New Councilmember Orientation Packet
2023 Councilmember
Orientation Materials
TABLE OF CONTENTS
SECTION 1 PAGE
2022-2026 STRATEGIC PLAN, FINANCES, AND MAJOR ISSUES / PROJECTS .... 1-1
Attachment 1.1 - 2022-2026 Strategic Plan Quick Guide
Attachment 1.2 - City Stats
Attachment 1.3 - Stay Connected to the City of Janesville
SECTION 2
COUNCIL-MANAGER RELATIONS ........................................................................... 2-1
Council Relations with City Manager ................................................................ 2-1
Administration’s Communication System .......................................................... 2-2
E-mail Address and Correspondence……………………………………………. .. 2-2
Citizen Inquiries ................................................................................................ 2-3
Helpful Resources ............................................................................................ 2-4
Attachment 2.1 - City Manager Employment Agreement
SECTION 3
CITY COUNCIL MEETING LOGISTICS AND PROCEDURES .................................. 3-1
Logistics ........................................................................................................... 3-1
Procedures ....................................................................................................... 3-3
Guidelines for Council Actions .......................................................................... 3-12
City Council Service Ethics ............................................................................... 3-14
Helpful Resources ............................................................................................ 3-16
SECTION 4
BOARDS, COMMISSIONS, AND COMMITTEES ...................................................... 4-1
Council Committee Appointments ..................................................................... 4-1
City of Janesville Boards, Commissions, and Committees................................ 4-2
SECTION 5
CITY ADMINISTRATION ........................................................................................... 5-1
Organizational Chart ......................................................................................... 5-2
City Administration and Biographies ................................................................. 5-3
Summary of Services
City Assessor’s Office ........................................................................... 5-13
City Attorney’s Office ............................................................................ 5-14
Clerk-Treasurer’s Office ........................................................................ 5-16
Economic Development Office .............................................................. 5-18
Finance Office ....................................................................................... 5-21
Fire Department .................................................................................... 5-22
Human Resources Office ...................................................................... 5-30
Information Technology Office .............................................................. 5-32
Manager’s Initiatives Group (MIG) ........................................................ 5-34
Neighborhood and Community Services Department ............................ 5-35
Police Department ................................................................................ 5-50
Public Works Department ..................................................................... 5-57
Procedures for Commonly Asked Questions/Complaints .................................. 5-73
Who to Call List………………………………………………………………………... 5-79
Commonly Used Acronym List.......................................................................... 5-80
SECTION 1
1-1
2023-2027 STRATEGIC PLAN, FINANCES,
AND MAJOR ISSUES/PROJECTS
I. 2023-2027 Strategic Plan (see attached Quick Guide)
The City’s 2023-2027 Strategic Plan in its entirety can be found on the City website at
http://www.janesvillewi.gov/strategicplan
II. Finances
A. 2023 Note Issue
B. 2024 Budget
C. 2023-2027 Capital Improvement Plan (CIP)
III. Major Issues/Projects
A. Economic Development
1. New Development & Opportunities
a. Assist in creation of “ready to work” workforce
b. Business retention & expansion
c. Evaluate options to grow industrial parks
d. Industrial development – new development and existing expansions
e. Promote and facilitate the development of additional market-rate housing
f. Regional economic development coordination (Rock 5.0 & MadRep)
2. Redevelopment and Downtown Revitalization
a. Downtown revitalization
b. Establish a Downtown Heritage Trail
c. Explore the development of “destination” uses in the Downtown
d. Promote Town Square and Festival Street for events
B. Transportation
1. Complete iron lateral removal for iron laterals downstream of former lead laterals
2. Reconstruction of E. Milwaukee St. (Main to Atwood)
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3. Rehabilitate Ruger Avenue from Court/Garfield to Randall
C. Facility Planning
1. Begin CSC renovations
2. Complete ADA facility barrier audits
3. Construct the Defense and Arrest Tactics (DAAT) Training Facility
D. City Personnel and Collective Bargaining
1. Continued evaluation of health plan
2. Coordinate annual health assessments
3. Explore and implement ways to improve employee safety
4. Explore upgraded City-wide time clock and time tracking technology
5. Teamster, Fire, and Police Union Contract Negotiations
E. Public Safety
1. Attain re-accreditation for the Police Department
2. Complete the City-wide emergency operations plan
3. Continue coordination/participation with Rock County Emergency Management
4. Develop and expand Fire Department training competencies
5. Implement NFA training for Fire Department officers
6. Implement organizational changes in the Janesville Police Department based on
climate survey
7. Initiate Fire Department accreditation
8. Prevent and reduce sexual violence
9. Project neighborhoods to create partnerships and reduce crime
10. Reduce domestic violence incidents
F. Housing
1. Continue implementation of 2020-2024 Consolidated Plan for Housing &
Community Development Programs
2. Continue neighborhood stabilization efforts, including proactive property
maintenance, rehabilitation of foreclosed properties, blight elimination efforts, and
single-family redevelopment
3. Maintain and increase efforts to provide quality, affordable housing and
homeownership opportunities.
4. Update analysis of impediments to fair housing
G. Recreation
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1. Complete the design and undertake the construction of the Woodman’s Sports &
Convention Center
2. Complete the design of the replacement aquatic facility at Palmer Park
3. Prepare for national Parks and Recreation accreditation
4. Wrap recreation van to promote the City’s brand
H. Transit
1. Continue ADA bus stop rehabilitation
2. Establish ongoing bus replacement program
3. Implement myJTS and fare-capping
4. Maintain regional transit opportunities
5. Provide passenger amenities and upgraded facilities
I. Operations
1. Complete annual VOM equipment replacement schedule
2. Continue implementing consultant recommendations for sanitary landfill
J. Planning
1. Assist Rock County in the update of the Janesville Area 208 Water Quality
Management Plan
2. Update Comprehensive Plan as necessary
3. Update Parks and Open Space Plan
K. Building
1. Complete ADA Facility Barrier Audits
2023 – 2027 STRATEGIC PLAN OVERVIEW
STRATEGIC GOALS
DIVERSION, EQUITY, INCLUSION & BELONGING
To support a workforce that values diversity,
promotes equity, fosters inclusion, and cultivates
a sense of belonging within the organization and
community that we serve.
DOWNTOWN
To position our downtown as a vibrant
neighborhood where commerce, culture,
entertainment, and history intersect.
ECONOMY
To facilitate continued growth and diversification
of our local economy.
FINANCIAL SUSTAINABILITY
To remain a responsible and forward-thinking
steward of financial resources.
IMAGE & ENGAGEMENT
To strategically communicate the City’s
strengths, priorities, and initiatives while
maintaining trust and confidence through
effective engagement.
INFRASTRUCTURE
To build upon the community’s foundation of well-
planned, maintained, dependable, and
sustainable infrastructure.
PARTNERSHIPS
To embrace and enhance collaboration with
local, regional, national, and global stakeholders
to realize shared success.
PERFORMANCE CULTURE
To cultivate an organizational environment that
empowers an engaged, innovative, and diverse
municipal employee base.
SAFE & HEALTHY COMMUNITY
To advance safety and overall well-being of
residents and neighborhoods through
cooperation and encouraging an active lifestyle.
The City of Janesville 2023-2027 Strategic Plan
serves as the road map over the next five years
to guide our community’s vision to be
THE COMMUNITY OF CHOICE TO REALIZE
LIFE’S OPPORTUNITIES. The Plan outlines our
goals, coupled with objectives and strategies to help
us make significant, measurable improvements.
Track the progress of the City’s strategic goals by
visiting our Park Place Performs! dashboard at
https://performance.ci.janesville.wi.us.
VISION:
MISSION:
WISCONSIN’S PARK PLACE: Discover the
community of choice to realize life’s opportunities.
What we hope to become or
achieve as a community.
The primary purpose we serve
as an organization.
To innovatively provide effective municipal services
that are responsive to the needs of residents,
businesses, and visitors and delivered in a reliable,
efficient manner in order to sustain Janesville as the
community of choice.
ADAPTABILITY
We are creative and flexible in response to our
community’s changing needs.
RESPECT
We embrace diversity, empathy, and collaboration
through a foundation of mutual respect.
SERVICE
We serve with kindness, integrity, and
professionalism. We are accountable for making
ethical and innovative decisions that reflect
community-driven goals.
COMMUNICATION
We value transparency through honest and clear
communications.
VALUES: What guides our organization’s
perspectives and actions.
S T A Y C O N N E C T E D A T
W W W . J A N E S V I L L E W I . G O V
210,889
Recreation Program
Participants
6,968
Potholes
1,500,000 Filled
Police
Department
Activities
500
354,371
&
7,774 Miles of
Streets Swept
85
2022 CITY STATS2022 CITY STATS
Rehabilitated Space
26,613
Fire Department
Unit Responses
60,082
Through Monthly
Rental Assistance
Families
Assisted
13.7 Miles of
Streets
Rehabilitated
JTS Rides
Square Feet of New/
117
Permits Issued
New Home
Building
2,165
Water Meters
Installed
3,933
Hours of LibraryVolunteer Service
Promotions
New
Hires &
Please contact Communications Specialist Nick Faust with any questions:
faustn@ci.janesville.wi.us · (608) 755-3094
Stay Connected to the City of Janesville!
City’s Website: www.janesvillewi.gov
The City of Janesville’s website provides residents and visitors with a wealth of information. This is the best
place to start if you are looking for information about the City of Janesville as an organization including its
programs, services, and activities.
Press Releases:
To receive weekly press releases and notifications about road closures, snow emergencies,
recreation newsletters and more, please visit www.janesvillewi.gov/emaillists.
“Like” us on Facebook:
City of Janesville page – www.facebook.com/CityOfJanesville
Hedberg Public Library – www.facebook.com/HedbergPublicLibrary
Parks & Recreation – www.facebook.com/Janesville-Parks-Recreation-273992584709/
Police Department - www.facebook.com/JanesvillePD
Fire Department - https://www.facebook.com/JanesvilleFireDepartment
Senior Center - https://www.facebook.com/Janesville-Senior-Center-1405450869685399
JATV Media Services - www.facebook.com/JATVMediaServices/
Follow us on Twitter:
City of Janesville page – www.twitter.com/City_Janesville
Police Department – www.twitter.com/janesvillepd
Hedberg Public Library – www.twitter.com/HedbergPubLib
JATV Media Services – www.twitter.com/JATVmedia
Connect on LinkedIn:
www.linkedin.com/company/cityofjanesvillewi
Follow us on Instagram:
www.instagram.com/cityofjanesville
Receive Emergency Alerts from the Janesville Police Department:
https://local.nixle.com/janesville-police-department/
Watch JATV’s programming on Charter Channel 994 or YouTube:
www.youtube.com/user/JATVMedia
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COUNCIL - MANAGER RELATIONS
Provided as a link at the end of this section is a copy of Chapter 64 of Wisconsin Statutes that
serves as the City Charter.
Council Relations with City Manager
The City Council appoints the City Manager. The City Charter designates him/her as the Chief
Executive Officer responsible for the operations of the City. An employment agreement governs
the employment relationship, and the City Council evaluates the City Manager’s performance as
outlined in Council Policy 62 (City Manager Performance Evaluation and Compensation). The
current Acting City Manager, David Moore, was appointed on October 24, 2022. Provided as a
link at the end of this section is a copy of the Code of Ethics of his profession.
One of the major responsibilities of the City Manager is to assist the City Council in effective
decision-making and goal accomplishment. Each councilmember is an individual who has
individual values and goals for the City. However, the majority drives the priorities of the City and
the City Manager’s Office. The City Manager offers and encourages bi-weekly individual meetings
to review upcoming Council meeting agendas, to discuss Councilmember concerns, and to
provide information updates. The City Manager also provides a bi-weekly report called the “City
Report” addressing City systems, services, programs, and general information as they relate to
the City’s strategic goals. The City Manager will treat all Councilmembers fairly and equitably.
Many times, Councilmembers want to know how to get items on the Council agenda. Two options
exist:
1. The Council President may place an item on the agenda; or
2. Any two Councilmembers may place an item on the agenda by requesting it of the Council
President or the City Manager.
Once the Council President approves and sets the upcoming meeting agenda, only the Council
President may add or delete agenda items. Councilmembers may also contact the Council
President to discuss procedural matters, items to be placed on the agenda, or Council-Manager
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relations. In addition, individual Councilmembers are encouraged to contact the City Manager at
any time via phone or email.
Per Council Policy 59 (Council-Administration Communication Policy), Councilmembers shall
make all requests for information to the City Manager, or in his absence, the Deputy or Acting
City Manager, to ensure timely, uniform, and accurate responses, with the exception of that
coordination necessary for a Councilmember to conduct business with a Councilmember’s
assigned board/commission/committee Staff Liaison. Councilmembers will schedule any desired
meetings with City Staff through the City Manager. If it is important enough to meet face-to-face,
then the City Manager should be there.
Administration's Communication System
The City Manager’s Office formal communications system with the City Council consists of:
1. The distribution of agenda materials occurs electronically on the Wednesday afternoon
before Council meetings. A memo and supporting materials are provided on each agenda
item electronically.
2. Each Councilmember has a mailbox located within the City Councilmember Office on the
fourth floor of City Hall. Councilmember mail, correspondence from the City Manager or
other staff persons, or other items of interest are placed in the mailboxes periodically.
Letter mail addressed to the entire Council is opened, scanned, and e-mailed to all
Councilmembers.
3. The City Manager sends a bi-weekly “City Report” to the City Council addressing City
systems, services, programs, and general information.
4. The City Manager responds to requests by both phone and e-mail.
5. Councilmembers receive all City of Janesville press releases through e-mail.
E-mail Addresses and Correspondence
All Councilmember e-mail correspondence is a public document and is stored on the City’s
network in case of an Open Records request. The Administration will access Councilmember e-
mails upon request in compliance with State and Federal Open Records laws.
The City Council also has one general e-mail address that allows individuals to send an e-mail to
the entire Council at one time. E-mails sent to citycouncil@ci.janesville.wi.us will automatically be
forwarded to each Councilmember’s existing City e-mail account. Each Councilmember may then
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respond directly using their individual City e-mail account. The City Manager does not receive
emails through this address; however, the Executive Administrative Assistant does in case there
are items he/she needs to follow-up on.
All e-mails that the Administration sends will be sent to a Councilmember’s City e-mail account.
If a Councilmember should ever have questions or concerns about his/her account, please feel
free to contact Carri Salus, Executive Administrative Assistant at 755-3177 or Brad Huber, IT
Specialist in the Information Technology Office, at 755-3203.
Citizen Inquiries
Citizens will often contact Councilmembers requesting information from or action by the
Administration, or to influence the Councilmembers on a particular issue. When a Councilmember
receives a request from a citizen for information from or action by the Administration, the
Councilmember has three options:
1. Provide the information (if the Councilmember knows the answer).
2. Refer the citizen to the City Manager.
3. Contact the City Manager if the Councilmember believes a particular item is a priority
and needs immediate attention.
Six areas typically generate many of the requests for action. Councilmembers will find additional
information on each in Section 5 under “Common Questions”.
1. Traffic Regulation Changes
2. Parking Changes
3. Housing and Nuisance Complaints
4. Weed Cutting/Tree Trimming
5. Sidewalk Snow Removal
6. Legal Questions and Ordinance Violations
In closing, the City Council, the City Manager, and the City Staff operate as a team focused on
ensuring community goodness for the citizens of Janesville. A positive working relationship based
on mutual respect and trust is vital to our continued success.
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COUNCIL - MANAGER RELATIONS
HELPFUL RESOURCES
1) Wisconsin State Statute Chapter 64, Subchapter I (City Manager Plan)
2) International City/County Management Association (ICMA) Council-Manager Form of
Government Brochure
3) ICMA Code of Ethics with Guidelines
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Employment Agreement
City of Janesville, Wisconsin
and
KEVIN M. LAHNER
Introduction
This Agreement, made and entered into this 3rd day of March, 2023, by and
between the City of Janesville, a Wisconsin municipal corporation, conducting its
principal business at 18 North Jackson Street, City of Janesville, County of Rock,
State of Wisconsin 53545 (hereinafter called “Employer”); and Kevin M. Lahner,
an adult person currently residing in Waukesha, Wisconsin 53187 (hereinafter
called “Employee”) who has the education, training, and experience in leadership
and management, and who is currently a member in good standing of the
International City/County Management Association (“ICMA”), shall be subject to
the ICMA Code of Ethics, and, for the good and valuable consideration and
services, respectively, set forth below, and only during the Employee’s
employment with the Employer, respectively promise and agree as follows:
Section 1: Term
The effective date, and the employment/anniversary date, of this Agreement shall
be the ___8th____ day of May, 2023. There is no fixed term. Employee is
employed by Employer as an employee-at-will for all intents and purposes,
subject to the terms and conditions set forth in this Agreement and as set forth in
the applicable provisions of Subchapter I, Council Manager Plan, in Wisconsin
State Statute Chapter 64, as from time to time amended or renumbered.
Section 2: Duties and Authority
Employer agrees to hire and employ Employee as, and Employee agrees to and
shall perform the functions, duties, and authority of, the City Manager for the
Employer, pursuant to the terms and conditions set forth in this Agreement; the
applicable provisions of Subchapter I, Council Manager Plan, in Wisconsin State
Statute Chapter 64 (Wis. Stats. Secs. 64.01 through and including 64.15), as
from time to time amended or renumbered, the applicable General Code of
Ordinances (e.g.: JGO Secs. 2-66, 2-67., and 2-681); and the Charter of the City
1 Sec. 2-66. - City officers and employees compensation, generally. The amount of salary or
compensation to be paid all City officers and employees other than the City Manager shall be determined
by the City Manager, subject, however, to the approval of the Council. The salary of the City Manager
shall be fixed by the Council. (Code 1976, § 2.12.010) State Law reference— Councilmember
compensation, Wis. Stats. §§ 62.09(6) and 64.08.
Sec. 2-67. - Wisconsin retirement fund members; effective date; service credits. The City has elected
by ordinance to place its employees under the Wisconsin Retirement System with the effective date
January 1, 1944. Eligible City personnel are entered and prior service credits are at rates equal to two
times the rates of the municipal credits for current services applicable to employees who were employed
by the City on October 4, 1943. (Code 1976, § 2.12.020)
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of Janesville (if any provisions therein apply), and to perform such other legally
permissible and proper duties consistent therewith, as directed, from time to time,
by the Common Council of the Employer.
Section 3: Compensation
A. Base Salary: Employer agrees to pay Employee an annual base salary of
Two Hundred Twenty-Five Thousand and 00/100 Dollars ($225,000.00)
payable in biweekly installments at the same time and manner that other
employees of the Employer are paid.
B. Employee shall receive annual cost of living adjustments, commencing in
2024, in the same percentage as that provided by the Employer to other
employees.
C. Annually, this Agreement shall be automatically amended to reflect and
provide to the Employee any and all cost of living, compensation, and
other benefit adjustments that are customarily provided by the Employer's
compensation policies, and those set forth in this Agreement, if different.
Section 4: Health, Disability, and Life Insurance Benefits
A. Employer shall provide and/or agrees to pay the premiums for, health,
hospitalization, surgical, vision, pharmacy, and dental coverage for the
Employee and his dependents, equal in kind and amount to that which is
provided to all other employees of the Employer or, in the event no such
plan exists, to provide coverage for the Employee and dependents,
subject to qualifying events. The Employee agrees to pay the same
employee copayments, coinsurance, associated costs, contributions, and
deductibles as other employees of the Employer covered by the
Employer’s health and other insurance benefit plans.
B. The Employer agrees to put into force and to make required premium
payments for short-term and long-term disability coverage for the
Employee.
C. (1) Prior to starting employment on the effective date of this Agreement,
Employee agrees that the offer of employment and this Agreement are
contingent upon his successful completion of lawfully appropriate
Sec. 2-68. - Participation in supplementary retirement program. All employees of the City who are not
covered by a collectively bargained agreement may, at the option of the employee, participate in the
Supplementary Retirement Program administered by the International City Management Association
Retirement Corporation pursuant to such rules and regulations as are established by the City or the
International City Management Association Retirement Corporation, and the City Manager and the City
Clerk are authorized to execute any and all documents and agreements necessary for such participation.
Such participation in this supplementary retirement program shall also be extended to all employees of
the City who are covered by a collectively bargained agreement which specifically provides for
participation by the bargaining unit members. (Code 1976, § 2.12.030; Ord. No. 77-57, § 1, 1977; Ord.
No. 82-281, § 1, 1982)
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medical/fitness, vision, and hearing examinations, and drug screen, with
either an Employer-designated medical doctor or Employee’s medical
doctor on documents provided by the Employer.
(2) Thereafter, Employee may elect to submit once per calendar year to a
complete physical examination, including a cardio-vascular examination,
by a qualified physician selected by the Employee, the cost of which shall
be paid by the Employer. This is solely for the Employee’s benefit and the
Employee’s employment is not contingent upon same in any manner.
D. Employer shall pay the amount of premium due for term life insurance in
the amount equal to the Employee’s annual base salary, including all
increases in the base salary during the life of this Agreement. The
Employee shall name the beneficiary of the life insurance policy.
Employee shall pay tax liability pertaining to this benefit.
Section 5: Vacation, Sick Leave, Personal Days, Holidays, and Military
Leave
A. Upon commencing employment, the Employee shall be credited with four
(4) weeks (20 workdays) of prefunded vacation with no proration the first
year. In subsequent years, the Employee will accrue vacation at the
maximum accrual rate of any Employee and in accordance with the
provisions of the Personnel Policy Manual.
B. Employee does not need the prior or other permission each time, but shall
provide prior written notice, of vacation use to the Common Council,
Human Resources Director, and City Attorney.
C. Unused vacation days may be carried over annually but only in accord
with Employer’s policies.
D. In addition to vacation, Employer shall credit Employee with five (5) sick
leave days at his start date of employment.
E. During the term of his employment, Employee shall accrue one (1)
additional sick leave day per month thereafter, commencing on the 1st day
of June, 2023, until Employee accrues one hundred twenty (120) sick
leave days.
F. The Employee shall be paid annually for all accrued and unused sick
leave days over one hundred twenty (120) days at the daily rat.
G. In the event Employee’s employment is terminated, either voluntarily or
involuntarily, Employee shall be compensated for accrued and unused
vacation time not to exceed fifty (50) days, accrued and unused sick days
over one hundred twenty (120) at the daily rate then paid to employees, all
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paid holidays not yet observed, and all other accrued and unused benefits
due in accordance with Employer’s policy.
H. Employee may be credited with two (2) paid personal leave days in any
year where no sick leave was used by the Employee in the previous full
calendar year and one (1) paid personal leave day if only one (1) sick
leave day was used by the Employee in the previous full calendar year, in
accordance with Employer’s policy.
I. Employee paid holiday benefit shall consist of eleven (11) paid holidays
plus three (3) paid floating holidays, as provided by Employer’s policy.
J. Employee shall be entitled to military reserve leave time, pursuant to
federal and/or state law and/or Employer’s policy.
Section 6: Automobile Monthly Vehicle Allowance
A. Effective on the first day of employment, and at all times thereafter, while
an Employee of the Employer, Employee shall provide and use his own
personal motor vehicle for his City related business and activities,
including use for out-of-City work travel.
B. In lieu of providing an Employer motor vehicle, Employer agrees to pay to
Employee, during the term of this Agreement, and in addition to other
salary and benefits herein provided, the sum of Seven Thousand Two
Hundred and 00/100 Dollars ($7,200.00) per year, payable monthly, as a
vehicle allowance to be used to purchase (own) or lease, operate, and
maintain a motor vehicle of Employee’s choice for business and personal
use.
C. Employee acknowledges and understands that this allowance might
constitute Federal and State taxable income, in which event Employee,
and not the City of Janesville, shall be solely liable and responsible
therefore.
D. Employee shall be responsible, and without reimbursement from the
Employer, for obtaining, paying for, and at all times maintaining personal
injury, death, and property damage liability insurance, collision coverage,
and comprehensive insurance coverage, in amounts not less than
$100,000.00 per person and $500,000.00 aggregated per incident for
personal injury and an amount customary for property damage.
E. Employer shall and hereby does indemnify and hold harmless Employee
only from any and all liability of whatsoever kind or nature arising from
and/or pertaining to his use of his personal motor vehicle for City
purposes, but such uses shall not include commuting to and from work nor
intentional acts or torts.
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F. Employee shall further similarly be solely responsible for all costs, fees,
and expenses attendant to the purchase, operation, maintenance, repair,
and regular replacement of said vehicle.
G. Said motor vehicle shall be maintained by the Employee in a safe
mechanical condition and be clean and presentable at all times when used
for City business.
H. This monthly vehicle allowance will only apply and be paid during such
time as the Employee is employed as City Manager by the Employer.
I. The vehicle used for City business shall be appropriate for the intended
business use.
Section 7: Retirement
A. Employer agrees to enroll Employee into the Wisconsin Retirement
System (WRS) (Department of Employee Trust Funds) and to make the
appropriate contributions on Employee’s behalf at the percentage of
compensation then in effect for city administrative employees; Employee
shall make the Employee contribution in accordance with State law.
B. In addition, Employee shall be eligible to participate in the ICMA
Retirement Corporation (ICMA-RC) Section 457 deferred compensation
plan, now called Mission Square Retirement, at his choice, or other
deferred compensation plan or plans as, from time to time, provided by
Employer, at Employee’s choice, and with Employer annually paying five
percent (5%) of Employee’s annual salary to such deferred compensation
plan. Any additional contributions shall be paid by Employee.
C. Employee, at retirement, shall provide not less than six (6) months prior,
written notice to the Common Council, Human Resources Director, City
Attorney, and City Clerk-Treasurer. Upon retirement, Employer shall not
be obligated to pay severance but shall pay accrued and unused vacation
days not to exceed fifty (50) days, and any accrued and unused sick days
over one hundred twenty (120) at the daily rate then paid to employees;
and any other benefits due Employee in accordance with then applicable
Employer policy.
Section 8: General Business and Technology Expenses
A. Employer agrees to pay for all reasonable professional dues and
subscriptions of Employee necessary for continuation and full participation
in national, regional, state, and local associations and organizations
necessary and/or desirable for Employee’s continued professional
education, growth, and advancement, and for the good of the Employer,
6
but solely within the parameters of the approved annual City Manager
Office budget.
B. Employer agrees to pay for travel and subsistence expenses of Employee
in accordance with Employer’s policies for professional and official travel,
meetings, and work related occasions to adequately continue the
professional development of Employee, and to pursue necessary official
functions for Employer, including, but not limited to, the ICMA Annual
Conference; the state League of Wisconsin Municipalities conferences,
training, and events; and such other national, regional, state, and local
governmental groups, bodies, organizations, and committees in which
Employee is or becomes as a member, but solely within the parameters of
the approved annual City Manager budget.
C. Employer also agrees to pay for travel and subsistence expenses of
Employee for short courses, institutes, and seminars that are necessary
for the Employee’s professional development and for the good of the
Employer, but solely within the parameters of the approved annual City
Manager budget.
D. Employer recognizes that certain expenses of a non-personal but job
related nature are incurred by Employee from time to time on behalf of the
Employer, and agrees to reimburse or to pay said general expenses, and
within the parameters of the approved City Manager budget. The
Comptroller, City Clerk-Treasurer, and/or Finance director is/are
authorized to disburse such monies upon receipt from Employee of duly
executed expense or petty cash vouchers, receipts, statements, or
personal affidavits submitted in accordance with Employer’s policy.
D. Employee shall be reimbursed One Thousand Two Hundred and 00/100
Dollars ($1,200.00) annually for technology, such as use of his personal
phone for work related purposes. This will be paid in One Hundred and
00/100 ($100.00) monthly installments to Employee.
Section 9: Termination
For the Purpose of this Agreement, Termination Shall Occur when:
A. A super majority (five (5) or more members) of the Employer’s governing
body votes to terminate the Employee at a duly authorized public meeting.
The Employer shall follow the filing of charges, prior notice, public hearing,
and other due process procedures set forth in the applicable provisions of
Subchapter I, Council Manager Plan, in Wisconsin State Statute Chapter
64 (Wis. Stats. Secs. 64.01 through and including 64.15), as from time to
time amended or renumbered.
B. If Employer, citizens, or legislature acts to amend any provisions of the
General Code of Ordinances, Charter of the City of Janesville, or Chapter
7
64 of the Wisconsin State Statutes pertaining to the role, powers, duties,
authority, or responsibilities of the Employee’s position that substantially
change(s) the form of government, the Employee shall have the right to
declare that such amendment(s) constitute termination.
C. If the Employer reduces the base salary, compensation, or any other
financial benefit of the Employee, unless it is applied in no greater
percentage than the average reduction of all employees, such action shall
constitute a breach of this Agreement and will be regarded as a
termination.
D. If the Employee resigns following an offer to accept resignation, whether
formal or informal, by the Employer as representative of the majority of the
governing body, then the Employee may declare a termination of this
Agreement as of the date of the offer.
E. Breach of contract declared by either party with a thirty (30) day cure
period for either Employee or Employer, as applicable. Written notice of a
breach of contract shall be provided in accordance with the provisions of
Section 20.
Section 10: Severance
A. Severance shall be paid to the Employee when employment is terminated
as defined in Section 9. If the Employee is terminated, the Employer shall
provide a minimum severance payment equal to six (6) months, up to a
maximum nine (9) months compensation at the then current rate of pay,
including paid holidays. This severance shall be paid in a lump sum,
unless otherwise agreed to by the Employer and the Employee. The
Employee shall also be compensated for all accrued and unused sick
leave over the maximum one hundred twenty (120) days at the daily rate
then paid to employees, accrued and unused vacation not to exceed fifty
(50) days, and all paid holidays not yet observed in the six month period.
The Employer shall pay the cost to continue the following benefits for the
Employee during said six (6) months:
1. Health insurance for the employee and all dependents as provided in
Section 4.
2. Life insurance as provided in Section 4.
3. Short-term and long-term disability as provided in Section 4.
4. Car allowance.
5. Any other available benefits.
B. The severance compensation payment amount shall increase by one (1)
month for each full year the Employee is employed by the Employer, i.e.
seven (7) months of severance compensation after one (1) full year of
8
employment; eight (8) months after two full years of employment; and nine
(9) months after three full years of employment.
C. If the Employee is terminated because of a conviction of a felony, then the
Employer is not obligated to pay any severance under notwithstanding any
set forth in these sections, elsewhere in the Agreement, in law or equity;
or otherwise.
Section 11: Resignation
In the event that the Employee voluntarily resigns his position with the Employer,
the Employee shall provide a minimum of sixty (60) days prior written notice to
the Common Council, unless the parties agree otherwise. Upon resignation, the
Employer shall not be obligated to pay severance but shall pay any accrued and
unused vacation days not to exceed fifty (50) days, and any accrued and unused
sick days over one hundred twenty (120) at the daily rate then paid to
employees, and any other benefits due in accordance with City of Janesville
policy.
Section 12: Performance Evaluation
Notwithstanding current Common Council Policy No. 62, the parties shall
establish a mutually agreeable method of performance review that allows both
parties an opportunity to fully and fairly share information and feedback regarding
the Employee's annual performance. Employee shall be eligible for merit pay
increases, if any, and solely at the discretion of the Common Council.
Section 13: Hours of Work
It is recognized that the Employee must devote a great deal of time outside the
normal office hours on business for the Employer, and to that end, Employee
shall be allowed to establish an appropriate work schedule.
Section 14: Outside Activities
The employment provided for by this Agreement shall be Employee’s sole
employment. Recognizing that certain outside consulting, or teaching
opportunities provide indirect benefits to Employer and the community, Employee
may elect to accept limited teaching, consulting, or other business opportunities
with the understanding that such arrangements shall not interfere with or be a
conflict of interest with his responsibilities under this Agreement, and only upon
the prior approval of the Common Council.
Section 15: Moving & Relocation, Home Sale & Purchase, and Interim
Housing Expenses
The Employee is encouraged to become a resident of the City, and to that sole
purpose, the Employer shall provide to the Employee up to Ten Thousand and
00/100 Dollars ($10,000.00) Dollars, as reimbursement as the following
expenses are incurred by the Employee, to cover the Employee’s expenses in
the following areas:
9
A. The sale of his current primary residence.
B. Related moving expenses to move Employee and his family and personal
property to Janesville. Employee shall obtain two (2) competitive quotes
from accredited moving firms and must use the moving firm with the
lowest quote.
C. Actual mileage costs for moving two personal automobiles at the current
IRS allowable rate per mile.
D. Employee’s and spouse’s expenses to travel to Janesville in search of
housing.
E. Employee’s expenses for packing and moving from temporary housing to
permanent housing.
F. Employee’s tax liability, if any, on all Employer provided benefits for
moving and relocation.
Section 16: Indemnification
Beyond that required under federal, State, or local Law, Employer shall defend,
save harmless, and indemnify Employee against any negligence, professional
liability claim, demand, or other legal action, whether groundless or otherwise,
arising out of an alleged act or omission occurring in the performance of
Employee’s duties as City Manager or resulting from the exercise of judgment or
discretion in connection with the performance of program duties or
responsibilities, unless the act or omission involved willful or wanton conduct.
The Employee may request and the Employer shall not unreasonably refuse to
provide independent legal representation at Employer’s expense and Employer
may not unreasonably withhold approval. Legal representation, provided by
Employer for Employee, shall extend until a final determination of the legal action
including any appeals brought by either party. The Employer shall indemnify
employee against any and all losses, damages, judgments, interest, settlements,
fines, court costs and other reasonable costs and expenses of legal proceedings
including attorneys’ fees, and any other liabilities incurred by, imposed upon, or
suffered by such Employee in connection with or resulting from any such claim,
action, suit, or proceeding, actual or threatened, arising out of or in connection
with the performance of his duties for the Employer. Any settlement of any claim
must be made with prior approval of the Employer in order for defense or
indemnification, as provided in this Section, to be available. Employee
recognizes that Employer shall have the right to compromise and unless the
Employee is a party to the suit which Employee shall have a veto authority over
the settlement, settle any claim or suit; unless, said compromise or settlement is
of a personal nature to Employee. Further, Employer agrees to pay all
reasonable litigation expenses of Employee throughout the pendency of any
litigation involving an Employer related matter to which the Employee is a witness
or advisor to the Employer. Such expense payments shall continue beyond
Employee's service to the Employer as long as litigation is pending. Further,
Employer agrees to pay Employee reasonable consulting fees and travel
10
expenses when Employee serves as a witness, advisor, or consultant to
Employer regarding pending litigation.
Section 17: Bonding and Oath of Office
A. Employer shall bear the full cost of any fidelity or other bonds required of
the Employee under any law or ordinance.
B. Employee shall swear the customary Oath of Office on the first day he
assumes office.
Section 18: Other Terms and Conditions of Employment
A. The Employer may amend any such other employment terms and
conditions as it may determine, from time to time, relating to the
performance of the Employee, provided such terms and conditions are not
inconsistent with or in conflict with the provisions of this Agreement, the
City of Janesville Charter, or any other law.
B. Unless otherwise provided in this Agreement, the Employee shall be
entitled to the highest level of benefits that are enjoyed by any employee
of the Employer as provided in the Charter, Code, Personnel Rules,
Regulations, or by practice.
C. Unless otherwise provided in this Agreement, the Employee shall be
governed by Employer’s Personnel Rules, Regulations, or by practice.
Section 19: Notices
Notice pursuant to this Agreement shall be given by depositing in the custody of
the United States Postal Service, postage prepaid, addressed as follows:
(1) EMPLOYER: Council President, Municipal Building, 18 North Jackson
Street, PO Box 5005, Janesville, WI 53547-5005
(2) EMPLOYEE: Kevin M. Lahner, (current address, 164 South Charles Street
Waukesha, WI 53186 or address(es) following relocation to Janesville).
Alternatively, notice required, pursuant to this Agreement, may be personally
served in the same manner as is applicable to civil judicial practice. Notice shall
be deemed given as of the date of personal service or as the date of deposit of
such written notice in the course of transmission in the United States Postal
Service.
Section 20: General Provisions
A. Integration. This Agreement sets forth and establishes the entire
understanding between the Employer and the Employee relating to the
employment of the Employee by the Employer. Any prior discussions or
representations by or between the parties are merged into and rendered
11
null and void by this Agreement, except the Automobile Allowance which
is made a part hereto. The parties by mutual written Agreement may
amend any provision of this Agreement during the life of the Agreement.
Such amendments shall be incorporated and made a part of this
Agreement.
A. Binding Effect. This Agreement shall be binding on the Employer and the
Employee as well as their heirs, assigns, executors, personal
representatives and successors in interest.
B. All of the above concerning compensation and benefits shall only apply, of
course, during the employment by the Employer of the Employee.
D. Severability. The invalidity or partial invalidity of any portion of this
Agreement will not affect the validity of any other provision. In the event
that any provision of this Agreement is held to be invalid, the remaining
provisions shall be deemed to be in full force and effect as if they have
been executed by both parties subsequent to the expungement or judicial
modification of the invalid provision.
D. Laws and Venue. This Agreement shall be construed, interpreted, and
enforced in accord with the laws of the State of Wisconsin. All disputes
shall be resolved solely by a state court of competent jurisdiction located
in the County of Rock, State of Wisconsin.
IN WITNESS WHEREOF, the Common Council of the City of Janesville have
authorized this Agreement and caused this Agreement to be signed and
executed in their behalf and in behalf of the City of Janesville by its Council
President, and duly attested by its City Clerk-Treasurer. The Employee has
signed and executed this Agreement in his own behalf.
Date: _________________________________
______________________________ ________________________________
Paul Benson, Common Council Lorena Rae Stottler, City Clerk-
Treasurer
President
(Seal)
12
________________________________
Kevin M. Lahner, City Manager
Approved As To Form:
______________________________
Waldemar Klimczyk, City Attorney
CAOffice/Word/Shared/Lahner Kevin Employment Agreement 02022023 Final
SECTION 3
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CITY COUNCIL MEETING LOGISTICS AND PROCEDURES
LOGISTICS
City Council Meetings
The new City Council first meets on the third Tuesday of April for the purpose of organization, and
regular meetings are held on the second and fourth Monday of the month thereafter. City Council
meetings start at 6 p.m. unless otherwise noticed.
Parking
Most Councilmembers park in the City Hall parking lot at the corner of Jackson Street and Wall
Street.
Seating of City Council
Seating of Councilmembers will be arranged by the Council President at the organizational
meeting.
Name Plates and Name Tags
The City will provide a nameplate for the City Council Chambers with the name you wish to have
displayed to the public. You will also be provided with a name tag.
Use of Microphones
It is essential to speak into the microphones at the Council dais to ensure you are heard on the
meeting broadcast and recording. Your microphone is on at all times, is sensitive, and is voice
activated. While another Councilmember is speaking, be careful to hold side remarks to a very
soft whisper as a nearby microphone could pick up your remarks.
Meeting Technology
You will be issued an iPad to access meeting agenda materials and to electronically participate
in the meeting (requesting to speak, voting, etc.). The IT Office will provide training on using the
iPad. During Council meetings, the Clerk-Treasurer is available to assist with issues that arise.
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Recording of City Council Meetings
City Council meetings are televised live by JATV, Charter Channel 994, and streamed through
the City’s website. Always remember that the cameras are on and that the City Council meeting
is being taped. When speaking, it is best to look at the Council President; another particular
Councilmember you are addressing; or look out at the audience when addressing the entire City
Council and audience. Remember not to turn too much to the left or right as the cameras will only
pick up your profile and your voice will not be heard through the microphone.
Recordings of City Council meetings can be found on the City website at:
www.janesvillewi.gov/streaming.
Press
Before the meeting, during breaks, and after the meeting, the press is allowed to roam around in
the corridor and join the Councilmembers in the break room.
City Staff
The City Administration is present to assist you and answer questions you may have. The City
Manager will pre-assign a staff member to do the Administration’s presentations. If you are
dissatisfied with a staff member's response, ask the City Manager. Further, from time to time, the
City Manager may add supplemental information to a staff member's response or elect to answer
a question instead of the staff member to ensure full and accurate information.
City Council Meeting Manners
Lastly, a few words about City Council meetings. The City Council has a long-standing tradition
of striving for a feeling of goodwill and a spirit of good fellowship between members of the City
Council. This does not mean, however, that all votes of the City Council should be unanimous,
nor that debate should never take place. It means that when the City Council meeting is over, so
are the differences. The City Council should focus on issues, not personalities.
Do your homework for the City Council meeting. Other Councilmembers find it disconcerting to
have to wait until the next meeting for a decision when there has been sufficient time for studying
the problem in advance.
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Councilmembers are urged to silence their cell phones upon entering the Council Chambers and
refrain from using cell phones when the City Council is in session.
PROCEDURES
Election of President
The Council President is customarily chosen at the organizational meeting. Recent tradition has
the Councilmember with the most seniority who has not served as President being elected.
Typically, the person serving has at least been in his/her second term. However, the election of
the President is solely at the City Council's discretion and the City Council has not always followed
tradition.
Vice President
The City Council also selects a Vice President.
Schedule of Meetings
The new City Council first meets on the third Tuesday of April for the purpose of organization, and
regular meetings are held on the second and fourth Monday of the month thereafter. When a
regular meeting date falls on a legal holiday, that meeting is held on the Tuesday following. When
a regular meeting date falls on Christmas Eve or New Year's Eve, that meeting is held on a day
to be selected by the Council President.
Special meetings may be called by the Council President, any two Councilmembers, or the City
Manager by written notice as required by State Statutes. However, a notice of a meeting may be
waived by any member. Customarily, all special meetings are called after consultation at a regular
City Council meeting.
The Agenda
The agenda is a schedule of items for the consideration of the City Council at a regular or special
meeting. The agenda is prepared for Councilmembers by the City Manager’s Office. The City
Manager and Council President may submit or request City Council action by placing specific
items on the agenda. Any two Councilmembers may also submit agenda items. Members wishing
to include items on it for any particular meeting should indicate their desire to do so and the nature
of the item to the City Manager or Council President by telephone, email, or in person.
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Examples of items which may be included on the agenda are proposed ordinances for discussion,
recommendations by the City Manager for action on particular matters, the annual budget,
rezoning requests, certified survey maps, financial reports, etc.
Items brought up requesting City Council action during a meeting cannot be acted upon unless
the item has been published as part of the agenda. Such items may be discussed but must be
referred to the next agenda for proper action.
Delivery of the Agenda
The City Council meeting agenda and supporting materials are delivered electronically through
the iLegislate application on the iPad. The materials will be e-delivered on the Wednesday prior
to the City Council meeting and an email will be sent indicating that agenda materials are ready
to access. Agenda materials are delivered to City Council members well in advance of the next
scheduled meeting in order that the members may familiarize themselves with the forthcoming
items of business, recommendations by the City Manager, or queries or requests by citizens.
Quorum
Four of seven members of the City Council constitute a quorum, and a majority vote of all
members of the City Council is necessary to adopt any ordinance or resolution. However, some
specific actions (annexations, supplemental appropriations, etc.) require a super majority vote.
The City Council will be advised in advance when this occurs.
Order of Business
The order of business at regularly scheduled meetings is:
A. Call to Order, Pledge of Allegiance, and emergency procedures
B. Roll call.
C. Recognitions
D. Public comments on items on the agenda not requiring a public hearing and on
matters which can be affected by Council action.
E. City Manager update
F. Consent agenda (see number 8 below)
G. Showcase Janesville presentation
H. Old business
I. New business
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3-5
J. Common Council announcements
K. Closed session
L. Adjournment
Consent Agenda
In order to expedite the handling of routine agenda items at the City Council meeting, a Consent
Agenda approach is used. Consent Agenda items are marked with a “C” on the agenda. All items
shall form the basis for the Consent Agenda with the exception of the following items.
A. Call to Order, Pledge of Allegiance, and Emergency Procedures
B. Roll Call
C. Public comments on items on the agenda not requiring a public hearing and on matters
which can be affected by Council action
D. City Manager Update
E. Showcase Janesville presentation
F. Presentations
G. Adoption of the annual budget, establishment of the net tax rate, and appropriation of
funds for the fiscal year
H. Approval of TIF Development Agreements
I. Award of contracts for public works projects
J. Issuances of General Obligation Promissory Notes or Bonds
K. Requests for fee waiver
L. Collective bargaining agreements
M. Resolutions establishing special assessments
N. First reading and schedule a public hearing on proposed ordinances
O. Any item requiring a public hearing or special action by the City Council
P. Any item without a City Recommendation
Q. Any item for discussion or direction
R. Common Council announcements
S. Closed session items
The Council President takes up the items designated as a Consent Agenda by stating that he/she
will now take up the Consent Agenda and that unless a Councilmember objects, he/she will
consider them approved as follows. He/she will then name the items.
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At the start of the meeting, or when the Council President takes up the Consent Agenda, a
Councilmember may object to a specific item which is then considered separately.
City Council Action
There are four types of actions that implement policy by the City Council: simple motions, policy
statements, resolutions, and ordinances.
Motions and policy statements are the simplest of actions by the City Council. Motions are used
to process work activity, to handle procedural actions, to process directives such as suspension
of rules, and to generate consensus of the body. Motions adopting a report or predefined action
can have more permanence and effect. Motions should be made as follows: “I move that . . .
(action be taken)”. Policy statements are guides for action by City Council or Administration when
certain recurring circumstances arise.
A resolution should be utilized when permanence and a detailed written record of an action of the
governing body is desired. Resolutions are used by the City Council primarily to state a position
on a particular matter or issue and/or direct action.
An ordinance is the most formal of all City Council actions and has the force of law. Some specific
actions of the City Council are required to be passed by ordinance. If the action of the City Council
is one of permanence and should be part of the municipal code, or has a regularity or penalty
implementation, an ordinance is preferable to a resolution. Conviction of an ordinance violation
normally brings penalties.
Some resolutions and ordinances require an extraordinary majority vote by State law. This means
that in order to pass certain specific actions by the City Council, more than a majority vote is
required.
The City Attorney is present at City Council meetings to determine which resolutions and
ordinances require an extraordinary majority.
Guidelines desired to facilitate City Council action are listed on page 3-12.
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Council Policy Statements
As the City Council and the City Manager work together, there are times when it is useful to place
Council policies in written form. Written policy statements are formed to provide a flexible
supplemental system, easily modified without too much formality, and a "memory" device for
Council wishes. A policy is adopted or amended by motion and simple majority vote, then
immediately distributed to those on the distribution list. Council policies are accessible on your
issued iPad.
Robert's Rules of Order
The City Council in its deliberations is governed by Robert's Rules of Order, unless otherwise
stipulated by simple motion or ordinance. The City Attorney advises the Council President on
procedure and the Rules of Order. The most common procedural question concerns
reconsideration. If the City Council wishes to rescind an affirmative action, then the motion must
be made by the prevailing side, may be seconded by anyone, and requires five votes for passage.
Open Meetings
The Open Meeting law of the State of Wisconsin has been amended several times since its
adoption in 1958 and continues to be redefined by the court system through court interpretation.
The Open Meeting law, covered under Wisconsin Statutes 19.81 through 19.98(2), provides that
". . . all meetings of all state and local governmental bodies shall be publicly held in a place
reasonably accessible to members of the public and shall be open to all citizens at all times unless
otherwise expressly provided by the law." This Open Meeting law establishes the right of people
to be present at all public meetings but not to participate. State required public hearing
requirements are dealt with in a separate section of the statutes.
The definition of what constitutes a meeting is defined by Wisconsin Statutes 19.82(2). "Meeting"
means the convening of members of a governmental body for the purpose of exercising the
responsibilities, authority, power, or duties delegated to or vested in the body. If one-half or more
of the members of a governmental body are present, the meeting is rebuttably presumed to be
for the purpose of exercising the responsibilities, authority, power, or duties delegated to or vested
in the body.
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Public Notice
Public notice requirements are part of the Open Meeting law. Notice must be made by submission
of a copy of the agenda to the official newspaper and other news media requesting such
notification at least 24 hours in advance of the meeting.
Closed Session
There is a special procedure to enable a public body to hold a closed meeting. Wisconsin Statutes
19.85(1) provides for a closed session of the governing body under specific conditions.
At an open meeting, a motion is made to convene in closed session specifying the subsection
under which the closed session will be held. Before the vote on that motion, the Council President
must announce the nature of the business to be conducted in the closed session and repeat the
proper subsection. The motion is then voted on. If it passes the City Council may go into closed
session.
The allowable subjects of closed meetings are:
(a) Deliberating after any judicial or quasi-judicial trial or hearing.
(b) Consideration of the dismissal, demotion, licensing or discipline of (1) any public employee
or (2) any person licensed by a board or commission, provided the public employee or
person licensed is given actual notice of any evidentiary hearing which may be held prior
to final action being taken and of any meeting at which final action may be taken. The
notice shall contain a statement that the person has the right to demand the evidentiary
hearing or meeting be held in open session. This exemption does not apply to any such
evidentiary hearing or meetings where the employee or person licensed requests that an
open session be held.
(c) Consideration of employment, promotion, compensation or performance evaluation data
of any public employee over which the governmental body has jurisdiction or exercise
responsibility.
(d) Consideration of specific application of probation or parole or considering strategy for
crime detection or prevention.
(e) Deliberating or negotiating of the purchase of public properties, the investing of public
funds or conducting other specific public business, whenever competitive or bargaining
reasons require a closed session.
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(f) Consideration of financial, medical, social or personal histories or disciplinary data of
specific persons, preliminary consideration of specific personnel problems or the
investigation of charges against specific persons, which, if discussed in public would be
likely to have a substantial adverse effect upon the reputation of any person referred to in
such histories or data, or involved in such problems or investigations.
(g) Conferring with legal counsel who is rendering oral or written advice concerning strategy
to be adopted by the governmental body with respect to litigation in which it is or is likely
to become involved.
(h) Consideration of requests for confidential written advice from local ethics board.
Committee Appointments
City Council committee members can be appointed by either the City Manager or Council
President, depending on the committee, subject to confirmation by the City Council with exception
to the Plan Commission and Police & Fire Commission. They are made at the second City Council
meeting in April. Section 4 includes a one-page listing of potential appointments for City
Councilmembers, as well as a description of all of the City Council standing committees.
Citizen Comments During City Council Meetings
Citizens are given the opportunity to address the City Council during the, “Public comments on
items on the agenda not requiring a public hearing and on matters which can be affected by
Council action” item on the meeting agenda. Individuals have up to four minutes to address items
on that night’s agenda, make comments, ask for certain information, or ask City Council for a
specific action. If an agenda item has a public hearing scheduled for that evening, those
comments are held until the public hearing is opened.
Traditionally, requests for action have been taken under advisement and referred to the
Administration for investigation and report back to the City Council. If the request is for information
that is readily available and the response can be made quickly, the Council President,
Councilmember, or City Manager may respond immediately if appropriate.
Except for public hearings, all individuals wishing to speak during a City Council meeting must
sign in with their name and address before the beginning of the meeting. Persons who would like
to provide handouts to the City Council should deliver them to the City Clerk-Treasurer.
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The City Council President is responsible for maintaining order and decorum and will not allow a
speaker to make personal attacks or inflammatory comments towards members of the Council,
the City Manager, or members of City staff.
If personal attacks or language likely to incite violence are made, the City Council President can
ask the speaker to be quiet and sit down. If the individual does not comply with the request and
the situation warrants it, the speaker may be asked to leave. If necessary, the speaker may be
escorted from the meeting.
Public Hearings
Some items are scheduled for public hearings. These items are specifically noted on the agenda.
The Council President will call the public hearing, allow anyone in the audience to comment, and
then close the hearing. No response to specific comments to Councilmembers is necessary.
Conflicts of Interest
The City Attorney has given the opinion that it is a conflict of interest for a Councilmember to
transact business with the City. In addition, a Councilmember should refrain from voting on any
matter in which they or their immediate family have a direct financial interest, or they apparently
have a conflict of interest. A Councilmember who questions whether he/she has a conflict of
interest is encouraged to contact the City Attorney prior to the meeting.
Camera Etiquette - Recommended Do’s and Don’ts
DO.....
• Please watch delayed broadcasts of the meetings to appreciate what the public sees and
hears as well as to personally evaluate yourself.
• Always assume you are on camera. Even though you may not be speaking, you may be in
view of the camera. It is a public meeting room and people in the room are observing you at
all times.
• Remember to sit up straight, it projects confidence, and it puts you in the proper position to
speak into the microphone.
• Be aware of your non-verbal expressions which can speak volumes.
• Wear clean simple colors. Medium toned solid colors work well. Avoid clothing with large areas
of white, red or dark purple. Avoid checks, small stripes and other busy patterns.
• Council President - verbally state the results of all votes.
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DON’T.....
• When speaking, do not look down or turn your head away from the microphone.
• Do not touch your microphone, leave it in the normal speaking position at all times; lowering
it picks up paper shuffling, etc.
• Do not open candy wrappers and beverage cans during the meeting or chew gum.
• Do not “eat” the microphone. When you speak, you should be about two to three inches away
from the microphone.
• JATV staff is happy to talk with Councilmembers and staff to review this list and to answer
your questions related to televised meetings.
Alan Luckett, JATV Media Services Station Manager, can be reached at 758-5823 or
aluckett@jatv.org
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GUIDELINES FOR CITY COUNCIL ACTIONS
A. To avoid interruptions, members, when recognized, should indicate the course their
remarks will follow and perhaps verbally, or otherwise, indicate they have concluded.
B. Motions on the floor should not be modified by statements such as, "that's all right" or "I'll
include that change." Preferably, motions should be prepared in advance and should
incorporate suggested changes prior to being made. Changes to a motion should be in
the form of amendments.
C. Committee chairpersons should report committee actions and move adoption of
recommendations, regardless of their position on the committee vote. The committee
chairperson may speak against the action during debate on the subject.
D. Legislative action should be taken by ordinance or resolution. Unless otherwise
specifically required by law, any action may be taken either by resolution or by motion. A
resolution shall be presented in writing prior to the meeting.
E. Whenever feasible, any member who intends to offer a resolution should arrange, through
the City Manager's Office, to have it prepared in writing and circulated with the agenda in
advance of the meeting at which it is to be offered.
F. Sample motions for various courses of action are provided below:
MAIN MOTION
(1) I MOVE _________________.
AMENDMENTS
(2) I MOVE to amend the motion by inserting ________ between ________ and
________.
(3) I MOVE to amend the motion by adding ________ after ________.
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(4) I MOVE to amend the motion by striking out ________.
(5) I MOVE to amend the motion by striking out ________ and inserting ________.
(6) I MOVE to amend by striking out the motion and substituting the following
________.
(7) I MOVE that this motion be referred to the ________ committee (commission).
PREVIOUS QUESTION
(8) I MOVE the previous question (2/3 vote) (stops debate and orders an immediate
vote).
RECONSIDER
(9) I MOVE to reconsider the vote by which ________ was voted. I voted with the
prevailing side.
INTRODUCTION OF ORDINANCE (FIRST READING)
(10) Council President and City Clerk-Treasurer will routinely introduce unless a
Councilmember objects.
ADOPTION OF ORDINANCE (SECOND READING)
(11) I MOVE the adoption of ordinance number ________ entitled (read from the
agenda).
ADOPTION OF RESOLUTION
(12) I MOVE the adoption of resolution number ________ entitled (read from the
agenda).
CLAIMS
(13) I MOVE that the City Council accept the recommendation of the City Attorney
and City Administration and (deny / pay) the claim of ________ in its entirety.
SECTION 3
3-14
CITY COUNCIL SERVICE ETHICS
Wisconsin law includes a code of ethics for persons who hold municipal public offices, either
elected or appointed. This law applies to the City Council, City Manager, and all employees
appointed or hired by the City Manager or City Council.
A Councilmember concerned about a potential conflict of interest should contact the City Attorney
for an opinion.
The code prohibits such municipal officers, officials, and employees from using their position to
obtain a financial gain or receive anything of substantial value for private benefit. No individual
may give a local public official anything that might affect such official's judgment or appear to
influence the exercise of his/her discretion, or appear to be a reward for any official action. A local
official may not take part in any event or action in which he/she or a family member has a
substantial financial interest, nor can an individual use his/her office or position as a means of
producing a personal (including family) benefit.
A good rule of thumb which is easily applied is as follows: when the number of individuals invited
to a dinner/event or given a gift is few and the dollar amount is more than nominal, the public
official's conduct in accepting becomes suspect. In these cases, the public official(s) should have
the City cover the costs. Otherwise, they should not attend the event or accept the gift.
Items or services specifically prohibited according to information received from the League of
Wisconsin Municipalities include:
1) Food, drink, and travel of more than nominal value;
2) Something reasonably expected to influence an official;
3) A reward for any official action or interaction; and
4) Transportation, traveling accommodation, or communication services for
which suppliers would usually charge.
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3-15
Examples of prohibited conduct include an individual or organization buying a public official dinner
or giving a gift in order to influence their decision-making (or appearing to influence their decision-
making). If the public official is attending a dinner or event sponsored by individuals or
organizations that may have an interest in influencing their decision-making (vendors, lobbyist,
business, individuals), it is best to approach the situation by having the City pay the cost. If the
individual or organization refuses, a check for the cost should be sent from the City. In all cases,
if the public official is unsure, it is best not to participate in the event and/or not accept the gift.
The code essentially is no different from the City Administrative policy that establishes guidelines
of ethics and standards of conduct for City employees. The current policy basically states that no
employee shall accept any gift, favor, or other consideration that may or appear to influence their
decision-making.
SECTION 3
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CITY COUNCIL MEETING LOGISTICS AND PROCEDURES
HELPFUL RESOURCES
1) Wisconsin State Statute Chapter 19 (General Duties of Public Officials)
2) City Council Policy Statement No. 88 (Code of Conduct)
3) Wisconsin Open Meetings Law Compliance Guide (WI Department of Justice, Office of
Open Government)
4) Wisconsin Public Records Law Compliance Guide (WI Department of Justice, Office of
Open Government)
4-1
BOARDS, COMMISSIONS, AND COMMITTEES
Below is a listing of committees on which Councilmembers typically serve. City Council committee
members are appointed by the Council President. Appointments are made at the second City
Council meeting in April.
Committees on Which Councilmembers Serve:
1. Alcohol License Advisory Committee (2)
2. Community Development Authority (2)
3. Downtown Janesville, Inc. (1)
4. Janesville Innovation Center Board (1)
5. Janesville Metropolitan Planning Organization Policy Board (all Councilmembers)
6. Library Board of Trustees (1)
7. Parks and Recreation Advisory Committee (1)
8. Plan Commission (2)
9. Sustainable Janesville (1) (only votes in case of a tie vote)
Also attached is a listing and description of the City of Janesville commissions, boards, and authority, and
Council standing committees.
Advisory Committee on AppointmentsAlcohol License Advisory CommitteeNumber of Members6 Members:7 Members:Citizen Members (5)Council Members (2)Alternate Member (1)Citizen Members (4)Public Member from Liquor Industry (1)Term of Office3 yearsCouncil Members (1 year)Citizen Members (3 years)Commencement of TermFirst Monday of May each yearFirst Monday of May each yearAppointment by WhomCouncil President Council PresidentApproval or Confirmation byCommon CouncilCommon CouncilDuties and ResponsibilitiesTo What Authority Do They ReportCouncil President and City ManagerThrough City Manager to City CouncilWhen Meetings are HeldOn as needed basisFirst Tuesday of MonthWho Calls MeetingsChairpersonChairpersonResponsibility for MinutesCity Manager's Office staffClerk-Treasurer's Office staffLocation of Filed MinutesCity Manager's OfficeClerk-Treasurer's Office(Recommendations from the Advisory Committee on Appointments will be considered for citizen members.)CITY OF JANESVILLE BOARDS, COMISSIONS, AND COMMITTEESTo recommend to the City Manager and Council President citizen nominees to municipal standing committees, commissions, and boards.Advise and make recommendations to City Manager and City Council on licensing policy and granting of licenses (Council Policy Statement No. 66).(Recommendations from the Advisory Committee on Appointments will be considered for citizen and public members.)4-2
Citizen Board of ReviewNumber of Members7 Members:Citizen Members (5)Alternate Member (2)Term of Office5 yearsCommencement of TermFirst Monday of May each yearAppointment by WhomCity Manager Approval or Confirmation byCommon CouncilDuties and ResponsibilitiesTo What Authority Do They ReportHighest AuthorityWhen Meetings are HeldWho Calls MeetingsCity Clerk-TreasurerResponsibility for MinutesClerk-Treasurer's Office staffLocation of Filed MinutesClerk-Treasurer's OfficeCITY OF JANESVILLE BOARDS, COMISSIONS, AND COMMITTEESWI State Statute Section 70.47. To hear appeals of individual taxpayers on their assessments.(Recommendations from the Advisory Committee on Appointments will be considered for citizen members.)As required by WI State Statute Section 70.47 during the 30 day period beginning on the 2nd Monday in May. 4-3
Community Development Authority (CDA)Downtown Business Improvement District (BID) BoardNumber of Members7 Members:10 Members:Council Members (2)Business Owner Members within the BID (2) Citizen Members (5)Property Owner Members within the BID (2)Citizen Member (1)Alternate Member (1)Effort made to appoint members from all BID zonesTerm of OfficeCouncil Members (1 year)3 yearsCitizen Members (4 years)Commencement of TermFirst Monday of May each yearFirst Monday of May each yearAppointment by WhomCouncil Members by Council PresidentCity ManagerCitizen Members by City ManagerApproval or Confirmation byCommon CouncilCommon CouncilDuties and ResponsibilitiesTo What Authority Do They ReportCity Council and City ManagerN/AWhen Meetings are HeldThird Wednesday of each monthWho Calls MeetingsChairpersonChairpersonResponsibility for MinutesSecretary of Authority or NCS staffBID Board SecretaryLocation of Filed MinutesNeighborhood and Community Services DepartmentBID Board SecretaryCITY OF JANESVILLE BOARDS, COMISSIONS, AND COMMITTEES(Recommendations from the BID Executive Committee will be considered for members.)Provide leadership and management for revitalizing the downtown area. Per BID By-Laws, the BID Board shall hold a minimum of two meetings annually(Recommendations from the Advisory Committee on Appointments will be considered for citizen members.)WI State Statute Section 66.4325. Oversight into the Rental Assistance Program. Planning and implementing Community Development program, housing projects, and redevelopment projects. 4-4
Historic CommissionJanesville Innovation Center BoardNumber of Members7 Citizen Members15 Members:Council Member (1)Janesville City Manager (1)Janesville Economic Development Director (1)UW-Rock County Member (1)UW-Whitewater Member (1)Blackhawk Tech Member (1)Citizen Members (9)Term of Office3 years VariesCommencement of TermFirst Monday of May each year Councilmember - Upon election. All other members - Jan.1Appointment by WhomCouncil President Common Council(Recommendations from the Advisory Committee on Appointments will be considered for citizen members.)Approval or Confirmation byCommon Council Not applicableDuties and ResponsibilitiesTo What Authority Do They ReportThrough City Manager to City CouncilFinal authority is with the Janesville City Council.When Meetings are HeldAs business may require (first and third Tuesday each month)Second Tuesday of odd monthsWho Calls MeetingsChairpersonResponsibility for MinutesSecretary of CommissionEconomic Development staffLocation of Filed MinutesPlanning DivisionEconomic Development OfficeCITY OF JANESVILLE BOARDS, COMISSIONS, AND COMMITTEESJanesville Innovation Center Operating Manager and Board PresidentDevelopment of operating policies, tenant selection, finance/budgetary issues, approval of contracts etc.Refer to Zoning Code (City Ord. Chapter 18) Historic Overlay District 18.36.070. Advise City Manager and City Council on historic matters. 4-5
Janesville Metropolitan Planning Organization Policy BoardLibrary Board of TrusteesNumber of Members16 Members:9 Members:Council Members (7)Janesville City Manager (1)Milton Mayor / City Administrator (1)Township Chairpersons (5)Rock County Chairperson (1)WI Dept. of Transportation (1)Term of OfficeMPO Chair and Vice Chair (1 year)3 yearsCommencement of TermUpon election First Monday of May each yearAppointment by WhomAutomatic Council Member by Council PresidentCitizen Members by City Manager(Recommendations from the Advisory Committee on Appointments will be considered for citizen members.)Approval or Confirmation byNot applicable Common CouncilDuties and ResponsibilitiesTo What Authority Do They ReportWI and Federal Dept. of Transportation programs and policies.City Council for fiscal matters onlyWhen Meetings are HeldAs business may requireThird Tuesday of month and on call, or as they determineWho Calls MeetingsPresident or as they determineResponsibility for MinutesPlanning Division staff Library staffLocation of Filed MinutesPlanning Division LibraryAny Policy Board Member through MPO staff representative (Planning)(1 must be School Administrator or representative. Not more than 1 Council Member)WI State Statutes primarily 43.30, 43.52, 43.54, 43.58, and 43.60 govern library operations.CITY OF JANESVILLE BOARDS, COMISSIONS, AND COMMITTEESConcurrent with serving as Councilmember, Rock County Chairperson, and Township ChairpersonCarry out Transportation Planning process mandated under Title 23 USC (Federal Aid Highway Acts) and Title 49 USC (Urban Mass Transportation Act of 1964). 4-6
Police and Fire CommissionSustainable Janesville CommitteeNumber of Members5 Citizen Members8 Members:Council Member (1)Citizen Members (7)Term of Office5 yearsCouncil Member (1 year)Citizen Members (2 years)Commencement of TermFirst Monday of May each yearFirst Monday of May each yearAppointment by WhomCity ManagerCouncil PresidentApproval or Confirmation byNo confirmationCommon CouncilDuties and ResponsibilitiesTo What Authority Do They ReportHighest AuthorityCity Council and City ManagerWhen Meetings are HeldAs business may requireThird Tuesday of each monthWho Calls MeetingsChairpersonChairpersonResponsibility for MinutesHuman Resources DirectorPlanning Division staffLocation of Filed MinutesHuman Resources OfficePlanning DivisionCITY OF JANESVILLE BOARDS, COMISSIONS, AND COMMITTEESTo collect public input on sustainability issues, examine potential sustainability initiatives and provide sustainability related recommendations to the City Administration and the City Council.(Recommendations from the Advisory Committee on Appointments will be considered for citizen members.)WI State Statute Section 62.13 and Janesville General Ord. 2.44.010. Decide appointments, promotions, and disciplinary matter in Police and Fire Departments. 4-8
Parks & Recreation Advisory CommitteePlan CommissionNumber of Members11 Members:7 Members:Council Member (1)Council Members (2)Citizen Members (10)Citizen Members (5)Term of OfficeCouncil Member (1 year)Council Members (1 year)Citizen Members (3 years)Citizen Members (3 years)Commencement of TermFirst Monday of May each yearFirst Monday of May each yearAppointment by WhomCouncil PresidentCouncil Members by Council PresidentCitizen Members by City ManagerApproval or Confirmation byCommon CouncilNo confirmationTo What Authority Do They ReportThrough City Manager to City CouncilCity CouncilWhen Meetings are Held6 times a year minimum/ as business may require Who Calls MeetingsChairpersonChairpersonResponsibility for MinutesParks and Recreation Division staffPlanning Division staff/Secretary of CommissionLocation of Filed MinutesParks and Recreation DivisionsPlanning DivisionCITY OF JANESVILLE BOARDS, COMISSIONS, AND COMMITTEESWI State Statute 62.23(2) and other statutory duties related to planning and zoningFirst and third Monday of each month when Council does not meet, and on call.Duties and Responsibilities(Recommendations from the Advisory Committee on Appointments will be considered for citizen members.)Advises and makes recommendations to Parks and Recreation Divisions (CPS No. 49). 4-7
Zoning Board of Appeals (ZBA)Number of Members7 Members:Citizen Members (5)Alternate Members (2)Term of Office3 yearsCommencement of TermFirst Monday of May each yearAppointment by Whom(Recommendations from the Advisory Committee on Appointments will be considered for citizen members.)Approval or Confirmation byCommon CouncilDuties and ResponsibilitiesTo What Authority Do They ReportHighest AuthorityWhen Meetings are HeldWho Calls MeetingsChairpersonResponsibility for MinutesBoard SecretaryLocation of Filed MinutesBuilding DivisionCITY OF JANESVILLE BOARDS, COMISSIONS, AND COMMITTEESJanesville Mobilizing 4 Change Board of Directors (JM4C)5 - 17 MembersCitizen MembersStudent Representatives3 yearsFirst Monday of May each yearJanesville Mobilizing 4 Change Board of Directors(Recommendations from the Advisory Committee on Appointments will be considered for citizen members.)No confirmationOversight of the affairs of the JM4C Coalition, establishment of policies and objectives, and for any other decision required for the Coalition.N/AThird Thursday of each monthChairpersonBoard SecretaryJM4C OfficeWI State Statute 62.23(7)(e)(7). Decide appeals from City zoning ordinance.City Manager (also appoints Chairperson with no confirmation)Fourth Tuesday of each month (if no business, notified) and on call.4-9
SECTION 5
5-1
CITY ADMINISTRATION
The City consists of 554 positions organized into Departments, Divisions, and Offices. All City
employees, except Library, are part of the Administration. The Library Director is appointed by
the Library Board of Trustees and is not part of the City Administration, but a separate agency.
This section is organized into five sub-sections that follow.
I. Organizational Chart
II. City Administration & Biographies
III. Overview of City Departments and Divisions
A. City Assessor’s Office
B. City Attorney’s Office
C. Clerk-Treasurer’s Office
D. Economic Development Office
E. Finance Office
F. Fire Department
G. Human Resources Office
H. Information Technology Office
I. Manager’s Initiatives Group (MIG)
J. Neighborhood and Community Services Department
K. Police Department
L. Public Works Department
IV. Procedures for Commonly Asked Questions
V. “Who to Call” List
CITIZENSCITIZENS
CITY COUNCILCITY COUNCILCITY COUNCIL
CCCIIITTTYYY MMMAAANNNAAAGGGEEERRR
David Moore
BOARDS,
COMMISSIONS,
COMMITTEES
BOARDS,
COMMISSIONS,
COMMITTEES
BOARDS,
COMMISSIONS,
COMMITTEES
HEDBERG PUBLIC
LIBRARY
Bryan McCormick
HEDBERG PUBLIC
LIBRARY
Bryan McCormick
HEDBERG PUBLIC
LIBRARY
Bryan McCormick
CITY ATTORNEY
Wald Klimczyk
CITY ATTORNEY
Wald Klimczyk
CITY ATTORNEY
Wald Klimczyk
HUMAN RESOURCES
Tara Semenchuk
DEPUTY CITY
MANAGER
Ryan McCue
DEPUTY CITY
MANAGER
Ryan McCue
DEPUTY CITY
MANAGER
Ryan McCue
MANAGER’S
INITIATIVES GROUP
Erin Davis
MANAGER’S
INITIATIVES GROUP
Erin Davis
MANAGER’S
INITIATIVES GROUP
Erin Davis
INFORMATION
TECHNOLOGY
INFORMATION
TECHNOLOGY
INFORMATION
TECHNOLOGYFINANCE
David Godek
FINANCE
David Godek
FINANCE
David Godek
ASSESSOR
Michelle Laube
ASSESSOR
Michelle Laube
ASSESSOR
Michelle Laube
CLERK-TREASURER
Lori Stottler
CLERK-TREASURER
Lori Stottler
CLERK-TREASURER
Lori Stottler
ECONOMIC
DEVELOPMENT
ECONOMIC
DEVELOPMENT
ECONOMIC
DEVELOPMENT
Jimsi Kuborn
POLICE
David Moore
POLICE
David Moore
POLICE
David Moore
NEIGHBORHOOD
AND COMMUNITY
SERVICES
Jennifer Petruzzello
NEIGHBORHOOD
AND COMMUNITY
SERVICES
Jennifer Petruzzello
NEIGHBORHOOD
AND COMMUNITY
SERVICES
Jennifer Petruzzello
PUBLIC WORKSPUBLIC WORKSPUBLIC WORKS
Mike Payne
FIRE
Jim Ponkauskas
FIRE
Jim Ponkauskas
FIRE
Jim Ponkauskas
ENGINEERINGENGINEERINGENGINEERING
Brad Reents
PLANNING
Duane Cherek
PLANNING
Duane Cherek
PLANNING
Duane Cherek
PARKS
Cullen Slapak
PARKS
Cullen Slapak
PARKS
Cullen Slapak
BUILDINGBUILDINGBUILDING
WATER /
WASTEWATER
UTILITY
Dave Botts
WATER /
WASTEWATER
UTILITY
Dave Botts
WATER /
WASTEWATER
UTILITY
Dave Botts
OPERATIONS
Maggie Darr
OPERATIONS
Maggie Darr
OPERATIONS
Maggie Darr
OPERATIONSOPERATIONS
Chad Pearson
SSUPPORT SERVICES
Todd Kleisner
RECREATION
Shelley Slapak
RECREATION
Shelley Slapak
RECREATION
Shelley Slapak
TRANSIT
Rebecca Smith
TRANSIT
Rebecca Smith
TRANSIT
Rebecca Smith
OPERATIONS
Joohnhn MMccMMaanunuss
EMS AND SUPPORT
SERVICES
Jamie Kessenich
EXECUTIVE /
DEPARTMENT
EXECUTIVE /
DEPARTMENT
DIVISIONDIVISION
OFFICE / STAFFOFFICE / STAFF
CITY OF JANESVILLE
ORGANIZATIONAL CHART
HOUSING SERVICES
Kelly Bedessem
HOUSING SERVICES
Kelly Bedessem
HOUSING SERVICES
Kelly Bedessem
JM4C
Jane Golberg
JM4C
Jane Golberg
JM4C
Jane Golberg
JATV MEDIA
SERVICES
Alan Luckett
JATV MEDIA
SERVICES
Alan Luckett
JATV MEDIA
SERVICES
Alan Luckett
ACTING
Jay Yunker
Bryan Langer
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5-3
David Moore, Acting City Manager
Ryan McCue, Deputy City Manager
Erin Davis, Assistant to the City Manager
Nick Faust, Communications Specialist
Carri Salus, Executive Administrative Assistant
DEPARTMENT HEADS
Bryan McCormick, Library Director
David Moore, Police Chief
Jennifer Petruzzello, Director of Neighborhood and Community Services
Mike Payne, Director of Public Works
Jim Ponkausas, Fire Chief
DIVISION HEADS
Kelly Bedessem, Housing Services Director
Dave Botts, Water/Wastewater Utility Director
Duane Cherek, Planning Director
Maggie Darr, Operations Director
Dave Godek, Finance Director
Jamie Kessenich, Deputy Fire Chief of EMS and Support Services
Todd Kleisner, Deputy Chief of Police of Support Services
Wald Klimczyk, City Attorney
Jimsi Kuborn, Economic Development Director
Bryan Langer, Information Technology Director
Michelle Laube, City Assessor
John McManus, Deputy Fire Chief of Operations
Chad Pearson, Deputy Chief of Police of Operations
Brad Reents, City Engineer
Tara Semenchuk, Human Resources Director
Cullen Slapak, Parks Director
Shelley Slapak, Recreation Director
Rebecca Smith, Transit Director
Lori Stottler, City Clerk-Treasurer
Jay Yunker, Building Director
Mailing Address: P. O. Box 5005
Janesville, WI 53547-5005
Street Address: 18 North Jackson Street
Janesville, WI 53548
Website: www.janesvillewi.gov
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5-4
BIOGRAPHIES OF CITY ADMINISTRATION
Kelly Bedessem, Housing Services Director – Kelly was hired at the City in 2001 as a Property
Maintenance Specialist. She was promoted to a Development Specialist and a Neighborhood
Development Specialist, and, most recently, the Housing Services Director. She has a Bachelor’s
Degree in Sociology from the University of Colorado at Colorado Springs. She is a graduate of
the Leadership Development Academy.
Dave Botts, Water/Wastewater Utility Director - Dave is the City’s Utility Director who started
working for the City of Janesville in February 2012. Dave has a BS in Civil Engineering from
Southern Illinois University and a Master’s in Public Administration from Northern Illinois
University. He is a registered Professional Engineer in the State of Wisconsin. Dave most recently
served as the Public Works Director for the City of Beloit for 13 years during which time his
responsibilities included management of the Beloit Water and Wastewater Utilities. Prior to
serving as Beloit’s Public Works Director, Dave spent 7 years in the City’s Engineering
Department as well as 10 years as a practicing engineer in the private sector. He has training in
Emergency Management and developed Beloit’s GIS Program. Dave is a member of the Central
States Water Environmental Association, American Water Works Association and a past
President of the Wisconsin Chapter of the American Public Works Association. Dave has also
completed the Senior Executive Institute at the University of Virginia. Dave is also an Eagle Scout.
Duane Cherek, Planning Director - Duane has more than twenty-five years of experience
working with a broad range of municipal planning and community development activities in
Janesville. He was hired as an Associate Planner in December 1995 and promoted to Senior
Planner in 2001. In 2005, when the Community Development Department was created, he was
promoted to Manager of Planning Services. In his current role as Planning Director, he is
principally responsible for updating various elements of the City’s long range planning program
and the coordination of physical land development review activities. He also serves as the Director
for the Janesville Area Metropolitan Planning Organization (MPO) which carries out federally
mandated planning and programming activities enabling the City to remain eligible for federal
highway, transit and bicycle funds. Duane has a Bachelor’s Degree in Public Administration and
Policy Analysis from the University of Wisconsin - Stevens Point and earned a Master’s Degree
in Urban and Regional Planning from the University of Colorado in Denver. Duane is a member
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of the Wisconsin Chapter of the American Planning Association and has completed the LEAD
program at the University of Virginia.
Maggie Darr, Operations Director - Maggie began working for the City of Janesville in July 2013
and spent about seven years serving in several roles in the City Manager’s Office. In January
2021 she was promoted to the Public Works Operations Director position. Maggie oversees all
operations in fleet maintenance and purchasing, solid waste collection, management of the City’s
waste disposal facilities, streets, building maintenance, traffic management, and shares
stormwater management responsibilities with the Engineering and Parks Divisions. Prior to
working for the City, Maggie held positions with the Village of Bellwood, Illinois and the Youth
Service Bureau of Illinois Valley. Maggie received her Bachelor’s Degree in Business
Administration from Truman State University in 2008 and her Master of Public Administration
Degree from Northern Illinois University in 2015.
Erin Davis, Assistant to the City Manager – Erin began her career with the City in 2017 as the
Director of Janesville Mobilizing 4 Change after twelve years in homeless services. In March 2021
she was promoted to Assistant to the City Manager, where she leads the City’s strategic planning
and performance measurement efforts, coordinates City Council meeting materials and the City
Report, oversees the committee appointment process, and helps develop the annual budget and
capital improvement plan. Erin has a Bachelor’s in Human and Social Services Administration, a
Master’s in Public Administration, and is a Lean Six Sigma Green Belt.
Nicholas Faust, Communications Specialist - Nick was hired by the City of Janesville as
Communications Specialist in January 2021. In this role, he is responsible for strategic messaging
and community information. Prior to joining the City, Nick was an Administrative Intern for the City
of Burlington while studying for his Master’s in Public Administration, before which he earned a
Bachelor’s in Public Administration.
David Godek, Finance Director – Dave was hired at the City of Janesville in November of 2007
as the Deputy Clerk-Treasurer. In June of 2015, he was promoted to Clerk-Treasurer, and in
February 2021 he became Interim Finance Director. In May 2021 Dave was promoted to Finance
Director. Before working at the City of Janesville, Dave worked as an auditor at WipFli, LLP. He
received his undergraduate degree from Bradley University in Political Science and Psychology
and earned his Master’s degree in Accounting from UW-Whitewater. As Finance Director, Dave
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oversees the City’s accounting, accounts payable, payroll processing, budget development, debt
issuance and management, and insurance administration functions. Additionally, Dave is
responsible for the annual audit and the Annual Comprehensive Financial Report.
Jamie Kessenich, Deputy Fire Chief of EMS and Support Services – Jamie began her career
in the fire service in 1994 as a Firefighter/EMT for the Waunakee Fire Department and Waunakee
Area EMS. She was hired by the Janesville Fire Department in 1996 as a Firefighter/Paramedic
and has held the position of Firefighter/Paramedic, Motor Pump Operator, Lieutenant, and Acting
Captain. In May 2022, Jamie was promoted to Deputy Chief. Jamie holds an Associate’s Degree
in Fire Science from Blackhawk Technical College and is currently pursuing a Bachelor’s Degree
in EMS Administration at Columbia Southern University. Jamie is responsible for EMS and
Support Services for the Janesville Fire Department.
Todd Kleisner, Deputy Chief of Police of Support Services – Todd Kleisner started his career
in law enforcement with the Janesville Police Department in 1991. He holds a Bachelor of Science
degree in Criminal Justice from UW-Platteville. Todd has been a field training officer, radar/laser
instructor, and an emergency vehicle operation instructor. He is a graduate of Northwestern
University’s School of Police Staff and Command and has held the rank of patrol sergeant and
patrol lieutenant. Among other duties, Todd is the vehicle fleet manager for the police
department. Todd was appointed to Deputy Chief in February 2021, and is originally from the
Wausau, WI area.
Wald Klimczyk, City Attorney - Wald has been City Attorney since 1988. He was hired in 1981
as Assistant City Attorney. He is a graduate of Marquette University Law School and St. Louis
University with a J.D. degree and degrees in psychology and philosophy. Wald has been a visiting
lecturer for the University of Wisconsin-Madison Law School and since 1981 has conducted
numerous continuing legal education programs for municipal attorneys throughout Wisconsin on
a variety of topics. Wald was elected and served as both secretary and president of the League
of Wisconsin Municipal Attorneys and is a Wisconsin Certified Public Manager. In 2004, Wald
was appointed by the UW System President to the advisory board overseeing the University of
Wisconsin Certified Public Manager’s Program.
Jimsi Kuborn, Economic Development Director – Jimsi Kuborn joined the City of Janesville in
2022 after serving as the Executive Director of the City of Converse Economic Development
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Corporation in Converse, Texas. In that role, Jimsi managed the corporation’s strategic plans,
business attraction and retention initiatives, grants, and incentive programs. Jimsi started in
economic development in 2014 at the Rockford Area Economic Development Corporation, where
she focused on investor relations, business attraction and retention, strategic plans, aerospace
industry programs, and many community initiatives. Before economic development, Jimsi worked
in real estate, marketing, and assisted a small startup business. Kuborn was born and raised in
Rockford, IL, received her bachelor’s degree in Merchandising from Northern Illinois University,
and has been a member of several economic development organizations at state and national
levels, including the International Economic Development Council, working to continue her
education and knowledge base to better serve her work and community.
Bryan Langer, Information Technology Director – Bryan has lived in Janesville for the past 27
years. He joined the City of Janesville in February of 2023. His 36 years of IT experience started
with the United States Air Force, where he served as a Nuclear Missile Computer and Switching
Systems Technician. He served Alpine Bank, Belvidere Bank, and Leland National Bank as their
Information Technology Officer. He later spent thirteen years as the Network Manager for
Mercyhealth System. Bryan studied at Arizona State University and the Community College of
the Air Force with a degree in Computer Systems Electronics. He obtained certification in Human
Resource Management from Eastern Washington University. Bryan has completed the
Leadership Development Academy and ROPES course. He holds multiple certifications from
Intel, IBM, HP, Microsoft, and CompTIA.
Michelle Laube, City Assessor – Michelle is a Janesville native and the first female City
Assessor. She began her employment with the City in May 2008 and has since held every position
in the City Assessor’s Office. Michelle brings 25 years of real estate experience to her position as
the City Assessor. Prior to working for the City of Janesville she worked for a local title company
and real estate office. She still holds her Title Examining License from the State of Wisconsin,
which provides a great foundation for her to perform the City’s Property Listing function. Michelle
is certified as an Assessor 2 & 3 with the Wisconsin Department of Revenue, is currently a
member of the Executive Board and a past President for the Wisconsin Association of Assessing
Officers (WAAO), and is a member of the Wisconsin Real Property Listers Association
(WRPLA). Michelle graduated from Janesville’s Leadership Development Academy (LDA) in
2012.
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Bryan McCormick, Library Director - Bryan was hired as Library Director in October 2007. Prior
to working for the City of Janesville, Bryan served as director of the Martin County Library System,
in Fairmont, Minnesota. In addition, he served as Library Director for the Muehl Public Library in
Seymour, Wisconsin. Bryan is actively involved in state and national level library activities,
including previously serving as Chair of the Certified Public Library Administrator Certification
Committee, and Chair of COLAND (Council on Library and Network Development, appointed by
Governor Walker) for two of the eight years he served on the committee. Bryan has a Master’s
degree in Library and Information Science from the University of Wisconsin – Milwaukee, a Master
of Business Administration degree from the University of Phoenix, and has completed the UW-
Extension Certified Public Manager program. In 2021 Bryan earned a Certificate in Fund Raising
Management.
Ryan McCue, Deputy City Manager - Ryan McCue joined the City of Janesville team in January
2015. He grew up in Naperville, Illinois and graduated from the University of Wisconsin- Oshkosh.
McCue has a strong background in city management, budgeting, tax incremental financing,
economic development, community relations and procuring both state and federal grants. He
served as the City of Wautoma’s Administrator/Clerk/Treasurer from October 2010 to January
2015. McCue served as the City of Cudahy’s Mayor from 2007 to 2010, Milwaukee County
Supervisor from 2002 to 2007 and Cudahy Alderperson from 2001 to 2002. McCue’s role at the
City of Janesville is comparable to a private sector Chief Operating Officer. He focuses on the
City’s internal operations, ensuring quality services at a reasonable cost.
John McManus, Deputy Fire Chief of Operations - Deputy Chief McManus began his career
with the Fire Department in 1996. He has held the positions of Firefighter/Paramedic, Motor Pump
Operator, Fire Lieutenant, and Fire Captain. He was appointed Deputy Chief in October of 2021.
John has been a Rescue Diver, Swift Water Technician, Hazardous Materials Technician, and
Technical Rescue Specialist. John is an active member of Wisconsin Task Force I (WITF1), the
urban search and rescue team for the State of Wisconsin. He is a FEMA-recognized
Communications Leader (COML) and has served the City, the fire department, and WITF1 in that
capacity. During the COVID-19 response, John assisted with the Planning section and then
transitioned to the Safety team, where he assisted with day-to-day operations and two election
safety plans. John has a Bachelor’s degree in Fire and Emergency Management from the
University of Wisconsin at Oshkosh. John currently manages the Fire division along with Fleet
and Facilities Maintenance.
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David Moore, Acting City Manager & Chief of Police - Chief Moore began his law enforcement
career in 1977 with the Janesville Police Department. He holds a Bachelor’s degree from Mount
Senario College in Criminal Justice Administration, a Master’s degree in Public / Corporate
Communication from University of Wisconsin-Whitewater and maintains a private pilot certificate.
After a national search, Chief Moore was appointed police chief in April of 2009. He is a graduate
of the FBI National Academy and Northwestern University’s School of Police Staff and Command.
He is a life-long Janesville resident and is active in many community groups including Janesville
Morning Rotary. Chief Moore’s leadership involves building trust in the community and a problem-
solving perspective that addresses issues of crime and disorder before they occur.
Mike Payne, Public Works Director - Mike was hired as a Project Engineer in April 2000 and
has held several positions within Engineering before being appointed as the City Engineer on
February 3, 2014. Prior to working for the City of Janesville, Mike was a Project Engineer for a
consulting firm where he was primarily responsible for construction management of DOT projects.
Throughout his career in Janesville, Mike has been involved with many special public works
projects including major renovations and construction of public buildings, as well as various
transportation projects. Mike has a B.S. in Civil Engineering from the University of Wisconsin -
Platteville, is a registered Professional Engineer, and a Wisconsin Certified Public Manager. Mike
is a graduate of Janesville's Leadership Development Academy and has completed the LEAD
program at the University of Virginia. Mike is active with the Janesville Lions Club, serves as
Committee Chair for Troop 539 in Janesville, and is an Eagle Scout.
Chad Pearson, Deputy Chief of Police of Operations - Chad graduated from UW-Whitewater
in the fall semester of 1997 with a Bachelor’s degree in Sociology with a minor in Criminal Justice.
He began his career with the City of Janesville Police Department in January 1998 as a Patrol
Officer. He was a Patrol Officer for eleven years, handling daily calls for service and investigations.
He worked additional assignments as a Field Training Officer training newly hired officers and a
Street Crimes Unit investigator assigned to investigate drug crimes, gun crimes, and gang activity.
He was promoted to Patrol Sergeant in June 2009. He was a Patrol Sergeant for eight years.
During this time, he was tasked with supervising B Shift Patrol, the Community Service Officer
Program, the Domestic Violence Team, Street Crimes Unit, and A Shift Patrol. He was promoted
to Lieutenant in December 2019 assigned to manage C Shift Patrol through 2020 and then the
Investigations Division in 2021. In January 2022, Chad was promoted to Deputy Chief of Patrol
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Operations, where he managed and supervised patrol functions. During his career, Chad has
attended and graduated from the University of Wisconsin Certified Public Managers Command
College for Law Enforcement class session number five in 2017, and the Federal Bureau of
Investigations National Law Enforcement Academy in Quantico, VA in 2021.
Brad Reents, City Engineer – Brad was hired as an Assistant City Engineer in June 2019 and
promoted to the City Engineer position in June 2022. Before working for the City of Janesville,
Brad spent 13 years in the private sector as a consulting engineer for a firm in Madison. As a
consulting engineer, Brad held several positions, including project engineer, project manager, and
team leader. As a team leader, Brad led a team of engineers and technicians to serve local
municipalities in Wisconsin. In his current role, Brad is responsible for leading the Engineering
Division comprised of engineers, technicians, GIS professionals, and an engineering support
specialist. Brad has a B.S. in Civil engineering from the University of Wisconsin – Platteville and
is a licensed Professional Engineer. In addition, Brad is a member of the American Public Works
Association – Wisconsin Chapter and has previously served on the City's Transportation
Committee and Parks and Recreation Committee.
Jennifer Petruzzello, Neighborhood and Community Services Director - Jennifer was hired
as Director of Neighborhood Services in September of 2008. She was previously employed by
the City of Janesville, from 1994-1999 where she held various positions, including: Management
Intern, Training & Labor Relations Coordinator and Management Assistant. From 1999-2003, she
served as the City Administrator in Evansville, WI. In December of 2007, Jennifer returned to work
for the City of Janesville as the Interim Neighborhood Services Director. In her current role, she
is responsible for managing the Department of Neighborhood and Community Services
Department including the Housing, Recreation, and the Transit Divisions. Jennifer holds a
Bachelor’s Degree in Political Science from Carroll University and a Master’s Degree in Public
Administration from Northern Illinois University.
Jim Ponkaukas, Fire Chief - Jim began his career in the fire service in 1988 as a Firefighter/EMT
for the Orfordville Fire Protection District, where he served as Fire Chief for 13 of his 26 years as
a member of the department. He was hired by the Janesville Fire Department in 1994 as a
Firefighter/Paramedic and has held the position of Paramedic, Motor Pump Operator, Lieutenant,
Acting Captain, Shift Commander, and Deputy Fire Chief. In September 2021, Jim was promoted
to Fire Chief. Jim holds a degree in Fire Science from Blackhawk Technical College and is working
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on a Bachelor’s Degree in Fire Administration from Columbia Southern University, Orange Beach,
AL. As Fire Chief, Jim is responsible for all services provided by the department. The key services
provided by the department include fire suppression, emergency medical services, fire prevention,
and other emergency and non-emergency requests for assistance from the public. The Chief
manages these services with the support of key staff members from within the Fire Department
and also with the cooperation of other City agencies.
Tara Semenchuk, Human Resources Director - Tara started with the City of Janesville in 2017
as the Assistant Human Resources Director. In January 2022, she was promoted to the Human
Resources Director. Tara is responsible for overseeing all aspects of human resources in the
organization, including recruitment, benefits administration, labor and employee relations, training
and professional development, and workers compensation. She received her bachelor’s degree
in political science from Illinois State University and her master’s in public administration from
Northern Illinois University. She maintains SHRM-CP credentials and is a Certified Labor
Relations Professional recognized by the National Public Employer Labor Relations Association.
Tara is also a 2021 graduate of the Leadership Development Academy of Rock County. She
currently serves as a Board Member on the Wisconsin Public Employer Labor Relations
Association.
Cullen Slapak, Parks Director - Cullen started with the City in 2001 as a Recreation Programmer
and has held several positions throughout the Recreation Division, including 5 years as Ice Arena
Manager. In 2009, he was promoted to Assistant Parks Director. After five years as Assistant
Parks Director, Cullen was promoted to Parks Director in 2014. Cullen has a B.S. Degree in
Recreation Management from the University of Wisconsin – La Crosse and an M.S. Degree in
Recreation Administration from George Williams College of Aurora University. Cullen is a
graduate of the Janesville Leadership Development Academy and is a Certified Park and
Recreation Professional (C.P.R.P.).
Shelley Slapak, Recreation Director - Shelley has been with the City since 2003 when she was
hired full time as a Recreation Programmer for the Recreation Division. She was promoted to
Recreation Coordinator in 2007 and to Recreation Director in August 2012. Shelley has a B.S.
Degree in Recreation Management from the University of Wisconsin-La Crosse and a M.S.
Degree in Recreation Administration from George Williams College of Aurora University. She is
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a graduate of the Janesville Leadership Development Academy and a Certified Park and
Recreation Professional (C.P.R.P.).
Rebecca Smith, Transit Director - Rebecca began with the City of Janesville in 2003 as
Community Information Specialist. From 2007 to 2013 she served as Management Assistant in
the City Manager’s Office. In 2013, Rebecca was promoted to Assistant Director of the Janesville
Transit System (JTS). In 2015, Rebecca was promoted to Transit Director for JTS. Rebecca
graduated from the University of Wisconsin - La Crosse with B.S. degrees in Public Administration
and Political Science in 2002 and from the University of Kansas with a Master’s of Public
Administration degree in 2004. Rebecca is a Wisconsin Certified Public Manager.
Lori Stottler, City Clerk-Treasurer - Lori is a Janesville resident who served as the Beloit Clerk-
Treasurer prior to being hired. Before that, she served two four-year terms as the elected Rock
County Clerk. The officer of the Clerk-Treasurer is the trustee of all City funds, is responsible for
administering elections, issues municipal licenses, processes and collects annual tax bills, bills
and collects quarterly utility bills, serves as the clerk to the City Council, and maintains official city
records. Lori is an International Certified Municipal Clerk, a Certified Public Funds Investment
Manager, a Certified Public Manager, and holds the highest level of certification in elections as a
Certified Elections and Registration Administrator. She also serves in leadership roles of her
professional organizations of WMCA and MTAW.
Jay Yunker, Building Director - Jay joined the City in February 2023 as the Building Director.
Originally from northwestern WI, he grew up in the construction industry and has been actively
involved his entire life. Jay has a BS in Vocational, Technical & Adult Education with a
Specialization in Construction Technology from UW Stout. He spent 17 years as a General
Contractor before entering the “codes” side of construction. Jay most recently served as the
Building Official for the Village of Lincolnshire, IL. Prior to that, he was the Building Inspector for
the City of Valdez, Alaska. He is currently certified in Wisconsin as a Commercial Building
Inspector, UDC Construction Inspector, and UDC HVAC Inspector. In addition, Jay has
accumulated 16 certifications through the International Code Council, which includes Certified
Building Official and Building Code Specialist.
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CITY ASSESSOR’S OFFICE
SUMMARY OF SERVICES
The Assessor’s Office is responsible for annually creating the assessment roll as required by
Wisconsin State Statutes. In addition, the Division completes the Real Property Listing function for
properties within the City limits. The primary goal of the Division is to discover, list, and value all
assessable properties accurately, fairly, and equitably. Each year the Division’s staff:
• Documents changes in property ownership and boundaries (Real Property Listing).
• Visits all sites issued building permits (remodels, renovations, new constructions and
expansions) in order to update or create new property data records.
• Visits properties that have been sold in order to determine the validity of each sale and thus
document the real estate market influences on property values.
• Maintains the property database which is used extensively by other city departments and
external users via the city website.
• Distributes Statements of Personal Property to all businesses and processes the data upon
their return submittal.
• Reviews and acts upon requests for property tax exemption.
• Utilizes a computer aided mass appraisal software application to complete the assessment
process and assign estimates of value to all assessable properties within the city, thus
creating the annual Assessment Roll.
• Staffs annual Open Book and Board of Review processes.
• Satisfies all reporting requirements of the Wisconsin Department of Revenue.
• Responds to numerous external and internal inquiries regarding property data,
assessments, values, and taxes.
• Supports implementation of the City’s ERP initiative by promoting awareness of its function
and capabilities with other Divisions and providing training and project management for its
expanded use.
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CITY ATTORNEY’S OFFICE
SUMMARY OF SERVICES
Wisconsin Statutes mandate that each City has a City Attorney who shall conduct and direct “all
the law business in which the city is interested.” The City of Janesville, its taxpayers, its lawfully
elected representatives (the Common Council), its chief administrator (the City Manager), and its
duly appointed officers are simultaneously the City Attorney’s “clients” whom he/she represents
and advises on a wide variety of municipal and related legal issues.
The primary responsibility of the City Attorney is to provide legal advice to the Common Council,
the City Manager, and City officials. By statute and case law, the City Attorney provides written and
verbal legal opinions on a wide range of municipal legal matters.
In addition, the City Attorney’s Office has a variety of other responsibilities including:
• Prosecutes all violations of municipal ordinances including traffic, building, fire, zoning,
licensing, business, alcohol, worthless checks, and related violations.
• Provides legal advice to various City commissions and committees.
• Drafts and/or review resolutions, ordinances, contracts, pleadings, bonds, and other legal
documents to protect the City’s interests.
• Provides legal advice to other divisions, departments, and the City Council on issues such
as tax assessment, labor relations, bill collection, public works projects and contracts, and
damage to City property.
• Drafts, prosecutes, and appears at all collection litigation hearings and trials for all City
delinquent accounts receivable such as ambulance bills, damage to property (street lights,
fire hydrants, park trees and shrubs, vehicles, buildings, signs, etc.) personal property
taxes, and related delinquent invoices.
• Represents the City at all hearings and trials in which the City or officers, personnel or
representatives are involved either as the persons suing or being sued for all acts or
omissions arising while acting in their official capacity. Such matters include foreclosures,
DNR matters, arbitration hearings, bankruptcies, requests for personal or real property tax
refunds, damage to City property and vehicles, and City complaint-based ordinance
violations.
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The City Attorney cannot advise members of the public or City staff concerning their private legal
matters or any legal issue that does not pertain to or which cannot be affected by Common Council
action.
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CLERK-TREASURER’S OFFICE
SUMMARY OF SERVICES
The Clerk-Treasurer is the trustee of all City funds and the custodian of all official City records.
The Clerk-Treasurer’s Office performs a plethora of duties related to providing outstanding
customer service to the public, managing city funds, billing accounts payable and receivable,
preparing annual tax roll, managing utility accounts, issuing and maintenance of city licenses,
election administration, records maintenance and overall support of city services. Specific
responsibilities of this Office include, but are not limited to:
• Issuing licenses required by City ordinances including alcohol establishments, dog, cat,
restaurant, bartender, electrician, massage therapist, etc.
• Attends meetings of the Council in accordance with State Statute 62.09(11)(b) and takes
minutes.
• Attend meetings of the Alcohol Licensing Advisory Committee, acting as staff
representative who prepares and posts agendas, takes minutes, and forwards
recommendations to Council accordingly and maintains current licenses and renewals.
• Clerk the annual Board of Review, publish annual legal notices, assist the Assessor’s
office as needed, take minutes and manage records accordingly.
• Maintain open and accessible government as the custodian of official City records
including Council minutes, legal notices, ordinances, resolutions, codes, policy statements
and contracts and agreements.
• Organizes and administers all elections, utilizing ten polling places located conveniently
throughout the City based on decennial census preparation and redistricting requirements.
Other election responsibilities include maintaining voter registrations to create poll list,
preparing ballots and publishing public notices, issuing and processing absentee ballots,
maintaining and testing equipment and supplies, training and preparing 300+ poll workers,
and answering inquiries on Election Day. The Clerk-Treasurer is the filing officer for City
Council Candidates and certifies election results of all Council elections.
• Maintenance and processing of special assessments, tax roll of delinquent accounts,
notices, debt payments, searches, and deferred special assessment rolls.
• Processing statements, managing collection policies for processing/collecting payments
to the City for the property tax roll, tax bills, special assessment charges, parking fees,
delinquent personal property taxes, miscellaneous billing and licenses.
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• Preparation of accounts payable checks and ACH, preparing daily bank deposits,
managing City of Janesville financial investments, and filing required State reports with
DOR, DOA, DOT, DSPS and WEC.
• Issues quarterly billings and processes payments for water, wastewater, sanitation, and
storm water service and maintaining the accounts for approximately 24,000 customers.
• Investigate customer concerns and inquiries, provide customer service solutions to
problems related to billings, and make arrangements for the installation of electronic meter
reading devices and water meters.
• Prepares statistical data pertaining to water, wastewater, and storm water accounts for
use in planning, research, rate structuring, customer analysis, and annual reporting to the
Public Services Commission.
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ECONOMIC DEVELOPMENT
SUMMARY OF SERVICES
In 1988, the Economic Development function was formalized within the City of Janesville
organization. The Economic Development Director reports directly to the Deputy City Manager.
The Economic Development Office takes a lead role in promoting the City of Janesville for new
industrial projects, working with local firms to facilitate expansions, downtown development,
redevelopment opportunities, and helping entrepreneurs start new business enterprises. The goal
of economic development activities is to facilitate the creation of new jobs, the expansion and
diversification of the local tax base, and the stimulation of the local economy through increased
disposable income. Staff also works closely with other development organizations like Forward
Janesville, Rock County, the Southwest Wisconsin Workforce Development Board, Alliant
Energy, Rock County Development Alliance, Rock County 5.0, Madison Regional Economic
Partnership, and the Wisconsin Economic Development Corporation to create a comprehensive
approach to Janesville’s economic development efforts.
Economic Development Services
As economic conditions evolve, staff time is allocated accordingly to prepare for and respond to
needs and anticipated opportunities in each of the following key areas: business retention and
expansion; industry attraction; downtown revitalization; commercial redevelopment; and
development support services.
Business Retention and Expansion
Research has shown that existing firms that grow create the majority of net new jobs. By paying
attention to local industry concerns and creating a positive local business climate, communities
can stimulate industry expansions and entrepreneurial efforts. Staff meets with local
manufacturers and large businesses to facilitate public/private communications and to identify
obstacles to expansion. Where an expansion project or problem is identified, staff takes a lead
role to provide assistance in identifying development sites, explaining state and local permitting
procedures, and in securing financing through local, federal and state financing programs.
Industry Attraction
The competition among communities for the limited number of new manufacturing facilities built
each year has increased dramatically. The communities that are successful have developed
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aggressive marketing programs that target specific industrial sectors. Economic Development
works cooperatively with Forward Janesville, Rock County, Alliant Energies, and the City of Beloit
as the Rock County Development Alliance and Rock County 5.0 to differentiate itself as the best
place for new and expanding businesses
These partnerships develop and implement marketing strategies designed to identify those
industries planning expansion projects in southern Wisconsin. Staff works with companies to
identify sites, determine local costs, and address other issues as needed. The Economic
Development staff track available sites and leasable space to assist in location selection. The
City’s primary tools to provide incentives to attract new industry have been Tax Increment
Financing (TIF) as well as tax credits through the Wisconsin Economic Development Corporation.
The Economic Development Office was also instrumental in working with the State to establish a
Federal Opportunity Zone, which covers three census tracts within the City. The City has created
40 Tax Incremental Financing Districts (TIDs) to stimulate the redevelopment of the downtown,
to encourage existing industry expansions, and to create new fully improved industrial parks. Of
these, there are 15 TIDs currently open.
Downtown Redevelopment
Staff works with private sector initiatives such as the Downtown Janesville Incorporated (DJI) and
the Business Improvement District (BID) to attract and implement redevelopment projects in the
downtown. Successful downtown redevelopment projects often require public assistance to
overcome the additional risk and costs associated with assembling properties, rehabilitating
structures, or demolishing blighted structures to create a development site. Staff works in
partnership with the development community to identify and address barriers to redeveloping
downtown properties, including utility relocations, street realignments or vacations, and
environmental contamination. In 2016, the City created a downtown overlay TIF District – TID 36
– to spur downtown revitalization efforts and implement the ARISE plan for downtown
Commercial Redevelopment
Economic Development is also responsible for the implementation of the Council’s Economic
Development policy for older commercial corridors located outside the downtown. Activities
include data gathering and research, negotiation, acquisition, and assembly of properties targeted
for redevelopment, and the development of TIF Districts and TIF Development Agreements within
each TID for redevelopment projects.
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Development Support Services
Economic Development serves as a one-stop source of information and assistance on the various
aspects of the development process. These development support services are available to local
firms seeking to expand, to companies considering Janesville for a new facility, and to
entrepreneurs planning to start a new firm. Staff researches specific topics on request and
maintains the accuracy of the marketing materials used in the economic development programs.
Where a specific local action is needed to facilitate a development project, staff will coordinate
and help prepare the necessary documents. Where appropriate, staff coordinates the City’s
response to development inquiries with the Planning and Building Services Divisions.
Examples of development support services include the preparation of a Project Plan for a new
Tax Incremental District (TID); negotiating a TIF development agreement for a new development
project and/or assisting a local company with an application to the Wisconsin Economic
Development Corporation for tax credits, permitting and building code guidance and amending
TID project plans.
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FINANCE OFFICE
SUMMARY OF SERVICES
The Finance Office operates primarily as a “support agency,” providing financial information to the
various City Departments, Divisions, and the City Council. This Office is responsible for the overall
fiscal activities of the City’s operations, including:
• Accounting and financial statement preparation
o The City of Janesville must comply with Generally Accepted Accounting Principles
(GAAP) in the preparation of our financial statements. Financial records are subject
to an annual audit by an outside independent accounting firm
• Accounts payable (bills the City incurs for goods and services)
• Payroll processing (processing of approximately 500 payroll checks every two weeks)
• Budget preparation and support
• Debt issuances and management
• Fiscal projections
• Liability and property insurance management
• Utility rate and special assessment rate analysis
• Grant compliance
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FIRE DEPARTMENT
SUMMARY OF SERVICES
The following is a brief overview of Janesville Fire Department services. It is intended to briefly
explain the major services the Fire Department provides 24 hours a day, seven days a week. Staffing
at the Department always provides for a minimum of 26 firefighters and emergency medical
personnel on duty using five stations.
Mission
It is the mission of the Janesville Fire Department to hold the needs of our citizens in the highest
regard, protecting life and property by providing professional emergency response with integrity,
respect, service, and pride.
Values
To accomplish our mission, the Department uses the following values:
• Integrity
• Respect
• Service
• Pride
Guiding Principles
• Quality comes first. To achieve citizen satisfaction, the quality of our services must be our
number one priority.
• Citizens are the focus of everything we do. Our work must be done with our citizens in
mind, always providing the highest quality of service we can.
• Continuous improvement is essential to our survival. We must strive for excellence in
everything we do: in our services, our human relations, and our efficiency.
• Employee involvement - we are a team. We must treat each other with trust and respect.
• Integrity is never compromised. The conduct of our Department must be pursued in a
manner that is socially responsible and commands respect for its integrity and for its
positive contributions to our community.
History
From its inception in 1855, the Janesville Fire Department has progressed with Community
prosperity. By 1888, the Department had begun employing full-time personnel to replace the
original volunteer forces. The Janesville Fire Department compared favorably with cities almost
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twice as large by 1900, providing both fire protection and rescue. Fire prevention has been among
services provided by the Department since 1914. In 1957, there were two new fire stations built.
A third station was added in 1970, a fourth station in 1980, and a fifth station in 1997.
The Department's first ambulance was acquired in 1957. Medical transport was upgraded with
formal Emergency Medical Technician training in the early 1970s and has been augmented by
Paramedic training since 1974. In 1997, a third paramedic ambulance was placed in service,
coinciding with the opening of the fifth fire station. A fourth paramedic ambulance was placed in
service at station #4 in 2004. The fifth paramedic ambulance was placed into service on January
1, 2022. Between 1979 and 1982, the City added a 24-hour civilian dispatch system, and the
City's fire insurance rating improved from ISO Rating 5 to ISO Rating 3.
In 1986, the Janesville Fire Department opened a training center, and it was dedicated to Fire
Chief Art Stearns in 2004. All county dispatch services were consolidated to one location in 1993
with the opening of the Rock County Communication Center.
Currently, the Fire Department provides fire and emergency medical service to an approximate
77 square mile area outside the City limits in addition to approximately 34 square miles within the
City limits. Services provided include fire suppression, fire prevention, fire safety education,
emergency medical service, extrication, dive rescue, petroleum tank inspection, technical rescue,
and hazardous material response.
Authorized Employees
1
2
1
1
3
3
12
2
54
21
Chief
Deputy Chiefs
Fire Marshal
Fire Inspector
Battalion Chiefs (1 per shift)
Captains (1 per shift)
Lieutenants (4 per shift)
Administrative Support Staff
Firefighter/Paramedics (18 per shift)
Driver/Operators (7 per shift)
Office of the Fire Chief
The Fire Chief is responsible for all services provided by the Department. The Chief manages
these services with the support of key staff members from within the Fire Department and with
the cooperation of other city agencies. The key services provided by the Fire Department include
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fire prevention, fire suppression, emergency medical, and other emergency, and non-emergency
requests for assistance from the public.
Management of these public services is carefully planned, organized, directed, controlled, and
staffed to maximize effectiveness and minimize cost. Internal functions which support this
proactive approach to management include vehicle and equipment maintenance, rural service
contracts, information management, budgeting, skill development, negotiations, and other human
resource functions. The Chief’s Office is responsible for both long and short-range planning to
establish strategies, goals, and objectives.
Rural Fire Protection Agreement
The Fire Department also provides Fire and EMS services for Janesville, Harmony, Rock, and
LaPrairie Townships.
Office of the Deputy Fire Chief of Operations
SUPPRESSION
Fire suppression operations are supervised by the Deputy Fire Chief of Operations and Training
along with three Battalion Chiefs, three Captains, and 12 station Lieutenants. Firefighters work 56
hours per week and perform a wide variety of functions critical to providing timely and effective
emergency service to the community. They respond to fire calls and hazardous
conditions, conduct rescue operations, render general service, and answer automatic alarms. In
addition, they also provide emergency medical support when needed.
Personnel and equipment are distributed between five stations located within the city limits. From
these five stations, they respond to requests for service in an approximate 111 square-mile area
that extends beyond the City limits and is provided through a rural fire protection agreement.
The City has five fire stations.
STATION 1 – Main Fire Station
303 Milton Avenue
Built 2015
Vehicles:
Battalion 8 – 2015 Brush 871 – 2012
Battalion 9 – 2007 HazMat 855 – 2004
Tower 831 – 2014 Boat 856 – 2012
Ambulance 841 – 2017 Boat 857 – 2017
Squad 851 – 2017 Engine 821 – 2005
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Rescue 858 – 1991 Engine 821 – 2005
Tender 861 – 2012 Utility 891 – 2018
Inspector 882 – 2008 Utility 892 – 2004
Fire Marshal 806 - 2012
STATION 2
1545 S. Washington Street
Built 1994
Vehicles:
Engine 812 – 2017 Ambulance 842 - 2016
STATION 3
435 N. Crosby Avenue
Built 1970
Vehicles:
Engine 813 – 2012 Ambulance 843 - 2015
STATION 4
4117 E. Milwaukee Street
Built 1980
Vehicles:
Engine 814 – 2017 Ambulance 844 – 2017
HazMat 854 - 2015
STATION 5
1414 Newport Ave
Built 1994
Vehicles:
Engine 815 – 2016 Ambulance 845 - 2016
In addition to emergency responses, suppression personnel routinely inspect local businesses
and apartment buildings for fire hazards and safety violations. They also schedule special visits
to selected buildings that have been identified as being at high risk for losses should a fire occur.
These special visits (called preplanning) are a time-consuming but essential part of suppression
activities enabling firefighters to better handle emergencies in these buildings utilizing the special
knowledge gained through preplanning.
All firefighters are required to meet minimum performance standards. However, groups of
individuals also receive supplemental and more specialized training in such areas as Dive
Rescue, Technical Rescue, Hazardous Materials, and EMT-Paramedic.
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The City currently has an Insurance Service Office (ISO) rating of Class 2 for insurance rates for
all businesses and homeowners in the City of Janesville.
During 2022, the Janesville Fire Department had a total of 15,408-unit responses for fire and rescue
incidents across the City. The average emergency response time to a call located inside the City of
Janesville is five minutes. Personnel assigned to Fire Suppression are crossed trained as Firefighters
and Paramedics.
TRAINING
Training at the Janesville Fire Department is managed by the Deputy Fire Chief of Training and
Operations, who coordinates and develops training programs for personnel. Although proficiency
does not guarantee success, it is important to provide for high levels of competency and safety
for personnel, whether that person is a Firefighter, Paramedic, Diver, Driver, or another employee
in the Fire Department.
The Training Center, located at 3000 N. County Road F (N. Parker Drive), provides the physical
structure to accomplish a variety of training programs. It was built in 1985 and opened in 1986
and is used by Fire Department personnel and, in special circumstances, can be used by other
organizations.
Fire Department personnel can request training in subjects that require special expertise. Training
is conducted throughout the year and is accomplished at the City's five fire stations, the City's Fire
Training Center, Blackhawk Technical College, The National Fire Academy, and selected schools
throughout the country. Continuous training best enables Janesville Fire Department personnel
to be ready to respond to emergencies.
Office of the Deputy Fire Chief of EMS and Support Services
EMERGENCY MEDICAL SERVICES
The Deputy Fire Chief of EMS & Support Services supervises the Department's Emergency
Medical Services along with the support of the three Battalion Chiefs. Those assigned to
emergency medical services are Firefighters, but in addition, they are state-certified paramedics
and can do advanced cardiac life support (ACLS). Paramedics receive their training at Mercy
Hospital in Janesville. They also support many other functions critical to providing timely and
effective service to the community.
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During 2022, the Janesville Fire Department had 9,456 responses for Emergency Medical
Services (EMS), and 7,918 patients received medical assistance from Paramedics. Designated
emergency medical personnel and equipment are placed at all five fire stations. As with
suppression, the City also contracts with the surrounding rural area so that the total area covered
is approximately 111 square miles.
Emergency medical personnel are cross-trained as firefighters and work closely with suppression
personnel to routinely inspect local businesses and apartment buildings for fire hazards and safety
violations.
In addition to certified paramedics, the emergency medical services also include individuals
trained as EMTs and in basic life support skills. These Firefighters can respond to medical
emergencies when the Paramedics are already committed or if they arrive first at the scene. The
Fire Department provides four frontline staffed paramedic ambulances and one unstaffed reserve
ambulance.
There is close cooperation with local hospitals to maintain and improve the service to the
community. Emergency medical personnel respond to requests for emergency medical aid, fire
calls, rescue calls, or whenever their special skills are needed.
TACTICAL EMERGENCY MEDICAL SERVICES
The Janesville Fire Department Tactical EMS Program (TEMS) is a specialized program where
paramedics are trained to work in the tactical environment in cooperation with the Janesville
Police Department’s Special Weapons and Tactics Team (SWAT). The TEMS Team received
approval from the State of Wisconsin in the fall of 2018. The intent of the TEMS Program is to
provide training and emergency medical care to the personnel of the Janesville Police Department
SWAT Team during all incidents they respond to as well as during all necessary training sessions.
The team is made up of 9 experienced paramedics who have been selected by the Fire Chief,
EMS Medical Director, and SWAT Commander. All team members are required to attend an
approved 40-hour National Tactical Officers Association (NTOA) Tactical EMS training course as
well as Basic SWAT School to learn the basic tactics of SWAT. The Fire Department received
grants from the Janesville Foundation to purchase specialized equipment to implement this
program.
LOGISTICS AND MAINTENANCE
Maintenance is also supervised by the Deputy Fire Chief of EMS & Support Services. Department
equipment includes one ladder truck, four engines, one tender, five ambulances, two command
vehicles, and a variety of special-purpose vehicles and reserve apparatus. These are kept in good
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repair through an established preventive maintenance program. The Deputy Fire Chief of EMS &
Support Services also manages building maintenance for all five fire stations and the Fire
Department Training Facility.
The Deputy Fire Chief of EMS & Support Services supports the effective management of the Fire
Department by participating in planning and budgeting as they relate to vehicles, equipment, and
building maintenance and coordinates with the City Services Center on maintenance.
Office of the Fire Marshal
The Fire Marshal supervises the Department's Fire Prevention Bureau. The bureau's focus is to
educate the public and enforce state building codes relative to fire prevention and safety. The
prevention bureau organizes and trains Department personnel to assist with this important
responsibility.
The Fire Prevention Bureau is responsible for investigating fires, enforcing state fire codes, and
coordinating public fire education efforts. They also spend time supporting shift personnel who
need their expertise and support in conducting routine inspections in schools, hospitals, theaters,
and large manufacturing firms; reviewing building and remodeling projects; and conducting
occupancy inspections. The Fire Prevention Bureau carries out approximately 4,900 fire and tank
inspections each year on commercial properties and apartments with three or more units.
Outdoor Tornado Warning Siren System
Rock County Emergency Management operates a county-wide system of outdoor tornado
warning sirens. Should a tornado warning be declared, or a funnel cloud spotted in Rock County,
the system will be activated throughout the entire county. Activation of the system consists of a
steady tone played for three to five minutes. Residents are urged to immediately take shelter and
tune to local broadcasting stations or weather radio for information after the activation of the siren.
Rock County Emergency Management performs regular testing of the warning system to ensure
that the system is operational and all sirens are working as intended. This testing is conducted at
12:05 p.m. on the first Wednesday of each month, April through October. Testing consists of a
steady tone played for one or two minutes. To avoid confusion, the system will never be tested
during inclement weather.
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To report a problem or a nonfunctioning tornado siren, please call Rock County Emergency
Management at 758-8440 or the Rock County Communications Center non-emergency line 757-
2244 on the weekends. Additional information about the outdoor tornado warning siren system
can be found on the Rock County Emergency Management website
(http://www.co.rock.wi.us/sheriff-emergency-management#alerts-warnings).
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HUMAN RESOURCES
SUMMARY OF SERVICES
The Human Resources Office is responsible for a variety of personnel-related functions, including
recruitment, salary and benefit administration, employee training and development, labor and
employee relations, and employee safety. Specific activities undertaken by the Human Resources
Office include:
• Prepare, review, recommend, and implement personnel policies and programs.
• Administration of the City’s compensation and benefit plans (health, life, vision and dental,
and retirement plans).
• Annual job performance evaluation.
• Position classification reviews and recommendations, development of job descriptions, and
compensation plan recommendations.
• Process and management of unemployment compensation claims.
• Administration of a city-wide training program for employee development.
• Administration of the city-wide Employee Assistance Program (EAP) and Employee
Recognition Program.
• Administration of annual Health Assessment and Employee Wellness programs.
• Supervisor and employee counseling and the investigation of employee complaints.
• Promote city-wide Diversity, Equity, Inclusion, and Belonging programs and initiatives.
• Recruitment of full-time, part-time, and seasonal employees within equal employment
opportunity guidelines, including pre-employment testing; interviewing; reference checks; the
hiring and job orientation of new employees; and promotion of existing employees.
• Assist in periodic recruitments for police officers and firefighters/paramedics. Act as staff
support to the City of Janesville Police and Fire Commission.
• Collective bargaining, which includes research of salary, benefit levels, and other negotiable
issues of comparable cities, preparing proposals, determining the cost of City and Union
economic proposals, representing the City in contract negotiations, and preparing,
interpreting and administering the labor agreement with the City’s three labor groups
including Firefighters, Janesville Professional Police Association, and Teamsters (Transit
Union employees).
• Labor contract administration, including advising management staff in responses to
grievance matters, investigating and advising on grievances at the last internal step for some
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employee groups, and assisting in City representation in final binding grievance arbitration.
• Advise supervisory and management staff regarding employee disciplinary matters.
• Advise and recommend on salary administration matters.
• Administration of the City’s safety, including worker’s compensation administration, safety
training program, and safety policies. The City is self-insured for worker’s compensation
claims but maintains stop-loss coverage which limits the City’s total liability for any one claim.
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INFORMATION TECHNOLOGY OFFICE
SUMMARY OF SERVICES
The Information Technology (IT) Office is primarily focused on providing the technology
platforms, the technical infrastructure, and support infrastructure to meet the information
processing needs of other City departments and the citizens of Janesville. Responsibilities of
the IT Division include:
• Provide maintenance, support, and development for all of the City’s computer and
communication technology, including:
o Local Area Network (LAN) within City buildings.
o Metropolitan Area Network (MAN) between City and community buildings. The
MAN is a City-owned fiber optic network that is used by the County, School
District of Janesville, UW-Whitewater & Madison, and WIN Technologies to
transport data services.
o Wide Area Network (WAN) between City, County, public switched telephone
network and internet.
o Personal Computers (PCs), Mobile Data Terminals, tablets, network servers,
Voice over Internet Protocol (VoIP) terminal equipment, printers, copiers, and
facsimile.
o Security systems that protect information, equipment, and network operation.
o Information sharing systems that provide the public with the ability to obtain
information and provide feedback and reports interactively.
• Introduce innovative technologies, continually improving the City’s processes. Partner
with the departments in proposing technology solutions that provide productivity and/or
workflow improvements.
• Serve as a technical resource for other departments to draw upon in making
investments in technology. Ensure that technology acquisitions are compatible with
current and future infrastructure and software standards.
• Troubleshoot, track, and resolve problems through an effective Help Desk process that
communicates with and educates users.
• Plan, schedule, and implement software releases, upgrades, and patches.
• Work with multiple state and federal partners to maintain cyber security by protecting
network resources and investigating and remediating incidents.
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• Manage licensing and maintenance agreements.
• Create custom reports and databases. Integrate the flow of data between disparate
databases. Empower users with tools for analysis and ad hoc reporting.
• Establish and document standards, procedures, and policies for effective use of the
technology.
• Monitor and enforce security scheme and policies, protecting from inside and outside
intrusion.
• Partner with other state and local agencies, whether government, school, or private, to
identify shared services and opportunities.
• Secure and recover information for emergency purposes.
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MANAGER’S INITIATIVES GROUP
SUMMARY OF SERVICES
In 2014, the City Manager’s Office was reorganized to include a Manager’s Initiatives Group
(MIG) to handle many of the day-to-day activities necessary to lead the organization now and
into the future. The MIG consists of the Assistant to the City Manager, Management Information
Specialist, and two part-time interns. The primary duties of the MIG fall into two categories:
Strategic Communications – The MIG is responsible for strategic communications and
messaging for the City of Janesville. The MIG designs and implements a comprehensive approach
to effective communication between the City and its stakeholders with particular emphasis on
relations between the City and the public, media, external elected and appointed officials, business
leaders, and community groups. Staff intends to enhance stakeholder satisfaction by keeping them
informed and engaging them in City activities and decision-making processes through print, radio,
television, and web communications. The MIG also develops and executes the annual legislative
program, serves as a central media contact, and assists departments with public communications.
The MIG is also the City’s brand manager and serves as the primary facilitator of the Image &
Engagement goal on the City’s strategic plan.
Strategic Planning and Effective Decision-Making – The MIG is responsible for developing and
executing analytically-driven, high-impact products that improve the strategic direction and long-
range planning of the City and facilitate the decision-making processes for its leaders. The MIG
leads the City’s strategic planning effort and performance measurement program and maintains a
long-range planning calendar to aid cross-departmental coordination. Additionally, the MIG
coordinates the City Council meeting agenda and City Report, oversees the Committee
appointment process, compiles the five-year Capital Improvement Plan (CIP) for the annual Note
Issue, and assists in the annual budget development process. Other functions of the MIG include:
• Identifying opportunities for process improvement
• Change management
• Managing Citywide and cross-departmental projects
• Preparing responses to City Council, staff, or citizen questions and inquiries
• Completing special projects, as assigned
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NEIGHBORHOOD AND COMMUNITY SERVICES DEPARTMENT
SUMMARY OF SERVICES
Introduction
The Neighborhood and Community Services Department is comprised of the following divisions:
Housing Services, Recreation, and the Janesville Transit System. The goal of the Housing Services
Division is to meet the housing needs of families with low income levels, to ensure decent, safe, and
affordable housing, and to revitalize neighborhoods. The goal of the Recreation Division is to provide
a program of services and activities that effectively meets the recreational and leisure needs of the
community. The goal of the Janesville Transit System is to promote and provide a reliable, cost-
effective public transit system orientated to the needs of seniors, persons with disabilities, students,
and major employment and business centers.
HOUSING SERVICES DIVISION
Housing Services activities involve, to a large extent, the administration of federal and state-funded
programs. The central housing programs are the Rent Assistance Program, the Community
Development Block Grant (CDBG) Program, and the HOME Investment Partnership Program
(HOME). The U.S. Department of Housing and Urban Development (HUD) Program provides a
“block” of funds for communities to develop viable urban communities by providing decent housing,
a suitable living environment, and/or by expanding economic opportunities principally for individuals
and families with low and moderate-income levels. The CDBG Program funds a broad range of
housing, neighborhood, and community development activities. The goals of the HOME Program
are to provide funds for affordable housing development and down payment and closing cost
assistance to first-time homebuyers. The Rent Assistance Program is a locally administered program
funded by the U.S. Department of Housing and Urban Development, which pays a portion of the
monthly rent or mortgage and utilities for households with very low and extremely low income levels.
Housing Services also administers the Property Maintenance Program as well as the Vacant Building
Program.
Homebuyers Workshop
The Homebuyers Workshop is a free series of classes sponsored jointly by the City, local banks, and
Rock County, which provides prospective homebuyers with information on basic financial skills,
establishing good credit, finding the best home, and financing a new home. The workshops are
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offered multiple times throughout the year and are provided by NeighborWorks Blackhawk Region,
who is a HUD Certified Housing Counselor. A current schedule is available on the City’s website.
Down Payment and Closing Cost Loan Program (HOME Possible)
The Down Payment and Closing Cost Loan Program helps individuals and families with low and
moderate-income levels (80% or less of Rock County median income) to purchase their first home
anywhere within the city limits. The program provides a forgivable loan of up to $10,000 to assist with
down payment and closing costs (a minimum $1,000 owner contribution is required). The loan is
structured at 0% interest and is forgiven after five years of continued occupancy. The intent of the
program is both to meet the housing needs of families and increase the level of homeownership.
Home Improvement Program
The Home Improvement Program provides loans for the rehabilitation of owner-occupied housing
located throughout Janesville. A home equity loan of up to $50,000 for a single-family home may be
provided. This is a 0% interest loan with no required monthly payments. Loan criteria include income
eligibility (80% or less of Rock County median income), owner-occupied property within the city limits;
satisfactory credit history; current property taxes, water bill, and homeowner’s insurance; and
sufficient equity in the home. Projects located in Census Tracts 1, 3, 4, and 10 are eligible to have
half of their loan to be forgiven over a ten-year period. The goals of this program include providing
decent, safe, and sanitary housing as well as a suitable, sustainable living environment.
Other Projects Proposed to be Funded with 2023 CDBG or HOME Funds:
• Neighborhood Activities: Fund a pro-active property maintenance enforcement program.
• Emergency Rent Assistance: Contract with ECHO to fund emergency rent assistance.
• Medical, Dental, and Mental Health Care: Contract with Healthnet to provide care for the
uninsured and underinsured.
• Self-sufficiency program: Contract with Community Action -THRIVE Program.
• After-school programming: Contract with Boys and Girls Club:
• Homeownership Program: Contract with ACTS Housing.
• Affordable Housing Development: Contract with the Wisconsin Partnership for Housing
Development for the rehabilitation of one single-family home and the construction of two new
homes. In addition, the City intends to support an Affordable Housing Tax Credit or Affordable
Housing Projects with CDBG and/or HOME funds.
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Rent Assistance Program
The Rental Assistance Program (AKA Section 8 or Housing Choice Voucher Program) is a locally
administered program funded by the U.S. Department of Housing and Urban Development, which
pays a portion of the monthly rent and utilities for households with very and extremely low income
levels. In 2023, the program is anticipated to assist an average of 490 households each month with
annual program expenditures of nearly $3.6 million. Under this program, households are issued a
voucher and select their own housing, which must meet federal housing standards. Families are
responsible for a portion of their rent payment based on their income, and the City pays the balance
of the rent payment to the landlord.
A Place of My Own
A Place of My Own allows eligible Housing Choice Voucher participants to become homeowners
and have their monthly assistance payment directed towards a home loan rather than a rental
payment. Homeownership assistance can be provided for up to 15 years if the home loan is 20 years
or more and 10 years in all other cases. This program is intended to provide opportunities for families
with low-income levels to become first-time homebuyers and remain stably housed. The goal is to
help families build equity/wealth, provide a path to self-sufficiency, overcome fair housing challenges,
and increase homeownership rates.
Fair Housing Activities
The Housing Services Division is responsible for administering the City’s Fair Housing Ordinance.
Specific fair housing activities vary from year to year and may include items such as community
education or landlord training. Staff also works with individuals who feel they have been discriminated
against to provide information on the alternatives available for filing complaints. In 2019, the City of
Janesville, in conjunction with the City of Beloit and Rock County, developed a county-wide Analysis
of Impediments to Fair Housing which outlined goals and strategies for the 2020-2024 period.
Housing and Nuisance Complaints
The goal of the property maintenance program is to ensure that buildings are maintained in a
manner that protects the health, safety, and welfare of the community’s residents. The program
addresses the condition of buildings, housing units, nuisances (junk cars, trash, etc.), and zoning
violations (home occupations). Nuisance violations make up the largest percentage of resident
complaints and staff contacts. In 2023, the City estimates that 2,725 inspections will be completed
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and 975 violations will be resolved. The Division receives complaints directly from residents,
businesses, City Councilmembers, and the Building Services, Police, and Fire Departments.
Upon receipt of a complaint, an inspection is conducted. All complaints and alleged violators are
treated equally, regardless of who files the complaint (i.e., resident, Councilmember or City
Manager). The average response time for an initial inspection is dependent upon the nature of
the complaint. All life and safety risks are classified as a high priority, and the same day or next
day response is provided in these types of complaints. Other complaints may take up to two
weeks to respond to, depending on the workload of the Property Maintenance Inspectors.
The Housing Services Division has implemented a pro-active inspection program in the central
city where population density, age of housing stock, and rate of rental property warrant additional
efforts. The goal of this program is to address violations before they cause neighborhood conflict.
In 2023, a total of 1,850 pro-active inspections are estimated to be completed.
For both programs, the manner in which the violation is addressed is similar. Property
Maintenance Inspectors mail a notice, or Order to Correct, to the property owner detailing the
violation and providing a deadline for compliance. If compliance is not achieved, a second notice
called a Director’s Warning Letter is sent to the property owner. In addition to the second letter, a
re-inspection fee is sent to the property owner as a means of cost recovery for the additional staff
time and resources. Failure to comply may result in abatement, referral to the City Attorney’s
Office, or the issuance of a citation.
If legal action is required, it may take several months to resolve a violation. In some cases,
conditions that exist may not be desirable, but they are not a violation of the ordinance.
Vacant Building Program
Vacant buildings tend to be inadequately maintained, creating or contributing to blight, depressed
market values of neighboring properties, may require additional governmental services, and can
endanger public health and safety.
This program requires owners of vacant property to register the property with the City of Janesville
within 90 days of the property becoming vacant. The registration is required every six months with
an associated escalating fee. Property owners who do not reside locally are required to designate
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an agent to act on the behalf of the owner that is within a 60 miles radius of the property. There
are exceptions to the registration requirement such as a property that is actively listed for sale or
rent.
In addition to the registration requirement, all properties receive an exterior inspection. Any
violations of property maintenance codes are identified, and an Order to Correct is sent to the
property owner or the registered, responsible agent. Like housing and nuisance complaints,
ultimately the violations can be abated, or the property owner can be issued a citation or a
summons.
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RECREATION DIVISION
Introduction
The Recreation Division is responsible for planning, promoting, and delivering a variety of
recreation programs, events, facilities, and services that meet the diverse leisure needs of the
community. These programs contribute to a sense of self-fulfillment and provide quality of life
opportunities for youth, adults, older adults, individuals with disabilities, and families. The Division
has oversight of several facilities that provide services, including a Senior Center, Ice Arena, a
wading pool, a community pool complex (main pool, baby pool, and diving well), splash pad,
beach, four softball field complex, and various other multi-use fields.
The Recreation Division is staffed by a Recreation Director, two Recreation Programmers, one
Ice Arena Manager, one Senior Center Manager, one Senior Center Recreation Programmer,
one Administrative Assistant, and approximately 125 seasonal staff. The Recreation Director
provides oversight of the Recreation Division. The Recreation Division works with MIG I to
coordinate public relations materials, including a spring-summer and fall-winter activity guide,
press releases, as well as seasonal facility and program information. The Division provides
services for several local recreation providers in terms of facility reservations, technical support,
sharing of resources, and forming partnerships. The Division works closely with the Janesville
School District coordinating and sharing space to adequately meet the growing need for
recreation facilities and green space.
Youth and Family Programs
The Recreation Division offers a wide range of year-round recreational opportunities designed to
provide toddlers, school-age children, teens, and families the opportunity to participate in a variety
of programs that include active and passive venues. Programs range from specialty camps to
camps that meet daycare needs, sport instruction, enrichment, music, art, and special events.
Our youth summer day camp offerings include an all-day summer camp called Kids Count Camp
and Camp Tot Lot that is geared for youth ages 3-5. Additionally, youth have an opportunity to
participate in tennis lessons, start smart sports, pop-up park play programs, and soccer and horse
camp.
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Some activities are designed to allow families an opportunity to play and/or learn together. One
example is the Kids Noontime Entertainment series at Camden Stage in Palmer Park. In addition,
the Recreation Division plans several nature outings in City parks, such as a wildflower walk and
owl hike. Our popular “special events” provide families many opportunities to recreate together
and draw hundreds of Janesville families and visitors alike. Events currently include: Take A Kid
Fishing Day, The Enchanted Forest, Bunny in the Square, Movies in the Park, Kids Triathlon,
Wagon Rides in the Park, Camp Fire Tales, and Janesville’s Jolly Jingle event in partnership with
12 other community organizations. Outdoor recreation has been a focus since COVID-19, and
now popular programs include our various park trail scavenger walks and story walks throughout
the City.
Teen programs include the popular middle school “Rec Nites” held indoors at area middle schools
throughout the school year, as well as tennis lessons in the summer. In addition, we created
several leadership programs, including the Counselor in Training Program, Junior Lifeguarding
Camp, and the Teen Volunteer Involvement Program that help teens learn responsibility and job
skills.
The Division also takes an active role in supporting and working with area businesses and service
organizations in the planning and execution of their respective events.
Adult Recreation
The Recreation Division schedules adult sport leagues on a year-round basis. Current leagues
include kickball, volleyball, softball, and basketball, as well as tennis lessons. Adult athletic
leagues offer adults the opportunity to exercise their skills in a competitive arena against other
players of the same ability, skill level, or age. Sport leagues operate with as little as fifteen teams
(basketball) to as many as fifty+ (softball). In addition to sports, we provide enrichment programs
in music, the arts, and skill-building. Programs include ceramic classes, dancing, and fitness, etc.
The Recreation Division assists in the promotion of the outdoor fitness court. The Recreation
Division works cooperatively with area individuals/groups to offer facilitated play in shuffleboard
and pickleball. Since 2019, the City and Downtown Janesville Inc. have partnered to offer a joint
concert series called “Music at the Marv” on Tuesday evenings in the summer at Courthouse
Park. The partnership was expanded in 2022 to include a new joint venture, “First Fridays on
Festival,” a lunchtime concert series with food trucks on Festival Street in the Town Square on
the first Friday of the month from May to August.
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Concessions
The seasonal concession operations at Palmer Park, Dawson Field, and Rockport Pool have
been operated by the City since 2013.
Public Events
The Recreation Division is responsible for processing, reviewing, and approving all community
public events that are conducted in the park system or in the public right-of-way. Events may
include athletic tournaments, festivals, concerts, parades, farmer’s markets, carnivals, run/walks,
and neighborhood block parties. These events generally occur during the months from April
through October but may be year-round. A permit is required to conduct any public event that
uses park space or affects public right-of-way. Applications must be completed and approved for
all public events on City property.
Senior Center
The Senior Activity Center, located at 69 S. Water Street, is a 12,188 square foot multi-purpose
activity center where adults, age 50 and older, can come together for social activity, learning,
support, community/volunteer involvement, holiday celebrations, and other activities that promote
wellness, socialization, recreation, and education. Some of the 100+ programs and services
offered include cultural and creative arts, leadership development, nutrition, health, day and
extended trips, special events, instructional classes, intergenerational opportunities, and social
and support services. There is an annual membership fee at the Senior Center. The Senior Center
typically has 800 members.
The Center is staffed by a Recreation Programmer and Senior Center Manager. Programs are
planned and conducted by Senior Center staff, seniors, and volunteers. The Center also facilitates
several continuing education classes for residents and enrichment programs for all ages. The
Center is supported by a voluntary Senior Center Advisory Board. The facility includes a ceramics
room and kiln used for classes for all ages. The Senior Center boasts several rooms available to
rent by the public for gatherings and meetings of all sizes.
Ice Arena
The Ice Arena, located at 821 Beloit Avenue, provides year-round skating opportunities for
individuals of all ages, skills, and skating interests through public skating, arena programming, and
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ice rentals. Public skating is generally offered for 8 hours per week in the winter and 5 hours per
week during the summer months. Ice Arena programming provides individuals with an introduction
to specific skills or the enhancement of existing skills. It includes such activities as skating exhibitions,
hockey clinics, open hockey, and special events. Birthday party packages are available year-round
during public skate sessions.
Ice rentals provide groups such as the Janesville Youth Hockey Association, Janesville Figure
Skating Club, Janesville School District, and the Janesville Jets (NAHL) and other clubs and
organizations the opportunity to rent the Ice Arena for their individual programs and activities. The
Recreation Division contracts with a private vendor to offer a Learn to Skate program.
Aquatics
The aquatics program provides seasonal swim activities for youth, adults, older adults, and
families. Opportunities for leisure, skill-building, and fitness are abundant. Aquatic facilities
include:
• Rockport Pool is a three-pool complex including a diving well, main pool, and a wading
pool. The complex also sports a bathhouse and concession area. Programming includes
Red Cross swim lessons, public swim, special events, lap swimming, birthday parties,
hydro-aerobics, and private pool rentals.
• Palmer Wading Pool is a Janesville tradition dating back to 1936. This large wading pool
is fenced in with abundant green space and picnic tables. The pool itself features several
spray features, including a mushroom, two spraying whales, and geyser fountains.
• Riverside Park Splash Pad or "spray park" has various ground sprays, group play stations,
and taller features that shoot out water in four-minute sequences and is designed into
three use zones: teen, family, and toddler. The features are activated by the user, and the
sequences vary. The splash pad’s design depicts the Ice Age Trail and river with a color
pallet of neutral colors, blues, and greens, reflective of Riverside Park's natural setting.
• Lions Beach is a large sandy beach area that surrounds a swimming pond and boat dock
for fishing. The beach provides the opportunity for fresh-water swimming and is free and
open to the public. No shower/changing rooms are available, and the beach is not staffed.
Patrons swim at their own risk. Recreation Division tests beach water weekly.
• Bubbler is the interactive water feature known as the Bubbler in the Town Square, which
can be utilized to cool off or simply to enjoy the music and lights.
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Services
The Recreation Division offers several year-round and seasonal services to the public. An
equipment rental program is in place, offering a wide variety of items to rent for picnics, reunions
parties, and other events. Cross country skis/snowshoes, volleyball sets, tents, megaphones,
bats, balls, and bean bags, etc. are available for a nominal cost. We also issue Paw Print Park
tags, pavilion and field reservations and special event requests. During the summer months, the
Recreation Division hosts Wisconsin Parks and Recreation ticket sales for several theme parks,
including Noah’s Ark, Great America, etc.
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TRANSIT DIVISION
Introduction
The Janesville Transit System (JTS) is responsible for providing a cost-effective public transit
system orientated to the needs of seniors, persons with disabilities, students, major employment
and business centers. There are six main elements to JTS’s services, including: general
administration, maintenance, regular service, tripper service, paratransit service and night
service.
General Administration
The General Administration element of the Janesville Transit System (JTS) includes the planning,
marketing, financial management, training, supervisory, customer information and clerical
functions that support the Maintenance and Operating sections. The General Administration
activity also provides planning activities for the future operation and development of the Transit
System, management of various contracts, labor relations with the Teamsters Union, procuring
goods and services to federal standards, management of federal and state transit grants,
compliance with federal and state regulations, development and administration of the safety and
training programs, monitoring of day-to-day operations, and customer satisfaction with Transit
System services. The administrative requirements for the state and federal grants and their
associated mandatory programs and regulations consume a significant portion of management
effort in this area, along with customer service and financial management.
This area is staffed by the Transit Director, portions of the Assistant Transit Director’s time, and
the Administrative Assistant. The Director of Neighborhood and Community Services, the Finance
Division, the Metropolitan Planning Organization (MPO), and the Human Resources Division also
provide services in the areas of senior management oversight, planning, finance and accounting,
payroll, and personnel services which are charged to this area.
The 2023 budget provides for transit operations to be funded by farebox revenues, on-bus
advertising, and miscellaneous revenues, sponsorship of the Beloit-Janesville Express, and
federal grants in response to the pandemic in the amount of $524,900 (JTS CARES grant and
transit-specific ARP grant). The balance of revenue is contributed by Federal Operating
Assistance (35%), the Wisconsin Department of Transportation (20%), plus a $41,000 paratransit
operations grant, and by assistance from the City’s General Fund (20%).
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Maintenance
The Maintenance element is centered on a robust preventive maintenance program designed to
maximize equipment utilization and availability. Its intent is to ensure maximum reliability from the
existing equipment, which ranges from 1-15 years in age, and to preserve the City’s investment
in these vehicles by maintaining them in excellent condition throughout their maximum service
life. The City owns 17 buses and three service vehicles in the active fleet. The maintenance
program is designed to always keep at least 15 buses available for service, which meets the
weekday peak vehicle requirement of 15 vehicles needed for service. The Maintenance section
is staffed by a Maintenance Supervisor who supervises day-to-day shop operations, schedules
work, handles maintenance purchasing for the Transit System, tracks and maintains the spare
parts inventory, and supplements the Operations Supervisor for supervision of operations. The
Maintenance element includes four (4) full-time hourly personnel for bus repair and servicing and
facility maintenance, and three (3) part-time employees for vehicle washing, cleaning and
maintenance, and the Maintenance Supervisor.
JTS aggressively pursues grant opportunities for fleet replacement and other capital projects,
which is historically 80% funded by Federal Transit Administration capital grants, with 20% coming
from the City’s annual bond issue. JTS recently completed our most recent vehicle replacement
cycle when we took delivery of the last two new clean diesel buses in 2022, concluding a 3-year
transition and upgrade of the City’s bus fleet and resulting in vehicles with much improved fuel
efficiency and lower emissions.
The maintenance element also provides the upkeep of JTS fixed facilities, including the Transit
Service Center at 101 Black Bridge Road, the Transfer Center at 123 South River Street, as well
as 29 passenger shelters and benches, and 276 bus stop signs throughout the community. The
maintenance budget also includes funding for private contractors as well as work by Technical
Services, Parks, and other city personnel.
JTS recently completed the rehabilitation the Transfer Center in Downtown Janesville. The facility
was over 20 years old and in need of upkeep and improvement. The project included: the
replacement of HVAC systems, plumbing repairs, a replacement roof, improved ventilation, a
refurbished dispatcher workspace, concreate work to improve ADA accessibility and safety and
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improved heating/cooling in the public lobby. All restrooms were also converted to single stalls
and three family restrooms were added.
Regular Service
The regular service element includes six regular year-round routes and the personnel required to
operate them for 309 service days annually. It is designed to provide the basic service level to all
areas of the City within the framework of the program goals and objectives as established by the
most recent Transit Development Plan (TDP). JTS is nearing completion on the latest 5-Year TDP
planning process and update, which includes an evaluation of existing system performance and
the development of strategies to improve transit system connections and consider how best to
meet future mobility needs. JTS anticipates the TDP will be presented for approval at the
Janesville Metropolitan Planning Organization’s (MPO) June 2023 meeting. All City
Councilmembers sit on the MPO Policy Board.
An estimated 323,000 regular service passenger trips are expected in 2023 and is offered for six
days each week from 6:15 a.m. to 6:15 p.m. Monday through Friday, and 8:45 a.m. to 6:15 p.m.
on Saturday for a total of 69.5 hours per week. These buses do not operate on Sundays or major
holidays. The Operations Supervisor, portions of the Director, Assistant Transit Director’s,
Administrative Assistant, and Maintenance Supervisor’s time, and a corps of 15 full-time drivers,
supplemented by part-time personnel, staff this service.
This element also includes the “Beloit—Janesville Express,” a route which provides hourly bus
service Monday—Friday to the City of Beloit, Blackhawk Technical College, the Rock County
Williams Resource Center, the University of Wisconsin—Rock County campus, and other areas
in and between the cities of Janesville and Beloit. This route is jointly operated by the Cities of
Beloit and Janesville. This route also serves the Rock County institutions and the Kennedy Road
industrial park located on the north side of Janesville. The service is sponsored in part by a seven-
member inter-governmental and private-sector consortium including Rock County, Kandu
Industries, Blackhawk Technical College, Rock Valley Community Programs, Southwest
Wisconsin Workforce Development Board, IBVI, and UW-Whitewater at Rock County. With the
pandemic negatively effecting the sponsors’ ability to fund the route, and the receipt of transit-
specific pandemic-related federal funds to the Janesville and Beloit Transit systems, the Cities of
Beloit and Janesville began contributing to the local share necessary to fund the route in the
amount of $50,00 annually respectively for 2022 and 2023, and $30,000 each for 2024. Further,
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Rock County increased their annual contribution using a portion of their pandemic-related federal
funds.
Tripper Service
The tripper service element provides extra service to the general public in support of the regular
service during the times of peak demand, and to serve additional transportation needs that cannot
be met with the regular route service. This element is provided on a need basis and fluctuates
seasonally, with the primary demand being generated by the schools. Tripper service accounts
for about 47,000 trips annually. When JTS is fully staffed, part-time employees are the primary
operators of this service. The Transit System budgets for up to eight (8) part-time drivers who
also perform functions in the regular service, night service, and maintenance areas. Existing
supervisory staff oversees this operation along with their other duties.
Paratransit Service
The Americans with Disabilities Act (ADA) of 1990 mandates that all transit operators provide
“complementary paratransit service,” in addition to accessible fixed-route service, to meet the
needs of persons with disabilities who cannot use the accessible regular route service due to the
severity of their disabilities. Paratransit service is provided by wheelchair-lift equipped vans and
minibuses, which provide service from the curb in front of the client's home to the curb in front of
their destination.
Reservations are made 24 hours in advance, and there are no restrictions on trip purposes. Users
of this service must meet strict certification requirements to ensure that they are, in fact, not
capable of using an accessible fixed-route bus. An ADA Paratransit Eligibility Committee, which
includes a person with disabilities as well as health professionals and transit operations
representatives, reviews applications for this service monthly. This service operates during the
same hours/days as JTS fixed-route service under a contract with Rock County Transit, a county
agency, and is not directly operated by City employees. The Transit Director exercises oversight
to ensure that contractual obligations to the City are met through required monthly reports and
annual monitoring. Paratransit ridership is small when compared to fixed-route ridership, providing
approximately 7,000 passenger trips annually. Under the ADA law, JTS can charge a maximum
of twice the regular fixed-route fare for Paratransit service ($3 per one-way trip). However, JTS
implemented a paratransit agency fare in 2020, as approved by the City Council and allowed by
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the FTA, to ensure individuals receiving long term care support through Medicaid (also known as
“family care”) have the full cost of their paratransit trips paid for by their support agency, ensuring
the residents of Janesville are not subsidizing transportation for those riders eligible for federal
assistance.
Night Service
The “Nightside” service operates from 6:15 p.m., (the current ending time for the regular route
bus service), until 10:15 p.m., Monday—Friday. The objective is to provide access to employment,
retail trade, and personal business for the transit-dependent population. This service operates
three routes: one serving the Milton Avenue commercial area, and one each operating as a
“circulator” in the eastside and west/southside residential areas. The routes meet hourly at the
Transfer Center at 15 minutes after the hour.
To provide adequate geographical coverage of the residential areas, the Nightside buses operate
as “route deviation” service. That is, the buses will depart up to ¾ mile from the published route
in response to requests for off-route service. These requests may be phoned in to the Dispatcher
at the Transfer Center or given to the driver upon boarding. This increases the convenience and
safety of the service for customers, while resulting in a cost savings to the City compared to
operating the entire regular route system at night. This service is staffed by a portion of the
Operations Supervisor, the majority of the Dispatcher’s time, three full-time bus drivers shared
with the Regular Service element, and part-time drivers as needed. Approximately 31,000 annual
trips are provided. The Transit Director, Assistant Transit Director, Operations Supervisor, and
Maintenance Supervisor assist with oversight and supervision of this service in the event of an
accident or other situation beyond the capability of the Dispatcher to handle.
Invitation to Ride & Tour
All Councilmembers are welcome to ride a City bus during operating hours to see first-hand how
the Janesville Transit System functions. Riding is also a great way to meet with constituents in an
informal environment. If you are interested in riding JTS with the Transit Director, please reach
out and a time and date can be scheduled. In addition, all Councilmembers are welcome to take
a tour of the Transit Services Center or Transfer Center to see up-close the workings of the transit
system!
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JANESVILLE POLICE DEPARTMENT
SUMMARY OF SERVICES
This summary is a broad statement of Police Department activities. Some are direct services to the
public, and others are primarily internal and supportive, but both ultimately affect customer service
and customer satisfaction.
Police Administration
Administration is primarily an internal service encompassing all aspects of planning, organizing,
staffing, directing, coordinating, and budgeting. Administration directs and coordinates police officer
recruitment activities and oversees all training functions. Activities include monitoring of calls for
service, crime trends, investigations, response time, staffing levels, citizens’ complaints, and
responding to requests for information or coordinating special projects. Administration works closely
with other City Departments and Divisions as well as community-based organizations on projects
within the structure of City government or the community.
Patrol Services
Patrol responds to all calls for service when a police officer’s presence is required or requested.
It includes conducting preliminary investigations and some follow-up investigations, resolving
disputes, preventative and directed patrol activities, and policing special events. Traffic law
enforcement, accident investigation, and traffic control are also patrol responsibilities. The focus
of patrol services, whether at a call for service or in a self-initiated activity, is to solve problems
eliminating the need for future police service.
Patrol Assignment
Police officers are assigned to patrol areas for terms that support the Department’s Community
Oriented Policing philosophy and approach. The City is divided into eight basic patrol areas that are
designed to encompass identifiable neighborhoods and to equalize workload demands as much as
possible. The same basic patrol areas are used on all shifts. The terms of assignments and specified
patrol areas allow officers from all shifts to work toward problem identification and resolution within
their area. Additional officers, when available, are typically assigned to specific problem areas or
duties related to crime trends, or to directed patrols. These officers are essential to support
community policing and the Department’s ability to respond to the number of calls for service
received.
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K-9 Teams
The Department has two K-9 teams, one assigned to the afternoon shift and one assigned to the
evening shift. The K-9 teams assist investigative and patrol personnel for purposes of drug detection,
tracking of lost/missing persons, locating suspects, and searches for evidence handled by suspects.
Traffic Enforcement
Traffic enforcement is one of the Patrol Division’s primary responsibilities. Traffic accident analysis,
known locations of frequent violations, and citizen feedback provide Patrol officers important
information for officer deployment. Officers use radar, work in teams, or use an electronic speed
trailer to impact driver behavior. School zones are a high priority for enforcement during student
travel times. When available, the Department utilizes Department of Transportation grant monies for
targeted enforcement such as drunk driving or high complaint locations such as Milton Avenue.
Domestic Violence Intervention Team
Two-thirds of Janesville’s homicides are related to domestic violence. Also left in the wake of
domestic violence are the children and family members who are forever affected by the violence.
Accordingly, the Department developed the Domestic Violence Intervention Team – DVI to better
serve the victims of domestic violence. DVI is comprised of Janesville officers who volunteer their
time along with the members of the YWCA and Rock County District Attorney’s Office. The basic
premise of the team is to revisit the victims of domestic violence within 72 hours of the event. Then,
in a calmer and quieter environment, talk to the victim and their family about the cycle of domestic
violence and the various opportunities in the community to interrupt the violence. DVI has received
state-wide recognition for their efforts and trains other officers throughout the State of Wisconsin.
Heroin DROP Program – Death, Rehab, or Prison
Realizing that we cannot arrest our way out of the heroin epidemic, the Police Department has
assigned a team of officers to assist heroin users to make lifestyle changes to reduce the use of
heroin. The DROP program connects the user with various mental health and addiction treatment
services and builds support networks for the user. The DROP program maintains continuous follow-
up through the recovery process during and after the rehabilitation efforts.
Special Weapons and Tactics (S.W.A.T.)
The Department maintains a S.W.A.T. Team trained to respond to critical incidents involving
hostages, barricaded persons, high-risk incidents, protection details, and civil disturbances. The
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team is also trained and specially equipped to serve high-risk search warrants or provide support in
specialized investigations. The Department’s six-person Hostage Negotiations Team operates under
the umbrella of the S.W.A.T. Team. In addition to crisis negotiation training, they frequently train with
the S.W.A.T. Team during their monthly training sessions.
Honor Guard
The Honor Guard represents the police department by providing a visible presence at significant
events such as funerals, parades, and memorial ceremonies. It is a specially uniformed fourteen
officer unit. The Honor Guard is trained in the U.S. Army “Old Guard” style that lends dignity and
respect to ceremonial services.
Animal Control
Animal control is the responsibility of the Department, which works in conjunction with the
Humane Society of Southern Wisconsin, which is under contract to the City of Janesville for
animal assistance. Patrol officers respond to complaints of barking dogs, loose or stray animals,
other violations of animal control ordinances, and animal bites.
Court Liaison
It is the responsibility of this service to process all arrests and related reports within the judicial
system. Duties include maintenance and updating of records of arrests and maintaining liaison with
the District Attorney, City Attorney, and the courts.
Officers Assigned to Schools
The Department has a significant commitment to the welfare and safety of students in the
Janesville School District. The Department assigns officers to three middle schools and
both high schools during the nine-month school year. The middle school officers serve as
law enforcement officers, referral agents, educational assistants, and
listeners/counselors for both middle/elementary school staff and students. The middle
school officers present Drug/Vaping, Social Media, Laws, and general Safety education
to both middle school and elementary school children. In addition, the officers present
with their building staff on topics such as lockdowns, bullying, response plans, health
class topics, and many other topics as needed. The officers assigned to Craig High
School and Parker High School serve as law enforcement officers, referral agents,
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educational assistants, and listeners/counselors for both the high school staff and the
students. The funding for each of the six school officers is shared between the
Department and the Janesville School District.
School Crossing Guards
Funding for school crossing guards is contained in the Department’s budget and the hiring, training,
and supervision of the guards is carried out by the Department. The location for crossing guards is
governed by Council Policy Statement Number 53.
Community Services
Community Services provides collaborative programs in association with the police department
Crime Prevention Program to promote community safety and security. The Crime Prevention
Program provides information, technical assistance, and training in community crime prevention.
The service includes security surveys, active shooter training, the SAFE Program (a self-defense
program for females), seminars, and speaking engagements on self-help for citizens and the
development of informational materials. The philosophy of community policing focuses on crime
prevention. The Community Service sergeant also provides oversight to the Adult School
Crossing Guard Program, coordinates police officer recruitments, and coordinates the training
needs of the Department.
Investigations
The Investigation Division provides follow-up investigations of incidents that cannot be completed
by patrol services because of time constraints or the complexity of a particular case. Gathering
all relevant information and presenting a completed investigation to the District Attorney is an
integral part of this activity. The division also serves in an advisory and liaison capacity for schools,
Human Services, and other law enforcement agencies. Included in this service is the processing
of crime scenes and evidence and the maintenance of property and evidence. Fingerprinting,
photographic work, processing of prisoners, and processing of applicants for a variety of licenses
required by the city and/or state are also provided by Investigations.
The Investigation Division supervisor reviews all initial criminal investigations conducted by patrol
officers. The intent is to close investigations that have little likelihood of being solved to focus
investigative efforts on those incidents that have the greatest probability of being successfully
concluded. The decision to assign or not assign an incident is based upon identifiable “solvability
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factors,” which are the information about suspects, traceable property, physical evidence, and mode
of operation. Because of their seriousness, incidents such as homicides, major robberies, major
burglaries, and major arsons are assigned for follow-up investigation even though there may be no
solvability factors present. Not all follow-up investigations are carried out by detectives. Some
misdemeanor incidents that will not detract from patrol duties are assigned to the first and second
patrol shifts for follow-up investigation.
Street Crimes Unit
The Street Crimes Unit focuses on drug enforcement, gang activity, and problem-solving within the
community. These officers often work in plain clothes infiltrating the drug market in Janesville. Drug
houses, those locations identified by officers or citizens that plague neighborhoods with high traffic,
drug deals, thefts, and other crimes, are the Street Crime Unit’s primary focus. The illegal drug trade
and gangs are clearly intertwined; therefore, the Street Crime Unit is also tasked with interdicting
gang crime. This unit also works cooperatively with other law enforcement agencies, including the
FBI, the State of Wisconsin Division of Criminal Investigations, and multi-state drug task forces.
Police Records
The Police Records Section is staffed by one supervisor, ten full-time Records Clerks, and two part-
time Records Clerks. Records Section personnel are responsible for the processing, maintenance,
and custody of Department records utilizing the Records Management System. This service
disseminates records to the public when appropriate under the law and to police officers when
needed. In addition, this service has the primary responsibility for the teleserve system, which takes
incident reports in person and via telephone when an officer’s presence is not necessary. The
Records Section personnel answer non-emergency telephone calls and provide counter service to
the public.
Proactive Policing Initiatives
Rapid Response Training – Officers train on rapid response principles to active shooters in
various venues in the community throughout the year.
High Risk Offender Program – Officers visit and monitor known offenders that pose safety
concerns for our citizens.
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Latino Liaison Advisory Committee – Outreach to our Latino citizens to allow a voice with the
Janesville Police Department.
African American Liaison Advisory Committee – Outreach to our African American citizens to
allow a voice with the Janesville Police Department.
Project Direct Connect – Police portable radios are assigned to public and parochial schools to
allow for direct communication with patrol officers in the event of a school shooting.
Police Explorer Post – Officers provide an Explorer Post to offer police training for the youth of
our community.
No Serve Alcohol List – To reduce repeated contacts with police due to alcohol abuse, offenders
are placed on a list that is shared with alcohol establishments that can choose to not sell alcohol
to the offenders.
Chronic Nuisance Premises Team – Some properties in the community consume excessive police
and city services. Officers identify these properties and work with the property owners to abate
the continued problems.
Human Trafficking Team – Specially trained officers work to identify and assist victims of human
trafficking. Officers also provide community education and outreach on this issue.
Integrated Communication Assessment & Tactics – Officers work to de-escalate confrontations
to reduce the need for the use of force.
Homelessness Outreach Team – Officers participate in community efforts to assist the homeless
citizens that reside in Janesville.
Mobile Field Force – The purpose of this team is to have specially trained and equipped personnel
to address crowd control issues. The team consists of two sergeants and fifteen officers.
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Crisis Intervention Team – The goal of CIT is to provide better outcomes for those individuals that
have mental health issues. The team collaborates with other mental health professional from
throughout Rock County. One lieutenant, three sergeants, and nine officers are assigned to CIT.
Small Neighborhood Group Outings – The SNG team provides outreach to neighborhoods that
typically do not trust the police by offering neighborhood picnics. The outings build trust and
engagement with citizens, teenagers, and children.
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PUBLIC WORKS DEPARTMENT
SUMMARY OF SERVICES
The Public Works Department is comprised of six Divisions: Building; Engineering; Operations;
Parks; Planning; and Water/Wastewater Utilities.
BUILDING DIVISION
The Building Division, headed by the Building Director who reports to the Director of Public Works,
is involved in a wide range of activities that protect and promote the health, safety, welfare, and
appearance of the City of Janesville.
Development Review
Building Division staff is the first point of contact for commercial and residential development
projects. The staff negotiates commercial projects for conformance and assists customers
through site and building plan reviews before permits are issued.
Construction Activities
Building Division staff is certified by the State of Wisconsin to review commercial building plans
up to 50,000 cubic feet for new construction and alteration plans up to 100,000 cubic feet of
altered area. The City of Janesville is approved by the state to review larger projects through a
third-party reviewer, EPlan Exam. This service enables the public to obtain State Regulated plan
approval in Janesville, rather than taking plans to the Department of Safety and Professional
Services and waiting 15 to 30 days for approval. Building Division staff or it’s 3rd party reviewer
strives to complete reviews in ten business days.
Occupancy permits and inspections are required when a commercial operation builds a new
building, constructs alterations or additions to their existing building, relocates to a different
location, changes ownership, or leases space to a new tenant. This requirement assures that the
building is compliant with current codes, the operation is in the correct zoning district, and the Fire
Department is aware of the type of occupancy in case of hazardous storage or operations. Contact
names and telephone numbers from the occupancy permit applications are furnished to the 9-1-
1 center for use in the emergency contact of owners and tenants if necessary. The Building
Division staff is State certified in all inspection categories which provides the staffing flexibility to
make inspections in a timely fashion for all trades. For example, inspectors are certified in multiple
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disciplines thus providing cross-coverage. For example, if the Electrical Inspector is not available
to answer an electrical code question, another inspector with similar certifications is able to
provide the answer. A Development Manager, who carries multiple certifications, is available for
many construction and site related questions in addition to the Building Inspectors.
City Ordinance Administration
Building Division staff reviews, approves, and inspects sites for compliance with the building and
zoning district and commercial districts property maintenance code regulations. This Division also
provides staff support for the Zoning Board of Appeals. On an annual basis, the Zoning Board of
Appeals reviews 15 to 20 variance petition requests. The Building Division also oversees exterior
commercial signs which are required by ordinance to be installed by a licensed sign erector and
obtain a sign permit.
ENGINEERING DIVISION
The Engineering Division, headed by the City Engineer who reports to the Director of Public Works,
is responsible for design and construction of all new public facilities, contracted maintenance, and
rehabilitation of the City’s existing infrastructure; expansion of utility and transportation systems; and
the addition of new community facilities. Also, the Engineering Division completes design work and
construction management for all subdivision and similar developments in the City. Fees for this
service are recovered from developers.
Administration
The Engineering Administration activity includes general supervision and management of a 19-
member professional, technical, and office support Engineering Division staff. It includes planning,
budgeting, reporting, and overall administration of multi-million-dollar annual public improvement
projects. In addition to general administration, engineering services can be classified into five specific
areas. These are transportation, public information services, public works programs, street
rehabilitation, and special projects.
Transportation Services
Transportation services include traffic engineering, parking control, pedestrian safety, and provision
for facilities which provide for the safe and efficient movement of traffic. Facilities include streetlights,
traffic signals, signs, pavement marking and crosswalks. Other transportation services provided by
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Engineering include providing technical analysis of locations, ordinance regulation of vision and
clearance obstructions, regulation of heavy truck traffic, and posting of adult crossing guards near
grade schools. Traffic studies include data collection, reports, intersection design, and the
preparation of appropriate regulations.
Public Information Services
Engineering provides for a wide range of public contact activities including government and agency
coordination, recordkeeping and retrieval, dissemination of engineering data and project inventories,
private development utilization of public facilities, and site plan review. Public information on project
impacts is an ongoing responsibility. Engineering also provides technical guidance on economic
development and planning issues.
The Division staffs a GIS Coordinator and GIS Analyst who oversee, develop, and maintain the
City’s base mapping efforts along with creating new features needed by individual departments.
The City’s GIS system utilizes the latest in GIS technology and provides high-quality spatial data
to City departments and the public and offers custom applications like the City’s Internet Mapping
Website. This mapping website provides more efficient services to our citizens and will continue
to evolve as the demands for this information increases.
Public Works Program Services
Engineering services are provided for the design and construction administration of annual public
works improvement programs. The annual programs include projects that extend the City’s sewer,
water, drainage, sidewalk, and street systems in new subdivisions and along street corridors. These
projects are funded by a variety of sources including special assessments to property owners,
borrowing, and operating budgets.
Projects proposed on multiple public works programs represent requests from residential,
commercial and industrial developers for expansion of City services. Staff proposals are also
identified and presented to expand the systems in a reasonable and efficient way and make needed
trunk sewers, water transmission mains, and arterial streets available along with planned
development.
Street Rehabilitation
Engineering provides services to plan, design, and supervise the construction of an extensive street
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preservation and rehabilitation program. A portion of the City’s nearly 350-mile street system is
rehabilitated each year. Improvements include extensive overlay projects, total reconstruction, and
upgrading drainage structures and bridges as necessary. The street rehabilitation program includes
inventory and condition surveys to determine the timeliest and cost-effective procedures to be used
to maintain the street network.
Special Projects
Engineering services are provided on projects of a special nature. Special projects are those that
serve a special use, are financed individually as a capital expenditure in the budget or as a capital
improvement in a note issue and are not generally reoccurring. Engineering services include
preliminary plans, cost estimates, detailed plans and specifications, construction management, and
may include selection and administration of an A/E contract.
Engineering provides a full range of engineering services for most special projects, including
preliminary work, project management, consultant over-view, and construction inspection. In-house
engineering services are supplemented by consulting engineers or architects where a project
requires special expertise or staff time is limited. In general, consultants will provide the detailed
design plans and specifications.
Capital Improvement Program (Public Buildings)
The condition of all City facilities is assessed and continually monitored. Identified repair needs are
then added to a long-term financial planning program. Under the Capital Improvement Program,
repairs are planned for, estimates are requested, contracts are awarded, and construction is
overseen.
OPERATIONS DIVISION
The Operations Divisions, headed by the Operations Director who reports to the Director of Public
Works, is responsible for street repair/maintenance; City parking lot maintenance; snow and ice
control; street sweeping; storm sewer maintenance; street painting; traffic signs, signals and
street lights; Public Works fleet purchasing; maintenance of the City’s fleet vehicles; curbside
collection of trash and recyclables; operation of the compost and clean fill facility; operation and
maintenance of the closed and active sanitary and demolition landfills; and maintenance of the
City’s facilities.
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Street Maintenance and Repair
Street maintenance and repair includes repair of bituminous and concrete streets, except for major
street reconstruction activities, on the City’s nearly 350-mile street system. The Division also
maintains about 1.5 miles of gravel streets. Crack filling and pothole repair activities increase the life
expectancy of the paved streets. Gravel streets also require maintenance to provide a good driving
surface. Storm sewers and catch basins are inspected, cleaned and repaired/reconstructed as
necessary. During the spring through fall months, residential streets are swept five times and
downtown streets are swept eight times. The spring sweeping cycle removes sand and debris
accumulated during the winter months. The fall sweeping cycle occurs after the loose-leaf collection
program and removes the remaining debris after the collection effort. The Operations Division also
mows public right-of-way areas typically where curb and gutter are absent. These public right-of-way
areas are mowed at least three times a year to control grass and noxious weeds. Storm sewer
maintenance includes cleaning of inlets and lines as well as routine, minor maintenance of structures
and lines. Greenbelts and detention/retention ponds are also maintained under this program.
Snow and Ice Control
A major activity of the Operations Division during the winter months is snow and ice control. The
objectives of the snow plowing operations are to plow all City streets within 10 hours after a snowfall
when conditions warrant and to achieve bare pavement on arterial and collector streets and other
specific locations. The City does not attempt to achieve bare pavement on its residential streets.
Snow plowing can begin any hour of the day because weather conditions vary greatly from storm to
storm. In general, a full plow including residential streets occurs after snow depth reaches two to
three inches. Chemical treatment is generally used on arterial and collector streets for snowfalls less
than two to three inches. Operations also completes anti-icing as a pro-active approach to snow and
ice control. Anti-icing provides for the application of liquid chemicals to primary streets prior to a
forecast winter weather event when conditions allow. The liquid chemical minimizes the bonding of
snow and ice to the pavement, which improves plowing operations and promotes quicker melting
following a plowing event. In the downtown, Operations works closely with the Downtown Business
Improvement District to move snow to designated pile locations for later removal. Snow is also
cleared from sidewalks adjacent to publicly owned lands within 72 hours after a snowfall.
Homeowners are responsible for clearing their own sidewalks. All Operations and Parks employees
are utilized in snow and ice control operations, in addition to some Water Utility employees.
Traffic Management
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Operations works closely with Engineering to install and maintain traffic management devices. All
traffic signs, street name signs, traffic signals, streetlights, and construction barricades are
maintained by the Operations Division. All signs are installed and maintained in accordance with
state and federal requirements. Most pavement markings necessary for traffic control are repainted
annually. This includes center lines, lane lines, crosswalks, stop lines, and turn arrows. Parking stalls
are painted anywhere from annually to every three years depending on location and need.
Fleet Maintenance
The Operations Division is also responsible for providing maintenance and repair services for City
vehicles except for Transit, Wastewater, and Fire vehicles. The fleet maintained by the City’s Vehicle
and Operations (VOM) personnel consists of approximately 200 motor vehicles and 300 pieces of
other small equipment, trailers, mounted equipment components and off-road construction
machinery. A “central stores” inventory provides frequently used vehicle repair parts and other
supplies which support the City’s maintenance activities. A computerized equipment management
system, including fuel dispensing and parts inventory, is used to manage all operating and
maintenance expenses. Fleet vehicle and equipment replacement and disposal is also a major
function within the Division.
Solid Waste Collection
Solid waste collection services are provided weekly to all residential properties up to four units in
size, and to non-residential facilities on a limited basis. This program serves approximately 24,600
individual units. Customers utilize 64-gallon or 96-gallon wheeled carts which are collected using
automated equipment. A residential solid waste collection user fee of $154.23/unit/year is charged
via the Janesville Municipal Utility Bill (JMUB). The fee covers all costs of the solid waste collection
and disposal program, and the net cost of the City’s recycling programs.
Solid Waste Disposal
Two solid waste disposal facilities, located on Black Bridge Road, provide service to both private and
municipal solid waste haulers. The City owns and operates a sanitary landfill. Service is available for
all residential, commercial, demolition and industrial waste generators in Rock County. The sanitary
landfill is open to the public from 8 a.m. to 3:30 p.m. on Monday; 8 a.m. to 3 p.m. on Tuesday through
Friday; and 8 a.m. to 1 p.m. on Saturday.
The sanitary landfill accepts all types of solid wastes that are not explicitly banned per State Statute
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or City Ordinance. Most large haulers, except for those with which the City has contracted disposal
rates, are charged a fee of $41.00 per ton, which is based on the City’s total cost of landfill operations
and ownership.
The clean-fill site accepts clean materials such as concrete, brick, block, brush, and
unpainted/untreated wood. The disposal rate at this facility for City residents is $5.50 per cubic yard,
while non-City residents are charged $7.00 per cubic yard.
The City of Janesville provides long term care to the closed Janesville Disposal Facilities, south of
Black Bridge Road, and a site closed in 2006 north of, and adjacent to, Black Bridge Road.
Recycling
The City’s recycling program officially began in 1989 following a comprehensive recycling study. The
first provisions of the state’s recycling law became effective in 1991 when major appliances, waste
oil and lead-acid batteries were banned from all Wisconsin landfills. In response, the City established
a drop-off collection point at the sanitary landfill for these materials. A fee of $10.00 is charged for
each refrigerated appliance collected to cover the cost of having a contractor remove and recycle
refrigerants, as required by law. There is a separate collection area for tires, which have also been
banned from the landfill. The City contracts to have the tires shredded and then marketed for
beneficial reuse. A fee is charged for tire disposal to cover the cost of processing.
In 1993, the second phase of the recycling law became effective, banning yard waste from Wisconsin
landfills. In response, the City established a yard waste composting facility adjacent to the currently
operating clean fill facility. The City has managed these wastes in various ways throughout the years,
including application directly to agricultural fields, composting, use as landfill daily cover and off-site
hauling to private composting operations. The City also provides two, one-week curbside collections
of containerized yard waste and bundled brush, one in the spring and one in the fall, and a two-week
loose leaf collection event in the fall.
The City began curbside recycling in April 1994. Residents are offered every-other-week collection
of mixed recyclables. Customers utilize 64-gallon or 96-gallon wheeled carts which are collected
using automated equipment. Customers can request a second recycling cart be provided, free of
charge.
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In October 2014, the Wisconsin Department of Natural Resources (DNR) presented the 2014
Excellence in Wisconsin Recycling Award for Projects and Initiatives to the City for the
implementation of the automated sanitation collection program.
Technical Services
The Technical Services portion of Operations is responsible for daily maintenance of City Hall and
the Police Services Building. Technical Services also provides 24-hour emergency repair of all critical
service facilities, including aquatics facilities, the Ice Arena, other City buildings, the landfill, parking
facilities, and water and wastewater facilities and equipment.
In addition to maintenance and repair activities, Technical Services staff constructs new street
lighting systems, traffic signals, and various underground electrical and communication systems.
Miscellaneous construction funds account for a portion of the work activities such as TIF, street
construction, and special capital projects financed through note issue proceeds. Contract labor and
equipment is used to supplement the Technical Services staff, as needed.
PARKS DIVISION
The Parks Division, headed by the Parks Director who reports to the Director of Public Works, is
responsible for the management and preservation of our natural resources through the
acquisition, design, development, maintenance and renovation of attractive and functional parks,
facilities, natural areas and open spaces for the enjoyment and wellbeing of all park users. The
Parks Division is responsible for the maintenance of 64 developed parks within a park system of
2,609 acres. Approximately 666 acres or 25% are mowed and the balance of 1,943 acres is left
in a natural state.
Grounds Maintenance
Maintenance of landscape and turf areas is an essential service provided to all improved park
grounds, public buildings, traffic islands and boulevards. Grounds maintenance is conducted on
a pre-determined schedule with emergency repairs and maintenance performed on an as needed
basis. Janesville’s public parks are divided into categories according to their size and the
population that they serve. The categories within the system include four regional parks, eight
community parks, 41 neighborhood parks, greenbelts, and miscellaneous open space.
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The Parks Division performs ground maintenance activities at not only parks, but also medians
and right of ways throughout the city. This responsibility is performed by a combination of
permanent and seasonal employees. The permanent employees are part of the Operations
Division snow and ice control team during the winter months of December to March.
Facility Maintenance
Facility maintenance involves the caretaking of 22park pavilions and15 restroom facilities. In
addition, the Parks Division is responsible for the grounds around the following public buildings:
City Services Center, Transit bus transfer facility, Police Services Building, Hedberg Public Library
and City Hall.
Janesville’s parks provide users with an arboretum, a beach and outdoor swimming pool, 2-disc
golf courses, 11 tennis courts, 6 pickleball courts, 4 lighted softball fields, a lighted baseball field,
1 soccer field, 5 sledding hills, 6 miles of cross-country ski trails, 31 miles of paved bike trail.
Natural Areas
In addition to many improved parks, Janesville is also proud of its greenbelt and special
preservation areas which are inhabited by a diversity of plants and animals. Maintaining storm
water surface flow through the greenbelt system is a high priority. Trees and woody vegetation
that disrupt storm water flow are removed. We recognize the need to provide buffer areas of
native plants such as prairie remnants for their scenic beauty and diversity in our otherwise urban
environment. Significant natural areas include the greenbelts, Robert O. Cook Memorial
Arboretum, Spring Brook watershed, and the Rock River Parkway. When compatible, recreational
trails are provided in these areas to meet the needs for recreation and outdoor education
opportunities.
Trails
Janesville has a paved trail network that extends over 31 miles of continuous trails connecting
many public areas and desired destinations in the community. In addition, the Wisconsin Ice Age
Trail traverses over 8 miles in length in Janesville as a part of its 1,100-mile-long route throughout
Wisconsin.
Forestry
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The Parks Division provides oversight of the forestry budget which provides for limited
management of trees in city parks and on public property. No tree management is provided for
street terrace trees where those trees are the responsibility of the abutting property owner. A
primary focus of this forestry program is management of ash trees which have become infected
with the Emerald Ash Borer (EAB) insect and die unless annually treated with chemical. EAB was
first detected in Janesville in June of 2012.
Oak Hill Cemetery
In 2009, the City took over ownership and operation of The Oak Hill Cemetery. Prior to this it was
privately operated by a cemetery association. The cemetery began in the mid-1800’s and today
the cemetery grounds cover approximately 85 acres, containing about 24,000 graves, and miles
of paved roadway. The cemetery grounds contain four buildings: a chapel, an office building, and
two buildings used for equipment storage and maintenance operations. This budget includes
funds for administrative, building and grounds maintenance. The goal is to provide a beautiful,
quiet place, sacredly devoted to the interment and repose of the deceased. The objectives are to
provide a full range of cemetery services for the City, to provide prompt and accurate information
to individuals, and to provide the community with a cost effective, attractive, and consistently well-
maintained cemetery. Cemetery office is open Monday through Friday from 10AM to 2 PM.
Golf Courses
The City of Janesville has two municipal golf courses. Riverside Golf Course is an 18-hole course
that hosts several leagues and weekend tournaments, including the Ray Fischer Tournament;
regarded as one of the most prestigious amateur events in the Midwest. Blackhawk Golf Course is
a popular nine-hole course located next to Spring Brook Creek. Since 2011, the City has partnered
with KemperSports to manage the golf courses.
PLANNING DIVISION
The review of annexations, street vacations, rezoning requests, conditional use permits, and
subdivisions of land are included in this program. Also included are the development and
maintenance of the City’s master neighborhood plans and the Comprehensive Plan. Planning
Services is many times the first, and often the primary, contact that residential developers have
with the City when working through the development approval process.
In addition, the Division is one of the primary sources of information for the general public regarding
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all aspects of City growth and development. In a typical year, the Division receives hundreds of
inquiries regarding zoning and development regulations.
Planning Program
This program includes the professional services provided to other departments; the City
Administration; public committees and boards; the development community and the general public.
Planning provides staff support for four committees: the Plan Commission; City Council; Historic
Commission; and the Janesville Area MPO Technical Advisory and Policy Board Committees. The
planning program includes providing assistance to real estate developers and members of the
development community conducting market analyses for clients as well as advising on site design
and physical layout for all types of land development proposals. The Division maintains an excellent
base of information for this purpose including neighborhood plans, aerial photographs, topographical
base maps, and socio-economic/demographic data for the City. In addition, the Division reviews site
plans to determine compliance with zoning and development code requirements and maintains
several digital map files of Natural Resources, City utility data, zoning, property ownership and other
boundary maps. These map layers of information are integrated with a Geographic Information
System (GIS), further expanding the mapping capabilities of the City.
This program also includes special projects undertaken for the City Council, City Manager, other
departments and public committees and boards. Some of the more significant and varied special
projects recently completed involve downtown planning and improvement activities associated with
implementation of the ARISE Plan and the Town Square; project management coordination for
several commercial/industrial projects and several large multi-family projects; brownfield
redevelopment and land-planning assistance for the former General Motors Assembly Plant, grant
writing proposals to the WDNR for Land and Water Conservation Fund and Stewardship Local
Assistance Programs; and Historic Commission initiatives to implement historic district street signage
and add three historic school buildings to the National Register of Historic Places.
Comprehensive Planning Program
The comprehensive planning program is divided into two sub-programs: the long-range sub-program
which involves the development and maintenance of the City’s Comprehensive Plan, and the mid-
range sub-program which includes three-to-five-year planning efforts and the activities of the
Metropolitan Planning Organization (MPO). As part of the mid-range sub-program, Planning
continued to provide Downtown Janesville, Inc. (DJI), ARISENow and Forward Janesville with
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assistance in their efforts to revitalize and promote redevelopment in the downtown district. An
update to the 5-year Park and Open Space Plan is currently underway.
Planning staff coordinates the functions of the Janesville Area MPO. The MPO is an area-wide
transportation planning organization that is required to carry out federally mandated planning and
programming requirements in order for the City to remain eligible for federal highway and transit
funds. Annual administrative activities conducted by the MPO to maintain eligibility for federal funding
include the transportation work program and budget, the six-year Transportation Improvement
Program, and quarterly financial/progress reports. Other examples of mid-range transportation
planning activities conducted by the department include coordination in the development of a 5-year
transit development plan for the Janesville Transit System, various parking and traffic studies,
counting and surveying trail users, evaluation of Janesville Transit System bus routes, and design
review participation for major local, state and federal street and highway reconstruction projects.
The Janesville Area Long Range Transportation Plan has a 30+-year planning horizon and serves
as an action plan for the construction of efficient highway and bicycle and pedestrian facilities and
development of effective transit service throughout the Janesville metropolitan area. A fundamental
component of the plan is the bicycle and pedestrian network, which incorporates a system of off-
street trails and on-street routes designed for recreational and commuter use. The Janesville MPO
Policy Board recently adopted the 2020-2050 Long Range Transportation Plan.
On March 9, 2009 a Comprehensive Plan for the City of Janesville was adopted by the City Council.
The City of Janesville is currently engaged in the process of updating its Comprehensive Plan and
anticipates completion in mid to late 2023. The Plan is designed to help guide short and long-range
city growth and development. The Plan provides recommendations in the areas of land use,
transportation, economic development, parks and open space, historical and cultural resources,
housing, community facilities, agricultural and natural resources, utilities, and intergovernmental
cooperation. The Comprehensive Plan is the pre-eminent tool used by City agencies, the Plan
Commission, City Council, and other policy bodies to aid in local decision-making about land use
and community facilities, priorities for public investment and the extension of public services,
business development, and how to meet transportation needs over the next 20 years.
UTILITIES DIVISION
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The Utilities Division, headed by the Utility Director, is responsible for the management and
operation of the Water and Sewer Utilities for the City.
Water Utility
The water supply for the City of Janesville includes the operation and maintenance of 8 wells,
three pump stations, two water ground storage reservoirs and one elevated water tower. All the
water for the system is delivered from ground water pumped by wells; no water comes from the
Rock River. The last municipal well, with an attached pumping station, was built on Plainfield
Avenue near Kennedy Road and was brought into service in January 2006. A new pumping
station with the elevated water tower to serve the City’s northwest side was placed in service in
2008.
Water is provided for residential, commercial, and industrial use in sufficient volumes and
pressures for fire protection and consumption. Average daily water usage is about 10 million
gallons with a maximum recorded daily demand of 25.8 million gallons. Disinfection and chemical
treatment are provided at each of the three pumping stations by the addition of chlorine and
fluoride. Water samples are collected and tested daily, and the results are transmitted to the
Wisconsin Department of Natural Resources monthly.
The water distribution system consists of a network of 395 miles of water mains. These water
mains are of sufficient size to provide for fire protection and consumption purposes. Activities of
personnel such as water main and service repair, valve maintenance, and hydrant maintenance
are necessary to support the distribution system. Personnel also provide the majority of direct
service to Water Utility customers. These activities include responding to low water pressure
complaints, raising, and lowering of stop boxes, replacement and thawing of frozen services and
meters. Other services include shutting off water to allow plumbing repairs, making seasonal
water service connections, and the short-term installation of fire hydrant meters for temporary
water supplies during the summer. Emergency maintenance service is provided 24 hours a day,
7 days a week, 365 days a year. On an annual basis the water utility checks half of the metal
pipes in the system for leaks. This is done to reduce the non-revenue water loss.
The City has taken an aggressive role in removing both public and private lead and iron water
services. By the end of 2025 all active lead and iron services should be removed from the water
system.
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Each quarter Automated Meter reading Infrastructure (AMI) and water meter readers record
readings from approximately 24,950 meters. The water consumption recorded on the water
meters is also used to establish wastewater charges for the majority of the customers. Except for
about four weeks each quarter, meter reading and billing are continuous. In addition to reading
water meters, the customer service technicians perform other important functions in support of
other customer service activities. These activities include repairing and replacing meters,
installing new meters, replacing electronic reading devices and other service activities as
discussed in the preceding paragraph.
In response to a growing concern about pharmaceutical contamination of our water systems, the
Utilities have partnered with other local agencies (headed by the Rock County Health Department
and including the Janesville Police Department and the City of Beloit Water Resources Division)
to develop a low-cost and highly effective pharmaceutical reduction program. Prescription Round-
Ups provide Janesville residents opportunities for safe disposal of unwanted pharmaceutical
drugs from their households.
To promote conservation of the water, the City has been offering rebates for the purchase and
installation of plumbing fixtures such as toilets, faucets, and shower heads. These new high
efficiency devices have been approved by EPA’s Water Sense program. A $50 rebate is offered
for new toilets and a $25 rebate for new faucets or shower heads replacements.
On an annual basis the Utility reviews the water rates to determine if enough revenue is being
collected to offset the operational expenses. Any proposed change in the water rates must be
approved by the Public Services Commission of WI (PSC). The PSC will allow a Utility to increase
rates by 3% each year without a format cost of service evaluation. This is known as a simplified
rate case. If the Utility needs additional revenue to cover operational costs, a full rate review is
submitted to the PSC from which the PSC will recommend water rate adjustments. . Water
charges are divided into seven (7) customer classes: Commercial, Industrial, Residential, Multi-
family, Private Fire Protection, Public Fire Protection and Public Authority. Fixed rates are
determined by meter size and volume rate charges for water usage are arranged in three tiers:
The unit charge for the first 1,500 cubic feet of water used, for the next 2,500 cubic feet, and over
4,000 cubic feet. Non-residential volume rates also have three tiers. Fire protection rates are
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determined by assessed value of the property improvements. An assessment for water main
replacement has also been added to the utility bill.
Wastewater Utility
The City operates a single wastewater treatment facility that treats all wastewater collected in the
city. The facility has a daily capacity of 19.1 million gallons. The average annual daily flow through
the wastewater treatment plant over the past 5 years has been about 11 million gallons per day.
The treatment facility discharges treated water to the Rock River. Most of the sludge from the
treatment process is currently dewatered and land spread on farm fields as an organic fertilizer.
All plant processes are constantly tested in the wastewater lab to optimize plant operation in
attaining effluent limitations. In addition, this data is submitted to the Wisconsin Department of
Natural Resources (DNR) monthly.
A major update of the Wastewater Treatment Plant was completed in 2011 in anticipation of
projected needs for phosphorus removal. Additional improvements have been made to help treat
inflowing phosphorus in 2021. The City will also be working with area farmers to install
conservation practices to reduce runoff from farmland resulting in the reduction of phosphorus
flowing to the receiving waters. As a result, the city will receive credit for the phosphorus removal
that will help reduce the chemicals we will use at the treatment plant for phosphorus removal.
Twenty-year projected flows and loading were expected to exceed the previous capacity of
several of the wastewater treatment processes. There was also concern over the age of the
existing facilities, many of which were approaching 32 years old. The improvements also
enhanced our ability to develop organic fertilizer for farm field spreading thus eliminating the
disposal of sludge in the landfill. The ability to create and pump bio compressed gas from waste
methane was included in the project. Solar collectors were added to the administration/lab
building and a new parking lot was paved with recycled glass particles, which is permeable
to reduce storm water runoff.
Wastewater from selected local industries is sampled and analyzed to determine the level of
contaminants in their discharge in accordance with the requirements of the Industrial Pretreatment
Program. The pretreatment program helps ensure that local industries continue to maintain
wastewater quality in conformance with federal, state, and local requirements. These standards
are established to protect the biological treatment process at the wastewater treatment plant from
damage by harmful chemical compounds or excessive loadings, to protect the water quality of
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the Rock River. The Industrial Pretreatment Program is mandated by the Wisconsin DNR and
United States Environmental Protection Agency (EPA) and is funded primarily by the participating
industrial customers.
Reflecting the City of Janesville’s commitment to environmental protection, the Wastewater Utility
is involved in a voluntary program with the Wisconsin DNR to monitor and minimize mercury
discharge to the environment. The Mercury Green Tier Charter for Environmental Performance
allows participating communities to begin implementing measures which will reduce the amount
of mercury entering the environment.
A sanitary sewer collection system, comprising 351 miles of sewer mains, provides service to
residential, commercial, and industrial customers in the city. A collection system maintenance
crew cleans and televises all the sewer mains with an emphasis directed toward the older,
problem areas of the city. This crew also maintains the City’s eight sewer lift stations. Emergency
maintenance service is provided 24 hours a day, 7 days a week, 365 days a year. Disposal wipes,
grease and rags are a constant problem for the maintenance staff. City staff inspects local
businesses to make sure they are properly maintaining their grease seperators to reduce the
amount of grease being discharged to the collection system.
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PROCEDURES FOR COMMONLY ASKED QUESTIONS/COMPLAINTS
Traffic Regulation Changes (Engineering Division)
The public may submit requests for new or changes to existing traffic control directly to the
Engineering Division. Additionally, the Engineering Division or the Police Department may initiate
a traffic control change when, in their judgment, traffic conditions have changed and now warrant
changes to control or restrictions. Council members wishing to initiate a change should contact
the City Manager’s Office.
When a member of the public contacts the Engineering Division to request a change, the
Engineering explains the process and discusses the request. If the requestor decides to make a
formal request, the Engineering Division provides them with a copy of the Traffic Concern Report
Form for them to complete.
Upon receiving the completed Traffic Concern Report Form, the Engineering Division performs a
traffic study. Once the study is complete, the Engineering Division notifies the requestor of the
results. If the study meets the criteria established in the Manual of Uniform Traffic Control Devices
(MUTCD), then staff prepares a proposed ordinance change for Council’s consideration. When
an ordinance change is adopted, the Engineering Division coordinates with the Operations
Division to implement the change.
Changes in Parking Regulations (Engineering Division)
The public may submit requests for parking regulation changes directly to the Engineering
Division. Additionally, the Engineering Division or the Police Department may initiate a parking
regulation change when a staff member observes a parking regulation change that could improve
a situation. Council members wishing to initiate a change should contact the City Manager’s
Office.
When a member of the public contacts the Engineering Division to request a change, the
Engineering explains the administrative process and discusses the request. If the requestor
decides to make a formal request, the Engineering Division provides them with a copy of the
Traffic Concern Report Form for them to complete.
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Upon receiving the completed Traffic Concern Report Form, the Engineering Division reviews the
request. Engineering may send notices to abutting property owners for input before staff
evaluation. Parking change requests are reviewed administratively by the Police Department,
Planning Director (downtown areas only), the City Engineer or designee, and finally forwarded to
the Director of Public Works for final approval. After the review process, Engineering Division
notifies the requestor of the results. If the request is approved, the Engineering Division
coordinates with the Operations Division to implement any necessary signing or pavement
marking changes.
Housing and Nuisance Complaints (Housing Services Division)
Complaints about the condition of residential buildings and housing units and about nuisances
such as junk cars, trash, etc. comprise one of the largest categories of citizen contacts the
Administration receives.
These complaints are received by the Housing Services Division directly from citizens and
businesses, or from Councilmembers through the City Manager’s Office. Housing Services treats
all complaints equally regardless of who initiated the request (i.e. citizen, Councilmember, City
Manager) and treats all complaints and alleged violators equally. Any violation that is threatening
to health and safety will be classified as high priority, and response will occur on the same day or
next day in these types of complaints. The average response time for all other housing and
nuisance complaint is currently 5 to 15 days. Councilmembers who have a complaint should
contact the City Manager’s Office or the Housing Services Director.
In 2008, the City Council approved revisions to the City’s Nuisance Ordinance which provide
additional tools to aid in enforcement. The revisions included: establishing a re-inspection fee for
properties where the violation is not corrected within the stated time period, and thus requiring an
additional inspection; empowering nuisance abatement where the city may correct exterior
violations and bill the property owner for our services; and adding nuisance violations to our
Chronic Nuisance Premises Ordinance, which allows staff to compel a property owner to meet
with staff and develop an abatement plan if we have 4 or more separate violations on the property
in a 12-month period. In 2010, the applicability of re-inspection fees was expanded to include
housing violations and unlicensed and/or inoperable vehicles.
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Upon receipt of a complaint, an inspection is conducted. If a violation exists, a letter (“Order to
Correct”) is sent advising the property owner of the violation and specifying a time period for
compliance (generally 10 to 14-days for nuisance violations and 30-days for housing violations).
Failure to comply with a written “Order to Correct” will result in a $100 re-inspection fee and the
issuance of a “Director’s Warning”. The “Director’s Warning” provides an additional 5-14 days for
compliance and details what additional enforcement action will result if the violation is not
corrected (abatement, municipal citation, or referral to the City Attorney’s Office for prosecution).
If legal action is required, this will often take 6 months or longer.
While the violation may appear obvious to the citizen and inspectors, the person charged with the
violation has significant due process rights that slow the code compliance process. The Housing
Services Director and inspection staff have the discretion to extend the compliance date if
warranted. In some cases, we find that conditions exist that are unsightly; however, they are not
illegal.
The Housing Services Division also enforces a Vacant Building Registration. Building in the City
of Janesville that are vacant for greater than 90 days must be registered with the Housing Services
Division. Vacant Building must re-register every 6 months for the time that they remain vacant.
Property owners must also identify a responsible party within a 60 mile radius of the City of
Janesville.
Procedure for Weed Cutting/Tree Trimming Weeds (Operations Division)
City Ordinance 22-204 provides that noxious weeds and grasses may not exceed 12 inches in
height. When a complaint is received, an Operations Division employee will inspect the property
identified in the complaint. If there is a violation of Ordinance, the property owner will be notified
via a mailed letter or door hanger (first violation only) identifying the property in violation and
providing a seven-day window to correct. It is the goal of the Administration to investigate all
complaints within two working days of their receipt.
The property is re-inspected on the day after the compliance deadline. If the violation has not
been corrected, City crews will take corrective action and the property owner will be billed for the
costs incurred, including sales tax. A minimum of one hour of labor and equipment will be charged
per property.
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Properties on which weed complaints have been received in the current year are periodically re-
inspected. If the inspection indicates corrective action is again required, the City will do so without
contacting the property owner.
Councilmembers who wish to report violations of this Ordinance should contact the City
Manager’s Office.
Tree Branch Trimming (Operations Division)
City ordinance 34-197 provides that trees located in front of or beside property must be cut so
that the lowest branches extend no less than seven feet above any sidewalk and fifteen feet above
any street. In addition, shrubbery should not extend over any street or sidewalk.
When a complaint is received, an Operations Division employee is dispatched. Upon
determination there is a violation of the City ordinance, a notice will be sent to the property owner
providing 10 days to correct. The property is re-inspected on the day after the compliance
deadline. If corrective action has not been taken by the property owner, City crews will perform
the work. The property owner is billed for the costs incurred, including sales tax. A minimum of
one hour of labor and equipment will be charged per property.
Councilmembers who wish to report violations of this Ordinance should contact the City
Manager’s Office.
Sidewalk Snow Removal (Operations Division)
In accordance with State Statute and City ordinance 34-59, sidewalks abutting private property
must be cleared of snow and/or ice within 12 hours after each snowstorm. This Ordinance is
administered on a complaint basis. When a complaint is received, an Operations Division
employee is dispatched to inspect the sidewalk. Upon determination that the sidewalk is in
violation of the City ordinance, the inspector will attempt to make contact with the property owner
or tenant on the abutting property and inform them that they have 24 hours to correct the violation.
If the inspector cannot contact the property owner or tenant, the inspector will leave a door hanger
notice at the property indicating a violation is present and that there is a 24-hour window from the
time recorded on the notice to correct the violation. No notice is given if the property is vacant
land.
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The property is reinspected and if it is found to be in violation of the Ordinance, City crews will
clear the sidewalks and the property owner will be charged for all costs incurred. The rate charged
varies depending on the amount of labor and equipment used. A minimum of one hour of labor
and equipment is charged per property. If any subsequent violations are observed during the
same winter, City crews will take corrective action without notice to the property owner or tenant.
Councilmembers who wish to report violations of this Ordinance should contact the City
Manager’s Office.
Traffic and Non-Traffic Citations (City Attorney)
The Janesville Police Department issues traffic citations and arrest summonses to ordinance
violators who can either pay the forfeitures or appear in court. If they do not pay or appear, the court
may issue a body attachment or may suspend the violator’s driver’s license if the forfeiture is not
timely paid. Persons pleading not guilty can request either a court (judge) or jury trial. The Rock
County Clerk of Court assigns a trial date. Before trial, violators and/or their attorneys often discuss
their tickets and ordinance violations with the Assistant City Attorney, who reviews the facts and law
of each contested case and is empowered, in his/her sole discretion, to prosecute, dismiss or amend
each violation. The Assistant City Attorney handles most routine traffic and ordinance violations.
Citizen Complaint Ordinance Violations (City Attorney)
Certain business, zoning, licensing and other ordinance violations which are not personally observed
by a police officer, fire or building/enforcement code inspector have traditionally only been
prosecuted on a complaint basis. When a resident or business files an affidavit of complaint with the
City Attorney, he reviews it and determines if the facts are legally sufficient for prosecution. If they
are, the City Attorney drafts a summons/warrant and complaint and forwards the original to a circuit
judge for review. If the judge agrees that sufficient facts are alleged to justify a prosecution, the judge
will sign the summons/warrant authorizing the arrest of the alleged violator who can either pay the
forfeiture demanded or appear in court to contest the charges. The Rock County Clerk of Court will
assign a date for trial if demanded.
Fire, Building, Zoning, and Related Code Violations (City Attorney)
Plumbing, electrical, building, fire, zoning and related code violations personally observed by a fire
or code enforcement inspector are set forth in an affidavit for the City Attorney’s review. If the facts
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are sufficient for prosecution, the City Attorney drafts a summons/warrant and complaint forwarding
the originals to a circuit judge for review. If the judge agrees that sufficient facts are alleged to justify
a prosecution, the judge will sign the summons/warrant authorizing the arrest of the alleged violator
who can either pay the forfeiture demanded or appear in court on the assigned date.
Worthless Check Ordinance Violations (City Attorney)
The worthless check ordinance covers checks of not less than $30 but not greater than $2,500 drawn
upon either a closed account or an account with insufficient funds. Merchants/victims can obtain
affidavits from the City Attorney which they then must complete and sign before a notary public
(everyone in the City Attorney’s Office is a notary) and return together with a photocopy of the front
and back of the worthless check. The City Attorney then serves upon the issuer a demand/notice
letter ordering satisfaction within five days. The City Attorney then drafts an arrest summons/warrant
for each bad check violation forwarding the original to a circuit judge for review and signature. Upon
arrest, the violator can either pay the forfeiture or appear in court on the assigned date.
The court imposes the minimum forfeiture only if the bad check is satisfied prior to the initial court
date; the maximum is imposed if the check remains unpaid. The City’s cost of serving the arrest
summons is charged against the violator by the court. Violators must pay the forfeitures and costs
even if the bad check is satisfied. Merchants/victims must immediately notify the City Attorney if the
check is paid. Violators, merchants and victims may contact the City Attorney for additional
information.
Collections (City Attorney)
Ninety-day delinquent City bills are forwarded to the City Attorney for the preparation and
commencement of small claims or other collection litigation. Rock County Courts limit to 100 the
number of small claims actions the City may commence in any month. Installment repayment
agreements are available from the City Clerk.
Licensing, Property Transactions and Taxation (City Attorney)
The City Attorney’s Office daily answers a wide variety of legal questions concerning the City Council,
city licensing, procedure, services, ordinances, and business, posed by private attorneys and the
public. It is improper for the City Attorney to answer any questions concerning private legal matters
not related to a City ordinance or Common Council action, and these callers are advised to consult
a private attorney or referred to the appropriate governmental agency.
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“Who to Call” List
Department / Division / Office Topics Contact
Assessor Property assessments 755-3045
Attorney City ordinances, claims, worthless checks 755-3155
Building Residential, commercial, and industrial building
permits, site review
755-3060
Clerk-Treasurer Elections, municipal licenses, City Council action
or policy
755-3070
Economic Development Job creation, business recruitment and
expansion, downtown revitalization
755-3180
Engineering Traffic control and sidewalks 755-3160
Fire / EMS Ambulance billing, fire inspections, car seat
inspections, tours
755-3050
Hedberg Public Library Library services 758-6600
Human Resources Job opportunities with the City 755-3080
Landfill Hours 755-3110
Manager’s Office City Manager, strategic plan, communications,
media inquiries, and budget
755-3177
Housing Services Housing programs, property maintenance
violations, rent assistance
755-3065
Operations Garbage and recycling collection, compost site,
potholes, snow plowing, mailbox damage
755-3110
Parks Vandalism, boat launches, bike trails, pavilion
rentals, Oak Hill Cemetery
755-3025
Planning Comprehensive Plan, conditional use permits,
zoning
755-3085
Police Police reports, warrants, parking fines 755-3100
Recreation Aquatics, camps, youth programs, adult
programs, Senior Center, Ice Arena
755-3030
Transit Bus routes, fares, advertising 755-3150
Utility Billing Billing payment and issues 755-3090
Wastewater Sewer connectivity, sewer backup, service,
reports, tours
755-3120
Water Water quality, services, rates 755-3115
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CITY MANAGER'S OFFICE MEMORANDUM
April 13, 2023
TO: City Council
FROM: David Moore, Acting City Manager
SUBJECT: City Report - Glossary
Please find below an alphabetical list of commonly-utilized abbreviations by the City of Janesville. Please let me
know if you have any questions.
Acronym Name
5S Sort, Set in Order, Shiny Clean, Standardized Cleanup, Sustain
AAR After Action Report
ALS Arrowhead Library System
ARISE Rock Renaissance Area Redevelopment and Implementation Strategy
ASSR Assessor's Office
BLDG Building Division
BJE Beloit-Janesville Express bus route
BOD Biochemical Oxygen Demand
BOR Board of Review
BTC Blackhawk Technical College
C&G Curb and Gutter
CAO City Attorney's Office
CCM City Councilmember
CDA Community Development Authority
CDBG Community Development Block Grant
CEF Community Engagement Forum
CI/KR Critical Infrastructure/Key Resources
CM City Manager
CMO City Manager's Office
CoJ City of Janesville
COML Communications Unit Leader
COOP Continuity of Operations Plan
CP Command Post
CSC City Services Center
CTH County Trunk Highway
CTO Clerk-Treasurer's Office
CVMIC Cities and Villages Mutual Insurance Company (The City’s mutual insurance carrier)
DCM Deputy City Manager
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Acronym Name
DDO Department, Division, Office
DHS U.S Department of Homeland Security
DMS Dynamic Message Signs
DO Duty Officer or Domestic Operations
DOA Wisconsin Department of Administration
DOR Wisconsin Department of Revenue
DPI Wisconsin Department of Public Instruction
DPW Department of Public Works
DTSD Division of Transportation Systems Development
DVI Domestic Violence Intervention Team
ED Economic Development Office
eGov The City’s online property database
EM Emergency Manager
EMS Emergency Medical Services
ENG Engineering Division
EOC Emergency Operations Center
ETO Emergency Transportation Operations
FF/PM Firefighter-Paramedic
FHWA Federal Highway Administration
FIN Finance Office
FJI Forward Janesville Inc.
FMLA Family Medical Leave Act
FTA Federal Transit Administration
GIFTS God Is Faithful Temporary Shelter
GIS Geographic Information Systems
HITF Homeless Intervention Task Force
HOME HOME Investment Partnerships Program
HPL Hedberg Public Library
HR Human Resources Office
HSEEP Homeland Security Exercise and Evaluations Program
HSG Housing Division
HUD U.S Department of Housing and Urban Development
IAP Incident Action Plan
IC Incident Commander
ICS Incident Command System
IMT Incident Management Team
IT Information Technology Office
JACVB Janesville Area Convention and Visitors Bureau
JARPA Janesville Area Rental Property Association
JFD Janesville Fire Department
JIC Janesville Innovation Center
JIC Joint Information Center
JOC Joint Operations Center
JPD Janesville Police Department
JPPA Janesville Professional Police Association union
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Acronym Name
JTS Janesville Transit System
LDA Leadership Development Academy
LNO Liaison Officer
MGD Million Gallons per Day
MIG Manager's Initiative Groups
MOA Memorandum of Agreement
MOU Memorandum of Understanding
MSEL Master Scenario Events List
NCS Neighborhood & Community Services Department
NEOGov The City’s human resources management system
NIMS National Incident Management System
NLS Neighborhood Listening Session
NOAA/NWS National Oceanic and Atmospheric Admin./National Weather Service
NSP Neighborhood Stabilization Program
NSTR Nothing Significant to Report
OP Operational Plan
OPS Operations Division
PARKS Parks Division
PCMS Portable Changeable Message Sign
PFC Police and Fire Commission
PIM Public Information Meeting
PIO Public Information Officer
POC Point of Contact
PP PowerPoint
PPN Park Place News
PPV Park Place Views
PSD Planning Services Division
RAJ Rock Aqua Jays
RBG Rotary Botanical Gardens
RCHS Rock County Historical Society
RCM Regional Communications Manager - WisDOT
RDO Regional Duty Officer – WisDOT
REC Recreation Division
RIMC Regional Incident Management Coordinator - WisDOT
SBDO Statewide Bureau Duty Officer - WisDOT
SCU Street Crimes Unit
SDJ School District of Janesville
SEOC State Emergency Operations Center
SME Subject Matter Expert
SNG Small Neighborhood Groups
SQL Structured Query Language
STH State Trunk Highway
STOC Statewide Traffic Operations Center - WisDOT
TIME Traffic Incident Management Enhancement
USH United States Highway
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Acronym Name
UTIL Utility Division
VOM Vehicle Operation and Maintenance
WDNR Wisconsin Department of Natural Resources
WEM Wisconsin Emergency Manager
WING Wisconsin National Guard
WisDOT / DOT Wisconsin Department of Transportation
WisHELPer Wisconsin Highway Emergency Liaison Person – WisDOT
WPDES Wisconsin Pollutant Discharge Elimination System
WPHD Wisconsin Partnership for Housing Development
WSP Wisconsin State Patrol
ZBA Zoning Board of Appeals