Lessons from the EMS Discussion
The past few months have provided an intensive education in community engagement, fiscal analysis, and the delicate balance required for effective local governance. As a member of the Finance Committee tasked with analyzing Cross Plains' relationship with our Emergency Medical Services district, I've witnessed firsthand both the complexities of municipal finance and the passionate commitment our community has to collaborative solutions.
I want to share what I've learned from this experience and how it reinforces my belief that transparent, community-centered governance is essential for Cross Plains' future.
What We Set Out to Do
Our Finance Committee was asked to analyze the Village's participation in the Cross Plains Area EMS District - a four-municipality partnership that has served our community for decades. The analysis was prompted by legitimate concerns: rising costs, administrative challenges, and questions about whether our current cost-sharing arrangement fairly reflects each municipality's contribution and benefit.
The work was technical and necessary. We examined three potential paths: bringing EMS in-house as a Village department, exploring regional consolidation, or contracting with private providers. We analyzed population growth trends, call volume data, and projected costs. We identified real issues around governance, transparency, and equity that needed addressing.
What We Discovered
The analysis revealed something important: the problems we were trying to solve didn't require abandoning the collaborative model. Instead, they required improving it.
Our residents made this clear through unprecedented engagement at public meetings. EMS staff, neighboring municipalities, community members, and even the Wisconsin EMS Association responded with detailed feedback about the value of shared services and the risks of fragmentation.
The community response taught me several critical lessons:
Data without context can mislead. Our financial analysis was technically accurate but missed crucial elements: the value of regional partnerships, the hidden costs of going alone, and the community's deep investment in collaborative solutions.
Process matters as much as substance. However well-intentioned, analyzing major changes without early engagement from affected parties creates unnecessary conflict and erodes trust.
Community wisdom often exceeds expert analysis. Residents understood intuitively what our spreadsheets couldn't capture: that some partnerships are worth preserving even when they require ongoing negotiation and compromise.
The Real Issues
Through this process, we identified what the Village actually needs: not independence from regional partnerships, but more equitable participation within them.
The current population-based cost sharing may not reflect true equity when villages experience faster growth than townships. Administrative challenges that have contributed to EMS chief turnover are solvable through better district support structures. Governance improvements can provide appropriate oversight while respecting operational expertise.
These are the kinds of problems that strengthen partnerships when addressed collaboratively, rather than justifying their dissolution.
Moving Forward Together
I'm optimistic about the path forward. The EMS District Board has agreed to extend deadlines and discuss agreement modifications. This creates space for constructive dialogue about cost-sharing alternatives, governance improvements, and long-term sustainability.
More importantly, this experience has demonstrated something powerful about Cross Plains: our residents expect us to work collaboratively with our neighbors. That's not a constraint on local decision-making. It's an asset we should leverage.
Lessons for Future Governance
This experience reinforces several principles that I believe should guide all our municipal decisions:
Engagement before analysis. Major policy reviews should include affected parties from the beginning, not just at the end when positions have hardened.
Transparency builds trust. Residents deserve to understand not just what we're proposing, but why, and what alternatives we've considered.
Collaboration creates value. Shared services and regional partnerships often provide better outcomes than independent action, even when they require ongoing negotiation.
Process shapes outcomes. How we make decisions matters as much as what we decide. Good process builds community confidence; poor process undermines even good ideas.
Long-term thinking prevents short-term crises. Regular review and adjustment of agreements prevents small issues from becoming major conflicts.
What's Next
As we work with the EMS District Board on agreement improvements, I'm committed to applying these lessons. That means:
Bringing specific proposals for more equitable cost-sharing to district negotiations
Supporting governance improvements that provide accountability while preserving operational effectiveness
Maintaining transparent communication with residents about objectives and progress
Looking for opportunities to strengthen rather than abandon regional partnerships
Personal Reflection
Serving on the Finance Committee during this period has been challenging but invaluable. I've learned that effective local government requires balancing analytical rigor with community wisdom, fiscal responsibility with collaborative relationships, and strategic thinking with political sensitivity.
Most importantly, I've been reminded that the best solutions emerge when we listen carefully to our community and work together toward shared goals. The passionate engagement we've seen around EMS demonstrates that Cross Plains residents care deeply about their community and expect their elected officials to reflect that same collaborative spirit.
As we move forward, I'm committed to governance that is transparent, accountable, and focused on long-term community prosperity. The EMS discussion has shown that when we engage openly with complex issues, we often discover that our challenges are also our opportunities.
That's the kind of steady, collaborative leadership I believe Cross Plains needs, and it's the approach I'll continue to bring to every issue we face together.
