League Municipality Magazine October 2025

Municipality The

October | 2025

Technology

The Municipality - October 2025 | 1

Answering the Call

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Municipality The

The Municipality Official Monthly Publication of the League of Wisconsin Municipalities Volume 120, No 10, October 2025 Editorial Offices 316 W. Washington Ave., Suite 600

Technology | October 2025

Madison, WI 53703 Dial (608) 267-2380 Fax: (608) 267-0645

BTMs and ARC-GIS and MPIC, Oh My!......................................................................................... 3

Email: league@lwm-info.org Website: www.lwm-info.org

Wisconsin Water Utilities Adding Value With Advanced Metering Infrastructure........... 4

The Municipality serves as the medium of exchange of ideas and information on municipal affairs for the officials of Wisconsin cities and villages. Nothing included herein is to be construed as having the endorsement of the League unless so specifically stated. The Municipality (ISSN 0027- 3597) is published monthly at $25 per year ($5.00 per copy, back issues $5.00 each) by the League of Wisconsin Municipalities, 316 W. Washington Ave., Suite 600, Madison, WI 53703. Periodical postage paid at Madison & additional offices, WI. POSTMASTER: Send address change to: The Municipality, 316 W. Washington Ave., Suite 600, Madison, WI 53703 OFFICERS President, Randy Meyer, Mayor, Sheboygan Falls First Vice President, Mary Motiff, Mayor, Washburn Second Vice President, Rebecca Houseman, City Manager, Fort Atkinson Immediate Past President, Danny Helgerson, Mayor, Westby

Deploying Artificial Intelligence to Advance Wisconsin Cities and Villages....................... 6

A New Twist on An Old Scam......................................................................................................... 9

Smart Planning in Action.............................................................................................................. 11

Dash Cameras as Data Tools: West Allis Leads With Smarter Fleet Technology........... 12

Putting Data to Work for Green Bay ........................................................................................ 14

The Wisconsin Department of Revenue’s Data at Your Fingertips ................................... 15

Cybersecurity Checklist For Municipalities............................................................................. 16

Amid Inflation Wave, Municipal Spending in Wisconsin Increased Sharply in 2023.......................................................................................................... 17

On League Street.......................................................................................................................... 18

DIRECTORS Julia Arata-Fratta, Mayor, Fitchburg

Managing Municipal AI Risks..................................................................................................... 20

Becky Beissel, Village President, Ellsworth Tony Bibeau, Village President, Hammond Travis Coenen, Village Administrator, Wrightstown Matt Murphy, City Administrator, Algoma Rick Petfalski, Mayor, Muskego Shawn Reilly, Mayor, Waukesha Tara Tervort, Mayor, Park Falls Jenny Van Sickle, Superior Jake Woodford, Mayor, Appleton JoCasta Zamarripa, Alderwoman, Milwaukee STAFF Executive Director: Jerry Deschane Chief Operating Officer: Zach Vruwink Government Affairs Director: Toni Herkert Government Affairs Specialist: Evan Miller General Counsel: Maria Davis Assistant General Counsel: Ryan Sendelbach Assistant General Counsel: Nick Zavos Communications Specialist: Kristin Mickelson

Background Checks Done Right................................................................................................ 22

Legal Captions.............................................................................................................................. 23

Understanding Wisconsin’s Spills Law and the Exemptions for Municipalities and Utilities................................................................................................... 24

Legal FAQs..................................................................................................................................... 26

A Message From the League President.................................................................................. 28

ON THE COVER: In this issue, we explore technology in local government — highlighting how building smarter systems, harnessing data, strengthening security, and advancing innovation drive stronger communities. From planning and managing infrastructure to supporting development and services, these elements show how thoughtful investment in technology enables municipalities to protect information, optimize operations, and guide advancement for the future.

Director of Training: Emily Eagon Systems and Project Coordinator: Andrea Middleton Event Manager: Carrie Jensen Comptroller: Tracy Kern Administrative Assistant: Sandy Scott

Solutions in the Pipeline Ensure Safe Drinking Water

The Municipality - October 2025 | 2

BTMs and ARC-GIS and MPIC, Oh My!

of Revenue), ChatGPT (Chat generative pre-trained transformer … ugh, give me the acronym), MPIC (Municipal Property Insurance Company … by the way, Happy 10th Anniversary, Blair!), and of course, AI (Artificial Intelligence). These are just a sampling of the new technologies being incorporated into the local government world. Our cities and villages are timely reflections of the citizens, institutions, and businesses within them; we change at the pace of society. And society is being reformed by technology. These articles, by experts in their field, will help you understand what’s coming, and see how these new technologies will benefit … and sometimes threaten … your citizens. Enjoy. Jerry P.S. Yes, it’s true. I’ve informed the League board that I intend to retire at the end of August 2026. The board has begun a lengthy transition process that you’ll hear more about as time moves along. And you’d better believe I’ll have a few more things to say before next August. You’re not done with me yet!

One of my many quirks that League staff have to endure is my obsession with acronyms, those first-letters-turned- into-words-only-insiders-know. (I tried turning that into an acronym, but FLTIWOIK sounds like something a droid on Star Wars would have said.) Acronyms are modern shorthand that we use to identify a new concept, idea or thingamahickey that either didn’t have a name or has a name that nobody wants to take the time to say (although saying “polyfluoroalkyl substances,” instead of PFAS does make me feel like I’m singing something from Mary Poppins…). I object to acronyms because they confuse communications. Too often, acronyms separate people into two groups; “those who know,” and those who don’t have a clue what you’re talking about. Used improperly, they sow confusion. I proudly admit that I am the Don Quixote of acronyms. I’m a goofy individual fighting a losing battle that the rest of the world doesn’t even think is a battle, and I’m losing. But I’m having a good time along the way! Despite my crusade (dare I say my “Impossible Dream”?), I have to acknowledge that acronyms are a fact of life in this fast-changing world. New ideas, concepts, technologies, and ideas are being introduced into our work and our communities so fast that there isn’t even time to come up with names for them, so we name them by acronym. This month’s issue of The Municipality is chock full of acronyms. We talk about AMI (Advanced Metering Infrastructure), BTM (Bitcoin Automated Teller Machines), GIS (Geographic Information Systems), DOR (Department

Jerry Deschane , Executive Director, League of Wisconsin Municipalities. Contact Jerry at jdeschane@lwm-info.org

The League appreciates the support of the following Business Leaders

For more information, contact Zach Vruwink: zvruwink@lwm-info.org | (608) 267-3294

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Wisconsin Water Utilities Adding Value With Advanced Metering Infrastructure

Utility Director for the City of River Falls Municipal Utilities. This includes not only basic usage information, but “alerts for identification of potential leaks and

As the son-in-law of a meter reader, I have heard the old war stories: aggressive dogs, interesting lawn décor, and uncooperative homeowners. As with everything in life, the steady march of technology has changed how many (though not all) water utilities read meters and – for better or worse – the types of stories told. The late 20th century saw the rise of Automatic Meter Reading (AMR), which allows utilities to remotely collect meter data. AMR reduces labor costs from physical reads, but typically still requires a utility employee to walk or drive down the street to collect data from the AMR meters via radio waves. The new millennium saw the first large-scale adoption of another technology: Advanced Metering Infrastructure (AMI). AMI differs from its predecessor in its improved ability to passively collect frequent and accurate water usage data, often on an hourly basis. The technology “is a collection of devices and systems used by utilities to collect, measure, communicate, and analyze water use data from treatment through delivery to customers.” 1 AMI further enables two-way communication between utilities and customers allowing both the utility and its customers access to near real-time usage data. The benefits of using AMI are manifold and recent legislation supported by the League has made it easier than ever to implement AMI by eliminating the need for construction authorization from the Public Service Commission of Wisconsin. However, a highly unscientific sampling of Wisconsin water utility annual reports 2 shows that only a little over a quarter of Wisconsin utilities have started implementing or fully implemented AMI. Over half of utilities have AMR and 17% of the sampled utilities were still manually reading meters. So, for those communities that aren’t yet on the AMI bandwagon, this article shares the perspectives of your utility colleagues on why they made the upgrade. Customer Benefits of AMI “AMI metering is all about connecting the customer to their usage of water from their water utility,” said Kevin Westhuis,

running toilets, usage pattern information, budgeting purposes, and much more.” In implementing its AMI program, River Falls Municipal Utilities “reminded the customers that this technology is for them. Yes, the utility will also have more data about usage trends and system data, but ultimately there are huge benefits to the end user.” With “real-time water consumptive data,” replied Krishna Kumar, General Manager at Madison Water Utility, utilities are able “to detect potential water leaks early, preventing high water bills and easily avoidable water waste.” A common refrain among utilities that have adopted AMI is that property owners whose leaks otherwise may have gone undetected for days – or longer – are highly appreciative of this feature. While a utility can alert customers of unusual usage, with AMI a utility does not have to be the gatekeeper for a customer’s data. AMI online portals give all customers who sign up the ability to monitor their individual usage as well. 3 Brian Powell, General Manager of Green Bay Water, reports that large customers are the most frequent users of online portals and have used the water data for internal planning, including by tweaking processes and evaluating electrical costs, saving water and money.

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started showing that traditional assumptions regarding peaking factors for different customer classes may not hold true. Most AMI systems do not yet readily allow the aggregation of the massive amounts of data that AMI generates for rate-setting purposes, but there is future potential for this use. Customer Meter Projects No Longer Require PSCW Authorization Water utilities have benefited from a streamlined approach to implementing AMI technology since 2021 when the League of Wisconsin Municipalities, in partnership with Municipal Environmental Group – Water Division (MEG-Water) and Wisconsin Rural Water Association, lobbied for the creation and passage of 2021 Wisconsin Act 86. That Act created Wis. Stat. § 196.49(5g) which exempts water public utilities and combined water and sewer public utilities from needing a Public Service Commission of Wisconsin certificate of authority before beginning customer meter installation, repair, or replacement projects. Utilities are already benefiting. When the Deerfield Water Utility installed AMI in the last year, it only needed to convince its village board and residents of the many benefits of AMI and did not need to wait for additional regulatory approval. Conclusion Advanced Metering Infrastructure can change the game in how a utility designs and operates its system, how a utility communicates and serves its customers, how customers interact with their utility, and how the utility and its customers alike conserve water. While this article outlines the benefits of AMI to both the utility and its customers, there are startup and ongoing costs to the purchase, installation, and operation of the hardware and software components. However, those utilities which have implemented AMI see that the benefits that near real-time access to more data affords outweigh the costs. If your utility is looking to implement AMI, ask around – in my experience, our water utility colleagues are more than happy to share their stories.

When customers hear about AMI for the first time, privacy and security of the data is a common concern. A customer is limited to seeing their own data in their online portal, but the utility can see all usage data. Municipal utilities are already sensitive to the protection of municipal utility customer information (see Wis. Stat. § 196.137), and AMI is no different. Educating your customers on the protections afforded customers under Wisconsin law, and a well-trained staff on the use of AMI, usually mitigates these concerns. Utility Benefits of AMI “We started out with AMI because we saw the benefits for staffing,” Powell said. Since starting implementation 20 years ago, “Green Bay Water went right from meter readers walking up to the meters to using AMI.”This switch allowed Green Bay Water to reallocate the substantial amount of labor used for meter readings to other pressing needs. Green Bay Water’s Business Manager, Stephanie Rogers, also saw labor – and customer service – benefits for move-ins and move-outs, because “people often do not call when they move out. When we get a call two weeks later, we can now look back and do a bill for the final date,” rather than send a reader out two weeks too late. This ability to look back has proven particularly popular for landlords. Smaller utilities report similar advantages. Derek Anderson, Water Superintendent for the Village of Deerfield Water Utility, reports that since replacing its 1,185 meters with AMI meters in the last year, the utility has saved at least four days of work every month for meter reads, and even more for final move-out reads. “The biggest thing for the water utility is that AMI has already saved a lot of time and will save a lot of money in the future,” he responded. Beyond a decrease in labor costs associated with meter reading, Kumar has seen how “AMI also helps the [Madison Water] utility to accurately assess peaking factors enabling the Utility to right size its water infrastructure to meet both the current and future needs.” Green Bay Water agrees and uses the AMI data in system master planning. “We can see where the water is going,” said Rogers, “and break our data down by customer class and pressure zone.” This data can be put in hydraulic models to see when flows are happening and look at peaking factors when evaluating system capacity and upgrades. “Regarding using AMI data for rate setting,” opined Erik Granum, a Principal/Senior Consultant at Trilogy Consulting, LLC, “I think that more data is always better than less, and it provides information that can be used to ensure that rates are reasonable for all customers, based on generally accepted cost of service principles.” For some communities, AMI data has

Jared Walker Smith , Attorney, Boardman Clark, Lobbyist, Municipal Environmental Group (MEG) - Water Division. Contact Jared at jsmith@boardmanclark.com

1. Improving Water Management Using Advanced Metering Infrastructure Data: A Guide for Facility Managers , EPA WaterSense, September 2022. Available at: https://www.epa.gov/ system/files/documents/2022-09/ws-commercial-ami-guide-facility-managers.pdf 2. Based on the author’s review of 142 municipal water utility annual reports.

3. Online portals only work if they are used by customers. For suggestions on how to make your online portals more accessible, the American Water Works Association (AWWA) has published a Guidebook for practitioners called “Increasing consumer benefits & engagement in AMI- based conservation programs,” available at https://www.awwa.org/wp-content/uploads/AMI- Increasing-Consumer-Benefits-Guide-For-Practitioners.pdf.

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Deploying Artificial Intelligence to Advance Wisconsin Cities and Villages

OpenAI’s ChatGPT, Quora’s Poe, Microsoft’s CoPilot, Anthropic’s Claude, and Google’s Gemini are popular examples of generative AI, which was first released to the public in November of 2022. Generative AI allows us to create things like text by predicting what comes next in a sentence. The technology behind generative AI, called predictive reasoning, was first developed in 2019 and helps the AI understand patterns and respond in smart ways. Generative AI gives us the ability to create new content, such as text, images, audio, video, or code, based on patterns it has learned from existing data. Generative AI is built on training and machine-learning algorithms that analyze vast amounts of data to identify patterns, enabling the creation of new content that resembles the data it was “trained” on, such as the Internet, books, and other electronic publications. In a recent study, the Federal Reserve Bank of St. Louis found 40% of Americans aged 18 to 64 use generative AI. A separate 2024 Salesforce survey further discovered 64% of generative AI users are either Generation Z or millennials. AI use will undoubtedly continue to grow, with younger generations expecting some government services to be delivered through AI, such as chatbots mimicking text conversations with government employees. Municipalities Are Using AI to Improve Efficiency and Effectiveness The use of generative AI offers Wisconsin municipalities a wide range of practical benefits. It can help staff overcome writer’s block and improve communications as they draft and edit emails, memos, meeting agendas, ordinances, and policies. It can also assist in evaluating policy compliance and conducting program analysis, acting as a built-in research assistant. Using AI starts with a “prompt” which is a clear instruction or input you give to an AI system like ChatGPT to guide its response or output. Your prompt can be a question, a command, or a description. The back and forth you enter as you refine the AI output is known as an “iterative process” and is different than asking Google for an answer to a question. Start with the basics . AI doesn’t have to be daunting. Practical first steps include using it to rephrase a response to a resident or colleague, proofread and polish correspondence, or check tone for clarity and civility. As municipal staff become comfortable with these simple uses, they can begin exploring

Wisconsin cities and villages, along with counties and towns, are beginning to embrace the potential of artificial intelligence (AI) to enhance employee capabilities and increase citizen service levels. What is Artificial Intelligence? Artificial intelligence, known as AI for short, refers to computer systems that can perform tasks typically requiring human intelligence. AI offers a spectrum of capabilities from the simple to the complex. AI includes rule-based systems (e.g., the operation of traffic lights) and pattern recognition systems (e.g., spam filters on your email). This technology is already firmly embedded in our lives. Online shopping recommendations, fitness trackers, social media feeds, music streaming, navigation aids, ride-sharing apps, and image recognition are all examples. You likely have received anti-fraud notices from your bank or credit union asking you to verify whether you used your credit card at a merchant – that’s AI. The language and image recognition capabilities of AI is advancing rapidly. In the 2013 movie “Her,” actor Joaquin Phoenix’s character develops a relationship with an AI-intelligent operating system with a female voice. The system calls itself Samantha, and actor Scarlett Johansson provides the voice. Many movie viewers thought the interaction powered by AI was both cool and unbelievable, but here we are in 2025, and this, along with so much more, is reality. The graph below published by Our World at Data https:// ourworldindata.org/grapher/test-scores-ai-capabilities- relative-human-performance demonstrates AI’s increasingly rapid development pace. AI experts like Ethan Mollick at the Wharton School of Business argue AI capabilities will develop in the future at an even faster pace.

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material, particularly when AI is used to create video content, AI can produce inaccurate or fabricated information known as “hallucinations.” For example, a state court judge recently issued a case opinion that included fictitious cases obtained using AI. To mitigate this risk, municipal staff must always verify AI outputs, cite official sources, and understand that they are responsible for their work. An additional AI risk includes embedded biases in AI responses to queries. These biases may reflect: (1) training data bias where the response is skewed by the data used to train the model; (2) cultural bias where the response favors western norms; (3) gender bias where stereotypes are reinforced (e.g., male doctors, female teachers); (4) racial and ethnic bias where responses underrepresent diverse perspectives; (5) confirmation bias that aligns responses with user assumptions; (6) political bias that favors certain ideologies; (7) socioeconomic bias that reflects more affluent societies; (8) accessibility bias that excludes less mainstream sources; (9) language bias where AI performs better in English; and (10) recency bias that favors more recent information. To reduce bias, staff must always check outputs, consider diverse viewpoints, and use AI platforms trained on inclusive data sets such as ChaptGPT and Copilot. Used responsibly, AI can significantly enhance municipal operations. During AI training, local government employees often raise concern that AI might replace their government positions. Economist Richard Baldwin argues, “AI won’t take your job, it’s somebody using AI who will take your job.”This resonates with local government employees because they understand the need to continue innovating at a time of tight financial resources. Municipal AI Use Policy Development Cities and villages should establish a policy governing employee use of generative AI that includes essential elements to ensure the employee understands how to effectively use generative AI while minimizing the risk of inappropriate disclosure of confidential information. Cities and villages should consider requiring employees to be trained in AI usage before they are allowed to utilize tools like ChatGPT or Copilot. Municipal AI policies should define what constitutes “permissible use of AI” at work. This may involve using AI to enhance writing quality when drafting grant applications, meeting minutes, policies, citizen surveys, presentations, press releases, and position papers, as well as researching, analyzing, or summarizing non-sensitive municipal documents and reports. The policy should inform municipal employees that they are fully responsible for their work, including when using generative AI, and that they will be held accountable for any incorrect facts or citations in municipal documents. In short, the policy should make clear municipal employees cannot use AI as a justification for errors.

more complex applications, moving from quick edits to structured analyses and decision support. With familiarity comes broader impact, extending from day-to-day tasks to larger projects across departments. AI can also help municipalities secure more financial resources by preparing and reviewing draft grant applications, especially those that busy staff previously lacked the time to complete. Additionally, AI-powered chatbots can enhance municipal services by providing residents with accurate, timely information without requiring staff involvement. AI translation tools can help cities and villages better serve diverse populations. General AI applications are expanding rapidly, even beyond generative AI. Municipalities are using AI to review and summarize law-enforcement body-cam footage, streamline public-records requests, issue automated emergency alerts, transcribe and analyze meetings, optimize traffic signals, and conduct property assessments using 3D imaging, among many other functions. Identifying and Mitigating AI Risks Despite AI’s many benefits, it also introduces important risks, particularly around data security. Information entered into AI platforms may be retained and used for training, potentially publicly exposing sensitive data. Municipal staff must be trained to never put confidential information into AI prompts. To address this important privacy concern, UW-Madison’s Division of Extension uses an enterprise version of Microsoft Copilot that ensures university data remains private and under university control. While enterprise solutions can be costly, they are often a worthwhile investment to protect sensitive information such as human resources records, health data, and law enforcement investigation details. Another significant AI risk is overreliance on AI-generated content. In addition to the unintentional use of copyrighted Bill Oemichen teaching AI to Bayfield County employees. Photo credit: Kelly Westlund, Deputy Bayfield County Administrator.

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The municipal AI policy should explicitly prohibit municipal employees from using personal generative AI accounts for municipal business, including attaching any municipal information or data to a prompt made in the employee’s personal account. Likewise, municipal AI policy should explicitly forbid employees from using municipal generative AI accounts for personal matters or storing personal data or documents in a municipal AI account. The policy should also explicitly prohibit employees from entering personally identifiable information and other sensitive, confidential, or regulated data in an AI prompt. Irresponsible practices, such as failing to verify output accuracy or using AI in scenarios that may present an ethical or operational risk, should also be forbidden. Finally, the policy should outline the disciplinary measures that will be enforced should violations occur. Available Municipal AI Training Opportunities UW-Madison Extension currently offers two levels of AI training for local governments: AI-101 (Basic) and AI-201 (Intermediate) and will offer AI-301 (Advanced) by later this fall. AI-101 introduces how local governments are using AI, outlines potential risks, and teaches strategies to manage those risks. AI-201 builds practical skills through hands-on exercises. Participants learn to use AI for tasks like writing grants and policy memos, researching issues, preparing agendas and meeting minutes, analyzing ordinance compliance, and spotting AI-generated errors such as hallucinations and deepfake videos. AI-301 training curriculum, again in development, will focus on the newest form of AI known as Agentic AI . Agentic AI systems can reason, plan, and act independently to achieve complex goals. Unlike traditional AI, which responds to prompts, agentic AI can break down tasks, make decisions, and adjust its actions based on changing information – like how a human might approach solving a problem or managing a project. The demand for Extension AI training is substantial. In response, Extension is training more educators to provide AI training.

“AI won’t take your job, it’s somebody using AI who will take your job.” - Economist Richard Baldwin

Conclusion Generative AI offers numerous potential benefits to Wisconsin cities and villages. Trained municipal staff adhering to a well- written generative AI use policy will help ensure cities and villages maximize AI’s advantages while minimizing risks.

Rick Petfalski , Muskego Mayor. Contact Rick at rpetfalski@muskego.wi.gov

Bill Oemichen , UW-Madison Division of Extension Professor of Practice – Law/Local Government Law Educator. Contact Bill at woemichen@wisc.edu

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A New Twist on An Old Scam

as with many other technological advancements, criminals have found a way to harness the benefits of BTMs to more conveniently and anonymously scam and defraud the public. In 2024, the FBI received nearly 11,000 complaints relating to CVC kiosk fraud activity, with estimated victim losses of approaching $250 million, and in 2023, CVC kiosk fraud accounted for almost 50% of the total losses experienced related to financial crimes. And to get some idea of how fast the problem is growing, consider the fact that reported BTMs in the U.S. have increased from 4,250 at the start of 2020 to 30,647 as of August 4 of this year, according to the U.S. Treasury Department’s Financial Crimes Enforcement Network (FinCEN). So how does BTM fraud work? Typically, scammers using CVC kiosks will initiate contact with a potential victim by means of an unsolicited phone call, claiming to be the victim’s bank calling about an unauthorized charge, a government agency demanding past due taxes, or as already mentioned a customer service agent from a tech provider reporting a detected computer virus. According to Chief Reimer, scammers are becoming more and more creative in the way they victimize. They’ve begun to target a wide variety of individuals in a complex network of scams that often last weeks, months, or sometimes years. “Oftentimes, we see ‘romantic’ scams, in which suspects communicate with their victims for months at a time, striking up a ‘romantic relationship’ over the internet. Victims never meet their scammer in person, and all communication is done electronically. These scammers will then request funds to be transferred to them electronically via PayPal, a cash app, or cryptocurrency,” said Chief Reimer. As with other forms of scam activity, the elderly are especially susceptible. Criminals targeting older individuals are particularly likely to direct victims to use BTMs as a transfer vehicle. According to Federal Trade Commission data, people aged 60 and over were more than three times as likely as younger adults to report a loss using a BTM, and more than two of every three dollars reported lost to fraud using BTMs was lost by an older adult. Not unlike other forms of cybercrime, investigating BTM fraud is incredibly challenging at best. “The most significant challenge is obtaining any sort of restitution for the victims. Scammers are using cryptocurrency because they can quickly and easily transfer funds from one ‘wallet’ to another,” said Chief Reimer. “They continue to shuffle this money around and evade law

Imagine this. The phone rings, and your elderly mother or grandmother answers. On the other end is a “customer service agent” for a well-known technology company, indicating that a virus has infected grandma’s computer and payment is required to take care of the issue. Per the “agent’s” instructions, she goes to a local convenience store, inserts her credit card into a BTM, purchases the required amount of CVC, and sends it to the “agent’s” virtual wallet. Done. Problem solved, right? Sadly, no, because while there never was a problem to begin with, there sure is one now. So, what exactly is a BTM and what is this CVC? Let’s start with the latter. According to the IRS, Convertible Virtual Currency, or CVC, is a “digital asset that has an equivalent value in real currency, or acts as a substitute for real currency, that can be used to pay for goods and services.” And a BTM, (or CVC/Cryptocurrency Kiosk), is a fixed machine typically placed in a heavily trafficked location that allows users to engage in various cryptocurrency-related transactions. BTMs operate similarly to ATMs, but with a few distinct differences. While a traditional ATM allows customers to withdraw or deposit cash from a bank account, BTMs enable customers to both buy and sell CVC from a virtual wallet. Additionally, BTM transactions are incredibly fast and because sent funds are instantly owned by the receiver, reversing these transactions can be very difficult unlike ATM transactions or wire transfers which may remain in pending status for a day or two. Interesting information, but BTMs are likely only found in large cities, right? Quite the contrary, actually. According to the WI Department of Financial Institutions, there are now an estimated 1,000 BTMs around the state. In prepping for this article I reached out to a number of police chiefs in smaller cities across the state, the majority of which reported having BTM’s in various locations throughout their cities. “We have about a dozen kiosks in Pleasant Prairie, but we anticipate additional locations as this form of currency continues to gain popularity,” said Chief David Smetana of the Pleasant Prairie Police Department. And Chief Nick Reimer of the Manitowoc Police Department added “Currently, our city has approximately five cryptocurrency kiosks. These kiosks are located primarily within gas stations. Prior to our ordinance, we had around12.” So, if BTMs are fast, efficient, and designed to make our financial lives easier, what is the problem? The issue is that

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also made a push to educate the public about frequent scams and they’ve continued this education as new scams develop. “I also recommend chiefs work with their respective city attorneys and elected officials to enact an ordinance or some form of regulation for these machines. The City of Manitowoc has seen a decrease in our overall scams since we’ve mandated warning labels be placed on this machine,” added Chief Reimer. In summary, while technology advancements are a good thing, inevitably criminals always find a way to exploit them. Nonetheless, there are affirmative steps that communities can take to mitigate the impact on their residents. Community education, staff training, local regulation through ordinance, and involvement in legislative processes at the state level are great places to start.

enforcement as we work through the legal process to identify where the money went through document subpoenas and search warrants. This also poses a problem, as the money is often transferred to a wallet in another country within seconds of the victim depositing cash into the crypto ATM.” What is being done to control BTM fraud nationally? Data from the National Conference of State Legislatures indicates that roughly 12 states have enacted BTM controlling legislation, and 40 states have introduced or have pending related legislation in the 2025 legislative session. In Wisconsin, AB384 has been introduced. If passed, the bill would provide various BTM restrictions, such as obtaining licensure, display of fraud warnings, verification of customer identity, limiting transactions to no more than $1,000/day and the issuance of a customer refund in certain circumstances, amongst other requirements. Will these measures be enough to significantly curb BTM fraud? “I think the limit of transactions may help and give time for someone to intervene on the victim’s behalf. It would at least limit the loss,” said Chief Smetana, following up with a thought-provoking question, “I do wonder how it would work if someone visited multiple kiosks?” Chief Reimer agreed. “I believe these provisions will make a significant difference for those victimized by these scams. Currently, there is very little law enforcement can do in order to return funds. The best-case scenario is law enforcement is able to work with cryptocurrency transaction companies to return the transaction fee to the victimized individual.” When asked what advice they would have for municipalities that are just beginning to notice BTMs in their communities, both chiefs agreed that education is key. “My advice would be to educate the community and ensure that the education is ongoing. Most people don’t have a great understanding of this currency, and I believe that lack of awareness impacts our ability to adequately warn people about the level of these scams,” noted Chief Smetana. Chief Reimer concurred, indicating that the City of Manitowoc Police Department has

View a copy here of the City of Manitowoc’s Regulating Cryptocurrency Kiosks/ATMs ordinance.

Craig Sherven , Public Safety Specialist, League Insurance. Contact Craig at csherven@lwmmi.org

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Smart Planning in Action: How West Allis Uses Technology to Drive Better Development Decisions

Through the integration of digital tools, data analytics, and collaborative platforms, the City of West Allis’ Planning and Economic Development team has transformed how it engages with residents, supports businesses, and plans for the future. These innovations have not only improved transparency and efficiency but also ensured that development aligns more closely with the needs and aspirations of the community. Engaging the Community Through Digital Platforms One of the most significant ways West Allis has embraced technology is by using online surveys and digital engagement tools during its comprehensive planning efforts. Traditional public meetings, while valuable, often limit participation due to scheduling conflicts or accessibility barriers. To overcome this, the city adopted web-based platforms that allow residents to share their input at their convenience. These digital surveys have enabled residents to weigh in on critical topics such as land use, transportation, housing, and economic development. The format has not only broadened participation but also provided planners with quantifiable data that can be easily analyzed and visualized. This approach was instrumental in shaping the City’s 2045 Comprehensive Plan, ensuring it reflects a wide range of community voices and priorities. The Economic Development team also uses digital tools to stay connected with the local business community. Each year, a comprehensive survey is conducted to assess the perceptions of both prospective and existing businesses regarding the local business climate and city services. Additionally, the team publishes a monthly economic update, keeping entrepreneurs informed about new programs, funding opportunities, and regional developments. Mapping the Future With GIS Geographic Information Systems (GIS) have become a foundational tool in West Allis’ planning toolkit. The city uses GIS to create interactive maps that illustrate future land use designations,

redevelopment areas, and zoning overlays. These maps are accessible to both internal staff and the public, offering a transparent view of planning initiatives. By layering data such as parcel boundaries, infrastructure, demographics, and zoning, GIS allows planners to visualize complex relationships and make informed decisions. For example, when evaluating a redevelopment site, staff can assess its proximity to transit, parks, and infrastructure capacity – all within a single platform. GIS also helped support the city’s shift to a maximum-based parking model in its updated zoning code. Instead of requiring excessive on-site parking, planners evaluate nearby street and shared parking options within a short walking distance, promoting more efficient land use. This spatial analysis capability has proven invaluable in identifying underutilized parcels, prioritizing investment areas, and clearly communicating planning goals to stakeholders. Harnessing Mobility Data With Placer.ai To gain deeper insights into how people move through and interact with different parts of the city, West Allis has adopted Placer.ai – a location intelligence platform that provides anonymized foot traffic data. This tool has been especially useful in evaluating commercial corridors, special events, and redevelopment opportunities. For instance, when a longstanding retail store along State Highway 100 became vacant, staff used Placer.ai to conduct a void analysis. The data helped identify a strong potential recreational reuse, leading to the successful recruitment of an indoor pickleball business to fill the space. Similarly, the platform has been used to analyze visitor patterns at the

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• Visualize the Future: GIS mapping simplifies complex planning concepts and supports more strategic decision-making. • U se Real-Time Data: Platforms like Placer.ai provide actionable insights into how spaces are used, helping attract businesses and improve public spaces. • D igitize Processes: Moving permitting and internal workflows online enhances efficiency and transparency for both staff and the public. Looking Ahead As technology continues to evolve, so too will the tools available to planners and economic developers. West Allis remains committed to exploring new innovations that support its mission of building a vibrant, sustainable, and inclusive community. By embracing data, enhancing engagement, and streamlining operations, the city is not just planning for the future – it’s actively shaping it.

historic West Allis Farmers Market. Insights into where visitors come from, their demographics, and their travel routes before and after visiting the market have helped the city better understand and serve its residents and visitors. This real-time, location-based data provides a dynamic view of how people interact with the city, enabling more responsive and targeted planning strategies. Streamlining Internal Workflows As part of the city’s 2022–2026 Strategic Plan, all departments have adopted OpenGov, a digital permitting and plan review system. This shift has significantly reduced paper use, accelerated approval timelines, and improved transparency. Applicants can now submit plans online, track their progress, and receive feedback electronically – making the process more efficient and user-friendly. Internally, staff use collaborative platforms like Microsoft Teams and SharePoint to manage projects, share documents, and coordinate across departments. This has enhanced communication, reduced duplication of effort, and allowed for West Allis’ approach offers valuable lessons for other municipalities looking to integrate technology into their planning and development processes: • Meet People Where They Are: Use online tools to complement traditional engagement methods and gather richer, more complete feedback. quicker responses to development inquiries. Takeaways for Other Communities

Steve Schaer , Director of City Planning, City of West Allis. Contact Steve at sschaer@westalliswi.gov

Patrick Schloss , Economic Development Executive Director, City of West Allis. Contact Patrick at pschloss@westalliswi.gov

Dash Cameras as Data Tools: West Allis Leads With Smarter Fleet Technology

Let’s explore how a cross-departmental approach turned a liability tool into a platform for smarter fleet operations. From Liability Protection to Operational Strategy The project began as a legal safeguard. Following a recommendation from the city attorney, West Allis initially piloted portable dash cameras with SD card storage, hoping to reduce liability exposure from false claims. But the limitations became clear: retrieving footage required staff intervention, file sizes dictated access, and the system created inefficiencies rather than eliminating them. Recognizing the need for a more robust solution, the city assembled a cross-departmental evaluation team – representatives from IT, Fire, Public Works, and the City Attorney’s Office. This group treated the dash camera question not as a single-department purchase, but as an enterprise-level technology decision.

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Why Samsara Was the Right Fit The team ultimately selected Samsara, a platform that addressed multiple strategic needs: - Predictable lifecycle costs: lowest sunk cost with stable subscription pricing. - Hardware sustainability: virtually unlimited warranty and continuous upgrades. - Operational efficiency: cloud-based storage searchable by date, not by file size. - System integration: direct tie-in to vehicle diagnostics and GPS data. - Deployment scalability: simplified installation with transferable hardware. This wasn’t just about cameras. It was about establishing a data-driven infrastructure that could grow with the city’s fleet management strategies. Deployment at Scale The city’s initial rollout of 110 cameras followed a prioritization model: snow and ice vehicles and sanitation trucks received top priority due to their frequent public interactions. Other high-utilization vehicles followed. The economics were straightforward: - Hardware: $51,490 - Installation (outsourced, first wave): $10,450 - Annual subscription: ~$470 per unit Future installations will be completed by city staff, further improving cost efficiency. Tangible Benefits Beyond Litigation While accident defense – where vehicular incidents carry a $250,000 damage cap – remains the most visible benefit, the city has quickly identified broader operational returns: - Performance optimization: route data informs safer and more efficient operations. - Fuel intelligence: consumption tracking supports EV cost-benefit analysis. - Waste reduction: idling reports help cut unnecessary fuel burn. - Service accountability: timestamped footage resolves public service complaints with verifiable evidence. From a cost-avoidance perspective, even one successfully defended claim could offset the full program cost. Challenges and Flexibility Deploying technology across a mixed-age fleet came with hurdles. Connector compatibility in older vehicles and installation complexity in specialized equipment required

adjustments. The system’s design, however, allows for camera transfers between vehicles, minimizing hardware loss as the fleet evolves. Lessons for Other Cities West Allis’ dash camera project demonstrates the importance of treating technology adoption as a multi-departmental strategy rather than a single-issue fix. By aligning IT, legal, and operations, the city ensured the cameras could serve multiple objectives: protecting against liability, improving efficiency, and preparing for future transitions like EV adoption. For municipalities nationwide, the case offers a clear takeaway: when technology is positioned as a cross-functional investment rather than a departmental tool, its value multiplies. West Allis isn’t just protecting itself from lawsuits – it’s building a platform for smarter, more transparent, and more resilient city services. Key Takeaways for Municipal Leaders - Think enterprise, not department: engage legal, IT, and operations early to evaluate technology holistically. - Prioritize scalability: choose solutions with predictable costs, transferable hardware, and future-proof integrations. - Leverage data beyond the core purpose: a tool purchased for liability defense can also drive operational efficiency, sustainability, and service accountability. - Plan for flexibility: mixed fleets and legacy vehicles will pose challenges; select systems that can adapt over time. - Frame technology as investment, not expense: avoidance of even one major claim can justify the program, while additional efficiencies create lasting returns.

Erin Hirn , West Allis Administrator. Contact Erin at ehirn@westalliswi.gov

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PUTTING DATA TO WORK FOR GREEN BAY

Under Mayor Eric Genrich’s leadership, the City of Green Bay is building foundations to integrate data and technology in city operations. Their aim is simple: deliver services faster, better, and more equitably by using data as a tool to learn, improve, and strengthen trust with our residents. Mayor Genrich unveiled “Connect Green Bay” earlier this year which is the city’s three-year data strategy grounded in community values. Connect Green Bay is not a technology project in isolation; it is a commitment to put data to work in ways that deepen engagement and make government more transparent. The strategy rests on three pillars: data quality and governance, community engagement, and a data-driven culture. Because good decisions require good data, their first year focused on building strong foundations i.e., establishing a cross- departmental Data Governance Committee, appointing data stewards in every department, and compiling a holistic inventory of the data they collect. These steps are essential to ensure their data are accurate and secure while allowing staff to collaborate across departments. At the same time, they are upgrading our Green Bay Services platform with real-time analytics and dashboards so departments can respond to service requests more quickly and spot trends in advance. The city has also launched a Resilience & Sustainability Hub to centralize environmental programs and, through an online volunteer directory, invite residents and organizations to sign up for volunteer activities from their phones. To embed a data-driven culture across city hall, they are assessing workforce skills, developing performance-management frameworks, and offering training so staff can interpret and apply data in support of their strategic priorities. The Green Bay Metro Fire Department has adopted dashboards to monitor incidents and response times and an ArcGIS-based tool for community-risk assessments. Recognizing the pace of technological change, Green Bay has joined Bloomberg’s new AI track to explore how artificial intelligence can further streamline service delivery. Small and midsized cities don’t need giant budgets to embrace technology. Begin with a basic data inventory to understand what information you have and appoint a data-governance

team to set standards, privacy policies, and sharing processes. Look for simple use cases to demonstrate the value of data- driven decisions and understand city processes. Develop training programs to build capacity among staff for strengthening data usage in daily operations. It can also be helpful to join collaborative

networks and programs such as City Data Alliance to share lessons and access technical support. These steps are helpful to lay the groundwork for responsible technology adoption and deliver more transparent, efficient services. USEFUL LINKS: 1. https://www.greenbaywi.gov/ConnectGreenBay 2. https://www.greenbaywi.gov/OpenData 3. https://rfs.greenbaywi.gov/requestforservice/ 4. h ttps://www.greenbaywi.gov/1536/

Resilience-Sustainability-Hub 5. h ttps://www.volgistics.com/ appform/2101050278

Ishu Gupta , Lead – Innovation and Data Strategy, City of Green Bay. Contact Ishu at ishu.gupta@greenbaywi.gov

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