• Became a member of Cities and Villages Mutual Insurance Company (CVMIC) and began utilizing various services and professional resources of theirs. This included a full buildout and implementation of NeoGov, a platform now being utilized by staff for job postings, recruitment, onboarding new employees, and employee training.
• Successfully hosted two well-attended Boards, Commissions, and Committees training sessions focused on Wisconsin open meeting laws, roles and responsibilities, agenda structure, quorums, and other best governance practices and resources.
• Strengthened relationships and outreach with community partners, including Port Washington School District, Ozaukee County, Ozaukee County Municipal Administrators, local businesses, and the public through collaborative meetings and enhance communication.
• Began work on different large projects throughout the City as a result of multiple grant awards.
  • $1.1 million grant for the WJ Niederkorn Library through the Wisconsin Department of Administration's Flexible Facilities Program for remodeling the kitchen and downstairs bathrooms, updating the flooring, relocating the checkout desk, and adding a children’s restroom along with study, meeting, class, and telemedicine rooms.
  • $2.2 million grant for the preservation of the historic north breakwater lighthouse through the Wisconsin Department of Transportation’s Transportation Alternative Program.
  • $25,000 grant for urban forestry to aid in pruning, planting, and inventory advancements for the City’s Forestry team.
• Welcomed and promoted key leaders who are driving departmental improvements.
  • Joe DeBoer was promoted to Fire Chief after the retirement of Mark Mitchell.
  • Robin Peña was hired as the new Human Resources Manager and subsequently promoted to Human Resources Director.
  • Mandi Oelhafen was promoted to Assistant to the City Administrator, Communications Coordinator.
  • Daniel Fisher was promoted to Water and Wastewater Superintendent after Dan Buehler retired.
• Initiated development of Standard Operating Procedures (SOP’s) across departments, mainly led by Administration, Clerk, Finance, and Human Resources for streamlined and efficient operations – to enhance operational efficiency and continuity for both internal staff and public-facing services.

• Reassess the current strategic plan to ensure it remains responsive to the evolving needs of the community, aligns with operational priorities, and supports the organization’s long-term vision. Incorporate feedback and insights gained since its last revision.
• Refine internal and external communication focus to support transparency and organizational goals, improve collaboration, and enhance public outreach.
• Continue building out a detailed 10-year Capital Plan to better forecast infrastructure needs, prioritize maintenance, and plan for major investments. The goal is to maintain facility integrity and avoid costly full-replacement scenarios through proactive lifecycle planning.
• Build on the foundational SOP work initiated in 2025 by expanding and standardizing documentation across all departments. Ensure SOPs support operational continuity, staff training, regulatory compliance, and delivery of high-quality public services.
• Grow our economic development network and involvement through outreach through City Planning, Public Works, CDA, BID, and the County Economic Development Department.

2026

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2025

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