By Kim McDarison

Taking a seat in a small conference room at the Whitewater Municipal Building late last week, Whitewater City Manager John Weidl, as he looked back over his nearly two-year tenure, said that the city today is “better positioned,” as an organization, and as a geographic region, “as a place to facilitate commerce, education, and living,” than it was two years ago.

Last Thursday, WhitewaterWise posed a series of questions to Weidl, asking him to assess the last two years. Weidl responded to our questions, first, offering written statements, and then through a more extemporaneous hour-long conversation, during which time he spoke about milestones achieved under his administration, citing both triumphs and things, he said, that might have been done differently.

The discussion spanned such topics, among others, as the ongoing initiatives to improve the city’s two lakes, various housing development projects underway, with an objective, he said, of reaching a spectrum of markets through a mix of units and price points, along with the employment of tax incremental financing options to bring projects to fruition, changes at city hall, including employee turnover and initiatives undertaken to improve overall governance, a writ of mandamus brought by a former city councilwoman, the initiatives that cumulatively brought ALDI to Whitewater, negotiations to bring about a Whitewater Aquatic and Fitness Center contract, and the overall health of the city as it positions itself to embrace the future — one, in which, Weidl said, he plans to participate. 

Hitting the ground running

Arriving in Whitewater in 2022, Weidl has taken an active approach to city governance which has, by some accounts, made him controversial. Others credit him with getting things done.

Weidl was hired through a leasing agreement with GovTemps USA in a part-time interim capacity as Whitewater city manager in July of 2022.

In September, 2022, his hours were extended from part-time to full-time. He was hired by the Whitewater Common Council as the city’s full-time permanent manager the following month. His starting salary was $115,000, with an anticipated increase to $119,600, then-planned to take effect Jan. 1, 2023. His employment agreement as full-time city manager began Nov. 7, 2022.

The following day, the fall 2022 general election was held, at which time voters approved the city’s fire and EMS funding referendum.

Weidl said helping the city successfully transform its emergency services from a volunteer-based department to a full-time staffing model is high on his list of achievements undertaken during his administration’s tenure. Along with the in-house Fire and EMS Department, efforts made in economic development and housing expansions, and finalizing a six-year Whitewater Aquatic and Fitness Center (WAFC) leasing and operational agreement between the school district and the city, topped his list. Looking back, he said, among things he might have handled differently, he cited the formation of the Lakes Advisory Committee. In hindsight, he said, he might have advocated for its formation sooner, which, he noted, might have avoided “unnecessary strain on staff,” and while an aquatic center agreement was ultimately negotiated successfully, he said “the process of finalizing the WAFC agreement could have been managed more quietly. A less public approach might have avoided some of the surfaced controversy and pushback.” One of his biggest regrets, he said, was “not moving quickly enough on certain personnel decisions. We spent too long trying to correct issues through training and guidance, only to find that the same mistakes and inefficiencies persisted.”

In advance of our interview, WhitewaterWise shared 15 questions with the city manager. Weidl’s written answers to our questions, along with any additional discussion related to the topic, follow.

Questions

Q:  Among achievements, of which three are you most proud?

A: Economic Development and Housing Expansion: We have made remarkable strides that underscore our commitment to fostering a vibrant local economy. Notable commercial projects, including the addition of ALDI, Dollar General, and Dollar Tree, have collectively created over 30 new jobs and are projected to generate approximately $5.4 million in combined property tax revenue over the next 16 years. This growth is reflected in the 12% increase in the number of business licenses issued in the city over the past two years, indicating a growing interest in Whitewater as a business-friendly environment. Furthermore, we’ve addressed critical housing needs by facilitating the development of 128 market-rate rental units through Jakes Way Apartments, along with 38 single-family homes in Meadowview Court and 19 single-family homes in Park Crest. These housing developments are expected to generate $12.4 million in property tax revenue over the next 16 years.

Fire and EMS Transition: We successfully transformed our emergency services from a volunteer-based department to a full-time staffing model. This transition saw an increase in on-site personnel, significantly improving our emergency response times and coverage. As a result, the average emergency response time was improved from over 5 minutes to 1 minute and 30 seconds, reflecting a 70% improvement in response efficiency. We have expanded our service coverage to 24/7 availability, ensuring that all community areas have immediate access to emergency response services. Additionally, we invested in advanced paramedic training and acquired state-of-the-art equipment.

WAFC Agreement and Other Key Agreements: Finalizing the Whitewater Aquatic and Fitness Center (WAFC) agreement and several other long-standing issues stands out as a major accomplishment. This agreement solidified the partnership necessary to sustain and improve the facility and demonstrated our ability to resolve complex, multi-party negotiations that have lingered for years. It reflects a broader strategy of addressing outstanding agreements and creating frameworks that benefit the city, its residents, and partners alike. These resolutions are crucial for long-term stability and community trust in our local government.

Q: Among items brought before the city and its staff, which three might have been handled differently, and how? What are the lessons learned?

A: Lakes Advisory Committee: I should have immediately pushed the elected officials to create the Lakes Advisory Committee (LAC). While the intention was to methodically address long-standing issues with the lakes, that approach inadvertently put unnecessary strain on staff, many of whom are still being unfairly targeted as responsible for a problem that has evolved over many years. In hindsight, it would have been more effective to create the LAC first to ensure that staff were shielded from the fallout of this deeply rooted issue. The lesson is the importance of timing and internal capacity when tackling complex, contentious matters.

WAFC Agreement Approach: While ultimately successful, the process of finalizing the WAFC agreement could have been managed more quietly. A less public approach might have avoided some of the surfaced controversy and pushback. However, by bringing the obstacles to light, we identified and addressed the real challenges preventing the agreement from moving forward. The exposure, although disruptive, was necessary to overcome entrenched resistance and get a deal done that benefits the community.

Personnel Decisions: One of my biggest regrets is not moving quickly enough on certain personnel decisions. We spent too long trying to correct issues through training and guidance, only to find that the same mistakes and inefficiencies persisted. This cost us a year of potential progress and placed undue stress on the entire organization. The lesson here is clear: decisive action is sometimes necessary to break the cycle of poor performance and move the organization forward.

Q: What are your plans for the future: (1) for yourself: will you stay as city manager? On your last review, you received a 3.70 on a five-point scale, have you identified places for improvement? Has the council? and (2) for the city: What is a next set of goals, and what’s in the works?

A: Personal Plans: I plan to continue serving as city manager. I’m also pursuing a Doctor of Business Administration (DBA) at UW-Whitewater to deepen my finance and economics expertise, enabling me to better serve the city. My areas for improvement include enhancing empathy and support in my leadership style, which I’ve been actively working on through a certified public manager (CPM) program at UW-Madison.

City Goals: For Whitewater, we’re focused on expanding affordable housing, enhancing public transportation, and improving community engagement. Key projects include further developing residential neighborhoods, revitalizing downtown programming, and strengthening our public safety staffing.

Q: When does your employment agreement expire?

A: My current employment agreement is open-ended, with regular performance reviews to ensure alignment with the city’s goals and expectations. There is no fixed expiration date, as long as I continue to meet the expectations of the council and the community.

Q: Let’s talk about residential housing, besides the 128-unit complex on the city’s east side, what has been developed? Where are these developments, who is developing them, and what types of housing units do they offer? How many units? With occupancy available when? and do they qualify by your definition as workforce housing?

A: We are deeply committed to addressing the housing needs of our community, ensuring that our developments align with the financial realities our residents face. Currently, 58% of Whitewater residents are spending more than 30% of their income on rent, which indicates a substantial housing cost burden within the community. This situation is more severe than in nearby areas like Elkhorn, where 35% of residents face similar challenges, and Lake Geneva, which stands at 28%. This data underscores the urgent need for affordable housing solutions in Whitewater to alleviate the financial strain on our residents.

For instance, a dual-income household earning 60% of the median income—approximately $42,013—can afford homes priced between $210,065 and $252,078. For those earning 120% of the median income (around $84,025), the affordable price range increases to $420,125 to $504,150. On the other hand, a single-income household at 60% of the median income can afford homes priced between $105,032.50 and $126,039.

To address these affordability metrics, Weidl said, “we have several key developments in progress.” Among them, Weidl listed: 

• Meadowview Court, which, he wrote, offers homes priced around $325,000 for approximately 1,400 square feet, making them accessible for many dual-income families, especially those earning closer to 120% of the median income.

• The Neumann Development (Park Crest) features homes priced around $450,000, catering to households that can comfortably afford properties at the upper end of the income spectrum.

• Jakes Way Apartments provides rental options with prices ranging from $1,200 to $2,500, aligning with the income brackets of our community. This range particularly supports those earning at least 60% of the median income, ensuring residents have access to quality housing.

Additionally, we have brought NRS Real Estate to the Community Development Authority (CDA), which offers products priced in the low to mid $200,000s. This initiative specifically aims to hit the lower-income bracket, further enhancing our efforts to provide affordable housing options for all residents.

Through these initiatives, we are increasing the housing stock in Whitewater and fostering a diverse and inclusive community. Our goal is to ensure that residents—whether single-income or dual-income—can find a home that fits their budget, ultimately contributing to our city’s overall well-being and growth.

During the interview, Weidl elaborated on the city’s housing initiatives.  He cited his calculations offered in his written statement, noting that, in his view, the initial question implied that the initiatives did not supply workforce housing, and that the city was not doing anything to address that specific need.

“NRS is what we are doing. It’s just slower in the pipe, and quite honestly, we are facing pushback, which happens, … you don’t win no matter what you do. Progress, no matter what it is, is going to receive criticism,” he said.

Weidl said he and the city’s Economic Development Director Taylor Zeinert brought NRS to the CDA after the real estate developer contacted them, “and basically asked,” he said: “Are there development opportunities?”

He and Zeinert arranged the meeting, he said, and gave the developer a list of the city’s available property which could be developed. The city has a list broken down by property owner, size of the property, and its zoning, he said.

The developer presented city officials with its product, a manufactured home on a block foundation. Weidl said the product was well built, and is fully connected to water and sewer, and meets all building codes. 

“The thrust of why we brought them forward to the CDA is because they answer one of the critics: … this is the product that can be  built between $200 and $250,000,” he said. 

After the CDA was presented with the product, it asked the developer to return with more information, Weidl said.

Weidl cited his understanding of some pushback regarding the product. People expressed concern that the product did not have a basement, among other issues, he said, but, he noted: “the point of the exercise was to answer the question: What does a quarter million dollars get you nowadays? That’s what it does.” 

Weidl said the city had recently held a listening session, similar to one held in advance of the city’s Plan and Architectural Review Meeting during which a conditional use permit was approved for the Jakes Way 128-unit apartment complex.

“We did the same thing for NRS. We said we are going to bring the developer out,  we will show you what a plan looks like. You can ask them questions. So then the pushback comes in the opposite direction. How come you are building such low income housing? My point is damned if you do, damned if you don’t.”

Weidl said the success of any project, at any level, ultimately depends on its gaining approval through the city’s common council, CDA and Plan Commission.

“And despite the criticisms leveled at the manager’s office for the developments we currently have going on, they’ve all been approved by multiple governing bodies of people elected and appointed of and by the citizens and residents of Whitewater,” he said, adding: “None of them named John Weidl.” 

He continued: “So we’re working on it, but I can’t control the pushback that NRS is currently receiving to what they are putting out there as being achievable at the $200,000 price point.”

Weidl said he and city staff have sought out housing alternatives at all levels, beginning with what he described as “low hanging fruit.” 

“Meadowview happened first because the road already exists. All the heavy lifting was done. That’s the single largest cost to creating new residential, is the cost of the infrastructure, and that infrastructure was sitting there,” he said. 

The development is located across the street from the new ALDI store, he added.

Officials next looked at Park Crest, he said, because it was platted, and the developer had a plan. The development is found on the city’s northwest side, near Walton Oaks Park.

Weidl next talked about tax incremental financing (TIF) associated with the Meadowview project, noting that some of his critics have advanced “a misconception,” when they suggested that the development was secured without use of the TIF economic development tool. In this case, he said, TIF paid for the road to be finished.

“It needed a final lift of asphalt,” Weidl said. Additionally, he noted, several units needed ejector pumps “because of the piping with the level of the lots versus where the existing infrastructure is, so there is money to reimburse for all of those things.”

Q: Why does it make sense to support through TIF, housing that does not seem to meet the needs of low-income, or workforce housing?

A: Using TIF to support these projects is a strategic investment in the overall health of our housing market. According to SEWRPC (Southeastern Wisconsin Regional Planning Commission) research, a disproportionate number of Whitewater residents are paying more than 30% of their income on rent compared to surrounding counties and other municipalities. Leveraging tax increment financing for housing is a state-supported tool designed to address this issue. Increasing the supply of quality rental units and homes can stabilize rents and home prices across all income levels. These developments expand our tax base and generate significant economic activity, allowing us to allocate additional resources to affordable housing initiatives. Moreover, these projects attract a diverse population and support the growth of local businesses, contributing to Whitewater’s long-term sustainability and vitality.

It’s important to stay focused on the broader goal of community development, even when faced with criticism. I understand there are misconceptions and outdated arguments, but we must follow the law and use the tools available to make the best decisions for Whitewater. Our approach is guided by data and best practices, not rhetoric, and we’re committed to ensuring that our community grows balanced and sustainably. Importantly, each of these projects has been approved by at least two, if not three, governing bodies, including the Community Development Authority (CDA), the City Council, and the Plan and Architectural Review Commission (PARC). This multi-layered approval process ensures thorough scrutiny and community input.

Responding to our question as to whether the State Legislature provides other tools for municipalities as they look to finance economic development, Weidl said: “No. We essentially have to borrow — the taxpayers would have to borrow money and invest it themselves, without the benefit of being able to recoup the full increment, which is essentially 38% of the whole.” 

Weidl said he understood the concerns that the tool created “additional stressors and we have to wait for the investment to pay off,” but, he said, “lacking a better option, inaction is off the table.

“We tried inaction for 10 years — well we didn’t, because I wasn’t here — (but) it happened. It wasn’t great. As a slow- and no-growth community, we’re struggling, and the effects of that were noticeable.”

Among the effects of slow and no growth, he cited an increase since 2008 in call volume for the police department, up 50%, he said, coupled with an inability to add “meaningful staff.” 

“Because levy limits are in place, your ability to raise revenues is tied directly to your percentage of growth. We did the referendum for the fire (department), and we are still struggling to catch up in police,” Weidl said. 

He added: “What I’m saying is 10 years of inaction, 10 years of arguing about the tool, didn’t get us anywhere.

“And without being offensive, in a time where interest rates are literally the highest they’ve ever been, construction prices are the highest they have ever been, somehow, someway, maybe I’m doing magic, but Whitewater has found people who are investing in us. And I don’t think we should lose sight of that. And that ultimately was the goal. And so I’m trying to stay focused on the goal.

“You have to cut through it; use the tools that you have. The state literally changed the law, what was it? two or three years ago, to say you can extend the life of a TID (tax incremental financing district), capture the increment, to create housing. If they weren’t telling us to use tax incremental financing to create affordable housing, I’m not sure what the other lesson is there. I heard them very clearly say to me, and maybe I’m missing the point, tax increment financing is now a tool to create housing. All respect to the people who disagree with me, I’m not going to do nothing in the absence of universal acceptance over the generally accepted best practice tool in economic development.

“Essentially, if the state, if the professional organizations, if our own … economic development organizations believe in it, and the state is changing the law to encourage it, particularly for housing, I struggle to see a convincing argument from the critics as to why not to use it other than their personal preference. And for that, I’m more focused on what benefits the broadest representation of the city as possible.” 

Q: Were there, over the last two years, personnel issues at city hall that required council and or legal scrutiny? What types of issues were faced, what was the primary cause, and have they been handled?

A: Any personnel issue that requires legal scrutiny has been thoroughly reviewed by Human Resources and routed to counsel to ensure compliance and appropriate handling. Personnel decisions ultimately rest with the city manager, which is essential for maintaining the proper functioning of our organization.

I think previous councils were misguided in their efforts to involve themselves in the city’s day-to- day operations. However, the current council’s feedback has been overwhelmingly positive. They’ve recently demonstrated their confidence in my handling of the organization by increasing my compensation and doubling my severance package. It’s clear they trust how personnel matters are managed under my leadership. That being said, I’m always open to constructive feedback and committed to maintaining a respectful and productive relationship with the council and all staff.

During the interview, Weidl said he entered the city’s policies and politics very quickly. 

“I wasn’t allowed that grace period. They voted to place the (fire and EMS) referendum question on the ballot at the meeting I was hired interim city manager,” he said. 

In October of 2023, as the manager neared completion of his first year of service in Whitewater, he announced in a letter to the editor published in WhitewaterWise that although he was a finalist as officials in the village of Salem Lakes considered the hiring of a new administrator, he was withdrawing from consideration, citing “the overwhelming support I received from you – including residents, elected officials, staff, committee members, business owners, and other developers still looking to start projects in Whitewater,” which, he said, had “profoundly influenced” his decision to withdraw his candidacy.

Said Weidl during the interview on Thursday, “I think I wrote about it at the time … (noting) it’s fair after a period of time to check my options. Without being — I don’t — this isn’t the time for me to talk about what’s on my resume, but I have shown here, shown over time, that I’m someone who can get things done — large, meaningful, impactful projects. And at a certain point in time, I felt like it was important to ask the community if they felt it was worth us continuing, because I have options. And also I think if you remember at that time, too, people ended up speaking at a public meeting, and declaring that they were running to help solve some of the issues that the elected officials were having. They weren’t describing them as to come in and solve the issues with the city manager. And then Mr. (Patrick) Singer was appointed, and then became council president, and he talked about restoring that balance and leadership. And (then candidate for council) Greg (Majkrzak) talked about empowering the city manager and staff. That’s why someone would want to stay. That’s an environment where we can be successful. That’s an environment where the staff can make the progress that we’ve made. So I think it’s fair to point out the symptoms and the sickness. Part of what was holding Whitewater back was this ‘Midwestern nice,’ we’re not going to point out the conflicts of interest, we’re not going to point out when someone is being selfish, and we’re not going to point out when someone might be acting inappropriately with their power or their influence. To that, I say, politely, bless your heart, but we’re going in a different direction.”

Weidl said when he arrived in Whitewater and was interviewing for the job as interim city manager, residents and officials described the community as “a sinking ship.”

When he arrived, he said: “We were losing staff at over 30% a clip per year.”

Today, he said, “Ninety-two percent of our staff say they are happy to be here. Seventy-six percent of them would recommend us to a colleague or a friend as a place to be employed.”

Said Weidl: “Government is identifying problems and coming up with solutions. The problem was we were caught on a treadmill. Projects were lined up, things were on the verge of potentially happening. Some of it was, we have to — if I have to be self-aware as a manager, the organization needs to be self-aware of itself as an organization and how it’s performing, and some of what I think I brought to the table was that constructive conflict of having those conversations, and then training and tools. You’ve seen a host of different trainings we’ve had for elected officials, committee members and staff. I’m in a credentialing program right now. That’s in addition to the doctoral program at the university. So tools, training, and identifying the problem. It just so happens that this happened to be Whitewater’s thing.”

Weidl said he did not necessarily see all of Whitewater’s former behaviors as “in the rearview,” citing a phenomenon he called “regression to the mean,” but, he said, “I think we have better tools, we are more resilient, I think the community is more aware, and, quite honestly,” he said, he believed there is a “coalition of the willing,” a phrase he was borrowing from former U.S. President George W. Bush, who was talking about a United States-led force against Iraq in 2003.

“We are here to do better,” he said, noting that such entities as the Community Space, Whitewater Unites Lives, the university, the school district, were “starting to come together right around a few common themes that are going to make Whitewater a better place for everybody.

“I’m happy to be part of that, and if running that interference was a part of the job, it’s a part of the job. I’d rather be respected for doing something than liked for standing still.” 

Q:  Where does the city stand with the lawsuit brought by former councilwoman Jill Gerber?

A: It’s my understanding that the lawsuit has been resolved, and the city is moving forward.

He pointed to the record for any further response.

The record shows that Gerber, through her attorney, Ward D. Phillips, with the Elkhorn-based firm of Leese and Phillips, filed a writ of mandamus, a lawsuit, with the Walworth County Circuit Court, which names the city of Whitewater, care of the city’s clerk, Heather Boehm, who serves as the city’s records custodian, as a defendant. Documents filed with the court on Feb. 22 allege that Gerber filed an open records request with the city “on or about” Dec. 13, 2023, seeking: “all background checks completed on John Weidl prior to being hired with the city of Whitewater as the city manager or interim city manager; the GovHR contract that was used to fill the city manager position by John Weidl; all recommendations from John Weidl’s previous employers; John Weidl’s resume on file, (and a) copy of any scoring system used to provide a rank of the candidates for the city of Whitewater position by GovHR or the city of Whitewater.”

The document further states that “on or about” Jan. 24, the city of Whitewater, through its attorney, Jonathan McDonell, provided a response to the records request, which notes that some of the requested information would not be provided.

According to the Wisconsin Circuit Court Assess website, as of Sept. 25, 2024, the case remains open. The last docket entry is from Aug. 8, 2024, during which time a telephone scheduling conference was entered, with Walworth County Circuit Court Judge Kristine Drettwan serving as the court official. An entry states that Phillips told the court, and and City Attorney Jonathan McDonell concurs, that the parties “have completed a full resolution.” The parties additionally agreed that another hearing was not needed, and if one would become necessary, they would “reach out” to the court. 

After our interview, city staff provided WhitewaterWise with a document titled: “Settlement Agreement,” dated Sept. 20, in which, as part of the final settlement, the city agreed to pay Gerber $13,283, with that check written to her attorney to cover fees. Additionally, the parties, Gerber and the city, were instructed to file a “Joint Stipulation and Proposed Order for Dismissal with Prejudice and Without Costs of the Mandamus Action,” within 10 days of the signing of the settlement.

Q: Looking at the record, and our elected officials, has the city had issues to overcome with understanding policy, statutes and conflicts of interest? Just recently, the city’s Plan and Architectural Review Commission approved a modification to a conditional use permit that was not legally enforceable. Does this speak to a continuing problem with education of appointed and elected officials?

A: There have been instances where elected officials have moved forward on decisions without fully understanding the complex legal and policy implications involved. Legal counsel and staff must provide the necessary guidance, expert opinion, and research to ensure that decisions are well- informed and legally sound. Unfortunately, in this particular case, it seems that the Plan and Architectural Review Commission (PARC) moved forward with guidance from the city attorney that, upon further examination, was inappropriate for the situation.

After a more thorough review, the city attorney and the CDA attorney came to the correct conclusion and made the necessary adjustments to align the decision with legal requirements. I’ve communicated with the city attorney that when there is any uncertainty regarding the law or the appropriateness of a proposed action, it is crucial to pause and conduct further research rather than proceeding prematurely. This approach will help prevent misunderstandings and ensure that all actions taken are in the community’s best interest and adhere to legal standards.

The Manager’s office also routinely reviews potential conflicts of interest with counsel. In reality, some individuals use friends and relatives to skirt the appearance of a conflict of interest while not directly violating the law. In those instances, we will take the necessary steps to mitigate or eliminate that influence on our decision-making process to ensure integrity and transparency. Our commitment is to uphold the highest ethical standards and maintain the community’s trust.

Q:  Among the more controversial issues of the last two years:

1. The letter to President Biden and its continuing aftermath. Do you feel like the activity was productive? Did it achieve the end you and local officials sought? How so? What, now, is better as a result of the letter?

A: The letter was intended to draw attention to our concerns and advocate for the community’s needs. While the aftermath included some backlash, it sparked necessary conversations and has positioned us for better support on issues affecting our residents. As a result, we’ve seen more engagement from state and federal representatives, which has been beneficial, including support for our COPS grant application and a Senate-approved Federal appropriation for an immigration liaison, which still must survive the reconciliation process.

2. The CDA loan investigation. Has it continued? Is the CDA in a position to move forward without repeating the mistakes of the past? What makes that so?

A: The CDA loan investigation, while controversial, highlighted a serious issue: poor decision-making and a disregard for established policies by current and former CDA members, as well as some elected officials. This situation needed to be corrected, regardless of anyone’s personal feelings. The evidence shows that many individuals likely knew exactly what was happening and still acted in ways that did not align with their responsibilities. Moving forward, the CDA has implemented stricter oversight and more rigorous adherence to policies to prevent the recurrence of these mistakes. We’ve established clear processes and accountability measures to ensure that all actions are transparent and comply with our standards. The full review of the evidence leaves little doubt that several involved were aware of their actions and the consequences. This investigation was necessary to restore the integrity of the CDA and rebuild trust in our community.

3. Many residents continue to express upset with the condition of the lakes. Will there be more dredging? Is a Lakes Association near completion? How will the association, once formed, impact decisions made by the city?

A: The condition of the lakes remains a priority, and the Lakes Advisory Committee is actively working towards establishing a Lakes Management District to ensure the long-term health and management of these vital resources. This association will guide future decisions, including taxing for improvements such as potential dredging and restoration efforts. It’s important to note, however, that some of the most vocal critics of the lakes are the same individuals who inaccurately argue about their tax bills. We’re caught between a rock and a hard place because effective solutions to improve the lakes require significant funding, which can impact taxes. Balancing these concerns is challenging, but we are committed to finding sustainable solutions to benefit the entire community.

During the discussion, Weidl said: “We are talking about issues that were here before I got here, were hot button issues the moment I walked in, and to some degree are still hot button issues. I get it.

“I think the council’s done a masterful job of doing what their job is, which is to empower, through committee — that’s how we are designed — a group of people to come together and suggest a strategy.”

Weidl said the process continues to be conducted “publicly and openly,” and, as of Thursday, he said: “the current standing recommendation of the Lakes Advisory Committee is to recommend that the council create a Lakes Management District. The recommendation is that that district encompass every parcel within the city and that an additional tax be created to fund the improvements.”

A meeting of the Lakes Advisory Committee, dubbed “Together for Healthy Lakes Summit,” will be held today at 5 p.m., at 841 Brewhouse, Whitewater, to which the public is invited. 

Of work done thus far, Weidl said, “the mechanics are running, I think it’s exactly how it was designed. We are working with SEWRPC, they’ve checked with their experts, they have reviewed the existing plan, they know where we have to go, they have several options to get there. They have coalesced around a strategy, they are vetting it through the public, and then it will go to council. This is beautiful, this is how government is supposed to work.”

The committee has identified the city of Delavan as a model for the proposed lakes district, he said. 

Weidl additionally noted that the city’s two lakes, Trippe and Cravath, are impoundments, and not naturally occurring lakes, which affects how they operate and sustain health.

Offering some history, he said: “there were many ways to do the dredging. And it seems to me, based on my research, the dredging project got scoped downward, due to the desire to have less of a financial impact. Whether that was for the taxpayers or the borrowing, or political, whatever question, I don’t know, that’s hard to assess, but you can tell what the project was and became. That had an impact. Not as much material was removed. Now we are just down to the math and science of cubic yards of material. Regardless, if the vision is to return it to what it was through dredging, which is what it will take, I’m guessing they (residents) can have a version of that. And, again, I’m not privy to everything the Lakes Advisory Committee has seen and everything they’ve talked about.”

If the goal is to return the lakes to something closer to pre-restoration efforts, he said: “We can get a lot closer than we are.

“I’m not in control of the permitting, so lacking the DNR (Wisconsin Department of Natural Resources) sitting right next to me to say, provided we had all the money and filed all the permits, could we remove enough material to conceivable get rid of all the visible cattails? I don’t have the answer to that.

“However, if that’s what the community wants, that’s what we’ll do. I do not want to be flippant about money, at all, because I understand interest rates and the cost of gas, and food, and everything right now. If this is what the taxpayers want, longterm we will figure out a way to structure it in a way that it can be done,” he said, adding: “if the community comes together, behind a select few very important issues, we will find a way to figure it out.”

The city manager said it would come down to priorities. 

“That’s why the Starin Park (water tower referendum) is simply non-binding, because I don’t think it takes too many leaps of intuition, or turns at the Rubik’s Cube to think, at some point, we are going to be faced with: Should we put a million dollars into the lakes? Or should we put a million dollars into the water tower? And those are the types of competing, yet equally important to our stakeholders, issues.”

This year, he said, the city officials opted to use money from the 2024 and 2025 budgets for dredging completed this year. Would the city opt in the future to fund more dredging, a new permit with the DNR would need to be pulled. 

Additionally, he said, any potential plans for work at the lakes would need to come before the Lakes Advisory Committee. 

Referencing the Lakes Advisory Committee, he said: “It is literally empowering, in the way that you create a CDA, another jurisdiction to set policy through their projects. They decide what the projects are, and what the tax rate is.” 

Addressing a potential for further dredging, he said: “The research that the university did after we started dredging, they came to a meeting, said that it seems like we are getting results, so the data and the methodology seems to — and I do want to clarify: it’s not that the Lakes Advisory Committee said no, it’s that they prefer that the next project take care of the entire lake and not simply the places in front of where the city owns because, as you know, the permit structure goes with the owner of the land. So the city can only remove cattails where there is city property. And they would prefer that the next monies we spend have that larger impact.” 

Q: As you look back during your two years, thus far, as city manager, are you professionally satisfied with the progress achieved?

A: Yes, I’m professionally satisfied with our progress, though I recognize that there’s always more to do. We’ve laid a strong foundation for future growth, improved public services, and effectively navigated some difficult challenges. I’m committed to continuing this momentum and building on our successes.

Q: Do you have future plans to move to Whitewater?

A: I have lived close to Whitewater for nine years and integrated well into the community through my work, studies at UW-Whitewater, and other community activities, including a WAFC membership. I spend 50 to 70 hours a week in Whitewater, including weekends, actively engaging in professional, philanthropic, and civic activities. While I would consider moving to the city in the future, my primary focus is effectively serving the community, regardless of where I live. My high level of civic engagement allows me to stay connected to the needs and aspirations of our residents, ensuring that I can make a meaningful impact on Whitewater.

Q:  Your critics have disagreed with your management style, finding you, at times, too candid or outspoken. Your supporters see you as a manager who gets things done. From your perspective, who are you?

A: I’m a straightforward, results-oriented leader. I believe in being honest and direct, even if it’s uncomfortable. I subscribe to the ethos of leaders like Harry Truman, who said, “I never did give anybody hell. I just told the truth, and they thought it was hell.” My focus is on making decisions that are in the best interest of Whitewater, not on navigating the politics of popularity.

The politics of Whitewater have often been dominated for years by a vocal minority, a select few whose views rarely represent the broader interests of the entire community. They’ve often pursued personal or niche agendas that don’t align with what’s best for the city. To lead effectively, it’s crucial to rise above that noise and focus on what truly matters—moving Whitewater forward, even when it means making tough decisions that won’t please everyone.

Theodore Roosevelt said, “In any moment of decision, the best thing you can do is the right thing. The next best thing is the wrong thing. The worst thing you can do is nothing.” I’m here to make the right decisions for this city, even if it sometimes means being unpopular. I’d rather be respected for taking action and making a difference than be well-liked for standing still.

Q: How do policy decisions made at the county, state and national levels affect city governance? Can the city significantly advance its agenda without like-minded support from these entities?

A: Policy decisions at every level significantly impact our ability to govern effectively. State regulations on phosphorus levels in wastewater require costly infrastructure upgrades, and the reduction in municipal payments for services (MPS) from the State has strained our budget, forcing us to find creative solutions to maintain service quality. Additionally, state-imposed levy limits restrict our ability to generate the necessary revenue for critical services, such as public safety.

At the federal level, the uncertainty around immigration policies creates a challenging environment. It’s difficult to understand the needs of migrants navigating asylum, Temporary Protected Status (TPS), and other regulated pathways to citizenship, and the political winds are unpredictable. This makes it unclear how to best support migrants or what actions to take.

That’s why we’ve been pushing for cross-jurisdictional collaboration, such as establishing an immigration liaison and partnering with Jefferson County Health and Human Resources on initiatives like our Health Hub. These efforts aim to bridge gaps between federal policies and local needs, providing clearer guidance and support for our community.

Yes, we can continue to advance our local agenda independently, but our goal is to create dynamic partnerships that leverage a multiplier effect, amplifying the positive impact we can have across all areas of governance.

Q: As we near the November election, what would you like voters to keep in mind as they seek to advance policies that will impact the goals of the city’s officials and staff?

A: As we approach the upcoming election, we want to remind everyone that there will be a non- binding referendum question regarding the future of the Starin Park water tower. Your input on this issue is important to the community.

If you need assistance registering to vote, obtaining an absentee ballot, or have any other questions about the voting process, our Clerk’s office is here to help. You can also visit our city website or our Facebook page for more information on voter registration and details about the referendum question. Make sure your voice is heard in this election!

Discussion beyond the breadth of the submitted questions

During the interview, the city manager additionally responded to questions about ALDI, and steps taken to bring the development to fruition.

He said that while many played a role in bringing the grocery store into the community, he was able to help facilitate the outcome by contacting the company’s Director of Real Estate Tom Howald.

“I looked him up on LinkedIn. I’m the one who called him,” Weidl said, adding: “there are so many people in this community that the city is thankful to, and ALDI is thankful to for being advocates and champions: The Greater Whitewater Committee, members of the CDA, DLK, former president Jim Allen. 

Further, he said: “There is a difference between the support and the momentum, and the vocalization, being an advocate and being a champion for something, and then having an ‘in’ on the nuts and bolts, and mechanics of the process getting done.

“I do not want to take credit away from DLK. Without them, as the landowners, this deal doesn’t happen, because it takes more than one person. You need a living cell in an area that makes sense for ALDI.

“You need the advocacy, which we clearly had, the committee structures, former council president Allen, people on the ground, making sure that the community and I, coming in new, was one of the top challenges, you need the third piece: someone who has the direct connection and understands the bureaucracy in a way that gets it done.

“It’s one of the best achievements since I’ve been here. I think it’s certainly one of the best things that’s happened to Whitewater since 2015.

“There is a truth to the reality that what changed before I arrived and what changed after I arrived — and let’s preface this again: interest rates are higher than, construction costs are higher than they have ever been. Yet ALDI, after saying we don’t believe this is going to work, right? on the record, decided to affectively spend more money in a more challenging environment to make it happen.

“What I truly brought to the table — I wasn’t here, I wasn’t advocating for it, I wasn’t generating momentum for it, I was not keeping it on the radar — it is supremely important because ultimately what I do is driven by what the elected officials and the appointed committee decides is a priority. They were handling all of that. What I brought to the mix was a direct connection to the person at ALDI who has the ability to say yes or no. And on top of that, I had worked with that person and his same engineer in Mukwonago (where Weidl served as village administrator/economic development director prior to coming to Whitewater) to overcome similar, not in terms of the how, but similar in terms of using tax increment financing, the bureaucracy and the mechanics of land acquisition, access, all of that, as before. The partnership existed, there was a trust, and I truly believe at the end of the day, when I talked to him (Howald), and said not only was I here to ensure that we get this over the finish line, but there is a plan to ensure that there is the continued type of growth to make sure that there is continued demand for groceries, because that’s what businesses need to know.”

Responding to the question: How can you ensure that? Weidl said: “Housing. We’ve got it going on. The housing and these projects that we are talking about have been in the works for months, and months, if not years.”

Responding to a comment made earlier in the interview by Weidl, we asked: Why join a sinking ship?

Said Weidl: “How people feel about something and what it actually is are very often not the same thing. Like any pilot, … you have to trust your tools. When my staff asks me: how do you know what project you are going to work on? You trust your tools. You have a strategic plan or you create one. There is a budget you can look at. Even after all of the complications, and everything one year when you get to be the interim, which means you get to live it, you get to look underneath the hood, and drive the car before you buy it,” he said, he found: “There’s good stuff here.

“The best work of my career could be, there’s a high probability, I’m going to be 42, in terms of professional expertise, ambition, energy, desire to continue slogging through it, I’m coming in on what would be the apex, probably. It’s likely the best work of my career could be here.”

Citing the university and what he described as “dramatic gains” made by the school district, he said: “the foundation’s in place for a community, I want to say, comeback. But a community on the rise is here. It’s not my emotions, it’s the metrics. We have active construction. The university’s enrollment is up.” 

He chose to take the job, he said, because when he looked at the full picture, he believed “these were solvable problems.”

And, he added, “I thought I could help. I’d like to think at this two-year mark, after all the conversing we’ve done, and all the information I’ve given you, regardless of how you feel on the spectrum about me as a person, there should be overwhelming evidence that the city is in a better position as an organization. And the city as a geographic region is better positioned as a place to facilitate commerce, education, and living.”

He also had to admit, he said, “I do like a challenge.”

“If you see a challenge you think you can tackle, you should,” he said.