Kelly Green

The board conducted a special meeting to interview five candidates for a vacant trustee seat. The interview process involved asking candidates a set of standardized questions regarding their understanding of the trustee role, their approach to gathering community input, and their strategy for balancing immediate needs with long-term planning. The board utilized a ranked-choice voting method to determine the recommended candidate for appointment.

The meeting included a presentation regarding the 2025 Financial Audit, a discussion on accepting housing tax credits and tax-exempt bonds from the Wisconsin Housing and Economic Development Authority, and authorization for LEED Provider and Rater Services. Additionally, there was a discussion on a third amendment to a Development and Loan Agreement, as well as closed session items regarding the potential purchase of CDA property.

The commission discussed the update of the Village's Hazard Mitigation Plan to ensure compliance with county requirements. Multiple operator and liquor license applications were reviewed and approved. Departmental reports covered security and traffic planning for upcoming holiday events, progress on station construction, departmental hiring status, and emergency management training activities. Additionally, the committee provided an update on the recruitment process for a vacant Village Board Trustee seat.

The board conducted a work session primarily focused on setting priorities for the 2027 budget. Discussions included a review of 2026 tax expenditures, the relationship between assessed property values and tax levies, and an overview of general government expenses, which include administrative, judicial, legal, and election-related costs. The board also reviewed the village's revenue sources, the impact of debt service, and strategies for managing the tax levy limit in response to community growth and inflation. Finally, the board compared home values in the village against neighboring communities.

The board discussed the progress of the current strategic plan, noting that over 100 of the 140 action items have been completed or addressed. Key topics included prioritizing the remaining objectives for the 2027-2028 cycle, enhancing communication and transparency with the community, and potential future initiatives such as public transportation solutions and municipal utility planning. The board also deliberated on the utility of external communication style and personality training for trustees, with members expressing mixed views on its long-term benefits versus a hybrid or onboarding approach. Additionally, the group discussed whether to initiate a new strategic plan a year early or wait until 2028, with a general consensus leaning toward focusing on existing planning efforts in the near term.