Jay Kronenwetter Robert Mielke David Oberbeck David Prokop Keene Winters

BUSINESS BREAK: Wausau Mayoral Candidate Panel

Monday, February 15, 2016

Business Advocacy

Working to Inform - Educate - Advocate

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2016 Wausau Mayoral Race

Business AdvocacyWorking to Inform - Educate - Advocate

Business Break 2016 series sponsored by:

Interested in sponsoring a Business Break or Coffee Talk program to support business advocacy in the Wausau Region?

Contact Sara Guild at advocacy@wausauchamber.com or (715) 848-5940 for more information.

Panelist Overview:JAY KRONENWETTER

Associate attorney for Sommer, Olk & Payant, LLP; owner of Kronenwetter Law Firm, LLC; member of American Civil Liberties Union (ACLU) of Wisconsin Board of Directors; founding co-chair for Marathon County Treatment Instead of Prison Committee

ROBERT MIELKEPest control representative; former Sergeant – Finance and Accounting Specialist for the US Army/Army Reserve; member of Trinity Lutheran Church; Wausau City Council Alderperson for District #11 since 2012; current Wausau City Council President

DAVID OBERBECKOwner/architect at Oberbeck Architecture, LLC; member of Mainstreet Wausau Design Committee; member of Wausau Historic Preservation Commission, Building Advisory Board, and Zoning Board of Appeals since 2002; Wausau City Council Alderperson for District #9 since 2010

DAVID PROKOPFormer Wausau police officer; veteran of the US Army and the US Army National Guard; Peer support specialist with the veterans administration helping soldiers suffering from PTSD

KEENE WINTERSFinancial planner/owner of local Great Lakes Financial Management Group office; past Jaycee & current member of the Wisconsin JCI Senate; founder & steering committee member for Center Right Coalition of Wausau; board member of Fromm Bros. Historical Preservation Society; member of Good Shepherd Lutheran Church; Wausau City Council Alderperson for District #6 since 2012

2016 Wausau Mayoral Race

2016 Wausau Mayoral Race

1. What is the single most important initiative you intend to accomplish as the Mayor of Wausau? Why and how?

KRONENWETTER:The single most important task of my early days in office will be to restore the public’s trust in city hall. For too long, the mayor’s office and city council have alienated the majority of Wausau residents from their own government. For too long, secrecy and dishonesty have been par for the course in city hall. To restore trust in local government, I will: 1. Review every operation of city government to ensure state and federal regulatory compliance and best practices in operations and report to city council and the people. 2. Ensure that council follows open meetings and public record laws fully. 3. Record and publish to the people all public council and committee meetings that are not legally required to be closed session.

We can only restore trust in local government if we honestly assess city hall’s problems and set about fixing them. As mayor, I promise to be fully accountable for any shortcomings in city hall and responsible for fixing the mistakes. Whether or not cur-rent leadership realizes it, the lack of legitimacy in city hall is glaring and negatively effects our ability to recruit new businesses to partner with our city. The days of ignoring hard truths or running from our problems must come to an end.

MIELKE:Move Wausau out of the headlines for negative things and into the news for positive things. Wausau needs to celebrate its suc-cesses and promote the assets of the Central WI area in order to grow. As an organization, the City of Wausau must continue resolving issues that created negative outcomes in recent years. Much of which resulted primarily from dysfunction, poor suc-cession planning and unclear leadership. As Mayor, I see it as my job to promote our community and at the same time manage the operations of city hall in a pro-active way through good communication with my management team to ensure they are clear on goals and expectations and that I, and the common council remain informed on progress and results to be sure the outcomes we want are coming from our efforts. Solving that issue will carry us forward and help us make strides toward the growth and development we need here and restore Wausau’s marketability.

OBERBECK:As Mayor, I will establish the priority of developing an attractive environment for businesses/industries to create professional and skilled labor jobs within the City of Wausau. As a community, we will strive to raise the standard of living for all residents, providing employment opportunities for people to grow as individuals and support for the entrepreneurs who would like to locate and expand their businesses within our city.

I will facilitate an initiative to seek out new businesses to locate in our business districts and west side business park. The emphasis will be on skilled labor and professional jobs paying livable wages. We will prepare a budget for the work and document the goals we expect to achieve. The first success will be the most difficult and require the greatest effort. We will establish guidelines to begin negotiations and create an upfront understanding of the responsibilities of each party. The City will invest and will expect a return on that investment, sustaining our community into the future. The process will create a win/win situation and be trans-parent to the investors, the City of Wausau Taxpayers.

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We will build upon our past successes, look for complimentary businesses and work with our local educators to enhance what we can offer to prospective employers. Our strengths include health care services, metal fabrication and a long history of providing quality building products. Technology, tourism and the availability of a quality water supply will allow us to expand and diversify our local economy.

PROKOP:The biggest initiative I would implement would be the positive support of our community and what benefits we have to offer. The last couple of years have been sour due to public personal animosities, but I know if we start promoting our city the right way and we do our own chest thumping and bragging. I think a well-rounded public relations operation would do wonders for our city, as we have so much to offer and need to let the world know. A public relations blitz at its’ finest and I’m excited to be a part of it!! Wausau needs to start blowing its’ own horn and invite everyone to come and enjoy or community.

WINTERS:My most important initiative will be to reform the planning and decision-making process at city hall. This will include the follow-ing: • A reduction in the redundancy among committees. • Reform of the meeting schedule and work flow. • Improved policy workpapers. • Creation of a strategic plan. • Creation of a decision-item budget tied to the strategic plan.

I will begin by asking the council to reduce the number of committees from seven to four. Committees with overlapping juris-diction double the amount of staff time and council time it takes to make a decision.

Next, I will put in place the following calendar for workflow: • First Tuesdays: 5:30 Coordinating Committee; 7:15 Planning Commission • Second Tuesdays: 5:30 Two Committees; 7:15 Two Committees • Third Tuesdays: 7:00 Committee of the Whole • Fourth Tuesday: 7:00 Council Meeting

This will move legislation expeditiously in a routine that the public can follow.

All workpapers presented to the council or at committees will be required to have a fiscal note and a summary analysis just like the state legislature gets from the Legislative Fiscal Bureau. This will give the council and the public a clearer picture of the issues before them.

In 2006 and again in 2012, the city paid consultants and started strategic plans. Neither were finished. We need to finish and to set measurable and trackable goals.

Finally, we will have a budget document that provides incremental decision items that allow policy makers to select levels of service and cost.

2016 Wausau Mayoral Race

2. What is your specific strategy to encourage business growth in the City of Wausau?KRONENWETTER:

My strategy for business growth is to focus on the infrastructure that growth industries need to compete and avoid subsidizing single businesses in competitive markets. If the future mayor is going to have any luck recruiting new industry to Wausau, we will need to provide the education, technology and transportation infrastructure these industries need. There is currently no urgency in city hall regarding improving access to higher education, mental health services, internet speeds or even properly maintaining our roads. All of these infrastructure gaps cost us in lost opportunities to recruit employers in growth industries.

We must address higher education in the areas of health care, data systems and engineering and design. Without properly trained employees for hire in the area, growth industries will continue to ignore Wausau as a potential place to do business.

MIELKE:Wausau has much to be proud of in terms of infrastructure, workforce and resources that have been somewhat under promot-ed. Wausau needs to work with our educational facilities, stakeholders and business groups such as the Chamber, McDevco, Central Wausau Progress and our regional planning partners to create an environment where new businesses see the benefits of locating in Central WI and existing businesses are inspired to expand operations when demand warrants it. We need to seek out industries that support or supply other industries that are already successful here. That effort could reduce transport and material costs for some of our core businesses and help them compete and potentially expand.We need to be willing to partner with companies looking to create quality jobs and tax base when it makes sense. We also need to step up our marketing efforts to create a positive buzz about Wausau and Central WI. We should be working also with the Chamber and Marathon County in a more cooperative and productive way than we do today to identify target markets and go after them.

We should also work with our medical community to make sure Wausau is the location of choice for providers, patients and health care workers. Our population Is aging, and we should be training and employing healthcare workers in as many health-care disciplines as possible. Wausau is centrally located and has much to offer professionals and their families. Efforts to expand our medical campus need to continue.

We must continue to pursue manufacturing, but also keep working to increase technology based business opportunities and look for ways to break into market segments that need resources we have to offer. Wausau has abundant water resources and great access to transportation. Industries like food packaging and processing need those amenities and should be sought.

OBERBECK:The strategy is to build upon the foundation we have established. Retention of our existing and developing businesses is of the highest priority. We will seek to diversify our local economy through investment in our transportation and technological infrastructure. As a leader in the fabrication of metal and building components we have the opportunity to add complimentary businesses. We also have an abundant “untapped” resource… our clean water supply.

We will look to our Entrepreneurial Center to support business entrepreneurs in the continued development of their products

2016 Wausau Mayoral Race

and services. Investment and partnership with those who desire re-invest in our community is critical to the long term success of our economy. Our location at the crossroads of the center of the state bring a great opportunity to attract manufacturers and distributors who desire access to an efficient transportation system. The rail spurs in the business park south of Highway 29 provide an opportunity for an alternative means to receive and ship materials.

The size of the Wausau Metro Area offers a quality of life all our residents and visitors enjoy… we can offer that same quality of life to companies that desire this for their workforce. As the number of workers decline, companies will look for an edge in re-cruiting the best of the best… we can offer the “Wausau Experience”. This is the place to live, work and play. We have the basics established, a strong business district, a developing riverfront, a strong arts community and people embracing change.

PROKOP:We need to take a look at comparable successful cities. There is no need to re-invent the wheel when there are so many success stories out there (Oshkosh for example) We have the cross roads of 51 and 29 and we should be developing the adjacent prop-erty. It’s virtually untapped and we have a high traffic count (approx. 16-18k cars per day, not including weekends). We should be looking at outlet mall capabilities with brand name stores that will attract consumers. Coincidentally we need to promote small business growth with the increase in consumers and visitors with emphasis on our endless possibilities for small business growth. Let’s get realistic tax incentives that will lure companies here and establish Wausau as their headquarters. Finally, we own central Wisconsin and all access North. We need to keep our monies here and draw in people who are passing through. Let’s develop our adjacent freeway properties to help support our downtown growth!

WINTERS:I have placed a policy paper on this topic on www.WausauDistrict6.com. The thesis of the paper is that we need to shift to a 21st Century economy. To make that shift requires the following:• A trustworthy vision of the future global economy.• An understanding of the city’s strengths and weaknesses.• An action plan for aligning the two.

Two mega-trends that we should acknowledge are the explosive growth of the global middle class and the continued growth of data technologies.

Examples of strategic strengths that Wausau has are an abundance of clean water in a world where it is becoming increasingly scarce and that we are geologically and meteorologically one of the safest places on earth.

We can work with the Milwaukee Water Council to identify advanced industries that use water to serve global markets and bring them to Wausau. Also, with abundant water for cooling systems, a major local manufacturer of cooling systems and a location sheltered from catastrophes, we should make our pitch to host data server farms.

Wausau is already a regional medical center. We should continue to cultivate that niche. The addition of an osteopathic medical college or pharmacy school would be a good compliment to what we have.

Wausau is a light manufacturing hub. We need to pursue vertical integration by asking who sells to and who buys from our exist-ing businesses? Then, target and collect the up- and downstream players like pieces of a puzzle to help cement critical mass.

2016 Wausau Mayoral Race

3. What key initiatives do you plan to pursue in order to improve or enhance the city and how should they be funded?KRONENWETTER:

As mayor, I will recognize that the real initiative comes from the people. My job will be to explore options and make recommen-dations, but ultimately it is the people through city council who determine the direction of our city. I would like to see compre-hensive reviews on non-car transit plans for the future. I would like to see a more comprehensive plan for arts and entertain-ment tourism that maximizes the income possibilities from our existing slate of events. I think it is vital that we explore options in higher education in the medical, engineering and data technology fields as well.

There is much we can do, but to set our priorities and pursue any new “initiatives” we must first turn to the taxpayers, not simply promote pet projects from the top down.

MIELKE:In the near future, we will need to complete ventures already underway, such as stabilizing and re-visioning the Wausau Center Mall, completing the East Riverfront development project and beginning long awaited projects on the Near West Side to create a unique feel for the area. The City should seek opportunities to secure land to expand the West Side Business Park so it can compete for large scale development well into the future. The city needs to continue expanding recreational offerings and work with the CVB, Sports Authority and Wausau Events to attract tourism and tournaments that infuse the local economy. Fund-ing for these efforts comes from a mix of municipal borrowing, tax increment financing, public-private partnerships and with regard to tourism and events, room tax.

OBERBECK:We have an opportunity to develop not only the east side riverfront area but all areas that border the Wisconsin River. The northwest area (adjacent to Athletic Park) is underutilized and could provide office, healthcare, residential and small retail, creating a walkable/bikable neighborhood. Moving south the density increases providing an urban environment of mixed uses, residential, dining and entertainment venues. Public-private partnerships within TID#3 and/or completely private investment would fund the enhancements to this area. The objective, assess each project on its merits and establish a level of investment based upon the overall economic benefit to the community and the environment it inhabits.

As a Main Street Design Committee Member, I facilitated the initial discussions between Near West Side Businesses and the City of Wausau. A comprehensive masterplan for the area designated as TID#8 is required. The redevelopment of Second Avenue is the first step in the revitalization of this area, an area that has been dormant for many years. As mentioned the im-provements will be located within TID#8 and paid for by increment from the development that occurs within this district.

Additional key initiatives include the improvements to the West Side Business Park (adjacent to the Highway 29), the Sylvan Hill IMBA bicycle park, the Eau Claire River Conservancy (south of the soccer complex), the implementation of the Brock-meyer Park masterplan with Jo Jo’s Jungle (an accessible playground), the Wausau Center revitalization/repurposing and the continued implementation of the wayfinding Initiative which I initially facilitated through Main Street.

2016 Wausau Mayoral Race

PROKOP:First, we need a clear, cohesive, forward looking plan that is thoroughly supported by the community. Right now, our efforts are choppy and sputtering and that is magnified by what is happening with the Mall. We have a first phase, but the second and third are virtually non-existent and it leaves a lot of questions unanswered, which then begs more questions. Our efforts need to be able to be supported by our income/tax base and be tax neutral as possible. At worst, a temporary tax to develop our areas, such as the Lambeau Field tax or the Miller Park tax. As I stated it has to be crystal clear so everyone understands where our money is going from beginning to end.

WINTERS:I plan to reform the Tax Incremental Financing (TIF) and capital projects budgeting and monitoring system. It may not sound like such a “big deal.” However, it is critical for the city to use these funds productively.

How bad are things? For 2015, Wausau’s TIF budget planned to spend $13.4 million on 30 line-item infrastructure and de-veloper assistance projects. What happened? We spent only $4.9 million on projects in the budget. We spent another $4.0 million on projects that were not in the budget at year-start. Finally, $4.5 million went unspent with 14 of the original 30 proj-ects not even started!

Similarly, almost a third of the capital budget projects never got started.

To correct this, we need a long-range plan, a meaningful plan for the upcoming year that is tied to strategic objectives, reports that monitor progress, and a chief executive officer who supervises the people who are supposed to get the work done.Also, within the capital budget, Wausau is in desperate need of facilities planning. Right now, roof repairs and building mainte-nance projects are ranked along with thermal imaging equipment for the fire department, road projects and everything under the sun. Until needed building repairs become flat-out emergencies, it is hard for them to bubble-up to the top of annual rank-ings.

Every major campus the city owns should have a facilities master plan, and there should be a dedicated stream of funds for facilities maintenance. Good planning and proper maintenance will save costs over time.

2016 Wausau Mayoral Race

4. Do you have any specific areas identified where you would like to see Wausau sharing services with other regional municipalities? If so, how will sharing those services benefit the residents of Wausau? If not, why not?

KRONENWETTER:There are too many areas of cooperation that are possible to address in such a short answer. Instead, I must give an example and then focus on my approach to intergovernmental cooperation in general.

Transit is a key service area that screams for intergovernmental cooperation. Although some in city hall have attempted to move the ball forward, results have been lacking. I will redouble the city’s efforts to promote adequate non-car transit in the Wausau metro area and work tirelessly to build the community support needed to get cooperation from surrounding municipalities. In this and other service consolidation/cooperation discussions, Wausau needs an advocate in the mayor’s office who will put the interests of city residents first.

As the county seat and largest municipality in the area, our high concentration of county government buildings put unique strains on our infrastructure and ability to grow our tax base within our existing municipal footprint. Wausau maintains a high quality police force that routinely assists neighboring municipalities and helps keep them safe as well. Year after year our taxes have gone up – often while our neighbors’ taxes have gone down. Time and time again, Wausau has tried to be a good neighbor by supporting area-wide efforts, donating money to the ski hill in Rib Mountain for example, only to be turned down when we look for cooperation on issues as important as transit. I will fight for fairness for the Wausau taxpayer in every intergovernmental agreement.

MIELKE:Collaborations with other communities make sense in some areas and are harder in others. We have had some limited success in this arena, most recently with the launch of our animal control program which has been very effective. Wausau often has services we can share, such as assessments, inspections, transit and even emergency services on a contract basis which we have already done with some of our neighbors. However large scale mergers must be carefully vetted in terms of costs, benefits, ser-vice levels and long term viability. Willing partners must explore these things together. Wausau cannot assume our neighbors are dying to work with us, and there are relationships in this area that need strengthening to build trust and confidence. But those relationships take time and effort. They must be built first and then it is possible to explore what we can achieve together. As Mayor, I would work on this outreach to build bridges with our neighbors. Some easier things we can look at in the near future would be potential collaboration on transit initiatives that were discussed in recent months, as well as exploring the feasibility of collaborating on purchasing items we all use to create volume buying power if possible. One thing residents tell me often though, is we cannot compromise the quality of services we are providing. Our residents have high expectations for emergency services, and our public safety departments are the best in the business. Sharing of services can reduce costs, but we also must stay mindful of response times and be realistic in what size territory can be served effectively in any collaboration. Whether it is snow plowing, EMS or wastewater treatment, at the end of the clay, merged services have to work well. Failures are expensive to fix and can be fatal if there are breakdowns in key systems. Decisions cannot be based only upon cost savings.

We can also begin working together right now in marketing and promoting the region to spur growth area-wide. Each com-

2016 Wausau Mayoral Racemunity has something to offer business and industry. Some have services, utilities and infrastructure. Others have housing and recreation. We all have great schools and our communities are safe. There is room for all of us at the table if we begin to think regionally and be less territorial in our thoughts and actions.

OBERBECK:It is my belief the “Wausau Area” becomes stronger when we find ways of working together, especially in the areas of eco-nomic development, public safety, transit and recreational opportunities. The Wausau Metro Area has the advantage of having approximately 130,000 residents compared to the City of Wausau at approximately 40,000. When addressing economic development opportunities, it would benefit all municipalities if we joined forces and developed a common strategy to attract businesses and offer to them the quality of life that we share as bordering municipalities. Through these efforts we can reduce the duplication of services and better serve our communities.

Economically, each municipality benefits when a new employer locates to the area… jobs are created, homes are rented or purchased and money is spent at our businesses. Sharing municipal services allows us to be more efficient, however each com-munity must pay their fair share of the cost. The cost must include all aspects of the service… personnel, equipment, facilities, administration and continued training. The cost should not be provided based upon a unit cost of a “call”. Redefining the transit system to prioritize convenience will provide the Wausau Area with an alternative sustainable transportation system, increasing ridership between community destinations and ultimately the revenue that will allow for expansion. We as Northcentral Wis-consin Communities offer a diverse selection of recreational opportunities. Tourism continues to play an important part in our economy and demands that we work together to provide the resources to grow this opportunity.

PROKOP:This is a complex question, but we need to improve our transportation services. Connecting each community opens doors to better relationships and allows better employee migration, especially when those families are economically limited or challenged in transportation. I would revisit a joint law enforcement/public safety forum to a) improve response times and services, and b) streamline and reduce costs.

WINTERS:I have always been a champion of shared services. In my freshman year on the council, I wrote legislation and did the shuttle-di-plomacy needed to establish the joint Wausau-Everest Metro humane officer program, which now covers four communities. I personally wrote grant applications and obtained $15,000 to outfit the program’s vehicle. My achievement was recognized with honorable mention in the Wausau Daily Herald’s 2012 Person of the Year contest.

When it comes to shared internal services and shared public services, we have two successful models locally that Wausau should copy. To begin, the city should combine health insurance plans with Marathon County and create an insurance group of over 1,000 employees. Then, we should copy companies like Greenheck Fan and Crystal Finishing Systems and have a small, sala-ried medical staff on site to see employees and their families for routine medical needs. Not only is it a convenience to employ-ees and a boon for employee wellness programming, it means you only end-up insuring emergency and major medical costs. This will save taxpayers millions every year.

Likewise, the South Area Fire & Emergency Response (SAFER) District is a model worth emulating. The 15,500 people in Weston and the 7,500 people in Rib Mountain have saved millions while making the public safer. Public safety is improved un-der these arrangements because the district can always dispatch the closest available first responder without regard to municipal boundaries and because there is a larger pool of responders to draw from should a major event occur.

2016 Wausau Mayoral Race

5. How do you plan to lead the City? Do you plan to support bringing an administrator into the City of Wausau? Why or why not?

KRONENWETTER:I plan to lead the city legally, ethically and with the priorities of the residents at the forefront.

I do not support eliminating the elected mayor’s office. I could support new administrative assistance in city hall, but I have yet to be convinced that it is necessary. I am confident that my background in law and economics will allow me to adequately dis-charge all of the executive functions of the mayor’s office.

MIELKE:I will be a hands on leader. I will not wait for issues to become a crisis before addressing them. I am there to supervise a man-agement team that is in charge of millions of dollars in public money and tens of millions in assets and equipment. Clear com-munication within that team and with the council is critical. Communication with the public is also critical. People need to see what we are doing and know why we are doing it and what our goals are. They should not feel city hall is a cave where things are rushed or hidden. I will encourage the flow of information to residents and businesses about city projects through increased use of our website, social media and neighborhood groups.

Voters spoke to us last year at the polls about the form of government a majority wants to see. Afterward, many stated that they were dissatisfied with the current leadership, but were not willing to throw out the system. With the proper leadership, Wausau can succeed with the system it has.

What we have now is the product of 12 years of the same approach. Fresh leadership can show residents things do not have to remain the same as what they have seen recently. One thing that needs to stop is the ongoing power struggle between the Council and the Mayor’s Office. The Council and the Mayor can disagree without going to war every week. They can also col-laborate and achieve greater success if they can locate common ground and work to solve problems together. We cannot waste time and energy working against one another and achieving less. I believe I can build that relationship and trust. I have shown an ability to work with others in a respectful way. That ability will help us debate issues when needed without constant negativity.

Success is not built by dwelling on the negative and whining that Wausau is failing. Progress happens when we focus on what is good, expand it and then work on changing the things we want to change. Some of the negative economic indicators that others have been circulating are impacted by external factors Wausau cannot control at the local government level. Reductions in state and federal aid to municipalities, aging infrastructure, workforce reductions based on changes in methods or product markets, all impact our economy. When that happens, we need to evolve and adjust. We cannot sit still and wait for better days. We need to work on expansion in areas that are growing to offset dependence on things that used to fuel our economy that are scaling back.

We have manufacturers in this area expanding while the paper industry is not. Those shifts have been recognized and we will continue to work with education and industry leaders to be sure we are developing a workforce that can fill the positions needed into the future.

2016 Wausau Mayoral Race

OBERBECK:My leadership style will facilitate the work of the city, drawing upon the expertise of each department leader to successfully implement a vision for the City of Wausau. As an Architect, I have been responsible for leading teams of consultants, each with different skillsets, to accomplish my client’s directives. I believe this leadership style is what is required of the Mayor to accom-plish the priorities of the Common Council and our Constituents. My expectation of City Staff is that they openly share their expertise to present both the positive and negative aspects of the issue at hand. As Mayor, I will coordinate with staff to seek out opportunities for the City of Wausau to expand and improve our community. We will present our initiatives to the Com-mon Council and the Citizens of Wausau for their review and approval.

I support a “transparent” discussion regarding a city administrator’s responsibilities and the effect this form of government will have on the way we do business. When and if a change in government is proposed, the community needs to be involved in that decision. Just as I expect staff to bring forth the positives and negatives of each issue, I expect the elected officials, including the Mayor to facilitate the research, documentation and analysis of the options so all involved can actively participate in the discus-sion and decision. My initial thought is that there is an advantage to having a “manager” of the “managers” who oversees senior departmental staff from an objective viewpoint.

PROKOP:First and foremost, I am a leader and not a politician. I’ve been in various leadership positions with greater responsibilities since I was aged 19 and have learned a lot over the years. None of the other candidates have nearly as much leadership experience I have, including peacetime and combat. I will lead from the front as I’ve done my whole life. I will be active in my leadership and having a working knowledge of the city is imperative. I am fascinated by all aspects of city government and look forward to learning even more how the city works. I have no intention to bring on an administrator as I will be a very strong, active and vocal mayor, working with City Council and listening and seeking the community’s input in major decisions.

WINTERS:Rest assured that I will bring a sufficient skill set to the job of mayor to be a competent administrator. I have a Masters in Busi-ness Administration (MBA) degree from UW-Madison. I worked for five years as a state budget analyst in Madison. I know my way around a government budget, and I know the appropriate role of staff and the work product that should come from staff who support policy makers. I have experience supervising people. Fifteen years ago, I started my own business from the ground up. All of these experiences have given me a well-rounded understanding of how organizations work. I have every con-fidence that I can run the city.

Still, I will work towards bringing a professional, career administrator to Wausau. The majority of cities and villages in Wisconsin already have one, and we need to be competitive. I also believe that it is important to augment our city management team with someone who has significant experience working in other cities and villages and can bring us ideas for process improvements.Given the outcome of last spring’s referendum and the expressed desire of many voters to have a directly elected mayor who is “in-charge,” I think we should start by exploring a chief-of-staff model with an administrator who reports to the mayor. Once we have a council that has developed a strategic plan and has operated successfully with it for a few years, we can revisit the discussion of a more standard governance arrangement.

2016 Wausau Mayoral Race

6. Wausau was recently recognized as a quarterfinalist in the nation-al “America’s Best Communities” competition. In your opinion, is Wausau already “America’s Best Community” and why? If not, what if anything would you do to make it so?

KRONENWETTER:For me, Wausau is clearly the best community in America to live in. However, this community is strong despite its local govern-ment, not because of it. We must be honest about our failure to maintain our roads, invest in our schools and develop a growth plan that takes into account the economic realities of the world around us.

Wausau is a city of impressive diversity. Diversity of opinions, cultures, civic amenities and economic opportunities have strengthened our ability to grow and adapt to the changing world around us. Diversity also inevitably leads to conflict and disagreement. In the past, Wausau has been able to use the institutions of democratic self-governance to harness the positive and mitigate the negative effects of our differences. Lately, however, the leaders in city hall have allowed disagreement and personality driven politics to distract from the issues that matter to our neighbors. Instead of productive debate, we have seen shouting matches. It does not have to be that way.

As mayor, in order to ensure our city government lives up to the quality of its citizens, I will strive to include as many voices in the debate at city hall as possible. I will demand, and display, civility and respect in city hall. By encouraging honest, civil debate where the entire community is welcome to participate, we can be sure that the Wausau of the future remains the best place to live in America.

MIELKE:Wausau is a great place. The one thing that has hurt us is negative attitudes and constant negative headlines. We cannot turn that around by electing the sources of the negative articles or people with similar mindsets to lead us. We must turn it around by working on the things I have outlined and working to promote and enhance what is good here. All communities have struggles and issues. What they do when they happen though defines them. Blaming one another and writing nasty articles instead of getting to work on problem solving seems counterproductive and there has been too much of it. Local government needs to be accountable to the public, but accountability is not created through disrespect or abuse of our workforce. Good managers can achieve results without dragging an organization down in the process. They are able to work with others, and treating others with respect even when we disagree is part of that. l have shown I can do that very effectively.

One great thing to come out of the America’s Best Communities contest was an awareness of the need for wayfinding signage to get visitors, prospective new residents and prospective new business leaders where they need to go in an efficient manner. If a community is appealing in appearance and is easy to navigate to find and show off the best it has to offer, that is a certain plus for growth.

Wausau has changed dramatically in the last 20 years. Things people used to travel to find are here now. Our economy is recov-ering and recently two developers brought us development proposals for the riverfront worth tens of millions. Those types of investments happen in successful areas and we are clearly motivated to succeed. We need to be sure we grab on to those oppor-tunities and create more of them.

2016 Wausau Mayoral Race

OBERBECK:YES… In my opinion Wausau is America’s Best Community. The Wausau Area has so much to offer its residents and visitors. We are a regional center for health care, business, education, and tourism. Our investment in the central gathering space of The 400 block, a world class whitewater course and a central business district illustrates our commitment to excellence. We contin-ue this commitment by investing in improvements to attract new businesses, developing housing types to diversify/enhance the way we live, repurposing our riverfront to create experiential venues for interaction and entertainment and providing excellent service to our residents and businesses.

In 2016, we will begin the development of a new bicycling opportunity in the Wausau area… the planning of the Sylvan Hill Bike Park. This effort will lead the way in the establishment of the Wausau Area as an IMBA (International Mountain Bicycling As-sociation) Ride Center, 37 of which now exist worldwide. Past experience indicates a ride center can bring over 30,000 visitors to a community on an annual basis.

In 2017, we will be finalizing the design of a community park on the Wausau’s west side incorporating an accessible playground second to none and available to all. With the help of many this park will allow children with or without special needs to experi-ence a day of play with their friends and new friends.

These are just a few of the examples of why Wausau will continue to be America’s Best Community.

PROKOP:Wausau is definitely on the cusp of being America’s best community. We have a top notch education system to include youth and high school sports. More importantly, we have the ability to grow into a more vibrant community. We are in our infancy in turning Wausau into a community that attracts “up and comers” while we sustain our longtime residents. Having a vibrant downtown yet a quiet neighborhood is the most desirable of both worlds. We need to invest in our neighborhoods; upgrading streets and lights, improving roads and other community essentials will move us into the next level for America’s Best Commu-nity!!!

WINTERS:Wausau is one of America’s best communities. My hometown is blessed in many ways. It is a central location and a crossroads. We have a river. We are the gateway to northwoods recreation. We have become an active sports tourism hub with first- class venues for biking, kayaking, soccer and curling. We have festivals and a lively performing arts scene. We still have neighborhood elementary schools. A persuasive case can be made that Wausau offers an idyllic lifestyle for young people who have started a family.

As one of the great cities in Wisconsin, Wausau deserves to have a first-class city management team. We are the 17th largest of 597 cities and villages; our senior managers are arguably in the top 3% of their profession statewide. We have many dedicated and conscientious city employees; I often find myself sending-out handwritten thank-you notes for excellent constituent ser-vice. They too deserve to have equally inspiring bosses.

Unfortunately, the current administration has given us scandal after scandal and has chronically mismanaged the city’s TIF districts. That has dented our reputation and shifted the tax-burden on non-TIF properties to noncompetitive levels.So, in many ways the solution is simple; the city needs a crack management team. That is why I am running for mayor, and that is why I still support bringing in an administrator.

There was a time in Wausau’s history when leadership came from local captains of industry and government was just a sideshow. Now we need government to “up its game.”

Registration and program details at wausauchamber.com n 715-845-6231 n No refunds, billings, or transfers

y Economic outlook 2016: thE BusinEss Expansion outlook tuEsday, FEBruary 23 n 7:15 a.m. to 9 a.m. n City Grill at Jefferson Street Inn, Wausau

Experts will share key details about business expansion prospects in the region. This event will be moderated by Dr. Taggert J. Brooks, chair of the Department of Economics at UW - La Crosse. A business expansion panel will include Tricia Braun of Wisconsin Economic Development Corp., Pat Heier of Peoples State Bank and Paul LaPree of Miron Construction.

y nothing But nEtworking: non-proFit organizations Friday, FEBruary 26 n 7:15 a.m. to 9 a.m. n Wausau Region Chamber of Commerce, Wausau

Want to grow your network in the business community? Introduce your non-profit organization to other non-profits.

y tEchnology tuEsday: BusinEss and FiEld managEmEnt sErvicEs tuEsday, march 8 n 3:30 p.m. to 4:30 p.m. n Wausau Region Chamber of Commerce, Wausau

Each month, a different technology topic is covered to help members leverage the power of technology. Learn solutions to manage your mobile employee work force, company assets and vehicles.

y E3yp ElEvating your FuturE: lEading at all lEvEls with Judy mEyEr wEdnEsday, march 9 n 11:30 a.m. to 1 p.m. n North Central Health Care, Wausau

This program will focus on methods for working with others across leadership styles to sustain motivating, successful relationships and better results in our careers.

y collEction law sEminar wEdnEsday, march 9 n 11:30 a.m. to 1:15 p.m. n The Great Dane Pub & Brewing Co., Wausau

Attorney Michael A. Stueland of Daubert Law Firm will simplify the collection process and provide the answers to questions that business owners, finance managers, CFOs, and accounts receivable personnel and credit professionals often ask.

y EnvironmEntal rEgulations updatE with u.s. chamBEr thursday, march 10 n 8 a.m. to 9 a.m. n Mi-Tech Services Inc., Weston

Get an update on the many environmental regulations being enacted at the federal level and learn how they could impact businesses in the Wausau region. Featuring John Kirchner with the US Chamber of Commerce.

y BusinEss pm: marathon county historical musEum thursday, march 10 n 5 p.m. to 7 p.m. n Marathon County Historical Museum, Wausau

Connect with people who will either be or help you meet your next customer. Quality networking time with food, drinks, and door prizes. View the ‘Generations of Progress, The Industrial History of Marathon County’ exhibit at this event.

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