Fiscal Responsibility

Fiscal Responsibility & A Library Referendum

Responsible municipal finance requires controlled spending, long-term planning, and guidance from administration, finance directors, consultants, advisors, and auditors as well as an entire process that is done annually with a budget review committee and the Village Board. Thoughtful, strategic financial planning ensures we can grow responsibly while meeting the needs of all departments and residents. That’s my definition of fiscal responsibility—and I believe Cottage Grove does this exceptionally well. We are transparent, and we’re continuously improving how we communicate our financial strategies to the public.

Municipalities can only raise taxes within limits set by state law. The formula is tied to new net construction (i.e., development). For stagnant communities, this restriction makes it difficult to keep up with rising costs—wages, materials, infrastructure repairs, public safety needs, and more. This is why many municipalities, even those around us, must turn to referenda, not just for large projects but for basic operations.

But the Village isn’t stagnant. We’re among the fastest-growing communities in Wisconsin. This means our ability to levy funds for operations and growth remains strong, and our financial outlook is positive. The Village Board does aim to keep tax increases minimal, averaging around $100 a year for the last several years. However, even for us, adding new services—like a library—would exceed the state-imposed tax levy limit. That’s why, after thorough planning, a library-specific referendum, for a very reasonable approach, is on the April 1, 2025 ballot.

On January 13, 2025, the Village Board, with staff and consultant direction, approved an updated financial management plan that includes:

A 10-year road maintenance plan (repairs, repaving) based on PACR ratings and staff recommendations.
A vehicle and fleet purchase plan, including additional police vehicles.
A capital improvement plan for intersections, parks, and building upgrades.
A police station legacy project.
A library legacy project.

These projects were not reshuffled or deprioritized to accommodate the library. Public safety and infrastructure remain my key priorities. And every year, these plans are reviewed and adjusted based on evolving community needs, with staff and professional input. I know that strong communities require forward-thinking, holistic planning.

Sometimes, we need to adjust the order of projects—our plan isn’t set in stone. In fact, we review, vote on, and revise it every year, sometimes more than once. A new safety concern might arise, a grant for bike paths could become available, or an opportunity to add solar panels may present itself. From the outside, it may seem like the library jumped ahead of other projects, but in reality, our ability to think creatively, stay flexible, and act on opportunities allows us to make the best decisions for our community. The library represents is a planned, manageable investment in our Village.