Committee-of-the-Whole Agenda Packet - 6:30 PM

City of Oconomowoc Committee-Of-The-Whole Tuesday, May 19, 2026 - 6:30 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. Roll Call 3. Committee Business a. Discussion on 2027 Budget Priorities and 2026-2027 Strategic Plan Update 4. 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 1 MEMORANDUM FINANCE DEPARTMENT Date: May 19, 2026 To: Mayor and Committee of the Whole From: Steve Hatton, Finance Director Mark Frye, City Administrator Re: 2026-2027 Strategic Plan Update Workshop RELATES TO THE STRATEGIC PLAN Strategic Goal - Goal V. Enhance the Effectiveness of City Government BACKGROUND On Tuesday, May 5th, we started the budget process with a presentation from each Department Head highlighting 2027 Budget Priorities for their Departments. In addition to the Department Budget Priority Memos, we also distributed two items: 1. Strategic Plan Workbook. This workbook itemizes the initiatives identified last year to be completed in 2025 and 2026 in pursuit of the goals in the City’s Strategic Plan. There is a separate tab for each Goal area. Each goal shows the current plan initiatives that Staff is working on. If an item is crossed out, it means that item is complete. At the bottom of each sheet there is an area for Department Notes. 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 for that Goal page. The last page in this workbook is for you to capture your Budget Priorities that you’d like Departments to incorporate into the 2027 Budget process. Updated version attached. 2. 2025-2026 Strategic Plan Update. The Department Heads have captured updates for each initiative identified in last year’s Strategic Plan. I’ve attached an updated (condensed) version with bookmarks based on feedback. These two documents are intended to work together to capture progress towards identified initiatives. ADDITIONAL ANALYSIS The focus for tonight’s meeting will be to discuss your Budget Priorities and update Strategic Plan Workbook (item #1 above). We’ll review each Goal page in succession. The goal will be to finalize what initiatives are captured in the Strategic Plan for the 2026/2027 period so that Departments can incorporate into their 2027 planning and budget requests. RECOMMENDATION This process is the beginning of the overall budget process, 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. 2 NAME: COUNCIL NOTES * USE THIS WITH THE STRATEGIC PLAN UPDATE HANDOUT TO KEEP TRACK OF NOTES AND IDEAS 2025-2026 Strategic Plan update Q:\Strategic Plan-\2026 Update\2025-2026 Strategic Plan workbook- status update.xlsx May 19, 2026 3 Strategic Goal Objective 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: Council Notes: 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. PD: Add A.5. Upgrade Squad and body camera video to the latest technology PD: Add A.4. Grant Writing for Body and Dash Camera Program E. Provide and Foster Safe and Clean Water I.Provide a Safe and Secure Community Staff Owners: Utility Director, Police Chief, WWTP Director, Fire Chief. Future State: Public safety is paramount in all of the City’s services A. Maintain Quality of Police Services B. Provide Quality Fire and EMS Services C.Enhance Programs for Citizen Safety D. Provide Reliable, High Quality, and Affordable Power Q:\Strategic Plan-\2026 Update\2025-2026 Strategic Plan workbook- status update.xlsx May 19, 2026 4 Strategic Goal Objective Strategies/Tactics 1.Develop a city inventory of major assets and projected replacement schedule 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. 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: A. Maintain Our Existing Infrastructure B. Plan and Complete Road Extensions C. Identify Future New Projects, Timeline for Implementation and Funding Mechanism 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 Q:\Strategic Plan-\2026 Update\2025-2026 Strategic Plan workbook- status update.xlsx May 19, 2026 5 Strategic Goal Objective Strategies/Tactics 1. Explore options and plan for E Wisconsin Ave Corridor 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 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 Council 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 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 A.Research and Plan for City Development B.Plan for Future Growth Areas for Regional Development C. Plan for Future Transportation D.Create Tourism Destination Initiatives Q:\Strategic Plan-\2026 Update\2025-2026 Strategic Plan workbook- status update.xlsx May 19, 2026 6 Strategic Goal Objective 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) 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. 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: Council Notes: A.Plan and Implement Quality of Life Assets and Community Amenities B. Review and Update Parks, Recreation and Forestry Department Plans C. Evaluate Future Community Needs and Projects 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 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 Q:\Strategic Plan-\2026 Update\2025-2026 Strategic Plan workbook- status update.xlsx May 19, 2026 7 Strategic Goal Objective 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 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: 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: V.Enhance the effectiveness of our city government Future State: Our City is high-performing, efficient, effective and known for its service excellence. G.Improve Our External Communication A.Update City Ordinances & Elections B.Attract, Motivate and Retain City Employees C.Improve Our Technology H.Increase Partnerships D.Improve the Effectiveness of Our Meetings E.Maintain/Improve the City’s Financial Sustainability  PZ/ED: Investigate expansion opportunities in Jefferson County? PZ/ED: Continued investments into Geographic Information System (GIS) for City digital records F.Improve Our Internal Communication Q:\Strategic Plan-\2026 Update\2025-2026 Strategic Plan workbook- status update.xlsx May 19, 2026 8 Council Budget Priorities Priority Department Funding Source? Description Q:\Strategic Plan-\2026 Update\2025-2026 Strategic Plan workbook- status update.xlsx May 19, 2026 9 2025-2026 Strategic Plan Status Update City of Oconomowoc III. FOCUS ON COMMUNITY GROWTH 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. Research and Plan for City Development B. Plan for Future Growth Areas for Regional Development C. Plan for Future Transporta�on D. Create Tourism Des�na�on Ini�a�ves I. PROVIDE A SAFE AND SECURE COMMUNITY Future State: Public safety is paramount in all of the City’s services A. Maintain Quality of Police Services B. Provide Quality Fire and EMS Services C. Enhance Programs for Ci�zen Safety D. Provide Reliable, High Quality, and Affordable Power E. Provide and Foster Safe and Clean Water IV. IMPROVE OUR QUALITY OF LIFE ASSETS Future State: Community members are proud of the natural, cultural, educational, and recreational assets of the city A. Plan and Implement Quality of Life Assets and Community Ameni�es B. Review and Update Parks, Recrea�on and Forestry Department Plans C. Evaluate Future Community Needs and Projects V. ENHANCE THE EFFECTIVENESS OF CITY GOVERNMENT Future State: Our City is high-performing, efficient, effective and known for its service excellence. A. Update City Ordinances B. Recruit, Retain, Engage, Recognize and Develop Employees and Future Leaders C. Improve Our T echnology D. Improve the Effec�veness of Our Mee�ngs E. Maintain/Improve the City’s Financial Sustainability F. Improve Our Internal Communica�on G. Improve Our External Communica�on H. Increase Partnerships II. I MPROVE AND MAINTAIN OUR INFRASTRUCTURE / FACILITIES Future State: Oconomowoc has a safe and effective infrastructure that provides a framework for optimal community enjoyment A. Maintain Our Exis�ng Infrastructure B. Plan and Complete Road Extensions C. Iden�fy Future New Projects, Timeline for Implementa�on and Funding Mechanism Mission Maintain a high quality of life by providing safety and excellent services to our community. Vision Lake Country’s premier des�na�on to live, work, and play. Guiding Principles 1. Te am wo r k We are one team, building community strength through collabora�on 2. Integrity We commit ourselves to the highest levels of ethical and professional conduct 3. Excellence We aim to excel in all that we do and are dedicated to con�nuous improvement 4. Communica�on We promote clear and open communica�on 5. Crea�ve We strive to be innova�ve and accept change as an opportunity to find be�er ways to accomplish our mission 6. Safety We focus on the safety of our community and employees 7. Accountability We take responsibility for our ac�ons and follow up on our commitments 10 2025-2026 Strategic Plan Status Update May 19, 2026 City of Oconomowoc 2 Strategic Goal 1: Provide a Safe and Secure Community I.A Maintain Quality of Police Services 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. 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. 11 2025-2026 Strategic Plan Status Update May 19, 2026 City of Oconomowoc 3 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 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. 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. 12 2025-2026 Strategic Plan Status Update May 19, 2026 City of Oconomowoc 4 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. 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. 13 2025-2026 Strategic Plan Status Update May 19, 2026 City of Oconomowoc 5 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 private-side 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 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. 14 2025-2026 Strategic Plan Status Update May 19, 2026 City of Oconomowoc 6 Strategic Goal II: Improve and Maintain Our Infrastructure and Facilities 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 15 2025-2026 Strategic Plan Status Update May 19, 2026 City of Oconomowoc 7 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 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. 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 16 2025-2026 Strategic Plan Status Update May 19, 2026 City of Oconomowoc 8 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. 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. 17 2025-2026 Strategic Plan Status Update May 19, 2026 City of Oconomowoc 9 Strategic Goal III. Focus on Community Growth III.A Research and Plan for City Development 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 18 2025-2026 Strategic Plan Status Update May 19, 2026 City of Oconomowoc 10 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 19 2025-2026 Strategic Plan Status Update May 19, 2026 City of Oconomowoc 11 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. III.B Plan for future Growth Areas for Regional Development 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. 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 20 2025-2026 Strategic Plan Status Update May 19, 2026 City of Oconomowoc 12 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. 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. 21 2025-2026 Strategic Plan Status Update May 19, 2026 City of Oconomowoc 13 Strategic Goal IV: Improve our Quality-of-Life Assets IV .A Plan and Implement Quality of Life Assets and Community Amenities 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 IV .B Review and Update Parks, Recreation and Forestry Department Plans 1. Research and evaluate alternative schedules for park and City Property mowing. 22 2025-2026 Strategic Plan Status Update May 19, 2026 City of Oconomowoc 14 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. 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 23 2025-2026 Strategic Plan Status Update May 19, 2026 City of Oconomowoc 15 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. I V.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 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. 24 2025-2026 Strategic Plan Status Update May 19, 2026 City of Oconomowoc 16 Strategic Goal V. Enhance the Effectiveness of our City Government V .A Update City Ordinances & Elections 1. Implement Badger Books system for Elections. Complete? No Retain in 2026/2027 Plan? Yes Status update: Evaluating more portable solution and timing for implementation with training. With high absentee turnout expected for Presidential, implementation window is 2027 so need to more forward with current versions. 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? No Retain in 2026/2027 Plan? Yes Status update: Implementation of Badger Books should ease voter lines and wait times, relieving floor space. 5. Add Election Day staffing to include absentee tabulators Complete? Complete Retain in 2026/2027 Plan? No Status update: Trained newly appointed election workers as absentee tabulators. Allows workers to train specific to task of absentee processing for quality control. V .B Attract, Motivate and Retain City Employees 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 25 2025-2026 Strategic Plan Status Update May 19, 2026 City of Oconomowoc 17 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. V .C Improve our Technology 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. V .D Improve the Effectiveness of our Meetings 1. Continue to develop paperless options for meeting participants. Complete? tbd Retain in 2026/2027 Plan? tbd Status update: V .E Maintain/Improve the City’s Financial Sustainability 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. 26 2025-2026 Strategic Plan Status Update May 19, 2026 City of Oconomowoc 18 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. 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. 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) 27 2025-2026 Strategic Plan Status Update May 19, 2026 City of Oconomowoc 19 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. 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. 28