00
Weighted
Avg Sal
32,107
74,641
Lowest
28,259
66,489
1.00
1.00
3.60
1.67
1.00
9.00
1.00
1.00
4.00
1.00
48,246
51,998
37,519
37,703
51,220
44,115
64,252
57,268
41,020
39,770
44,198
32,397
32,397
45,347
34,486
47,000
43,950
34,846
Minimum Salary
Highest
Weighted
28,259
28,259
66,602
66,545
45,347
44,198
35,360
35,360
45,347
41,974
60,008
54,024
42,286
42,558
44,198
34,214
34,433
45,347
36,887
53,504
50,363
38,945
Midpoint Salary
Lowest
Highest
31,667
31,667
78,223
78,354
46,779
51,998
35,997
35,997
53,349
42,640
53,500
50,236
38,480
53,349
51,998
38,480
38,480
53,349
47,642
75,005
63,535
44,554
Lowest
33,030
64,000
41,205
59,798
39,597
39,597
50,000
49,920
60,000
53,893
39,374
51,000
Maximum Salary
Highest
Weighted
39,475
36,395
90,106
79,089
61,351
59,798
41,600
41,600
61,351
53,310
90,002
73,045
46,821
68,500
52,115
59,798
40,825
40,974
54,963
51,343
75,001
62,564
42,391
58,000
Fringe Benefits Comparison
2
Average Reported
9
Yes
Fri-Mon
T&½ (2)
Dbl (4)
DT&½ (0)
Other (1)
PTO (0)
Vac-Sick (7)
Vac-Sick
Vac-Sick
0
5
5
10
10
10
10
14
15
15
15
15
15
15
15
20
20
20
20
20
20
20
0
0
Yes (1)
5
11
12
13
14
15
16
17
18
19
20
20
20
20
21
22
23
24
25
25
25
25
5
20
No (6)
3
7
9
10
11
12
13
15
15
16
16
17
18
19
19
20
20
21
22
23
24
24
4
4
No
0
5
5
8
8
10
10
10
10
10
15
15
15
15
15
20
20
20
20
20
20
20
40
5
0
0
No (3)
No (0)
No (1)
No (0)
Yes (1)
12
Unltd (2)
120
Yes (4)
Yes (7)
Yes (6)
Yes (7)
No (6)
10
5
56
Yes
Yes
Yes
Yes
No
5
Pension and Retirement
Other Than Social Security
State Sponsored
Employer Paid
Employee Paid
Death Benefit
No (1)
No (0)
6.00%
0.00%
No (0)
Yes (6)
Yes (6)
100.00%
7.00%
Yes (6)
Yes
Yes
54.07%
2.33%
Yes
Yes
Yes
100.00%
0.00%
Life & Disability Insurance
Life Insurance
Employer Paid
AD&D
AD&D Double Indeminity
Employer Paid
Short Term Disability
Employer Paid
Long Term Disability
Employer Paid
No (0)
50.0%
No (3)
Yes (2)
90.0%
No (1)
0.0%
No (1)
0.0%
Yes (7)
100.0%
Yes (4)
No (5)
100.0%
Yes (6)
100.0%
Yes (6)
100.0%
Yes
88.21%
Yes
No
96.67%
Yes
77.92%
Yes
81.67%
Yes
100.00%
No
No
No
No
No
Yes
100.00%
Annual Leave (Days/Year)
Vacation/Sick or PTO
Vacation
6 months
1 year
2 years
3 years
4 years
5 years
6 years
7 years
8 years
9 years
10 years
11 years
12 years
13 years
14 years
15 years
16 years
17 years
18 years
19 years
20 years
20+ years
c Carried into Next Year
d Max Accumulation
e Comp after Max Accumulation
a
b
3 a Sick Leave (Days/Year)
b Carried into Next Year
c Max. Accumulation
d Paid at Termination/Retirement
e Use for Medical Appointments
f
Use for Dental Appointments
g Use for Family Illness
h Sick Leave Bank
4
a
b
c
d
e
5
a
b
c
d
e
Town of
Buchanan
9
No
Mon-Fri
Most Reported
10
Yes (5)
Fri-Mon (6)
Dbl (4)
2
4
0
1
1 a Holidays (Days/Year)
b Floating Holidays
c Holiday on Regular Days Off
d Comp on Holidays Worked
Time and a ½
Double Time
Double Time and a ½
Other
Least Reported
6
No (2)
Other (1)
Dbl (4)
100
No/Yes
Yes
Yes
Yes
Yes
Fringe Benefits Comparison
Town of
Buchanan
Yes
No
No
Least Reported
No (0)
Yes (2)
Yes (1)
$216.00
85.00%
0.00%
$0.00
$0.00
Most Reported
Yes (7)
No (5)
No (6)
$1,073.00
100.00%
15.00%
$2,000.00
$25.00
Average Reported
Yes
No
No
$664.26
90.71%
9.29%
$658.33
$14.17
Employee/Spouse
Employer Paid
Employee Paid
Annual Deductible
Standard Office Visit Co-pay
$515.00
50.00%
10.00%
$0.00
$0.00
$1,364.00
90.00%
50.00%
$6,000.00
$20.00
$984.00
82.00%
18.00%
$1,940.00
$15.00
90.00%
10.00%
$0.00
$10.00
Employee/Child
Employer Paid
Employee Paid
Annual Deductible
$443.00
50.00%
10.00%
$0.00
$0.00
$1,364.00
90.00%
50.00%
$3,000.00
$20.00
$960.00
82.00%
18.00%
$1,240.00
$15.00
90.00%
10.00%
$0.00
$10.00
Employee/Family
Employer Paid
Employee Paid
$753.00
50.00%
10.00%
$1,822.04
90.00%
50.00%
$1,286.41
82.50%
17.50%
90.00%
10.00%
Retirees
Years of Service Required
Employer Paid
Dental Insurance
Part of Health Plan
Employee Only
Employer Paid
Employee/Family
Employer Paid
Vision Insurance
Part of Health Plan
Employee Only
Employer Paid
Employee/Family
Employer Paid
Yes (2)
15
85.0%
No (0)
Yes (3)
$27.00
90.0%
$63.00
50.0%
No (2)
No (3)
$6.34
90.0%
$20.96
50.0%
No (5)
15
100.0%
Yes (7)
No (4)
$38.00
100.0%
$124.00
100.0%
Yes (5)
Yes (4)
$6.34
100.0%
$20.96
100.0%
No
15
92.50%
Yes
No
$31.59
95.00%
$95.49
86.67%
Yes
Yes
$6.34
95.00%
$20.96
82.50%
7 a Deferred Compensation
b Available to all Employees
Type of Plan
c
d Employer Contribution
No (0)
No (1)
Yes (7)
Yes (6)
Yes
Yes
Yes (1)
No (6)
No
Other Benefits Program
Other Benefits
Post Retirement Hlth Care Svgs
Call Back Pay
On Call/Stand By Pay
Clothing Allowance
No (2)
Yes (0)
Yes (1)
No (3)
No (1)
Yes (5)
No (7)
No (6)
Yes (4)
Yes (6)
Yes
No
No
Yes
Yes
Mgr/Administrator Compensation
Included in Pay Plan
Car or Vehicle Allowance
Personal Allowance
c Accrues Leave Differently
d Retirement Plan Differ
No (3)
No (3)
Yes (0)
Yes (0)
Yes (0)
Yes (4)
Yes (4)
No (2)
No (7)
No (7)
Yes
Yes
No
No
No
6 a Health Insurance
b Different Levels
c Not participating
d Employee Only
Employer Paid
Employee Paid
Annual Deductible
e
f
g
h
i
j
8
a
b
c
d
e
9
a
b
e
Additional Benefits
LTD + Life = $70.00 er paid per month FTE's only
Medical Rates based on age and gender of covered ee.
90.00%
10.00%
$0.00
$10.00
Yes
0
100.00%
$500 annually
No
$0.00
$500
Yes
$500
No
TOWN OF BUCHANAN, OUTAGAMIE COUNTY
REQUEST FOR PROPOSALS (RFP)
HUMAN RESOURCE AND ORGANIZATIONAL STUDY
Proposal Due Date: January 16, 2009
The Town of Buchanan is requesting proposals for qualified professional consulting
services to conduct a Town-wide human resources, compensation and organizational
study.
Background
The Towns of Buchanan is located in northeast Wisconsin and has a population of 6,708
residents. Buchanan shares its borders with the Cities of Appleton and Kaukauna,
Villages of Kimberly and Combined Locks and the Towns of Harrison, Holland and
Woodville. The Town operates under a five member Town Board/Town Administrator
form of government. The Town offers a range of municipal services; however there are
limited formal departments.
The following positions currently serve the Town. Job descriptions are available for each
position.
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

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Administrator/Clerk, Full-Time
Emergency Management Services Coordinator, Full-Time
Fire Chief, Volunteer
Deputy Clerk, Part-Time
Administrative Assistant, Part-Time
Maintenance Worker, Part-Time
Assistant Maintenance Worker, Seasonal Part-Time
Town Treasurer, Elected
The Town currently is successful in limiting costs by utilizing a small staff and
contracting for a number of services including law enforcement, building inspection,
legal services, engineering, road maintenance and garbage collection. The Town has a
volunteer Fire Department and volunteer First Responders. For a portion of the Town,
sewer and water services are provided by the Darboy Joint Sanitary District and the
Garners Creek Storm Water Utility provides stormwater and erosion management
services.
Need for Study
While the Town of Buchanan currently is experiencing limited growth, Town employees
are being asked to handle an increasing amount of citizen requests, evaluate new options
for improving efficiency and saving money and deal with increasing regulations and state
mandates. The Town does not have a clear vision on what is desired for staffing to meet
changing demands. Existing positions also need review with regard to compensation and
benefits. The Town has a very unique operating structure which includes limited staff
and contracting of many services. Evaluation of this structure to other municipalities and
for overall cost effectiveness is necessary.
Scope of Services Required
A. Evaluate existing Town positions to determine overall consistency with job
descriptions, ability of position to meet future Town needs and overload or available
capacity of positions to meet future needs. This evaluation should at a minimum
include phone interviews with existing staff.
B. Evaluate compensation and benefits provided to existing employees and provide
recommendations for a compensation plan or salary schedule. This should include
comparison of compensation and benefits to other similarly sized municipalities for
each position.
C. Provide a limited assessment of Town law enforcement services compared to other
communities. The Town currently contracts for services from the Outagamie County
Sheriff’s Department and desires a limited assessment of costs and services provided
through this contract in comparison to other municipalities.
D. Provide a limited assessment of Town Fire Department services compared to other
communities including paid and volunteer positions that are provided. The Town
currently has a volunteer Fire Department.
E. Provide a limited assessment of Town public works related services compared to
other municipalities, particularly for road maintenance and minor repair and snow
plowing. The Town currently contracts with the Outagamie County Highway
Department for a significant number of typical public works related services and
desires a limited assessment of costs of services provided through this arrangement in
comparison to other municipalities and the ability of the Town to meeting increasing
public works related needs.
F. Provide an overall recommendation for future staffing positions or changes to current
positions, implementation of salary and benefit changes, changes to organizational
structure, changes to contracted services and a cursory assessment of possible
building space or capacity issues.
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G. Attend at least one meeting with the Town Administrator to review the scope of
services, methodology, timeline and needed background information. Attend at least
one meeting presenting the draft results of the study with the Town of Buchanan
Town Board.
Town staff will provide background information for the study as much as possible.
Information available includes, but is not limited to, personnel and other Town policies,
job descriptions, Town budgets, comprehensive plan, Town Board strategic goals,
neighboring municipal contacts, compensation and employment histories and existing
contracts.
Content of Proposals
Proposals should include the following information:
A. Brief history and introduction of the company or firm and the firm’s understanding of
the services to be performed.
B. Names of three references from other municipalities for which comparable services
have been rendered, preferably municipalities of a similar size. Inclusion of the
reference in your proposal is also agreement that the Town may contact the named
reference.
C. Resumes summarizing the qualifications of the individuals who will be conducting
the study. Clearly identify the study leader.
D. Provide a timeline and list of activities your firm will complete as part of this project
including number of meetings to be held and types of documents to be provided.
Study is requested to be completed in six (6) months (timeframe may be negotiated if
necessary).
E. Total cost of the study including all related fees and expenses. A detailed breakdown
of costs based on each of the scope of services is requested. The Town reserves the
right to negotiate terms as needed to improve the scope of the proposal, including
costs.
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Proposal Deadline, Submittal and Correspondence
Proposal must be submitted by Friday, January 16, 2009 by 4:00 p.m. All
correspondence related to the RFP should be directed to the Town Administrator. Please
submit six (6) copies of the proposal to:
Angela Gorall
Town Administrator
Town of Buchanan
N178 County Road N
Appleton, WI 54915
E-Mail: [email protected]
Phone: (920) 734-8599
Fax: (920) 734-9733
The Town of Buchanan reserves the right to reject any or all proposals, waive
technicalities or irregularities, and to accept any proposal if such action is believed to be
in the best interest of the Town. Proposals must be valid for at least 60 days. The Town
will not be liable for, nor pay any cost incurred by responding firms relating to the
preparation of proposals or making of presentations. The Town reserves the right to
select portions of one proposal based on the fee quoted for each component.
Proposal Evaluation and Selection
Proposals will be evaluated on various criteria including and not limited to:
A. Understanding of scope of work.
B. Demonstrated professional skills and credentials of the staff to be assigned to the
study.
C. Quality of past work and the proposal.
D. Overall costs and fees to be charged.
Approximately three (3) firms will be selected for final consideration and will be
requested to attend a meeting at the Buchanan Town Hall for a presentation and
interview. The interview panel will include the Town Board and Town Administrator.
The Town plans to select a consultant by the end of February, 2009.
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