Budget ratings from Dunn County Board show high priority for roads, salaries and operations
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By LeAnn R. Ralph
MENOMONIE — When Dunn County Board members were asked to rate budget priorities, the result was a fairly high priority for road projects, salaries and fringe benefits and county operations.
Board members were asked to rate their priorities on a scale of 0 to 10, said Kristen Korpela, county manager, at the Dunn County Board’s July 31 meeting.
A rating of zero meant no highway project funding, no salary and fringe benefits increase and a reduction in the operations budget of $1 million or more, she said.
A rating of 10 represented support for full funding as requested, which includes $7 million for highway projects, increases in salaries and benefits of $1 million and no decreases to operations, Korpela said.
When asked how board members would rate the three categories, the following averages emerged:
On a scale of 0 to 10, road projects averaged 7.45.
On a scale of 0 to 10, salaries and fringe benefits averaged 7.64.
On a scale of 0 to 10, operations averaged 8.05.
Dan Dunbar, director of Information Technology and assistant county manager, presented a graphic of the standing committees and how they had rated the three priorities.
The standing committees included the Executive Committee (made up of the chairs of all the standing committees); Community Resources and Tourism; Planning, Resources and Development; Judiciary and Law; Facilities; Committee on Administration; Health and Human Services; Highway Committee; and the Neighbors of Dunn County.
The ratings help identify where county board members fall on priorities and where the main density of votes lie, Dunbar said.
The exercise provided information on the diversity of thoughts to help the county board work through the budget process, Korpela said.
The Dunn County Board does not meet in August and will vote on adopting the budget for 2025 at the November meeting.
Highway projects
Korpela presented a graphic on the various thoughts that had been expressed regarding highway projects:
• Unhappy residents.
• Costs increase over time.
• Increased safety risks to users if the roads are not repaired.
• Potential loss of matching funds if projects are delayed.
• Each delay is “kicking the can down the road.”
• Delays in projects move back the replacement cycle, which is currently at 42 years.
• Delays in road projects result in a negative impact on economic development and building.
• When road projects are delayed, there is a potential loss of funding already invested in planning for road projects.
• Roads are one of the most used county resources in the rural areas.
• Reducing highway funding is a short-term fix for budget difficulties.
• Delays in road projects result in negative public perception.
• Delayed repair is expensive.
Salaries
Korpela also presented a graphic containing thoughts expressed on salaries and fringe benefits:
• No increases in salaries and benefits results in an impact on the morale of county employees.
• There is a need to remain competitive in the job market.
• There is currently a very competitive job market.
• It is generally cheaper to maintain the current employees than to fill vacant positions.
• The loss of positions has a negative economic impact.
• With no increases in salaries and benefits, there is a potential decrease in the quality of applicants for open positions.
• Salary increases are ever-increasing unfunded costs.
• No increases in salaries and benefits sends an unspoken message to staff of their value.
• Increased costs for salaries and benefits could lead to lay-offs of county employees.
• People perform better when they are valued.
• Playing catch-up on salaries and benefits in the future can end up costing more.
• Employees are the county’s chief resource.
• Salaries and benefits can have an impact on staff retention.
• Staying competitive with salaries and benefits can have an impact on staff stability.
Korpela did not present any information regarding thoughts on increases or decreases for county operations.
