Committee of the Whole

City of Oconomowoc Committee-Of-The-Whole Tuesday, May 21, 2024 - 5:30 PM City Hall - Council Chambers 174 E. Wisconsin Ave. Oconomowoc, WI 53066 (or immediately following Utility Committee) 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. Presentation - 2025 Budget Priorities by Department 3. Adjourn ________________________________ Diane Coenen, 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 AND ADMINISTRATION Date: May 21, 2024 To: Mayor and Committee of the Whole From: Laurie Sullivan-Murray, Finance Director Mark Frye, City Administrator Re: Budget Priority Discussion RELATES TO THE STRATEGIC PLAN Strategic Goal- N/A BACKGROUND Similar to last year, this meeting was scheduled as a Committee of the Whole (COW) to exchange 2025 budget ideas between Council and City Staff. At this first meeting, Department Heads will do a short presentation (10 minutes) on their top three or four budget priorities. To keep the process moving along, we ask that you allow all the departments to discuss their priorities first. If time allows, we will entertain questions. On Tuesday, June 4 each of the Aldermen will be able to provide their thoughts and comments on budget items. This would be the time to either support the departments for the direction they are going or discuss new thoughts on items that should be considered with the budget. Then on Tuesday, June 18 we will review all the comments and start to format our Strategic Plan based on the budget items. A consensus needs to be reached for items to be considered in the 2025 budget. Any Staff request for added employees is only a placeholder. Any new positions need to go through our internal approval process before being added to the budget. It would be appropriate to ask questions regarding the need for the requested staff at our meeting. With this process, the Council and Staff will know in advance the initiatives being considered for the 2025 budget. There are financial variables that will ultimately determine what fits in the budget so we may need to prioritize items. ADDITIONAL ANALYSIS Attached are the memos from the City Departments. FINANCIAL IMPACT To be determined. RECOMMENDATION Review the attached memos and begin preparing individual Council notes, questions, and other priority initiatives for the June 4 meeting. 1 2  MEMORANDUM CLERK DEPARTMENT Date: May 21, 2024 To: Mayor, Committee of the Whole From: Diane Coenen, City Clerk Re: Clerk 2025 Budget Priorities BUDGET PRIORITIES 1. Change of Polling Location – Currently, the City operates with four polling locations, one for each of the four Districts and each district currently ranges between 3,100 – 3,400 registered voters. To accommodate the increase of voters, several years ago we began splitting the pollbooks alphabetically which increased the number of voters we could process at the same time. This required adding three more poll workers. The District 4 poll is currently located at the Oconomowoc Public Library, and we are operating at capacity. With the anticipated use of Badger Books (5 machines) to replace the paper pollbooks, we will need more tables and two more poll workers and will no longer fit in the space. The City’s options are to find another municipal building that can accommodate space needs or rent space from an outside entity. No estimated cost. 2. Pay for Poll worker Training and Volunteers – Currently, we do not pay poll workers to attend required training, which lasts approximately 2 – 2 ½ hours, nor do we offer any compensation to the volunteers that help at City Hall during in-person absentee voting and at the poll on Election Day processing absentee ballots. In addition to pay, we do not provide beverages (water, soda, coffee) and light snacks to the volunteers. The Clerk staff of 3 ½ persons cannot facilitate elections without the use of volunteers or trained poll workers. This would not be a large budget item but a gesture to show appreciation to our workers. I am requesting to pay the poll workers $25.00 for each mandatory training they attend, volunteers at the poll $25.00 (half day) and $50.00 (entire day) to process absentee ballots and provide beverages/snacks for office volunteers. Mandatory training in 2025 will include Badger Books. Estimated election budget increase of $3,000 for 2025. SESQUICENTENNIAL CELEBRATION The Clerk’s Department does not anticipate any additional expenses. 1 3  MEMORANDUM PUBLIC WORKS Date: May 21, 2024 To: Mayor and Committee of the Whole From: Jason Herzog, Department of Public Works Re: DPW 2025 Budget Priorities BUDGET PRIORITIES In preparation for the upcoming 2025 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. The replacement of the single lane 1950 steel bridge on Lapham Street. a. A Local Bridge Grant was submitted in 2021, and recently awarded in 2022 to cover most of the design and construction cost. b. The proposed plan is to replace this single lane bridge with a full bi-directional bridge with a sidewalk on the West side. c. Lapham St will be widened to accommodate the new bridge width and allow for standard North & South Traffic. 2. Major street replacement projects. Update the 10-year replacement plan. a. 2025 i. Silver Lake St ii. Allen Rd iii. Second St iv. N Lapham St 3. Lake Bluff Dr connection a. Review Permitting b. Review Engineering 4. Wisconsin Ave Improvements a. Engineering design services for 2025 b. Approximately 300’ of street work to be included with the DOT’s project. SESQUICENTENNIAL CELEBRATION In preparation for the celebration the department of public works will be addressing many of the defects along Wisconsin Ave.  Public work crews will be replacing failed concrete sidewalk, curb, brick areas, manholes, etc.  Public Works is currently working to complete the Oz Plaza construction.  Public Works and other City staff are preparing to reconstruct the Village Green area. 1 4  MEMORANDUM ECONOMIC DEVELOPMENT & TOURISM Date: May 21, 2024 To: Common Council Mark Frye, City Administrator From: Bob Duffy, Economic Development & Tourism Director Re: 2025 Economic Development and Tourism Budget Priorities 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 organization to promote all Oconomowoc has to offer, the growth areas available for new and redevelopment opportunity, as well as celebrate our past and rich history through upcoming significant milestones. These are the primary elements the Economic Development & Tourism Department intends to focus on in 2025 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: 1 5   Establish Oconomowoc's competitive edge.  Become a hub for diverse business opportunities.  Ensure continued community vitality. Oconomowoc can position the future well with through 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 Pabst Farms Town Centre completion (western parcel) Through this key development the City can realize continued tax base expansion, business attraction, and employment opportunities for our community. Anticipate any funds needed could be achieved through the budgeted CDA professional services line item. Priority #3 Attraction/Collaboration through County & Regional Collaboration The City of Oconomowoc is attracting considerable investment in Pabst Farms with the large 200,000+ Sq. Ft HSA building, as well as the four Wingspan Innovation & Incubation buildings totaling 320,000 Sq. Ft. 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. The Waukesha County Center for Growth is a key partner in this initiative, and Oconomowoc will have the availability of site & building locations to expand opportunity for the commercialization of medical research, research lab space, computing, engineering, and advanced technology manufacturing to drive innovation. By re- engaging with the Waukesha County Center for Growth, Oconomowoc can again be able to capitalize on this business attraction opportunity and involvement with the key facilitators & decision makers. Through our investment and collaboration, the City will be engaged in the successful partnership to implement the regional tech hub opportunities which 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 this endeavor, recognizing its potential to enhance our city’s competitiveness and prosperity. Again Budget $13,000 for involvement & collaboration with the Waukesha County Center for Growth Priority #4 Planning & Coordination of Milestone Community Celebrations Gatherings and events promote community pride by celebrating things that make Oconomowoc special and attract Tourism. Special milestones provide the opportunity to bring the community together and instill a sense of community pride and celebrate elements of our history. In 2024, Oconomowoc will be celebrating Oz, and 2025 will bring a milestone anniversary. To successfully achieve, there will need to be considerable planning, coordination, fundraising and volunteering to accomplish. The following celebrations will need many to come together to make happen, and they are:  150th Sesquicentennial Celebration of the City of Oconomowoc 2 6 These festivals will attract visitors, raise awareness of these unique Oconomowoc milestones, and stimulate the growth of tourism and the businesses of our community. All details of all events and activities have not been finalized for the year long 150th anniversary celebration. In the multi-year budget forecast discussed last year, it was anticipated that Tourism funds of $40,000 would be necessary to undertake activities. Additional City funds should be allocated if additional enhanced programming or events are desired. Priority #5 City Website Redesign The City website is a strategic tool that can significantly improve how a city interacts with its residents, businesses, and visitors. It’s an investment in the city’s digital infrastructure that can yield long-term benefits in terms of engagement, efficiency, and public services. Through updating the site, it would ensure compliance with accessibility guidelines, making it easier for all residents to access information and services. Enhanced transparency can be achieved by providing easy access to city council & committee materials, and the new system integrating agenda item background, minutes and meeting video content which will continue to promote transparency and encourages active citizen participation. Access to key city related information will provide continued efficient service delivery to residents through including online forms, permits, and applications, streamline processes, and a payment portal which can save time for both residents and city staff. Funding would come from the City’s IT funds given the website is a technology tool utilized by all departments. Based on initial research, it is believed that there will be a need to budget $30,000 for this initiative. 3 7 MEMORANDUM HUMAN RESOURCES DEPARTMENT Date: May 21, 2024 To: Mayor and Committee of the Whole From: Tony Posnik, Human Resources Director Re: Human Resources Budget Priorities for 2025 BUDGET PRIORITIES Below are the Human Resources Department goals and budget priorities for 2025: 1. Competitive wages and benefits: The ability to attract, motivate, and retain talented and hard-working employees is critical for the City of Oconomowoc. Keeping City wage schedules competitive is crucial. As with past wage adjustments, local and state wage data (CPI, CPI-U, etc.) are reviewed to ensure the City is adjusting wages appropriately. When we get further into 2024, a better wage projection for 2025 can be made. Once the data is obtained, a wage adjustment recommendation will be made. 2. Applicant Tracking Software: The HR Department is scheduled to transition to new applicant tracking software by the fall of 2024. Applicant Tracking is a software application that assists the HR department manage the hiring process more efficiently through job posts, candidate databases, job databases, etc. Training and ongoing learning of the new system is expected into 2025. 3. Employee Trust Funds New Administration Software: The State of Wisconsin’s Department of Employee Trust Funds (ETF) is implementing a new Insurance Administration System (IAS) set to go live in 2025. The new system is being implemented to make the processing of employee benefit changes, enrollments, and payments easier and simplified. All State and local municipal employers with ETF will be responsible for the employer portion of implementation and learning the new system. 8  MEMORANDUM WLFD DEPARTMENT Date: May 21, 2024 To: Mayor, Committee of the Whole From: Brad Bowen, Fire Chief Re: WLFD 2025 Budget Priorities BUDGET PRIORITIES 1. Phase 3 of the sustainable staffing plan. This will include the remaining full-time positions in the original referendum and ensure an effective response force for staffing at the stations independently resulting in an effective response force of the District for incidents in accordance with National Standards. 2. Evaluation of the one or two aerial ladder concept for the District and the impacts on ISO rating and services of reducing the fleet from two ladders to one in the District. 3. Implementation of the approved 2025 capital plan, specifically the in-station alerting which impacts the ISO ratings of the District. 1 9 MEMORANDUM LIBRARY DEPARTMENT Date: May 21, 2024 To: Mayor and Committee of the Whole From: Jen Puccini, Library Director Re: 2025 Library Goals and Budget Priorities BUDGET PRIORITIES 1. Have Library Board approve and issue an RFP and execute a Feasibility/Campaign Planning Study for potential remodel/expansion. Once our Space Needs Analysis is completed, which should happen by the end of 2024 or shortly after, we will need to do a Feasibility/Campaign Planning Study. The first step of a campaign is the Feasibility Study. This would be conducted by an independent consultant and will determine how much money our library can predictably raise from private sources in the community (individuals, corporations, and foundations). 2. Combining reference and circulation desks into a single service point. A priority for 2025 is to combine the circulation and reference desks to become a single service desk. Currently, we have two desks that provide different services which require patrons to go back and forth from one desk to the other for services. Having a one desk service point allows the first point of contact to provide service to our patrons. Also, our staff will be cross trained at this service desk to better serve our patrons. Having two desks also takes up a lot of space in the library. Combining the desks will free up more space in the library for patron seating and collection growth. With the extra space, we can also move our holds shelf into the library for patron access, so patrons can grab their own holds. This would increase our self-checkout usage. While doing this project, we would make sure the desk purchased would fit into a new remodel/expansion library. We are currently working on getting quotes from different vendors. 3. Increase our Library of Things Collection The Library of Things is a collection of non-traditional items that supports creativity, lifelong learning, and social connection. At this time, we have Explore Passes, Hotspots, Rokus, Early Learning Kits, and Memory Care Kits. We will gradually add to this collection with donations and purchases. 10  MEMORANDUM PARKS, RECREATION & FORESTRY Date: May 21, 2024 To: Mayor and Committee of the Whole From: Eric Boettcher, Director of Parks, Recreation & Forestry Re: PRF 2025 Budget Priorities BUDGET PRIORITIES 1. Transitioning Champion Fields to Northeast Regional Park a. Partnership with OSA and 5 O’s b. Developing concept plan and cost estimates c. Future use of Champion Fields property by Utilities Department 2. Lake Country Trail Phase #5 addition a. Connection from 2nd street to Jefferson County portion of trail b. Additional parking for trail corridor access 3. Bicycle and Pedestrian Trail Connections’ a. Connecting neighborhoods to schools, businesses and parks within Oconomowoc is a high priority for the community. b. Safe connection across Hwy 16 in NE part of city is a focal point. 1 11 MEMORANDUM PLANNING DEPARTMENT Date: May 21, 2024 To: Mayor and Committee of the Whole From: Jason Gallo, Planning Director Re: 2025 Planning Department Budget Priorities BUDGET PRIORITIES In 2024/2025 Planning would like to complete the following items: 1. Geographic Information Systems (GIS) Upgrades – The City Utility Department has created a digital mapping system to inventory City resources and conduct analysis. Planning understands the importance of this tool. Funds are needed to create layers and update data in the system. Planning envisions a system that staff could click on a parcel and find out information such as ownership, zoning, conditional use permit, signage approval, site plan data, lighting, landscaping, easements, wetlands, floodplain, zoning letters, building permits, historic information, property violations, etc. Staff will be requesting $20,000 in 2025 for GIS updates. 12  MEMORANDUM CLERK DEPARTMENT Date: May 21, 2024 To: Mayor, Committee of the Whole From: Chief James Pfister Re: Police Department 2025 Budget Priorities BUDGET PRIORITIES The police department would like to prioritize the goals and budget priorities listed below for 2025: 1. Virtual Reality Wrap Reality is a virtual reality-based training program. It includes a state-of-the-art, lightweight head- mounted device and a personally fitted computer with enhanced graphic capabilities. An intuitive operator interface enables various decision-based outcomes across true to life training drills that go beyond the “shoot, don’t shoot” scenario. The Wrap Reality Virtual Trainer provides law enforcement officers with highly realistic training scenarios. This immersive training allows officers to practice handling various situations, including high stress and potentially dangerous encounters, in a controlled and safe environment. This can help improve their decision-making skills and reactions under pressure. The estimated cost for the Wrap Reality Hardware system, extended warranty, and 5-year payment plan cost is $55,550.00. 2. Police Staffing RFP The Police Department will be requesting additional staffing over the next couple of years to catch up to the needs of the community. The department would suggest that a new staffing study be completed and funded in the 2025 budget. The last staffing study was completed in 2016. The staffing study will help in making future decisions on the number of staff needed and in what areas that staff should be added. The estimated amount is currently unknown. We suggest between $40,000 to $65,000 as a place holder. 1 13  3. Mats for Jiu-Jitsu training – The purpose of the mats for jiu-jitsu training would be for defense and arrest tactic training. We would use the multi-purpose room at the police department for in-house training. The department is looking to send a few officers to law enforcement jiu jitsu training (train the trainer) to be able to teach the rest of the officers. The cost of the mats (30ft x 30ft) is estimated at $6,234.51, with an option to add our OPD logo (3ftX3ft) for an estimated $6,934.51. The mats can be easily rolled out for training use and future needs. These mats can also be used for the physical agility process for new hires. We currently go to Oconomowoc High School to use their wrestling mats. 4. Emergency Management equipment for the EOC room. The current multi-purpose room in the police department is reserved as an EOC for emergencies within the City of Oconomowoc. This room needs to be evaluated for its proper set-up and that it meets the basic requirements and abilities to operate as an EOC. The total amount of funding for this project is currently projected at about $3,000.00, as rough estimate. IT is currently working on getting quotes for redundancy and the police department is working on radio costs. Cost could go up significantly to more like $50,000.00. SESQUICENTENNIAL CELEBRATION The Police Department’s role in the celebration will be to  150th Police patch – It will be the same size as our current patch, and we will allow officers to showcase the patch on their uniform in place of the traditional OPD patch for one year time. $500  150th Coin – We plan to order a total of 500 coins that reference our 150th year anniversary. The cost of these coins we anticipate being $700.00 per 100 coins, with the total cost for a qty of 500 totaling $3,500.00.  Police reunion celebration - We will conduct a reunion celebration of past and present officers and families. We plan on having refreshments such as cake, coffee, and treats. The total estimation will be $1,000.00.  150th squad decals - $300-500/squad. 2 14  MEMORANDUM DEPARTMENT - ELECTRIC, WATER & FLEET UTILITY Date: May 21, 2024 To: Mayor and Committee of the Whole From: Kevin Kaari, Utility Manager Re: Top Priorities for 2025 Budget - Utilities BUDGET PRIORITIES 1) Lead Service Lateral Replacement Program, 2025 a. Continue to apply for safe drinking water grant and loan programs, State of Wisconsin funded. b. Alternative funding for options for private side lead laterals include: i. Low-interest loan options for residents. Place on tax roll for 5-year pay back – estimated replacement cost of $4,500 would be $900/year. ii. Consider a water rate case that could include monies to replace private side lead laterals. Would add a small fee to water rates to be earmarked for future private side lead replacements. c. Utility lead service lateral replacements i. Continue funding through the yearly street projects, as submitted annually in the 5- year capital plan. 2) Evaluate feeder and substation loading at time of system peak - yearly. a. Develop and implement long-term load forecasting tools and methods to predict future issues before they occur. b. Identify areas of concern due to load growth and develop capital funded solutions to alleviate the risk of overloading. c. Develop contingency plans to recover quickly from major system events. 3) Remove remaining live-top transformer installations served from the overhead distribution system to allow the undergrounding of these circuits. a. Involves working with industrial customers to convert their services to padmounted transformers. b. Estimated timeframe: 2 to 4 years to complete. 4) Cable Replacement Program - 2025 a. Continue to replace underground cable that is nearing its end-of-life. i. Focus area is the northwest area of the electric service territory. b. Replace cable sections with multiple failures in 2024. c. Funding levels may increase from historical funding levels. Budgets submitted annually and are included in the 5-year Capital plan. 1 15  5) New Utility and Fleet Complex a. Work with the Parks Department on relocation of Champion Fields baseball facilities to Northeast Regional Park. b. Needs Assessment for Electric, Water and Fleet facility has been completed as of 2022 at a projected cost of $30M. c. Develop updated timeline for proposed project. d. Provide a means for spoil disposal temporary and long-term. An interim solution is needed prior to the new Utility Complex being built. 2 16  MEMORANDUM WASTEWATER Date: May 21, 2024 To: Committee of the Whole From: Kevin L Freber - Wastewater Operations Manager/ Employee Safety Manager/ OWPP Director Re: 2025 Budget Priorities BUDGET PRIORITIES 1. Relay 12-inch force main for Lapham Street Bridge Replacement (2025) a. The project is needed for the following reasons: b. The Bridge pilings will go through the existing pipe. c. The Bridge grant doesn’t cover moving the pipe. 2. Sewer Main Rehab in Conjunction with the Street Program a. The program is aimed at reducing Infiltration and Inflow (I/I) and removing pipes from our inventory that are beyond their useful life: b. Using the new TV truck, we televise all streets in the street program for the coming year and make an inventory of vitreous clay pipes and pipes needing repair. c. We inventory all manholes that need repair and if possible, do a manhole rehab or replacement. d. After we match the Street program, we then look at sewers and manholes that need repair outside the City Program. 3. Replace existing blowers with a NEROS blower (2025) a. Remove our backups that are very expensive to run. b. They were installed in 1978 and are obsolete. c. This will give us redundancy for the aeration basins mixing and aeration. d. NEROS blower is highly efficient and less expensive to run. e. The NEROS will match the unit installed in 2018. It has run continuously except during the weekly generator run when we run the old ones, so they don’t get tight. 1 17