Kelly Bablitch

The regular meeting covered several key items. The Executive Director provided updates on the 2025 3rd Quarter Lobbying Report from the County Clerk and the progress of the 2025-2026 Annual SEI Drive, noting that the Department of Human Resources was the only outstanding department for confirming SEI filer lists. Updates were also given on upcoming Ethically Speaking newsletters focusing on complaints and Statements of Economic Interest. A primary discussion involved the decision to issue a formal opinion interpreting M.C.G.O. Sections 9.05(2)(c)(1) and (c)(2) regarding conflicts of interest related to secondary employment, including personal enterprise and leadership roles in non-profits or political campaigns. The Board voted to approve the formal opinion draft pending grammatical revisions. The schedule for the 2026 Ethics Board meetings was also established. The meeting concluded with a closed session to confer with legal counsel concerning litigation strategy and deliberations on requests for advice under the ethics code.

The special meeting commenced with a roll call, followed by the Board moving into a closed session. The closed session covered conferring with legal counsel concerning litigation strategy and deliberations on requests for advice under the ethics code. The Board reconvened into open session following the closed session discussions. The meeting concluded with adjournment.

The Milwaukee County 2026 Adopted Capital Budget outlines the capital improvement plan for 2026-2030, detailing funding for projects across administrative, public safety, transportation, health & human services, and parks, recreation & culture functions. The plan focuses on infrastructure improvements, equipment lifecycle replacements, and addressing deferred maintenance, with a total expenditure appropriation of $107,038,625 for 2026, funded primarily through general obligation bonds, property tax, and various revenues, while also providing a 5-year outlook for future capital needs.

This strategic overview for the War Memorial Center outlines its role as a living memorial dedicated to honoring veterans and serving the community. Key strategic areas include providing access to memorials and exhibits, offering educational and outreach programs on patriotism and history, and fostering partnerships for veteran suicide prevention initiatives. The plan also details the provision of reduced-rate office space for veteran organizations and addresses funding agreements with the County, with an emphasis on maintaining free public access while adapting to decreasing operational contributions and reallocating funds for facility maintenance and expanded outreach.

This strategic plan outlines the vision and mission of the Office of the Comptroller, aiming to be a model of excellence in public financial management and to safeguard financial integrity for a healthier, more equitable Milwaukee County. The plan aligns with Milwaukee County's broader strategic goals, including 'Invest In Equity', 'Bridge The Gap', and 'Create Intentional Inclusion'. The Office of the Comptroller's focus areas are Employee Engagement, Fiscal Integrity, and Operational Efficiency, with specific goals and metrics for each to ensure successful implementation and strengthened public service delivery.