On the agenda: Oconomowoc meeting — Data Center (May 5)

City of Oconomowoc
Committee-Of-The-Whole
Tuesday, May 5, 2026 - 6:00 PM
City Hall - Council Chambers
174 E. Wisconsin Ave. Oconomowoc, WI 53066
Notice: If a person with a disability requires that the meeting be accessible or that materials at the
meeting be in accessible format, call the City Clerk at least 48 hours prior to the meeting to request
adequate accommodations. Tel: (262) 569-2186.

1.

Call to order and confirmation of appropriate meeting notification

2.

Committee Business
a.

3.

Discussion/Presentations - 2027 Budget Priorities and Strategic Plan Update

Adjourn

Gina Kozlik, City Clerk
City of Oconomowoc

Notice is hereby given that a majority of the Common Council will be present at the above scheduled meeting to gather information
about a subject over which they have decision-making responsibility. This constitutes a meeting of the Common Council pursuant to
State ex rel. Badke v. Greendale Village Board, 173Wis. 2d 553, 494 N.W. 2d 408 (1993) and must be noticed as such, although the
Common Council will not take any formal action at this meeting.

1

MEMORANDUM
FINANCE DEPARTMENT
Date: May 5, 2026
To:

Mayor and Common Council

From: Mark Frye, City Administrator
Steve Hatton, Finance Director
Re:

2027 Budget Priorities Workshop

RELATES TO THE STRATEGIC PLAN
Strategic Goal - Goal V. Enhance the Effectiveness of City Government
BACKGROUND
On Tuesday, May 5, we start the budget process with our annual Budget Priorities and Strategic Plan
updates. The Department Heads have gone through the 2025/2026 Strategic Plan and provided status
updates for each item.
ADDITIONAL ANALYSIS
At our May 5 meeting, Department heads will review their upcoming budget priorities with the
Council. This is an opportunity for departments to communicate their upcoming budget items with you,
and for you to give feedback.
The Strategic Plan Status update handout is attached. Please open the bookmarks’ view (tabs at the
bottom of the page labeled Cover and 1-5) when reviewing this document. The plan is sorted into the five
goal areas, and status updates are provided for each item.
The second attachment is the Strategic Plan Workbook. This excel file is for your use. There is a
separate tab for each Goal area. Each goal shows the current plan strategies that Staff is working on. If
an item is crossed out, it means that it is complete. At the bottom of each sheet there is an area for
Department comments. Departments added items here for your consideration to include in the
2026/2027 plan. Below each section is an area for your comments and ideas. We will spend the second
budget priorities Committee of the Whole meeting on May 19 discussing this workbook and revising the
upcoming plan.
RECOMMENDATION
This process is the beginning of constructing the overall budget, giving us a chance to discuss budget
priorities with the Council and more importantly, for the Council to give staff their direction for budget
priorities and to provide feedback to the departments. Getting us all on the same page now saves us
time and effort during the budget review process this fall.

1

2

MEMORANDUM
FINANCE DEPARTMENT
Date: May 5, 2026
To:

Mayor and Committee of the Whole

From: Steve Hatton, Director of Finance and Administrative Services
Re:

Finance Department 2027 Budget Priorities

RELATES TO THE STRATEGIC PLAN
Strategic Goal: Enhance the Effectiveness of Our City Government
BUDGET PRIORITY
2027 budget priorities:


Staffing: We are currently adequately staffed to meet departmental goals. Four members within
the Finance team are new to their roles in the past 12 months. 2027 focus centers around
training, refining/documenting processes, and enhancing reporting capabilities.



Technology: We have successfully implemented modern software within the past several years
to support finance, agenda management and permitting/licensing to meet our needs. Each
platform requires maintenance and ongoing staff effort to fully realize the efficiencies of the
software. For 2027, we are exploring how to leverage AI technology to deliver efficiencies and
enhanced performance.

FINANCIAL IMPACT
Two items will be brough forward for consideration during the 2027 budget process.
1. Financial reporting: we would like to obtain consulting support from our system vendors to modify
our system configuration to enable and deliver monthly budgeting and enhanced variance
reporting. This enhanced functionality will provide better controls and visibility to operating and
capital project performance. Consulting support would be a non-recurring investment.
2. Artificial Intelligence (AI) tools. Evaluate opportunities for AI to improve efficiency or enhance
services to residents. Value-add potential will differ by department. Considerations include valueadd, AI platform suitability, data security, and staff training needs. Licensing would be a recurring
expense.
No additional operating funding requests are anticipated aside from wage/benefit impact.
1

3

MEMORANDUM
HUMAN RESOURCES DEPARTMENT
Date: May 5, 2026
To:

Mayor and Committee of the Whole

From: Tony Posnik, Director of Human Resources
Re:

Human Resources 2027 Budget Priorities

RELATES TO THE STRATEGIC PLAN
Strategic Goal: Enhance the Effectiveness of Our City Government
BUDGET PRIORITY
Our priorities for 2027 center on maintaining operational excellence and maximizing the efficiency of our
current resources:


Operational Stability: We are currently adequately staffed and equipped to meet all
departmental goals. Our priority is to continue delivering high-level support without increasing
budget.



Technological Sufficiency: We have successfully implemented modern software and digital
tools that remain effective for our needs. For 2027, we require only standard maintenance of
these platforms and tools rather than new capital investments. We will continue to work with ETF
on their new automated benefit enrollment tools.



Resource Optimization: Our focus will remain on the strategic use of already-allocated funds to
ensure all "status quo" operations—including compliance, employee support, and administrative
functions—are handled effectively. We will continue to monitor wages and benefits to ensure we
continue to attract, motivate, and retain employees; this includes making city-wide COLA
recommendations to ensure wages remain competitive and minimize turnover.

FINANCIAL IMPACT
For the Human Resources Department, our 2027 request reflects a net-zero increase over our current
spending. Since our needs are administrative rather than driven by large capital projects, we’ve been
able to budget appropriately within our existing means.

1

4

MEMORANDUM
CITY CLERK
Date: May 5, 2026
To:

Mayor and Committee of the Whole

From: Gina Kozlik, City Clerk
Re:

City Clerk 2027 Budget Priorities

RELATES TO THE STRATEGIC PLAN
Strategic Goals:
BUDGET PRIORITY
Material related to the City Clerk department’s 2027 budget priorities will be distributed on May 5th.
FINANCIAL IMPACT
Evaluated through the 2027 Operating/Capital Budget process

1

5

MEMORANDUM
POLICE DEPARMENT
Date: May 5, 2026
To:

Mayor and Committee of the Whole

From: Chief James Pfister
Re:

Police Department’s 2027 Budget Priorities

RELATES TO THE STRATEGIC PLAN
Strategic Goal: Enhance effectiveness and transparency through optimized staffing and external funding
to upgrade camera systems and improve open records redaction efficiency.
BUDGET PRIORITY
1. Police Staffing Request
The request is for one full-time officer to be added to the roster of the police department. This position
would be funded with already existing funding in the police budget. Last year the police department
reviewed staffing in different areas. The review of the Police Support Specialist area has been completed
over the past two years after switching to WCC for dispatching. It is the recommendation of the Police
Department to reduce the Police Support Staffing from 5 to 4. The department would also eliminate the
Part-Time Police Support Specialist position as well. This will be achieved after significant review of
operating hours and workload. The reductions would change the hours of the front office from 24/7 to 6
am to 10 pm Monday through Friday.
The police department has further removed the water patrol from the 2026 budget and will only retain
one boat for emergency rescues on the lakes. The reduction in water patrol funds, one Full-Time Police
Support Specialist and Elimination of Part-Time Police Support Specialist would total about $137,000 and
the cost of a lateral transfer officer is about $146,000. This leaves a deficit of $9,000 that would have to
be added to the budget for one new full-time officer position for 2027.
2. Grant Writing for Body and Dash Camera Program
As the current contract for Motorola for body and dash cameras expires in 2027, proactively pursuing
grant funding is essential to ensure seamless continuation and enhancement of the department’s officer
safety and accountability initiatives. The Bureau of Justice Assistance (BJA) Body-Worn Camera (BWC)
Policy and Implementation Program presents a prime funding opportunity, offering up to $2,000,000 per
category across three focus areas: system expansion, policy development, and digital evidence
management. We aim to offset the costs of hardware expansion via the program’s 50/50 matching funds
for BWC’s and secure non-matching grant support for our digital evidence management infrastructure,
ultimately minimizing the financial burden on the city.
Police Grant Writing, led by former law enforcement officer and federal grant reviewer Evan Sorg, has
a proven 92% success rate in securing funding for law enforcement technology and equipment. Their
comprehensive service, priced at $5,000 per grant application, includes a free resubmission if initially
1

6

unsuccessful, ensuring maximum return on investment. Prioritizing this expenditure now will position the
department to secure critical funding, modernize infrastructure, and maintain public trust through
transparent, technologically supported policing.
3. Upgrade squad and body camera video to the latest technology
As previously noted, the department’s current body-worn camera system is set to expire in 2027. To
enhance compatibility and streamline evidence sharing within Waukesha County and the Waukesha
County District Attorney’s Office, the department is proposing a transition from Motorola Solutions to Axon
Enterprise, Inc.
The proposed plan includes the acquisition of 40 body-worn cameras and 11 squad cameras. The
Basic Plan carries an estimated annual cost of $60,000, with a total projected cost of $319,000 over a
five-year term. This package includes integrated redaction software to improve efficiency in fulfilling open
records requests. Additionally, a one-day onsite training session will be required at a cost of $8,000.
FINANCIAL IMPACT
Evaluated through the 2027 Operating/Capital Budget process

2

7

Memorandum
TO:

FIRE BOARD

FROM:
SUBJECT:

BRADLEY R. BOWEN, FIRE CHIEF/EMERGENCY MANAGEMENT
DIRECTOR
2027 BUDGET PRIORITIES

DATE:

MONDAY, APRIL 21, 2025

CC:

MUNICIPAL OFFICIALS

Below are the budget priorities for the Western Lakes Fire District for budget year 2027.
1. Centralized Administrative Headquarters, Public Safety Training Facilities, Maintenance, and
Emergency Operations Center: The top priority for 2027 is the purchase or construction of a
Centralized Administrative Headquarters and Training Facility. This facility represents a transformative
investment in the region’s safety and preparedness infrastructure. By co-locating essential emergency
services, training facilities, and community risk-reduction initiatives, this project provides a critical
public benefit that enhances the resiliency and response capabilities of the community.
a. Administrative Headquarters: Integrating leadership and administrative functions will foster
collaboration, enhance team dynamics, and increase operational efficiency. Co-locating
leadership allows for faster decision-making and more efficient administrative workflows.
b. Regional Training Center: This facility will function as a crucial hub for Fire, Emergency
Medical Services (EMS), and Law Enforcement agencies within the District. A potential
expansion of the facility could involve a partnership with Waukesha County Technical College
(WCTC), thereby offering advanced simulation environments and dedicated classrooms designed
to support comprehensive and high-quality training programs.
c. Emergency Operations Center (EOC): A multi-jurisdictional EOC will serve as a fortified
"nerve center" to coordinate responses during large-scale public safety incidents or natural
disasters.
d. Apparatus Repairs Center: Centralizing fleet maintenance for specialized emergency vehicles
will improve the efficiency of apparatus repairs, reduce downtime, and extend the lifespan of
expensive public assets.
2. Future Fire Station in the North West Coverage Area: The second priority is the implementation of
recommendations for a future fire station in the northwest coverage area, as recommended by the
McMahon Facilities Needs Assessment and Impact Fee Study. As various municipalities undergo
growth and development, it is essential to strategically plan for the future. Relocating or adding stations
based on this assessment ensures appropriate response times and optimal services. The use of impact
fees indicates that 85% of the new facility will be paid for by new construction through the collection of
impact fees.

Pabst Station: 1400 Oconomowoc Parkway; Oconomowoc, WI 53066 – Fax: 262-569-6430
Dousman Station: 107 S. Main Street; Dousman, WI 53118 - Fax: 262-431-4812
Oconomowoc Station: 212 S. Concord Road; Oconomowoc, WI 53066 – Fax: 262-569-3297
Sullivan Station: 912 Front Street; Sullivan, WI 53178 – Fax: 262-593-8123
Okauchee Station: W349 N5060 Shady Lane; Okauchee, WI 53069 – Fax: 262 567-0503
Stone Bank Station: W335 N7107 Stone Bank Road; Oconomowoc, WI 53066 – Fax: 262.966.2831

8

3. Addressing of Properties: During emergency responses conducted by EMS, Fire, and Law
Enforcement, time is of the essence. It is essential for all municipalities to enforce ordinances pertaining
to the visibility and proper posting of property addresses. The objective of the District is to mandate the
use of "Fire Numbers" for properties within municipalities that have not yet established consistent and
standardized signage ordinances. The municipalities that require consideration for implementing these
standards include the City of Oconomowoc, the Village of Dousman, and the Town of Ottawa.
4. Strategic Capital Improvement Plan Implementation The fourth priority is the continued
implementation and support of the District's strategic capital improvement plan to ensure the facility,
equipment, and apparatus replacement plan remains on schedule. This process includes assessing the
utilization and service life of each piece of equipment and apparatus in accordance with national, state,
and industry standards. As municipalities evolve and service expectations change, the requirements for
equipment and apparatus must also adapt accordingly to grow with the increasing demand for services.
5. Municipal Fire Code and Ordinances Update: The fifth priority involves an essential update to the
municipal fire code and related ordinances. The existing code is outdated and requires a comprehensive
review and revision. This update aims to align the fire codes with the current building codes, thereby
ensuring consistency between the two in relation to remodeling and new construction projects. By
updating the fire codes, we will enhance the safety and quality of life within our community, as it
ensures that construction and life safety projects adhere to contemporary standards. Moreover, the
revised fire code will contribute to maintaining or improving the Insurance Services Office (ISO) ratings
of the District.
6. Staffing Levels and Professional Development The sixth priority is maintaining adequate staffing
levels to ensure an effective response force as the community grows and evolves, while also ensuring
the continuous training, education, and professional development of personnel. Funding must be
allocated to ensure that the District maintains adequate daily staffing levels to meet the needs of the
municipalities it serves. Establishing professional development and training programs provides ongoing
knowledge and skills enhancement, which contributes to employee retention and effective succession
planning.

Pabst Station: 1400 Oconomowoc Parkway; Oconomowoc, WI 53066 – Fax: 262-569-6430
Dousman Station: 107 S. Main Street; Dousman, WI 53118 - Fax: 262-431-4812
Oconomowoc Station: 212 S. Concord Road; Oconomowoc, WI 53066 – Fax: 262-569-3297
Sullivan Station: 912 Front Street; Sullivan, WI 53178 – Fax: 262-593-8123
Okauchee Station: W349 N5060 Shady Lane; Okauchee, WI 53069 – Fax: 262 567-0503
Stone Bank Station: W335 N7107 Stone Bank Road; Oconomowoc, WI 53066 – Fax: 262.966.2831

9

MEMORANDUM
PUBLIC WORKS
Date: May 5, 2026
To:

Mayor and Committee of the Whole

From: Jason Herzog, Department of Public Works
Re:

DPW 2027 Budget Priorities

BUDGET PRIORITIES
In preparation of the upcoming 2027 budget cycle, you will find below goals or objectives that will be of
interest for the department of public works. The majority of these projects have been part of long-term
plans, strategic planning, or standard City growth solutions.
1. Major street replacement projects. Update the 10-year replacement plan
a. 2027 - Construction
i. Lisbon Rd
ii. Lake Dr
iii. Second St
b. 2028 - Design
i. Second St
ii. Local neighborhoods
2. Village Green Park Improvements
a. Complete park project
3. Install signals at Summit Ave (Hwy 67) and Olympia Fields Dr
a. Complete design in 2026
4. City Hall Space Needs Study
a. Evaluate the Clerks office space, and old PD station

1

10

MEMORANDUM
OCONOMOWOC PUBLIC LIBRARY
Date: May 5, 2026
To:

Mayor and Committee of the Whole

From: Jen Puccini, Library Director
Re:

Library 2027 Budget Priorities

RELATES TO THE STRATEGIC PLAN
Strategic Goal: To expand our Digital and Print Collection and Replace our Public Computers
BUDGET PRIORITY
1. Expand our Digital and Print Collection
Given the rising patron demand for our digital resources, we must reallocate additional funding to
this area. Consequently, we require an expansion of our overall collection budget.
2. Replacing our Public Computers
Public computer access is a vital service for our community, yet our ten current workstations are
over a decade old and struggling to keep pace with demand. Replacing these computers is
essential to maintaining the quality of service our patrons rely on and ensuring our library
continues to provide equitable access to technology.
FINANCIAL IMPACT
Evaluated through the 2027 Operating/Capital Budget process. Estimated impact by item:
1. Collection Expansion: $10,000
2. Computer Hardware: $9,000

1

11

MEMORANDUM
PARKS RECREATION AND FORESTRY
Date: May 5, 2026
To:

Mayor and Committee of the Whole

From: Eric Boettcher, Director of Parks, Recreation and Forestry
Re:

Parks, Recreation and Forestry 2027 Budget Priorities

RELATES TO THE STRATEGIC PLAN
IV. Improve Our Quality-of-Life Assets
BUDGET PRIORITY
1. Plan and develop Northeast Regional Park- restrooms, playground, athletic facilities, lighting,
other park amenities.
The city’s current park system lacks sufficient 90-foot baseball fields for middle and high
school players, with only one such field available at Roosevelt Park. To address this need,
the plan proposes adding appropriately sized fields at Northeast Park. These new fields
would also be designed to support additional softball and baseball age groups. The overall
park development would further include amenities such as a regional playground, open
green space, and expanded parking.
2. Plan and develop safe connections in the Northeast Corner of Oconomowoc bike and pedestrian
connection over Highway 67.
Providing a safe crossing at the intersection of Lake Drive and Highway 67 is a critical
component of the City’s Bike and Pedestrian Plan. City staff are continuing to advance
planning efforts for this future connection. An application has been submitted to the
WisDOT Transportation Alternatives Program (TAP) for the 2026–2031 funding cycle to
support project construction. Additional funding requests will be pursued through other
state and federal programs, including Safe Routes to School (SRTS), to help fully fund the
project.
FINANCIAL IMPACT
Evaluated through the 2027 Operating/Capital Budget process

1

12

MEMORANDUM
PLANNING DEPARTMENT
Date: May 5, 2026
To:

Mayor and Committee of the Whole

From: Jason Gallo, City Planner
Re:

Planning Department 2027 Budget Priorities

RELATES TO THE STRATEGIC PLAN
Strategic Goal: Focus on Community Growth / Enhance Effectiveness of Govt.
BUDGET PRIORITY
The Planning department’s operating costs are dominated by staff and benefit costs. The 2027 Budget
will include a change in staffing to include a full-time Associate Planner. Previously, the supporting role
included duties supporting and funded by Tourism. No other significant changes are anticipated for the
2027 operating budget.
For the 2027-2031 Capital Plan, the Planning department will include a request for continued
development of our Geographic Information System (GIS) tools to improve access to and the utility of the
City’s digital records.
FINANCIAL IMPACT
Evaluated through the 2027 Operating/Capital Budget process

1

13

MEMORANDUM
ECONOMIC DEVELOPMENT & TOURISM
Date: May 5, 2026
To:

Mayor and Committee of the Whole

From: Bob Duffy, Economic Development & Tourism Director
Re:

Economic Development and Tourism 2027 Budget Priorities

TOP BUDGET PRIORITIES
The City of Oconomowoc is becoming the destination of choice for new residents, development,
businesses, and redevelopment opportunities. As this attraction continues the City must enhance areas
of our community to promote all Oconomowoc has to offer, the growth areas available for new and
redevelopment opportunity, as well as attract innovation & technology-based businesses to secure our
future. These are the primary elements the Economic Development & Tourism Department intends to
focus on in 2027 and beyond.
Priority #1

Implement E. WI Ave Redevelopment Master Plan

The City adopted design guidelines for the E. Wisconsin Avenue corridor to encourage development and
redevelopment opportunities. The City has also established a City Strategic Plan goal to Develop Options
and plan for E. Wisconsin Avenue corridor. In 2024, City Staff worked with UWM Community Design
Solutions (CDS) the prepared a market, land use and conceptual based scenario/approach to identify
redevelopment projects that are feasible to pursue within the area.
Implementation will be necessary for the City to realize it’s vision and strategic plan goal for the E.
Wisconsin Avenue corridor. To proceed with the implementation of the E. Wisconsin Avenue
Redevelopment Master plan, staff recommends that the City Council allow the Community Development
Authority to pursue and seek out redevelopment opportunities within the E. Wisconsin Avenue corridor.
Funding for these initiatives related to environmental concerns, demolition, site development and
public/private partnership opportunities would necessitate the creation of an additional TIF district for the
area.
Priority #2

Facilitate & Promote Key Development Areas

The Economic Development Department's vision is for Oconomowoc to successfully attract on the state
and regional stage for various development opportunities, growth of businesses, and the attract talented
individuals who fuel them. To make this vision a reality, our strategy is driven by the three goals for the
City of Oconomowoc:




Establish Oconomowoc's competitive edge.
Become a hub for diverse business opportunities.
Ensure continued community vitality.

1

14

Oconomowoc can position the future well with the facilitation & promotion of several key development
areas:




Re-investment and revitalization of the Olde Highlander recreation complex;
Commercial and mixed-use expansion opportunities at Olympia Fields;
Regional commercial real estate investments into the Pabst Farms area
o Wingspan Mixed-use development
o Harvest at Pabst Farms to implement original Pabst Farms Town Centre Vision

Through this key development the City can realize continued tax base expansion, business attraction, and
employment opportunities for our community.
It is anticipated any funds needed could be achieved through the budget process line items.
Priority #3

Attraction/Collaboration through Wingspan & Tech Hub Partnerships

The City of Oconomowoc is attracting considerable investment in Pabst Farms with the large 200,000+ SF
HSA building, as well as the four Wingspan Innovation & Incubation buildings totaling 320,000 SF. These
developments will serve as a catalyst for employment, enhanced tax base, and long term sustainable
economic development opportunities. This will also allow Oconomowoc to be a place for fostering
innovation, entrepreneurship, and strategic partnerships across various industry sectors. Recently, SE
Wisconsin was identified by the U.S. Commerce Department as a regional tech hub. Oconomowoc’s
strategic location between Milwaukee & Madison and direct access to the strength of our state’s bio-health
and personalized medicine industry can become a leverage asset.
Oconomowoc will have the
availability of site & building locations to expand opportunities for the commercialization of medical
research, research lab space, computing, engineering, and advanced technology manufacturing to drive
innovation. With City Staff engaged in these efforts the City can capitalize on this business attraction
opportunity and involvement with the key facilitators & decision makers. Through industry collaborations,
the City will facilitate the successful partnership to implement the Wingspan Innovation & Incubation
building availability for regional tech hub opportunities. These efforts will serve as a catalyst for attracting
investment, encouraging innovation, as well as drive economic growth and job creation. By engaging in
this strategic initiative, the City can collectively transform our economic landscape. My belief is that as
stakeholders, Oconomowoc should support these endeavors, recognizing its potential to enhance our city’s
competitiveness, diversify our tax base and lead to future prosperity.

2

15

MEMORANDUM
WASTEWATER\OWPP
Date: May 5, 2026
To:

Mayor and Committee of the Whole

From: Tim Reel, Wastewater Operations Manager
Re:

Wastewater\OWPP 2027 Budget Priorities

RELATES TO THE STRATEGIC PLAN
Strategic Goal: Improve and Maintain Our Infrastructure/Facilities
TOP BUDGET PRIORITIES

1. Treatment Facility Update – Evaluation and Preliminary Design engineering services will
continue from 2026 into 2027. Alternative selections and project limit decisions will assist
in development of the scope for the Final Design engineering step which we will transition
into during 2027. As a general rule, design services/construction management contracts
are approximately 15% of the construction costs. We anticipate engineering
expenditures for 2027 will be approximately $2,000,000.
2. Collection System Communications Improvement – In 2026 we have experienced a large
increase in poor or no communication being available at specific sites. Additionally, we
have experienced several instances where over 10 of our approximately 30 sites have
been offline. This condition presents too much risk for our customers and the
environment. We are working with vendors and electrical integrators to arrive at a better,
more reliable solution. The solution is not a “one size fits all” as the complexity of the
sites vary from a simple flow meter to a lift station with multiple pumps and backup
power. Our goal, through pilots and evaluation, is to present a more reliable yet cost
effective solution.
3. Sanitary Sewer Replacement and Rehabilitation – As part of the 2027 Street Program,
the Utility will continue its ongoing goal to maintain and improve upon our buried
infrastructure assets. We will entertain replacement vs. CIPP options should the
condition of the main and associated sanitary laterals warrant a more robust long-term
reinvestment.
FINANCIAL IMPACT
Evaluated through the 2027 Operating/Capital Budget process

1

16

MEMORANDUM
ELECTRIC, WATER, & FLEET UTILITY
Date: May 5, 2026
To:

Mayor and Committee of the Whole

From: Kevin Kaari, Utility Manager
Re:

Electric and Water Utilities and Fleet: 2027 Budget Priorities

RELATES TO THE STRATEGIC PLAN
Strategic Goal: I. IMPROVE & MAINTAIN EXISTING INFRASTRUCTURE
BUDGET PRIORITY
The following goals and objectives are important for the utilities and fleet department as the 2027
budgets are developed. These initiatives are multi-year initiatives to ensure our drinking water is safe,
our electricity stays affordable and reliable, and that our fleet equipment allows our employees to do their
jobs safely and efficiently.
1) Introduce the concept of “Smart Development” to assist with new electric and water
infrastructure planning for large new developments.
a. New infrastructure has to have a solid backbone from which to serve new customers. This
has to be planned for ahead of the development so that infrastructure isn’t designed in
small pieces.
2) Conversion of overhead power lines to underground.
a. The city has 97% of its primary feeders and distribution lines buried underground. Each
year we develop projects to convert overhead areas to underground lines.
3) Planned proactive replacement of our most important electrical assets.
a. Lead times for critical substation equipment are now 2 to 3 years due to supply chain
pressures related to Data Center development. Planning for replacement of key
equipment must be done years in advance.
4) Cable and Equipment Replacement Program - 2027
a. OU continues to replace underground cable and equipment that is nearing its end-of-life
or has had reliability issues.
5) Lead Service Lateral Replacement Program - 2027
a. Since Oconomowoc does not qualify for State funding for private-side lateral replacement,
other alternatives are required to push customers to change their laterals in conjunction
with our streets projects. In 2025, only 10% of the customers in street project areas
replaced their lead laterals even though we provide low-interest loans or the 5-year tax roll
repayment programs to do so.
FINANCIAL IMPACT
Evaluated through the 2027 Operating/Capital Budget process

1

17

2026-2027 Strategic Plan update and Budget Priorities
NAME:

COUNCIL NOTES
* USE THIS WITH THE STRATEGIC PLAN UPDATE HANDOUT TO
KEEP TRACK OF NOTES AND IDEAS

18

Strategic Goal

Objective

A. Maintain
Quality of
Police Services

I.Provide a Safe
and Secure
Community

Staff Owners:
Utility Director,
Police Chief,
WWTP Director,
Fire Chief.

Future State:

B. Provide
Quality Fire and
EMS Services

C.Enhance
Programs for
Citizen Safety

D. Provide
Reliable, High
Quality, and
Affordable Power

Public safety is
paramount in all of
the City’s services
E. Provide and
Foster Safe and
Clean Water

Strategies/Tactics
1. Providing Rifle plates to officers to enhance their chances of surviving bullet and blunt force trauma.
2. Police Staffing Request for one full-time officer to be added.
3. Providing Ballistic Helmets to officers as a vital part of personal protective equipment improving safety in high-risk situations.

1 Evaluate Fire District future facilities needs
2 Explore additional opportunities to improve ISO rating
3 Research federal/state grant opportunities for staffing and capital equipment
4 Implement Professional Development Program
5 Centralize and Consolidate WLFD Management Team
6 Investigate mandatory addressing of properties
1. Crosswalk safety. Downtown area crossings

1. Convert overhead power lines to underground. Coordinate with street, water and sewer replacements planning and funding in annual budget.
2. Underground cable and equipment replacement
3. Evaluate peak feeder and substation loading - annually
4. Assure inventory for equipment failure: Lead times for some of the key electrical equipment on our distribution system are 75 to 90 weeks long. Failure of this
equipment, without a replacement available, could jeopardize the reliability of electrical service to our customers.

1. Continue implementation of the Oconomowoc Watershed Protection Program (OWPP)
2. Implement sampling to monitor chloride levels
3. Evaluate and implement annually State grant funding for private side lead water laterals replacements and adjust Utility program as needed.
Continue to replace Utility side lead laterals in conjunction with street program
4. Implement an overall water quality improvement plan for the water reservoir at wells 4 and 6.
5. Evaluate and address iron filtration options at city well sites.

Department Notes:
PD: Add A.4. Grant Writing for Body and Dash Camera Program
PD: Add A.5. Upgrade Squad and body camera video to the latest technology
Electr:Add D.5. "Smart Development": Create an electric utility comprehensive plan for our largest projects with the developers.
Water: Add E.6. "Smart Development": Create a water utility comprehensive plan for our largest projects with the developers.

Council Notes:

19

Strategic Goal

Objective

Strategies/Tactics
1.Develop a city inventory of major assets and projected replacement schedule

II.Improve and
Maintain Our
Infrastructure /
Facilities
Staff Owners:
Public Works Director,
Utilities Director,
WWTP Director

Future State:
Oconomowoc has a safe
and effective
infrastructure that
provides a framework
for optimal community
enjoyment

A. Maintain Our
Existing
Infrastructure

a.City - parcels/streets
b.Water utility – parcels/infrastructure/facilities
c.Electric utility – parcels/infrastructure/facilities
d.WWTP – parcel/infrastructure/facilities
e.Fleet – inventory/develop funding replacement cycle
2. Accelerate / enhance street improvement/maintenance plan to include water main replacement and Sewer Main rehab program.
3. Replace existing blowers with NEROS blowers in 2025
4. Assess and prioritize repairs or replacement of lift station pumps and control panels.
5. Develop plan process for extensive design effort for facilities upgrade at WWTP.

B. Plan and
Complete Road
Extensions

C. Identify
Future New
Projects,
Timeline for
Implementation
and Funding
Mechanism

1.Lake Bluff Drive extension construction.
2. Wisconsin Avenue Improvements in conjunction with the DOT
3.Lapham Street Bridge construction.
4.Oconomowoc Parkway extension – This project needs involvement from Waukesha County
1.Complete City Hall space study and remodel - focusing on Clerks area.
2.Evaluate and plan for the future facility needs of the Electric and Water Utility.
3. Using the WWTP Facility Planning Report, review and prioritize recommendations based on need and economics. Evaluate the Wastewater Facility preliminary

design findings and begin a final design effort in anticipation of a future construction project.
4. Complete evaluation of parking needs.
5. Construction of Outside Waste Receiving Station for Septic and Holding waste

Department Notes:

Council Notes:

20

Strategic Goal

Objective

Strategies/Tactics
1. Explore options and plan for E Wisconsin Ave Corridor

III.Focus on
Community
Growth

A.Research and
Plan for City
Development

Staff Owners:
Economic Development
Director,
Planning Director

Future State: Oconomowoc
is recognized as a
premier community in Lake
Country by fostering an
entrepreneurial spirit
and tourism destination,
developing and retaining
a diverse mix of
employees and employment
opportunities, and
revitalizing catalytic
development areas

a. Find funding resources for implementation or RFP. Research/Investigate future TIF District
2. Promote the St. Paul/E WI redevelopment area.
3. Promote downtown development.
4. Continue working on the development of the NE area.
5. Develop options and housing diversity (starter homes, attainable housing, mix ratio) finding regional solutions.
6. Explore providing zoning incentives to developers who provide attainable housing.
7. Explore grant funding opportunities or TIF district incentives for businesses.
8. Utilize/expand the major façade program funding plan.
9. Attraction/Collaboration through Wingspan & Tech Hub partnerships

B.Plan for Future
Growth Areas for
Regional
Development

C. Plan for
Future
Transportation

D.Create Tourism
Destination
Initiatives

1. Encourage development within 67/I94 Corridor – promote corridor not individual areas
a. Encourage Pabst Farms area development. - Innovation & Technology Hub, The Harvest & Marcus sites
b. Facilitate and promote development of the Olympia Fields Proactively promote for business attraction.
2. Maintain existing and evaluate future opportunities for private-public partnerships, where appropriate.

1. Report on Evaluate options available for commuter and workforce transportation – internal connections roadway/trails/paths and on-road bike routes/passenger rail
2. Explore connecting the Nature Hill School with Meadowview School with pathway.
3. Improve alternative transportation options (electric vehicle, ride sharing, bike share, etc.)

1. Enhance historic property inventory and education of historic regulations.
2. Explore creative ideas for Tourism funds.
3. Plan and Coordinate Milestone Community Celebrations - moved to IV.A.4 - Quality of Life Assets

Department Notes
PZ/ED: Add a C #4: Assist in implemnting I-94 West Expansion plans
PZ/ED: Coordinate finalized plan for Rockwell Development site
PZ/ED: Explore & collaborate to attract regional sports facility at Olde Highlander
PZ/ED: Review Isthmus district zoning regulations

Council Notes:

21

Strategic Goal

IV. Improve Our
Quality of Life
Assets
Staff Owners:
Parks Director,
Library Director

Future State:
Community members are
proud of the natural,
cultural and
recreational assets of
the City

Objective
A.Plan and
Implement
Quality of Life
Assets and
Community
Amenities

Strategies/Tactics
1. Evaluate the Champion Fields 5-year Improvement Plan – Compare option of moving ball fields to NE Region Park.
2. Plan and develop Northeast Regional Park- restrooms, playground, athletic facilities, lighting, other park amenities
3. Evaluate Village Green enhancements and public restrooms in downtown.
4. Plan and Coordinate Community Celebrations (moved from III.D)

B. Review and
Update Parks,
Recreation and
Forestry
Department Plans

1. Research and evaluate alternative schedules for parks mowing.
2. Prioritize connectivity throughout the City by updating the Bicycle and Pedestrian Plan to connect neighborhoods to schools, businesses and parks
3. Plan and develop safe connection in the Northeast Corner of Oconomowoc bike and pedestrian connection over Highway 67
4. Chapman Park Barn Park Planning and Implementation - Addition of Restroom at trailhead
5. Chapman park additional barn restoration for additional facility use
6. Street Tree planning and planting project for new development.

C. Evaluate
Future Community
Needs and
Projects

1. Optimize Library facility and location to meet current and future community needs
i. Library Space Needs Analysis: Evaluate identified needs and review options for remodel/expansion
2. Work towards combining the reference and circulation desks to create a single service point.
3. Assess underutilized park property and other city property.
4. Analyze future senior services needs
5. Assess future expansion of native plantings in passive park areas

Department Notes:
PZ/ED: C #4 -Add: New Senior Center location? Maintain & enhance Silver Streak?
PZ/ED: Sidewalk extension needed on Lisbon Rd from Oakwood to Lapham
PZ/ED: Investigate Bike Share for City residents
PZ/ED: Collaborate in implementing Lake Country Trail west connection
PZ/ED: B #2 Add: Implement Village Crossing trail around stormwater basin
PZ/ED: Valley Road sidewalks to connect from YMCA to Old School House road
Council Notes:

22

Strategic Goal

V.Enhance the
effectiveness of
our city
government

Objective

A.Update City Ordinances &
Elections

B.Attract, Motivate and Retain
City Employees

C.Improve Our Technology
D.Improve the Effectiveness
of Our Meetings
E.Maintain/Improve the City’s
Financial Sustainability

Future State: Our
City is highperforming, efficient,
effective and known
for its service
excellence.

F.Improve Our Internal
Communication

Strategies/Tactics
1.Implement Badger Books system for Elections
2.Update Subdivision and Platting Ordinances
3.Update the Sign Ordinance
4. Evaluate Polling Locations for size and efficiency, consider new options
5. Add Election Day staffing to include absentee tabulators
1.Review and recommend updates to the City wage and benefit plan to remain competitive.

1.Maintain IT infrastructure and network efficiencies.
2.Conduct IT security and quality audits annually.
1.Continue to develop paperless options for meeting participants.

1.Prepare/fleet and equipment long term replacement plan and policies to fund a reserve.
2.Prepare streets maintenance and replacement plan with sustainable funding options.
3. Analyze remaining available Impact Fees as the City is built out.
1. Formalizing Council Policies, directives ( ie Construction Management / Engineering, Selection/voting of officers)

1.Continue to improve use of online/social media communication
G.Improve Our External
Communication

H.Increase Partnerships

2.Improve City Website and access to Citizens for online services and information gathering.
3. Clerk Customer Service Counter improvements
1.Strengthen partnership with Waukesha County
2.Strengthen partnerships with Oconomowoc School District.

Department Notes:
PZ/ED: Investigate expansion opportunities in Jefferson County?
PZ/ED: Continued investments into Geographic Information System (GIS) for City digital records
PZ/ED: Collaborative discussions with Villages of Summit & Lac La Belle, and Town of Oconomowoc parcels
IT: Evaluate alternatives for Endpoint protection.
IT: Contract penetration testing on our network/systems to validate preventative measures.
IT: Evaluate server strategy at completion of existing server warranties (for 2028 Budget)
IT: Investigate efficiency opportunites of using AI in local services
HR: Work with Employee Trust Funds (State of Wisconsin) to automate employee’s benefit enrollment at hire and during the annual enrollment period.
Council Notes:

23

Council Budget Priorities
Priorit
y
Department

Funding Source? Description

24

25

Strategic Goal
I.

Provide a Safe and Secure Community

26

Strategic Goal I. Provide a Safe and Secure
Community
Objective A.
Maintain Quality of Police Services

27

I.A Maintain Quality of Police Services 2026 Status Update:

1. Providing Rifle plates to officers to enhance their chances of surviving bullet and blunt force
trauma.
Complete? Yes

Retain in 2026/2027 Plan? No

Status update: Rifle plates have been purchased and are in use.
2. Police Staffing Request for one full-time officer to be added.
Complete? No

Retain in 2026/2027 Plan? Yes

Status update: Request funds to be transferred from Police Support Specialist accounts (1
full-time and all part-time) and all water patrol accounts. This funding would fall short by
$9,000.00 for 1 new officer.
3. Providing Ballistic Helmets to officers as a vital part of personal protective equipment
improving safety in high-risk situations.
Complete? Yes

Retain in 2026/2027 Plan? No

Status update: Ballistic helmets have been purchased, assigned, and fully outfitted to meet
individual officer needs.

28

Strategic Goal I. Provide a Safe and Secure
Community
Objective B.
Provide Quality Fire and EMS Services

29

I.B Provide Quality Fire and EMS Services:

1. Evaluate Fire District future facility needs.
Complete? Yes

Retain in 2026/2027 Plan? Yes

Status update: Working on implementation of impact fees, and begin process of station
location and design.
2. Explore additional opportunities to improve ISO rating.
Complete? No

Retain in 2026/2027 Plan? Yes

Status update: Municipal Fire Code & Ordinance Update, Plan Review Process, continue to
ensure WLFD staffing, training, equipment, and apparatus plans coincide with development.
Completed items – Station Alerting Project, Increased Training Budget. Completed
Community Risk Assessment and Standards of Cover.
3. Research federal/state grant opportunities for staffing and capital equipment.
Complete? No

Retain in 2026/2027 Plan? Yes

Status update: Received WI DNR Grant, and various small business grants. Applied for
various grants including WI Radio, EMS Equipment, Community Risk Reduction, and others.
4. Implement Professional Development Program.
Complete? Yes

Retain in 2026/2027 Plan? No

Status update: Implementation is complete. Program will be ongoing.
5. Centralize and Consolidate WLFD Management Team.
Complete? No

Retain in 2026/2027 Plan? Yes

Status update: Deficiency noted during Facility Needs Assessment. 15,000 square foot
deficiency noted, and 5,000 square feet for future growth projected. Evaluating options of
current buildings in community or new construction.
6. Investigate mandatory addressing of properties.
Complete? No

Retain in 2026/2027 Plan? Yes

Status update: Developing proposal for implementation, and cost analysis.

30

Strategic Goal I. Provide a Safe and Secure
Community
Objective C.
Enhance Programs for Citizen Safety

31

I.C Enhance Programs for Citizen Safety:
1. Investigate options for addressing safety and visibility for downtown pedestrian crosswalks
Complete? Yes

Retain in 2026/2027 Plan? No

Status update: Evaluating new crosswalks and safety equipment. It will be installed in
Spring ’26.

32

Strategic Goal I. Provide a Safe and Secure
Community
Objective D.
Provide Reliable, High Quality and Affordable
Power

33

I.D Provide Reliable, High Quality, and Affordable Power:

1. Convert overhead power lines to underground – 95% complete – coordinate with street,
water and sewer replacements planning and funding in annual budget.
Complete? No

Retain in 2026/2027 Plan? Yes

Status update: In 2026, we undergrounded overhead primary lines as part of our 4kv to
25kV conversion along Wisconsin Ave near Silver Lake Auto and Vic’s Carpet. We will
continue to chip away at the final 5% of our system that remains overhead. If the old Silgan
Container area develops along 2nd Street, that could be our next area to underground. For
the next strategic plan update we could update the percentage complete to 97%.
2. Underground Cable and Equipment Replacement.
Complete? No

Retain in 2026/2027 Plan? Yes

Status update: In 2026, we replaced a large area of deteriorated underground cable in the
Begg’s Isle area. In addition, we replaced a switch fuse unit in Pabst Farms due to its poor
condition. This program is an ongoing program that will remain in place every year. Each
year we evaluate the next areas on our electrical system that we will address.
3. Evaluate Peak feeder and substation loading times annually
Complete? No

Retain in 2026/2027 Plan? Yes

Status update: In 2026, added a new feeder CB67 to feed the Pabst Farms area and
Roundy’s. We are also changing the configuration of the feeders in the area to handle the
new load growth associated with new development. This type of analysis occurs every year.
4. Assure inventory for equipment failure: Lead times for some of the key electrical equipment
on our distribution system are 75 to 90 weeks long. Failure of this equipment, without a
replacement available, could jeopardize the reliability of electrical service to our customers.
Complete? No

Retain in 2026/2027 Plan? Yes

Status update: In 2026, we ordered a new Vista Switchgear for Summit SS. We are also
looking to replace T8, at Cooney SS. This transformer replacement is in our LTFP for
replacement by 2029 needs to be ordered in 2026 to get it by 2029. We have other switch
fuse units identified to replace in the upcoming years. In the new strategic plan, we are
changing the long lead-time timeframe (75 to 90 weeks) to 2 to 3 years.

34

Strategic Goal I. Provide a Safe and Secure
Community
Objective E.
Provide and Foster Safe and Clean Water

35

I.E Provide and Foster Safe and Clean Water:

1. Continue implementation of the Oconomowoc Watershed Protection Program (OWPP)
Complete? Ongoing

Retain in 2026/2027 Plan? Yes

Status update: : Over the past year, the Oconomowoc Watershed Protection Program
(OWPP) has made measurable progress in improving water quality across the watershed
through targeted monitoring, restoration, and community engagement. OWPP has also
advanced 62 long-term projects covering 572 acres, along with 1,289 acres of controlled
drainage, resulting in an estimated 2,600 pounds of phosphorus reductions. Through
agricultural cost-share efforts in 2025, the program supported the implementation of 1,750
acres of cover crops and approximately 770 acres of additional conservation practices. As is
demonstrated by these examples the value of the program continues to meet expectations
as a creative alternative to phosphorus permit compliance.
2. Implement sampling to monitor residential chloride levels.
Complete? Ongoing

Retain in 2026/2027 Plan?

No

Status update: Specific sampling points, targeting residential use, were identified and
sampled to better assess background levels. This sampling efforts will continue. Averaged
results from three sites over a period of approximately one month was 654 mg/L. Our permit
limit varies from 510 mg/L (May thru October) to 525 mg/L (November thru April). Per our
Source Reduction Measures (SRM) Plan with the WDNR we have annual goals to meet for
chloride compliance. Chloride progress will be tracked in a new Strategic Plan item.
3. Evaluate and implement annually State grant funding for private side lead water laterals
replacements and adjust Utility program as needed and continue to replace Utility side lead
laterals in conjunction with street program.
Complete? No

Retain in 2026/2027 Plan? Yes

Status update: Oconomowoc does not qualify for state funding of private-side lateral
assistance. In 2025, we replaced 39 public-side lead laterals along Silver Lake St, McDowell
Ct and Walnut St in conjunction with the street projects. All customers with a private-side
lead lateral within the projects were contacted multiple times to arrange to have their water
lateral done too. We take the time to explain the programs we have to help them afford the
$5,000 cost. However, only 4 customers took advantage of the program. With 599 privateside lead laterals remaining in our city, it is obvious that our customers need a bigger push
to make the correct decision to eliminate their private-side lead laterals. Possible answers
may include help from the city itself.
4. Implement an overall water quality improvement plan for the water reservoir at wells 4 and 6.
Complete? No

Retain in 2026/2027 Plan? Yes

36

Status update: We paused on this plan in 2025/2026 and focused our attention on the
construction of the new Well 8. In In 2027, the water utility will be doing a comprehensive
Water System Supply Study which will include looking at all of our water infrastructure to
determine the best course of action to improve water quality.
5. Evaluate and address iron filtration options at city well sites.
Complete? No

Retain in 2026/2027 Plan? Yes

Status update: In 2026, the new Well 8 came online. This well has our first iron filter. In
2026, we will gain knowledge and experience with this new filter. In 2027, the water utility
will be doing a comprehensive Water System Supply Study. This will include looking at all of
our water infrastructure to determine the best course of action to see if other well sites could
benefit from an iron filter.

37

Strategic Goal
II.

Improve and Maintain Our Infrastructure
and Facilities

II. IMPROVE AND
MAINTAIN OUR
INFRASTRUCTURE /
FACILITIES
Staff Owners:
Public Works Director,
Utilities Director,
WWTP Director

Future State: Oconomowoc
has a safe and effective
infrastructure that provides
a framework for optimal
community enjoyment.

38

Strategic Goal II. Improve our Infrastructure and
Facilities
Objective A.
Maintain our Existing Structure

39

II.A Maintain Our Existing Structure:

1. Develop a city inventory of major assets and projected replacement schedule to include City
Parcels/streets, Water Utility, Electric Utility, WWTP and Fleet:
Complete? See each item

Retain in 2026/2027 Plan? See each item

Status update:
a. City Parcels/Streets Status update: DPW tracks the length of streets, their condition and
plans maintenance, resurfacing or reconstruction based on condition, age, and project
cost. Planning work continues to find the right balance between condition and cost
impact on residents. (Ongoing, retain for 2027)
b. Water Utility Status Update: The water utility’s GIS system has been developed and is
now being updated as projects are completed. The water inventory project portion of the
project, including service line inventory and water meters has been completed. Utility
staff will maintain the water GIS system. (Complete, remove for 2027)
c. Electric Status update: Due to past mapping systems issues and asset management
practices, the electric utility continues to sort out discrepancies found in the accuracy of
old infrastructure records transferred into OpenPoint, our new asset database program.
We now project completion of our asset database by the end of 2026. (To be complete
in 2026, remove for 2027)
d. WWTP Status update: The inventory aspect of this goal is quite robust and is continually
being refined. Establishing a matrix for rating of infrastructure will be a significant task
involving multiple staff and departments. A good example of where this could become
more applicable would be in the prioritization of the annual Streets Maintenance
Program where all Utility needs could be evaluated and weighted to establish a priority
ranking for projects. We are in the beginning stages of populating data into a
maintenance software program which will allow us to better track the age, condition and
maintenance of existing equipment. (Ongoing, retain for 2027)
e. Fleet Status update: The fleet scoring system is in place and is being used to assist in
the LTFP replacement of assets. In 2026, fleet is still working on fully implementing its
new Fuel Master asset management system with Elements to assist in automating
preventative maintenance services for all fleet equipment and vehicles. This will be
completed by the end of 2026. No need for funding in 2027. (To be complete in 2026,
remove for 2027)
2. Accelerate / enhance street improvement/maintenance plan to include water main
replacement program.
Complete? No

Retain in 2026/2027 Plan? Yes

Status update: Investment in annual street improvements/maintenance has been increased
since 2018. Over this period, the City has added > $1.0 million of debt each year in addition
to Levy as well as fund balance to improve the condition of local streets. Condition of the

40

road base and water main age/breaks are considered when total street reconstruction
projects are planned. Water main replacement has averaged $1.57 million per year since
2018 and $2.5 million over the last three years. In recognition of the significant investment in
Well #8, we are planning to limit water main replacement in the next several years of street
projects to limit impact on rate payers.
3. Replace existing blowers with NEROS blowers in 2025
Complete? No

Retain in 2026/2027 Plan? No

Status update: As we gained more knowledge, through the Facility Planning effort, it
became apparent that blower sizing, configuration, type and control strategies should be
part of a more holistic evaluation during a preliminary design effort.
4. Assess and prioritize repairs or replacement of lift station pumps and control panels.
Complete? No

Retain in 2026/2027 Plan? No

Status update: We have gathered a significant amount of information which needs to be
evaluated to establish a clear prioritization which will help provide perspective on future
budgetary needs. This item will be tracked as part of item 1d. in future strategic planning
efforts.
5. Develop plan process for extensive design effort for facilities upgrade at WWTP.
Complete? Yes

Retain in 2026/2027 Plan? No

Status update: A Request for Proposals (RFP) will be advertised in May of 2026 for
Evaluation and Preliminary Design engineering services. This is the first step towards a
Wastewater Facility upgrade.

41

Strategic Goal II. Improve our Infrastructure and
Facilities
Objective B.
Plan and Complete Road Extensions

42

II.B Plan and Complete Road Extensions:

1. Lake Bluff Drive extension construction.
Complete? In Progress

Retain in 2026/2027 Plan? No

Status update: Construction began in April of 2026 and expected to be completed during the
summer of 2026. Work will include improvements to cross walks along existing corridor of
Lake Bluff Dr.
2. Wisconsin Avenue Improvements in conjunction with the DOT
Complete? In Progress

Retain in 2026/2027 Plan? No

Status update: Design and permit are complete. The work is scheduled late summer and fall
of 2026.
3. Lapham Street Bridge construction.
Complete? In Progress

Retain in 2026/2027 Plan? No

Status update: Construction is in progress, expected completion of early summer.
4. Oconomowoc Parkway extension – This project needs involvement from Waukesha County
Complete? In Progress

Retain in 2026/2027 Plan? Yes

Status update: City council approved the possibility of this project into TID 7 for future
consideration.

43

Strategic Goal II. Improve our Infrastructure and
Facilities
Objective C.
Identify Future New
Projects/Timeline/Funding

44

II.C Identify Future New Projects, Timeline for Implementation and
Funding Mechanisms:
1. Complete City Hall space study and remodel - focusing on Clerks area.
Complete? In progress

Retain in 2026/2027 Plan? Yes

Status update: Developing scope of work in 2026.
2. Evaluate and plan for the future facility needs of the Electric and Water Utility.
Complete? No

Retain in 2026/2027 Plan? Yes

Status update: The future facility need of the Electric and Water Utility has moved out in
time. The existing electric and water utility campus suits the current needs of the utility.
Information gathering for a future utility building is ongoing but no longer fits the previous
LTFP schedule. The future need will continue to be evaluated on a yearly basis but should
be expected to push out until the need increases.
3. Using the WWTP Facility Planning Report, review and prioritize recommendations based on
need and economics
Complete? Yes

Retain in 2026/2027 Plan?

Yes

Status update: The final Facility Plan was submitted to the WDNR for approval. In the
interest of more clearly identifying project needs along with greater detail we are planning for
an Evaluation and Preliminary Design Project with an engineering consultant. This would
take us to a 10% design condition on specific topics of interest. The language associated
with this item will be modified to read “Evaluate the Wastewater Facility preliminary design
findings and begin a final design effort in anticipation of a future construction project.” This
more appropriately reflects the work for 2027.
4. Complete evaluation of parking needs.
Complete? In progress

Retain in 2026/2027 Plan? Yes

Status update: Developing scope of work in 2026.
5. Construction of Outside Waste Receiving Station for Septic and Holding waste
Complete? Yes

Retain in 2026/2027 Plan? No

Status update: Placed in service in 2026.

45

Strategic Goal
III.

Focus on Community Growth

III. FOCUS ON
COMMUNITY
GROWTH

Staff Owners:
Economic Development
Director,
Planning Director

Future
State: Oconomowoc is
recognized as a premier
community in Lake Country
by fostering an
entrepreneurial spirit and
tourism destination,
developing, and retaining a
diverse mix of employees
and employment
opportunities, and
revitalizing catalytic
development areas.

46

Strategic Goal III. Focus on Community Growth
Objective A.
Research and Plan for City Development

47

III.A Research and Plan for City Development- 2026 Status
Update:

1. Explore options and plans for the E Wisconsin Ave Corridor – find funding resources for
implementation or RFP.
Complete? No

Retain in 2026/2027 Plan? Yes

Status update: The City engaged the UWM Community Design Solutions group to develop a
market-based neighborhood plan using the adopted zoning overlay district guidelines.
Intent is to meet with property owners, incorporate into City Comprehensive Plan, investigate
a TIF district, and share opportunities available with prospective developers.
2. Promote the St. Paul/E WI redevelopment area.
Complete? No

Retain in 2026/2027 Plan? Yes

Status update: Staff has shared site with developers interested in redevelopment opportunities
in Oconomowoc. Property owners have not been interested in selling, partnering, or
collaborating with those interested in redevelopment. Property owners have shared a food
truck court concept with City, however limited progress has been made toward
implementation. The current proposal would not be the highest and best use of the property.
3. Promote downtown development.
Complete? No

Retain in 2026/2027 Plan? Yes

Status update: Ongoing to encourage business, visitor, tourist, and resident attraction
standpoint. Downtown has become a destination through the implementation of the Downtown
Plan. The City adopted overlay zoning within the downtown area to encourage projects and
redevelopment.
4. Continue working on the development of the NE area.
Complete? No

Retain in 2026/2027 Plan? Yes

Status update: The City approved subdivision plans for Prairie Creek Ridge Addition #10 &
#11which is the final phase on the corner of Hwy P & K. City staff worked with the developer
and St. Matthews Church to implement the extension of Schumacher Street to the north.
5. Develop options and housing diversity (starter homes, attainable housing, mix ratio) finding
regional solutions.
Complete? No

Retain in 2026/2027 Plan? Yes

Status update: Staff is working on creative solutions to decrease the housing costs within the
City. Single-family lots are being created on less than 10,000 SF, with zero side yard setback
and shared walls (Olde Highlander) to reduced costs. Planning will continue to track housing
stock and the mix of single-family to multi-family. The utilization of TIF #4 extension funds for
affordable housing options for potential redevelopment along E. Wisconsin Avenue and/or

48

necessary utility extensions to the west to accommodate difficult to serve areas was not
supported.
6. Explore providing zoning incentives to developers who provide attainable housing.
Complete? No

Retain in 2026/2027 Plan? Yes

Status update: The City has granted Planned Development overlays to Arrowood Subdivision;
Olde Highlander Subdivision; Olympia Fields mixed-use; and to allow residential use in
commercial district for Wingspan / Pabst 59 development in Pabst Farms. Incentives included
allowing residential use in commercial zoning, reduced lot sizes, reduced frontage
requirements, reduced building setback, increased building heights, and other development
incentives such as sidewalk on only one side of the street.
7. Explore grant funding opportunities or TIF district incentives for businesses.
Complete? No

Retain in 2026/2027 Plan? Yes

Status update: Staff continues to investigate funding opportunities to assist in achieving goals,
as well as public/private partnerships through TIF to invest in areas & infrastructure as a
catalyst for tax base growth.
8. Utilize/expand the major façade program funding plan.
Complete? No

Retain in 2026/2027 Plan? Yes

Status update: The City’s designated façade grant funds has an existing balance. There have
been fewer applications for assistance. May want to consider increasing grant amount given
the costs for materials and construction have risen since established.
Created a major façade loan program in collaboration with Ixonia Bank.
9. Attraction/Collaboration through Wingspan & Tech Hub partnerships
Complete? No

Retain in 2026/2027 Plan? Yes

Status update: The Wingspan Technology & Innovation development is Oconomowoc will
become a place for fostering innovation, entrepreneurship, and strategic partnerships across
various industry sectors. Recently, SE Wisconsin was identified by the U.S. Commerce
Department as a regional tech hub. Oconomowoc’s strategic location between Milwaukee &
Madison and direct access to the strength of our state’s bio-health and personalized medicine
industry can become a leveraged asset.
Oconomowoc will have the availability of site &
building locations to expand opportunities for the commercialization of medical research,
research lab space, computing, engineering, and advanced technology manufacturing to drive
innovation. With City Staff engaged in these efforts the City can capitalize on this business
attraction opportunity and involvement with the key facilitators & decision makers. Through
industry collaborations, the City will facilitate the successful partnership to implement the
Wingspan Innovation & Technology building availability for regional business location
opportunities. These efforts will serve as a catalyst for attracting investment, encouraging
innovation, as well as drive economic growth and job creation. By engaging in this strategic
initiative, the City can collectively transform our economic landscape. It is City Staff’s belief
that as stakeholders, Oconomowoc should support these endeavors, recognizing its potential
to enhance our city’s competitiveness, diversify our tax base and lead to future prosperity.

49

Strategic Goal III. Focus on Community Growth
Objective B.
Plan for Future Growth Areas for Regional
Development

Olympia Fields

Pabst Farms

50

III.B Plan for future Growth Areas for Regional Development
Status Update:

1. Encourage development within 67/I94 Corridor-promote corridor not individual areas.
a. Encourage Pabst Farms area Development.
b. Facilitate and promote development of the Olympia Fields for business attraction.
Complete? No

Retain in 2026/2027 Plan? Yes

Status update:
a. Considerable development has been approved within the area. Since the announcement
of the Wingspan & Costco developments there has been increased interest in sites and
investment on Pabst Farms area parcels. Staff is currently working with Marcus
Corporation related to site plans for their parcel, as well as the Cobalt group to master
plan The Harvest at Pabst Farms.
b. Commercial out lots have seen development projects related to Panera, Chipotle & First
Watch. The proposed Elevate mixed – use building has not begun construction. The
Olde Highlander area is thriving with diverse housing mix being constructed. The Social
recreational/hospitality use is proceeding including ski hill redevelopment/reuse, and
there are additional adjacent parcels with commercial development potential.
2. Maintain existing and evaluate future opportunities for private-public partnerships where
appropriate.
Complete? No

Retain in 2026/2027 Plan? Yes

Status update: Ongoing: City currently has 4 active TIF districts partnering related to
infrastructure improvements and development investment. Continue to encourage
entrepreneurship through Business Loan pool in collaboration with Bank Five Nine. The
City is exploring public/private partnership opportunities related to library and seniors
services.

51

Strategic Goal III. Focus on Community Growth
Objective C.
Plan for Future Transportation

52

III.C Plan for future Transportation Status Update:

1. Report on options available for commuter and workforce transportation – internal
connections roadway/trails/paths and on-road bike routes.
Complete? No

Retain in 2026/2027 Plan? Yes

Status update: City staff provided comments on WIDOT regional transportation plan to
continue to identify Oconomowoc as a future rail stop should commuter rail become a
reality. Collaborated with Waukesha County Center for Growth to host a workforce
transportation solutions panel to share programs to be explored for local businesses.
2. Explore connecting the Nature Hill School with Meadowview School with pathway.
Complete? No

Retain in 2026/2027 Plan? Yes

Status update: City staff is in the planning phase to create a connection across highway.
Collaboration with the Waukesha County, WIDOT and others potential partners is in the
process. In addition, staff are researching possible grant funding opportunities to support
this connection to create a safe route for the community.
3. Improve alternative transportation options (electric vehicle, ride sharing, bike share, etc.)
Complete? No

Retain in 2026/2027 Plan? Yes

Status update: Have shared Electric Utility information about vehicle charging station to local
businesses and residents. The city had been contacted by bike share company with interest
in implementing system in Oconomowoc, was not pursued given lack of support from some
city departments.

53

Strategic Goal III. Focus on Community Growth
Objective D.
Create Tourism Destination

54

55

III.D Create Tourism Destination Initiatives Status Update:

1. Enhance historic property inventory and education of historic regulations.
Complete? No

Retain in 2026/2027 Plan? Yes

Status update: In 2023 Planning Staff brought forward Section 17.705 of the Zoning
Ordinance that created the Historic Preservation Commission. The Ordinance was adopted
by the City Common Council on August 2, 2023. Since that time, no property owners have
volunteered to designate their structure as a Local Historic Structure. Planning will continue
to work on educating the Elected Officials and the Public regarding the Ordinance.
2. Explore creative ideas for Tourism funds.
Complete? No

Retain in 2026/2027 Plan? Yes

Status update: Ongoing: City staff prepared a long-range forecast of expenditures for
tourism funds which is providing funds for the DockHounds Oconomowoc Woof Wharf,
transient boat piers, and art installations through the Toto Tour. Considerable Tourism
dollars have been utilized for enhancements at Chapman Park for Trail Head restroom, the
stabilization of the barn structure to ensure it remains standing, as well as the planting of a
pollinator area to enhance the park. Will continue to explore more projects as community
grows and additional needs arise. Implemented an augmented reality historic walking tour
within Downtown and around Fowler Lake.
3. Plan and Coordinate Milestone Community Celebrations.
Complete? Ongoing

Retain in 2026/2027 Plan? Yes

Status update: The Oz 85th anniversary and City’s 150th were successfully planned events
by the Tourism and Community Development staff.
Future celebrations are being coordinated by Parks City Events Coordinator, including
implementing activities related to the 2026 250th anniversary of America.

56

Strategic Goal
IV.

Improve our Quality-of-Life Assets

IV. IMPROVE OUR
QUALITY-OFLIFE ASSETS
Staff Owners:
Parks Director,
Library Director

Future State: Community
members are proud of the
natural, cultural, and
recreational assets of the
City.

57

Strategic Goal IV. Improve our Quality-of-Life
Assets
Objective A.
Plan and Implement Quality of Live assets
and Community Amenities
Lac LaBelle Boat Launch

58

IV.A Plan and Implement Quality of Life Assets and Community
Amenities Status Updates:

1. Evaluate the Champion Fields 5-year Improvement Plan – Compare option of moving ball
fields to the NE Regional Park.
Complete? No

Retain in 2026/2027 Plan? Yes

Status update: Champion fields 5-year improvement will be evaluated to conjunction with
planning for NE Park Ball fields. The 1–5-year plan will involve updating champion field
parking lot area, concession/restroom and other park upgrades while planning for future
expansion at Northeast Park. This would allow for future expansion of utility building needs
if so needed.
2. Plan and develop Northeast Regional Park- restrooms, playground, athletic facilities,
lighting, other park amenities.
Complete? No

Retain in 2026/2027 Plan? Yes

Status update: Planning continues for addition of baseball fields and additional park
amenities for NE Park. Phase I included the addition of trail way, restroom/shelter and 20
pickleball courts which were completed from 2022-25. Planning for phase II will be for
additional ballfields, playground and additional amenities.

3. Evaluate City Green enhancements and public restrooms in downtown
Complete? No

Retain in 2026/2027 Plan? Yes

Status update: Village Green Park improvements are being designed in 2026. The goal is to
have a project ready for bid for work to begin the fall of 2026. Council will need to determine
how a restroom will fit into this project. Utility run for potential location would be part of initial
park build.
4. Plan and Coordinate Community Celebrations
Complete?No

Retain in 2026/2027 Plan? Yes

Status update: Ongoing. The Oz 85th anniversary and City’s 150th were successfully planned
events by the Tourism and Community Development staff.
The Parks City Events Coordinator was to be implementing activities related to the 250th
anniversary of America

59

Strategic Goal IV. Improve our Quality-of-Life
Assets
Objective B.
Review and Update Parks, Recreation and
Forestry Department Plans

60

IV.B Review and Update Parks, Recreation and Forestry
Department Plans Status Updates:

1. Research and evaluate alternative schedules for park and City Property mowing.
Complete? No

Retain in 2026/2027 Plan? Yes

Status update: The additional of no mow areas along boulevards and passive park areas
has allowed for reduction of mowing along certain areas of the city. These practices will be
expanded over the next year to establish more areas throughout our park system to allow
for future park expansions such as Northeast Park.
2. Prioritize connectivity throughout the City by updating the Bicycle and Pedestrian Plan to
connect neighborhoods to schools, businesses and parks.
Complete? No

Retain in 2026/2027 Plan? Yes

Status update: Addendums were added to the Bike and Pedestrian plan in 2024 and 2025 to
expand connectivity for new developments. This included the development in the Northeast
Southeast and Southwest areas of the community. These addendums allow for the current
planning; however, an overall update of the plan will be needed to tie into the next revision
of the Parks and Open Space Plan that runs through 2030.
3. Plan and develop safe connection in the Northeast Corner of Oconomowoc bike and
pedestrian connection over Highway 67.
Complete? No

Retain in 2026/2027 Plan? Yes

Status update: City staff continue to plan for this connection. Applications for additional
funding for a variety of grants such as TAP, Safe Routes to School and others will be
needed to complete this connection.
4. Chapman Park Barn Park Planning and Implementation - Addition of Restroom at trailhead
Complete? To be completed in 2026

Retain in 2026/2027 Plan? No

Status update: Chapman Park trailhead restroom is scheduled for completion by fall of
2026 with installation of the facility along the trailhead located at the end of east end of
Oconomowoc Parkway.
5. Chapman Park additional barn restoration for additional facility use.
Complete? No

Retain in 2026/2027 Plan? Yes

Status update: Chapman Barn located in Chapman Park had the initial roof and structure
restored in early 2025. Additional funding will be needed to complete improvements to the
surroundings of the building. Additional project will be needed to allow for full renovation of
the structure.

61

6. Street Tree planning and planting project for new development.
Complete? No

Retain in 2026/2027 Plan? Yes

Status update: As part of developers’ agreements, the City of Oconomowoc assesses a fee
per linear foot of frontage for tree planting in new subdivisions, as outlined in Chapter 18.08
of the Municipal Code. With the large increase in developments over the past five years the
parks department has contracted out the plantings for 2026 and will again for 2027 to keep
pace with development. Park staff will continue to direct and maintain the planting of these
trees.

62

Strategic Goal IV. Improve our Quality-of-Life
Assets
Objective C.
Evaluate Future Community Needs and
Projects

63

IV.C Evaluate Future Community Needs and Projects Status
Updates:

1. Optimize Library facility and location to meet current and future community needs.
i.

Library Space Needs Analysis: Evaluate identified needs and review options for
remodel/expansion

Complete? Yes

Retain in 2026/2027 Plan? Yes

Status update: Completed
2. Work towards combining the reference and circulations desks to create a single service
point.
Complete? No

Retain in 2026/2027 Plan? No

Status update: Completed
3. Assess underutilized park property and other city property.
Complete? No

Retain in 2026/2027 Plan? Yes

Status update: In 2026 staff will continue to evaluate current park properties to look at ways
to reduce maintenance needs for these areas. Currently, native planting projects have been
used to reduce mowing needs. Additional properties could be considered for this type of
planting while assessing if other land areas may no longer be needed.
4. Analyze future senior services needs
Complete? No

Retain in 2026/2027 Plan? Yes

Status update: Work ongoing
5. Assess future expansion of native plantings in passive park areas
Complete? No

Retain in 2026/2027 Plan? Yes

Status update: Champion Park was a good prototype to see how native plantings work.
Coordination with watershed staff have allowed additional areas to be planted. Current
projects include shoreline areas along Rockwell Park and Hickory Wood Farms prairie
restoration areas this past year. Future areas include Parkview Park area and expansion at
existing areas mentioned. Coordination through Oconomowoc’s Parks Department,
Tourism, Oconomowoc Watershed District and Western Lakes Fire department allow for
these maintenance programs to be possible.

64

Strategic Plan
V. Enhance the Effectiveness of our City
Government

V. ENHANCE THE
EFFECTIVENESS OF
OUR CITY
GOVERNMENT
Administration and
Organizational
Improvement
Staff Owners:
City Administrator
Finance Director,
Human Resources Director,
City Clerk

Future State: Our City is
high-performing, efficient,
effective, and known for its
service excellence.

65

Strategic Goal V. Enhance the Effectiveness of
our City Government
Objective A.
Update City Ordinances and Elections

66

V.A Update City Ordinances & Elections Status Updates:

1. Implement Badger Books system for Elections
Complete?

Retain in 2026/2027 Plan?

Status update:
2. Update Subdivision and Platting Ordinances.
Complete? No

Retain in 2026/2027 Plan? Yes

Status update: The existing subdivision ordinance (Chapter 18) was drafted in 1982.
Planning staff anticipate working with various Departments internally to bring the existing
ordinance up to today’s development standards. Staff anticipate working on this during
2026 and 2027.
3. Update the Sign Ordinance.
Complete? No

Retain in 2026/2027 Plan? Yes

Status update: Due to a Court decision, the City is encouraged to amend the City’s Sign
Ordinance. This has not been completed due to a variety of reasons, including the
ambiguity in the published opinion of the Court. Staff feels changing the existing sign
ordinance to meet the letter of the law will create confusion for the public.
4. Evaluate Polling locations for size and efficiency, consider new options.
Complete?

Retain in 2026/2027 Plan?

Status update:
5. Add Election Day staffing to include absentee tabulators
Complete?

Retain in 2026/2027 Plan?

Status update:

67

Strategic Goal V. Enhance the Effectiveness of
our City Government
Objective B.
Attract Motivate and Retain City Employees

68

V.B Attract, Motivate and Retain City Employees Status Updates:

1. Review and recommend updates to the City wage and benefit plan to remain competitive.
Complete? N

Retain in 2026/2027 Plan? Y

*Annual Review

Status update: For 2025, the city implemented a 3% wage adjustment/cost-of-living
increase, for non-union employees. For the Police union, an agreement was reached
resulting in a signed contract through 2026. Additionally, the City updated the employee
health insurance plan to include a $1,000 deductible, aiming to minimize premium
increases, while introducing a Health Reimbursement Account (HRA) to maintain
competitiveness. The HR department will continue to monitor wages and benefits for
competitiveness in 2026.

69

Strategic Goal V. Enhance the Effectiveness of
our City Government
Objective C.
Improve our Technology.

70

V.C Improve our Technology Status Updates:

1. Maintain IT infrastructure and network efficiencies.
Complete? No, ongoing

Retain in 2026/2027 Plan? Yes

Status update: IT Staff constantly monitor and maintain the City network. IT Staff have
implemented various protective measures including multi-factor authentication for network
access; Virtual Private Network (VPN) tunneling for field/remote access; and ransomware
protection. We maintain backup internet services to ensure we have connectivity if our fiber
connection experiences issues.
2. Conduct IT security and quality audits annually.
Complete? No, ongoing

Retain in 2026/2027 Plan? Yes

Status update: The City monitors network traffic, both inbound and outbound. Software
deployed on computers is patched/updated routinely with assistance of monitoring software
that alerts if updates are missing. Endpoint protection is in place with alternate options
evaluated frequently. Staff attend cybersecurity training events frequently to keep current
with changes in the environment. Cybersecurity training is in place for all city employees
that is tested periodically, Most recently the City has implemented an email filtering solution
to retain cyber insurance coverage. Penetration testing is being evaluated in 2027 to confirm
effectiveness of protective measures.

71

Strategic Goal V. Enhance the Effectiveness of
our City Government
Objective D.
Improve the Effectiveness of our City
Meetings

72

V.D Improve the Effectiveness of our Meetings Status Updates:
1. Continue to develop paperless options for meeting participants.
Complete? tbd

Retain in 2026/2027 Plan? tbd

Status update:

73

Strategic Goal V. Enhance the Effectiveness of
our City Government
Objective E.
Maintain/Improve the City’s Financial
Sustainability

74

V.E Maintain/Improve the City’s Financial Sustainability Status
Updates:
1. Prepare/fleet and equipment long term replacement plan and policies to fund a reserve.
Complete? No

Retain in 2026/2027 Plan? Yes

Status update: Fleet has developed a scoring system for assets to determine if we should
continue to maintain assets versus replacement. Formalized replacement plan, policies and
reserve development work ongoing.
2. Prepare streets maintenance and replacement plan with sustainable funding options.
Complete? In progress

Retain in 2026/2027 Plan? Yes

Status update: Multiple efforts are being implemented to prolong the existing pavements
and keep the streets safe to drive. The public works crews have changed the product used
for patching that improves the durability of material used in potholes this past winter. The
street maintenance program continues to grow to structurally replace failing sections
throughout the City. There is currently about 2.5 miles of pavement being replaced this year.
3. Analyze remaining available Impact Fees as the City is built out.
Complete? No

Retain in 2026/2027 Plan? Yes

Status update: Fire/EMS Impact Fee study complete and proposal to be brought to Council
for consideration in Q2 2026. Monitoring of existing Impact Fees ongoing. Evaluation of
remaining impact fee lifespan to be completed in 2027.

75

Strategic Goal V. Enhance the Effectiveness of
our City Government
Objective F.
Improve our Internal Communications

76

V.F Improve our Internal Communication Status Updates:

1. Formalizing Council Policies, directives (ie Construction Management / Engineering,
Selection/voting of officers)
Complete? No

Retain in 2026/2027 Plan? Yes

Status update: Raised during 2025/2026 committee of Whole workshop. Planning and
prioritization underway.

77

V.G Improve our External Communication Status Updates:

1. Continue to improve use of online/social media communication.
Complete? No

Retain in 2026/2027 Plan? Yes

Status update: Ongoing: City has full-time staff through Communications and Market
specialist to share consistent information and broaden the types of information to the
community.
We have increased our reach through Instagram. In 2026 we have identified the need to
update the City website given accessibility changes and enhancements the City is interested
in implementing related to meeting video, agenda information & minutes
2. Improve City Website and access to Citizens for online services and information gathering.
Complete? No

Retain in 2026/2027 Plan? Yes

Status update: Ongoing: Staff implemented Permitting and Licensing software. Now
operational, the software will allow the public to submit online applications for permits and
licenses through the City Website as well as online payment. The City could explore
utilization for additional department activities through the platform. (ie: pet licensing, short
term rental licensing, etc)
3. Clerk Customer Service Counter improvements
Complete? No

Retain in 2026/2027 Plan? No

Status update: Planning underway with quotes being sought. Will bring to Council for
approval in July and planned completion in 2026.

78

Strategic Goal V. Enhance the Effectiveness of
our City Government
Objective H.
Increase Partnerships

79

V.H Increase Partnerships Status Updates:

1. Strengthen partnership with Waukesha County
Complete? No

Retain in 2026/2027 Plan? Yes

Status update: Re-allocate budget support for County wide municipal economic
development consortium as a collaboration through the Waukesha County Center for
Growth. The Center manages the GROW Fund which is a revolving loan fund supporting
business expansion and workforce housing in Waukesha County. Given the Tech Hub
initiatives, the City should again engage to maximize the opportunity to gain investment
leads from an innovation and technology-based business attraction standpoint and may be
an opportunity to provide access to financial resources for attraction purposes.
The City should engage with Waukesha County to facilitate discussions to incorporate
pedestrian amenities along key County Highways. The ability to incorporate sidewalks to
connect residents in the vicinity of CTH Z (Silver Lake St) to the Lake Country Trail, as well
as area residents by CTH B (Valley Rd) from the YMCA, Marketplace at Pabst Farms, etc.
would offer greater community connectivity.
2. Strengthen partnership with Oconomowoc School District
Complete? Yes

Retain in 2026/2027 Plan? No

Status update: Staff continue to meet with OASD for development updates, any concerns
around school properties, strategic planning and budgets. Both sides feel the meetings are
productive. Staff engage with students through Digital Communications, Marketing and
hospitality courses. Superintendent and Economic Development meet annually with real
estate community to educate and share updates to encourage resident attraction efforts.

80