The city’s meeting agendas and the motions made by the Common Council lack sufficient detail to inform the public on what was approved. The leasing out of the old city shop did not state how much space was leased, terms of the lease and the amount of funds the city will receive from the lease. Is it $1 or $1,000?

The city limits public input at council meetings to three minutes per individual. Government needs to be responsive to the constituents, but limiting public input does not accomplish this. There should be public input items on every meeting notice of the city.

There needs to be better use of the city’s cable channel and Web site, especially with all the new technology that keeps coming out.

At the public hearing on the city’s budget, I raised the concern that the city’s general fund undesignated fund balance increased more than $1 million in the last three years. I further stated that some of these funds need to come back to the taxpayers. This resulted in a motion by the council to reduce the tax levy by $50,000.

Estimates for fiscal year 2007 indicate that three will be approximately $400,000 added to the undesignated fund balance.These funds need to be used for the city’s pavement maintenance program, purchase of police department vehicles, etc., instead of borrowing funds to pay for these items. By borrowing funds, the city pays interest to borrow these funds, which increase the cost for these items and in turn affects the amount of taxes that citizens have to pay.

These are some of the reasons why I want to serve on the Onalaska Common Council.

What personal qualities and experiences make you a well qualified candidate for the job?

For six years, I was the city of Onalaska’s planner/zoning administrator. I served on the Board of Public Works and the Plan Commission. I have handled personnel matters, including labor negotiations.

While employed by the city of Onalaska, I was instrumental in the start-up of the Onalaska Shared Ride taxi program and the Community Development Authority. I was also instrumental in the creation of the city’s tax-increment financing district No. 2, which was retired in just eight years, creating a large amount of development in the area of Highway 16 and Interstate 90.

I have obtained Wisconsin professional certifications as a certified municipal clerk and certified municipal treasurer.

Leadership positions I have held include president of the Wisconsin Clerks, Treasurers and Finance Officers Institute; president of the Municipal Treasurers Association of Wisconsin and chairperson of the Chippewa County Housing Authority.

What are the three most important issues facing the Onalaska Common Council and what would your approach to dealing with those issues be?

The Plan Commission needs to be involved to make sure that all plans developed meet the city’s master plan. Also, to address zoning, platting, subdivision codes, etc., that will be necessary for these projects, I will work to maximize the funds needed to carry out these projects that come from federal and state grants, private funds, organizations, etc., to minimize the impact on the property taxes.

If consultants are used for business recruitment or fundraising, the contracts must be based on performance.

Another issue is traffic problems and the impact that development has on the overall traffic. The city needs to develop an overall master plan to address future transportation needs. We cannot wait until vacant land is developed and then we have a traffic problem. Any development adds traffic to the city’s roadways. The city needs to take a proactive approach to meet future transportation needs and fix existing problems as soon as possible.

With the economy getting tighter every day and increased cost of supplies, services, etc., the city will face budget challenges. I would propose an annual review of all fees that the city charges. There are some fees that have not increased in the last 10 year, but the city’s cost has increased. The fees that the city charges must cover all costs that the city incurs.

The city needs to look at more cooperative purchases with other communities. This saves dollars because when larger amounts are purchased, it reduces overall cost. Use technology to make better use of personnel time, therefore being more effective.

1) The waterfront project. To continue to have public input and to approach the project slowly and deliberately for its positive impact on the city’s future has massive financial positive implications. It has a tremendous positive influence for our city and its families. It will bring many unique visitors to our city.

2) To continue to attract business to our city. Businesses that will provide quality jobs in the same vein as Gundersen Lutheran and Franciscan Skemp have done for our city and the supporting businesses that have developed because of their growth. This along with smart growth planning will provide a bright future for Onalaska. We thrive in Onalaska despite the slowing economy.

3) To continue to evaluate all city services with a vew of maintaining and/or improving them in an efficient manner.

Under what circumstances do you believe it’s appropriate for the city to establish a tax-increment financing district?

The tax-increment law covers 11 pages in the state statutes, which state that no cash grants can be made by the city to owners, lessees or developers of land that is located within the TIF district unless the grant recipient has signed a development agreement with the city. If this ever occurred, the development agreement shall allow the city to share in any profits that a developer has because of a cash grant.

The state statutes also note that a TIF district should not be approved if the development would occur without tax-increment financing, that the economic benefits are insufficient to compensate for the cost of the improvements and whether the benefits of the proposal outweigh the anticipated tax increments to be paid by the owners of the property in the district.

1. Would the expected development occur without the use of a TIF district?

2. How does the development in the TIF district fit into the overall economic picture of Onalaska? Re: our comprehensive plan? Are the kinds of businesses that will relocate in the TIF district good for the community in the long run?

3. How does this TIF district benefit the property tax payers? Is the total cost of the project feasible? Will Onalaska be able to fund the costs prior to receiving the first increment dollars?

4. Who will have the responsibility for making sure that all filing requirements are completed after the TIF district is created and upon termination?

5. How are Onalaska, the schools, county and vocational school districts impacted by the TIF district? Increased population, traffic impact, fire and police protection, EMS, water, sewer, administrative services, increased student population and demand for training, housing needs, etc.

6. What are the risks to Onalaska considering a TIF project?

7. How many and what kind of jobs will this development create?

8. Does the developer need a public subsidy? If so, how is the benefit analyzed? Is there a written developer’s agreement with a required notice given?

9. What written assurances does Onalaska have that the development/redevelopment will happen as anticipated?

10. What are the political risks associated with the TIF district?

How do you feel about the way things are progressing with the development of Onalaska’s Black River waterfront and redevelopment of the old downtown area? Please explain.

I believe it is important to establish a 501(c)(3) tax-exempt Onalaska Community Foundation to accommodate private fund raising efforts. by getting private funding started, it will show the support for the projects by the private sector, therefore helping in the submission of grant applications, showing citizens support projects, plus it reduces the tax dollars needed to implement these projects.

MEET THE CANDIDATES

Rick Durst

Jim Olson

All stories copyright 2006 Onalaska Life and other attributed sources.