Introduction

Edgar, Wisconsin is a progressive, bright community with deep roots and winning sports teams.  Known as the Village of Parks, our residents have a perfect balance of community in Edgar.  Centrally located with easy access to highway 29, our Residents have the beauty of residing in a safe, clean community that provides a quality education system with a full selection of sports and recreation.      

The Comprehensive Plan process was compiled with the goal of prioritizing our values and goals to help us outline the future.  This Plan is a statement showing where we would like to see the future of the community, as well as the methods and suggestions of how to get it there.

Our future focus is on inclusion, resiliency, enhancing community engagement and the goal of helping future generations to find success in an ever-changing world.

This Plan will guide the Village policies, budgets, growth, and direction for the future.

This is (y)our Plan. 

                        ~The Village of Edgar \
Comprehensive Plan Team

 

 

The Village of Edgar is located about 15 miles west of Wausau, Wisconsin.  It was platted in 1881 along the route of the Milwaukee Lake Shore and Western Railroad between Wausau and Marshfield.  It became incorporated as a village in 1898.  The population is 1,479 per the 2020 census. 

Engagement process – what is a comprehensive plan and how does it work?

A Comprehensive Plan is the document that translates community input and ideas into actions that affect City budgets, ordinances, and growth.  A Plan investigates the future and guides the Village on action steps for today.  The Plan is a declaration of the Village’s values, desires, and vision of what the future holds. 

Plan Limitations:  While future goal setting is important, the Village cannot truly foresee all probabilities.  The Plan will help to prioritize actions so Edgar can maintain a high quality of life and be financially resilient through ever-changing economic circumstances.  It is mandatory for this plan to be viewed with flexibility and common sense. 

What is a Comprehensive Plan?

The Comprehensive Plan serves as a blueprint for Village decision-making and outlines a strategic direction for future development. It directly influences Village budgets, policies, ordinances, and capital improvement decisions.

While it’s not possible to predict every challenge ahead, this Plan will help Edgar navigate changing conditions while preserving quality of life and financial resilience. Flexibility and common sense are essential in applying its recommendations.

Who Uses the Comprehensive Plan?

• Citizens: Submit development and zoning proposals
• Village Board: Make informed policy decisions
• Village Staff: Provide zoning and land use recommendations
• Planning & Zoning Commission: Recommend development strategies

Plan Values

Sustainability: Promote well-being and equity for current and future generations by encouraging green space, mixed-use development, and resource protection.

Equity: Recognize the inherent worth of all residents by ensuring access to opportunity and community participation.

Health: Shape community design to encourage physical activity, reduce pollution, and support mental well-being.

Adaptability: Prepare for changes including climate impact, workforce automation, and technological shifts.

Public Engagement Methods

• Community Meetings: Shared background information and collected feedback
• Edgar Forward Website: Served as project hub with surveys and engagement tools
• Pop-Ins: Village staff attended local events to share information and hear feedback

Actively involving community members in development, Edgar’s Comprehensive Plan was a primary objective.  Broad public engagements helped to ensure that the Comprehensive Plan accurately reflects the visions, goals, and values of our community. 

Community Meetings

Community meetings were held to provide background information and gather input on key issues.

Edgar Forward Website

The Edgar Forward website served as the project’s hub for information and engagement.  The site had X visitors throughout the project.  Many surveys were conducted and available on the website during each phase of the process. 

Pop-ins

Staff attended various events and meetings in the community and provided information and received feedback. 

 

Demographics

https://wisconsin.hometownlocator.com/wi/marathon/edgar.cfm

https://wisconsin.hometownlocator.com/wi/marathon/edgar.cfm

 

Source: https://doa.wi.gov/Pages/LocalGovtsGrants/Wisconsin_Geography_Maps_and_Graphics.aspx

 

Housing Element

 

Household Population is approaching an increase of approximately two hundred people over the years from 2010 to 2040. A growth of this nature may cause diversity in the type of housing to offered within Village limits. The Village has an aging population of baby boomers and cities throughout Wisconsin are seeing shortages of Assisted Living and Skilled Nursing Home facilities, as they begin to close. On the next page, the graph depicts our aging residents will remain steady over the next 20 years. New growth in the form of condominiums, apartment complexes, mini home communities, that could provide senior with much needed services offered by ADRC or Medicare and could even bring in new residents and job seekers.

Goal 1: Develop a range of housing choices for Edgar and the larger Edgar community.

Objective: Identify parcels in the village best suited for new residential subdivisions. Best suited parcels will allow the logical extension of village street grid and utilities.

Objective: Work with developers and public agencies to investigate Planned Unit Developments for possible senior and assisted living. Have the Planning Commission work with agencies such as Wisconsin Partnership for Housing Development to come up with a plan.

WPHD says…. “Housing advocacy means changing the way people think about housing and neighborhoods and building strong coalitions to develop more effective policy and programs. We believe the whole community should share the responsibility of making sure their neighbors can afford a decent place to live” WHEDA, and Section 8.

Objective: Investigate alternatives other than mobile homes to provide affordable housing to low and moderate-income individuals.

 

 

Objective: Coordinate housing program with surrounding townships to best make use of Edgar infrastructure and to preserve productive farmland.

 

 

 

Policies

The Village of Edgar encourages future development to occur adjacent to existing developed areas, with logical extensions of village utilities and the village grid system as written in our Ordinance: Title 14, Chapter 1, Land Division and Subdivision Code.

The Village of Edgar will work with developers who are interested in developing senior and assisted living housing, who also wish to use a Planned Unit Development (PUD) format.

Strategies/Actions

• Village ordinances were modernized August 15, 2021; ordinances will continue to be monitored and amended as necessary going forward
• Investigate alternatives to provide affordable housing to low and moderate-income residents.
• Coordinate with the Marathon County Housing Authority to develop affordable housing for low and moderate-income residents.
• Coordinate with surrounding towns to preserve productive farmland and direct housing growth to the Village of Edgar.

Transportation

The Village of Edgar uses a five-year schedule of road repair to prioritize ongoing maintenance based on available funds.

The Village’s inventory of roads has remained consistent over the past several years; according to the Wisconsin Department of Transportation the Village has 11.57 miles of roads.

 

 

Goal 1: Provide for the affordable, efficient maintenance of village roads.

Objective: Continue to plan road construction and maintenance through a PASER evaluation system as part of annual five-year street plans.

Objective: Continue to research and study chip seal, bituminous, and sub-base alternatives to determine the most effective way to maintain village streets. Use traffic counts as part of this study.

Policies

The Village of Edgar will continue to budget for road improvement and maintenance through the PASER and budget process.

Strategies/Actions

• Continue to utilize PASER evaluation to budget for road maintenance and upgrades.
• Continue to research and study chipseal, bituminous, and sub-base alternatives to determine the most effective way to maintain village streets. Use traffic counts as part of this study.

Goal 2: Make the village pedestrian friendly.

Road Improvements

The Wisconsin Department of Transportation (WDOT) requires all incorporated communities to prepare a Pavement Management Plan (PMP) using a pavement rating system for their local roads. The data from these plans is intended to provide the foundation for the Wisconsin Information System for Local Roads (WISLR), which is a computer resource that will enable communities and the State to begin to assess Wisconsin’s local roadway system.

The PASER system, which was designed by the Transportation Information Center of the University of Wisconsin-Madison, is the rating system used most by Wisconsin communities. PASER rates road surfaces on a scale of 1 to 10. This scale is broken down as follows:

• “1” and “2” = very poor condition
• “3” = poor condition
• “4” and “5” = fair condition
• “6” and “7” = good condition
• “8” = very good condition
• “9” and “10” = excellent condition

In addition to its use in the new WISLR, the rating system gives communities a detailed assessment of the appropriate maintenance method for each road segment under their jurisdiction. This assessment is then incorporated into the community’s PMP.

[INSERT TABLE 4-1] – JENI IS PULLING INFO

Roads without data available concerning the surface condition should be examined to ensure safe travel along these routes. Roads with a surface rating at or below “FAIR” or having no surface rating data also present safety concerns and should be examined for potential resurfacing or reconstruction. The remainder of the roads do not present immediate concerns and will require yearly upkeep to ensure the lifespan of the road and adequate facilities for safe travel.

Paving Gravel Roads – Approximately two miles of roads within the Village remain unpaved. When paving gravel roads, there are many factors that should be taken into consideration. Appendix G outlines some general guidelines to help the Village decide if or when to pave gravel roads.

 

Goal 1: Develop a range of housing choices for Edgar and the larger Edgar community.

Objective: Identify parcels in the village best suited for new residential subdivisions. Best suited parcels will allow the logical extension of village street grid and utilities.

Objective: Work with developers and public agencies to investigate Planned Unit Developments for possible senior and assisted living.

Objective: Investigate alternatives other than mobile homes to provide affordable housing to low and moderate-income individuals.

Objective: Investigate alternatives other than mobile homes to provide affordable housing to low and moderate-income individuals.

Objective: Coordinate housing program with surrounding townships to best make use of Edgar infrastructure and to preserve productive farmland.

 

Policies

The Village of Edgar encourages future development to occur adjacent to existing developed areas, with logical extensions of village utilities and the village grid system.

The Village of Edgar will collaborate with developers who are interested in developing senior and assisted living housing, who also wish to use a Planned Unit Development (PUD) format.

 

Strategies/Actions

• Review and update Village ordinances to require development to be laid out in a grid pattern.
• Investigate alternatives to provide affordable housing to low and moderate- income residents.
• Coordinate with the Marathon County Housing Authority to develop affordable housing for low and moderate-income residents.
• Coordinate with surrounding towns to preserve productive farmland and direct housing growth to the Village of Edgar.

 

Goal 1: Preserve historically significant building and sites.

Objective: Work with local historians and the Marathon County Historical Society to identify and preserve historic resources.

Objective: To ensure that any known cemeteries, human burials, or archaeological sites are protected from development.

 

Policies

The Village of Edgar encourages the preservation of local historical resources.

 

Strategies/Actions

• Work with Marathon County and the State of Wisconsin to identify and preserve existing historic resources.

 

8. Community Facilities Element

Goal 1: Partner with local and county agencies and private businesses to provide necessary and quality of life services for Edgar residents.

Objective: Maintain and enhance cooperative relationships with Edgar Public Schools, Marathon County Public Library, Edgar/Marathon Circle of Joy, Edgar veterans groups, Edgar Lions Club, Edgar Voluntary Fire Department, Edgar FFA Alumni, Edgar Women’s Club, Edgar Area Trail System, and other groups and local businesses to provide both basic and quality of life services to the Edgar community.

Objective: Begin a community process to provide greater services to senior citizens, including affordable housing and assisted living.

Policies

The Village of Edgar will actively support and coordinate with local non-governmental agencies, county organizations, and private businesses, in providing services.

Strategies/Actions

• Invite members of local groups, on a regular basis to meet with the Village Board to provide updates on their activities and increase cooperation and communication between these entities.
• Meet with local organizations to develop a plan to provide greater services to senior citizens, including affordable housing and assisted living.

 

Utilities    

The Village of Edgar operates both a sewer and water utility.  The bulk of the users are single home residential customers.  Edgar does not have a large industrial user.  Given a stable future population, the demand or both sewer and water utility use will remain relatively.

5. Utilities Element

Goal 1: Provide efficient water and sewer service to the Village of Edgar.

Objective: Continue to search for water-using industries that will share the burden of Village utility costs.

Objective: Begin preliminary planning for eventual construction of an air-stripper needed for radon removal from the Village water supply.

 

Policies

The Village of Edgar encourages water-using industries to locate in the Village and make use of the Village water and sewer facilities.

Strategies/Actions

• Identify industries that the Village would like to attract that would use the Village utilities.
• Develop incentives to attract identified industries.
• Begin preliminary planning and budgeting for the installation of an air stripper to remove radon from the Village water supply.

Talk about Heil Ginseng here:  new industry?

Water

The Water Department's responsibility is to provide clean, safe water to each address served by the Utility.  To achieve this goal, the Utility owns and operates five deep-drilled wells at depths from 205 to 400 feet.  The water is treated at the wells with three additives.  Chlorine is added to protect from biological contamination.  Sodium hydroxide is added to bring the pH close to neutral to reduce corrosion. Fluoride is added to protect teeth.  A detailed Consumer Confidence Report is available from the Village Office. The system has the capacity to pump over 400,000 gallons per day, with the water tower storing another 200,000 gallons.  Average daily water usage to the over 600 customers throughout the Village is between 105,000 and 110,000 gallons. Usage from individual meters is calculated and billed on a quarterly basis.

Source of Water Supply

 

 

 

Community Facilities

The Village of Edgar has a K-12 public school, a K-8 parochial school, a childcare center, a county branch public library, a fire department, and EMS and two senior housing apartments. 

 

 

Parks

The Village of Edgar operates five parks and Scotch Creek Woodland Preserves makes a unique experience for hiking, bicycling, skiing, and snowshoeing.

 

Agricultural, Natural, and Cultural Resources

Economic Development

A commuter community.

Most people in Edgar travel to work. According to the US Census in 2020, the Village has a population of 1,460 people over age 16.  Of this number, XXX are in the labor force.  Among these workers, XXX people commute to work.  S51 drove alone in a car, van, or truck while 97 car-pooled.  23 people walked to work. 

 

The Workforce includes

      Manufacturing

      Retail

      Construction

      Finance, Insurance, or real Estate

Professional Management

      Education or health care

      Arts, entertainment, or food.

 

Among the Edgar workforce, 720 work for private business and XX work for the government.

The median household income in Edgar is $55,729 - $67,134 (per https://api.census.gov/data/2020/acs/acs5/subject; ACS 5-Year Estimates Subject Tables; ACSST5Y2020; American Community Survey; Table ID # S1901)

Intergovernmental Cooperation

Marathon County Library System

Park Systems (see Page

Marathon County

11. Intergovernmental Cooperation Element

Goal 1: Pursue a land use policy of agricultural land preservation through joint planning with local townships.

Objective: Support the concept of village subdivisions as a superior housing concept than un-serviced rural subdivisions or unrestricted, scattered rural residential development.

Objective: Support the concept of “funneling” residential subdivisions into Edgar to promote village economic development.

Objective: Support town ordinances that promote farmland preservation, i.e. land division ordinances, minimum parcel size.

Policies

The Village supports joint planning with the surrounding towns.

Strategies/Actions.

• Meet with surrounding towns to develop joint land use plans.
• Utilize the Village’s extraterritorial authority to review developments that are proposed in the extraterritorial area surrounding the Village.
• Meet with surrounding towns to develop intergovernmental agreements to direct growth to the Village of Edgar.
• Discuss a tax base sharing arrangement with surrounding towns to ensure that all communities are adequately able to fund the required services, while also preserving agricultural and natural lands.

Goal 2: Pursue orderly development along the STH 29 and CTH H corridor.

Objective: Meet with town officials to consider growth scenarios and come up with a long-term development plan.

Policies

The Village of Edgar supports directing future growth to the STH 29 and CTY H corridor.

Strategies/Actions

• Meet with surrounding towns to develop a long-range corridor plan for the STH 29/CTH H corridor.

Land Use

Zoning Districts

 

R-1       Single Family Residential (Low Density) - Single family detached dwellings and their permitted accessory structures.  (New Development Areas of Village)

 

R-2       Single-family Residential (Medium Density).  Single Family detached dwellings and their permitted accessory structures.  (Older neighborhoods)

 

R-3       Two-Family Residential District.  Two-family dwelling units, particularly in new subdivision and growth areas.

 

R-4       Multiple-Family Residential District.  Multiple-Family dwelling units and to delineate areas where more compact residential development, including condominiums and rental apartments has occurred, or will likely occur.

 

R-5       Residential Estate District.  Single Family residential countryside estate development: density not to exceed one dwelling per gross two acres of land.

 

C-1       Conservancy District.  Conservancy District is to preserve, protect and maintain the natural environment and character of areas exhibiting significant natural resource features with contribute to the productive, recreational, or aesthetic value of the community. 

 

B-1       Central Commercial District.  Central Commercial District is intended to provide an area for business, financial professional, and commercial needs of community; compact and centrally located business districts. 

 

B-2       Highway Commercial District.  Highway Commercial District is intended to provide for orderly and attractive groupings at appropriate locations along principal highway routs.

 

B-3       Extensive Commercial District.  Extensive Commercial Districts are intended to provide a suitable location for activities which require a large area of land for which its desirable that they be located and appropriate distance from other activities

 

B-4       Business Park District.  Business Park District – to provide and aesthetically attractive working environment exclusively for and conductive to the development and protection of offices, non-nuisance type manufacturing and development institutions. 

 

I-1        Industrial District.  Industrial District intended to provide an area for manufacturing, marketing, and industrial and heavy agribusiness activities.

 

P-1       Public Facilities.  Public Facilities District is characterized by parks and outdoor recreation for large groups, schools, utilities, institutional, and/or government offices, museums, police/fire/EMS.

 

A-1       Agricultural District (Limited Livestock).  Agriculture District is intended to provide for continuation of general non-livestock or limited livestock farming and related uses.  (Includes nurseries and production of crops)

 

A-2       Agriculture Enterprise District.  Agriculture Enterprise District is intended to preserve and promote a full range of agricultural uses, secure land for livestock productions and other agricultural uses that may be more intensive than crop production, strengthen agricultures contribution.

 

A-3       Exclusive Agricultural District.  Exclusive Agricultural District is intended for farm operations and farming practices.

 

SP-1     Special Purpose District.  Special Purpose District is intended to provide for uses which present special problem, hazards, or other circumstances regarding the use of land. 

 

WHP   Well Head Protection Overlay District.  Well Heald Protection Overlay District is intended to protect the Villages wells and groundwater. 

 

AEO     Adult Entertainment Overlay District.  Adult Entertainment Overlay District intends to create an overlay zoning district whereby adult establishments are sufficiently separated from each other and conflicting uses to ameliorate the negative secondary effects of adults uses while providing adult establishments sufficient area and opportunity to operate within the Village so as not to suppress their existence. 

 

. Land Use Element

Goal 1: Maintain the village as a residential/service center in a larger rural community dedicated to preserving agricultural land use and open space.

Objective: Maintain basic village services to the larger Edgar community and preserve a community identity distinct from Wausau metro.

Objective: Participate in regional planning through Marathon County, UW-Extension, and the Wausau/Marathon County Chamber of Commerce in the hopes of generating new entrants to farming and make farming more sustainable.

Objective: Coordinate residential housing development in the larger Edgar community with surrounding townships to best meet the goal of preserving open space and agricultural land.

Objective: Coordinate residential housing development in the larger Edgar community with surrounding township to best meet the goal of preserving open space and agricultural land.

Objective: Develop a conservation with landowners in and adjacent to the village concerning the orderly transition of cropland to residential housing or other development uses. General scenarios for future development and growth in and around Edgar.

Policies

The Village of Edgar will encourage future residential, commercial, and industrial development to locate in the Village, where these developments are easier to provide services to.

Strategies/Actions

• Meet with surrounding Towns to develop a regional strategy to direct growth to the Village of Edgar.
• Discuss the development of a regional tax base sharing program with surrounding towns, to direct growth to the village, while ensuring that town revenues and tax base are not negatively impacted.
• Support the Marathon County incubator farm and mentoring program to connect new farm operators with agricultural operators that wish to sell their land and equipment and retire.
• In cooperation with Marathon County, UW-Extension, and other neighboring communities, develop a regional plan to encourage enhancement and further development of regional agricultural economy.
• In concert with Marathon County and UW-Extension, develop a visitation program to meet with local agricultural operators and discover how to assist them.
• Develop joint land use plans with the surrounding towns.

Future Land Use – The Village of Edgar Future Land Use map, shown in Figure 3-1 illustrates the anticipated future pattern of land uses. The map includes thirteen land use categories to guide where new residential and non-residential development should be encouraged. Descriptions of each land use category and the number of acres within each category are provided in Table 3-1. Figure 3-3 shows areas with development constraints due to environmental conditions such as wetlands and floodplains, or policy constraints such as restrictive zoning or other programs (i.e., Exclusive Agriculture, Forest Crop Law). Areas where existing development precludes additional development are also shown.

[INSERT TABLE 3-1 HERE]

 

Table 3-1: Future Land Use, 2005
Land Cover Category	Description	Acres		% of Total Land Area
Single Family Residential	One family structure, farm residences, mobile homes	334		35
Multi-Family Residential	Attached residential units with more than one unit per structure	19		2
Commercial Services	Retail stores, taverns, restaurants, truck stops, gas stations, farm coops, farm implement dealerships, automobile dealerships, business offices, motels/hotels, offices, telephone/gas company		99		10
Industrial	Saw/paper/lumber mills, dairies, industrial parks, trucking operations, distribution centers, mining		11		1
Cropland	Tilled agriculture, prime farmland		106		11
Utilities	Public easements and facilities used to provide municipal services		18		2
Other Agriculture	Fallow, pasture and undetermined agriculture, power lines and towers, water towers, municipal wells		79		8
Public/Quasi-Public	Schools, churches, cemeteries, libraries, government buildings, National Guard, utility facilities		111		11
Park and Recreation	Public and private parks, trails, ball fields, golf courses, playgrounds, campgrounds, shooting ranges, et.		1		<1
Woodlands	Privately-owned forested land, including nurseries, paper mill forests, etc.		76		8
Water and Wetlands	Open waters, such as lakes, ponds, streams, rivers, creeks, reservoirs, etc.		5		1
Transportation	Airports, highways, road rights-of-way, railroads, logging roads		97		10
Barren Land	Unused open land in wooded areas, along streams, along roadsides		10		1
Total Land Area			966		100

Source: Future Land Use map

As indicated in the table, much of the land is projected to be used for single-family residential (35% within the next 20 years. During the last 20 years, there was considerable planning to increase commercial, single family residential, and multi-family residential mostly north of the Village, west of Third Avenue. See Table 3-1a.

Table 3-1a: Future Land Use Past 20 Years
Land Cover Category	Description	Acres
Single Family Residential	One family structure, farm residences, mobile homes	187
Multi-Family Residential	Attached residential units with more than one unit per structure	58
Commercial Services	Retail stores, taverns, restaurants, truck stops, gas stations, farm coops, farm implement dealerships, automobile dealerships, business offices, motels/hotels, offices, telephone/gas company	219

 

 

 

Land Needs – Projections of future population and employment growth in Edgar are provided in the Issues and Conditions report. These were used to estimate the amount of land needed to accommodate future residential and non-residential development over the next 20 years. Acreage projections were based on assumptions about density of houses per acre and employees per acre.

It is estimated over the next 20 years, there will be 47 acres needed to accommodate future residential development, and 60 acres are needed for future non-residential development. Potential locations for these land uses are identified on the Future Land Use Map.

[INSERT TABLE 3-2]

Table 3-2: Acreage Projections, 2000-2030
	Estimated Total Acreage Needed by Year
	2000	2005	2010	2015	2020	2025	2030
Agricultural	535	517	499	481	463	445	428
Residential	186	194	202	210	218	226	233
Industrial	6	7	8	9	10	11	12
Commercial	49	58	67	76	85	94	103

Source: determined from NCWRPC and Marathon County projections

Consistency between Land Use and Zoning – Land use and zoning designations are related, but not necessarily identical. Land use categories tend to be general whereas zoning districts regulate specific land uses and development requirements. Because the land use categories are general it is common for more than one zoning district to correspond to each land use category. It is also possible that some zoning districts might be consistent with more than one land use designation.

Achieving consistency between land use and zoning is required by State Statutes. This generally occurs when a community is considering a proposed zoning change. The decision to approve a zoning change must be based on the adopted comprehensive plan, and specifically, the future land use map. Generally, if the requested zooning is consistent with the land use designation on the property it should be approved, unless unique circumstances indicated the rezoning would negatively impact surrounding properties or the community. If a rezoning request is not consistent with the land use designation, the community should consider denying the rezoning request.

In situations where a rezoning request is not consistent with the land use designation- but the community believes the requested zoning is appropriate in the specific location and would benefit the community – the zoning change can be approved; however, the Land Use Map should be amended accordingly to establish land use and zoning consistency. The process for amending the Land Use Map is discussed in greater detail in the Implementation Element.

 

IMPLEMENTATION:

The State of Wisconsin planning legislation requires that the Implementation Element describe how each of the required elements will be integrated and made consistent with the other elements of the plan.

 

Since the beginning of 2019, Village of Edgar began modernizing their Ordinances.  Although this process has not been finalized, the concept of these have been incorporated into this Comprehensive Plan (pending final approval and publishing). It is noted that some overlap naturally exists between the nine plan elements. Where deemed appropriate, goals, objectives, and actions have been repeated under all applicable elements to ensure they do not get “lost”.

This Comprehensive Plan also references previous and concurrent related planning efforts (e.g., LRTP, Groundwater Study) to ensure they are considered in planning decisions in conjunction with the recommendations of this Plan. Summary descriptions of recent and concurrent planning efforts are provided in the Conditions and Issues Report. Recommendations from other plans have been summarized and incorporated in this plan as deemed appropriate, to foster coordination and consistency between plans. Some related plans, such as the Marathon County Hazard Mitigation Plan, are incorporated by reference in this plan and are essentially considered appendices of this plan even though they are separate documents. Appendix E provides a bibliography of other plans and studies relevant to comprehensive planning.

Action Plan

The table below provides a detailed list of major actions to complete to implement this comprehensive plan. It compiles the major short, mid, and long-term priorities described in each of the nine plan elements. It also identifies the parties that will play key roles in implementing the actions.

Table 12-2 is intended to be used by local officials in setting priorities for capital budgeting and project assignment. It is expected that this table will be reviewed annually and revised, as necessary, to respond to changing priorities, financial limitations, and other unforeseen events. It should be noted that many of the actions require considerable cooperation with others, including the citizens of Edgar, committees, and other local/county/state agencies.

Priority ranking is defined as follows:

• Immediate = ASAP
• Short-term = one to four years
• Mid-term = five to nine years
• Long-term = ten plus years
• On-going = current activities that should continue indefinitely

Table 12-2: Implementation Plan Actions

Action	Who is responsible?	Priority
Natural Resources Actions
Work with surrounding towns to develop a wellhead protection plan	Plan Commission	Immediate
Work with surrounding towns to identify conservancy areas that flow between communities	Village Board	Immediate
Develop a long-range parks and open space plan	Edgar Park Commission	Finalized (see Appendix E)
Apply for WDNR grant funds for park enhancements	Village Board	Long-term
Land Use Actions
Meet with surrounding towns to develop a regional growth strategy	Plan Commission	Short-term
Discuss the development of a regional tax base sharing program with surrounding towns	Village Board	Short-term
Support the Marathon County incubator farm and mentoring program	Village Board	Ongoing
Develop joint land use plans with the surrounding towns	Plan Commission	Immediate
Transportation Actions
Continue to utilize the PASER evaluation to budget for road maintenance and upgrades	Village Board	Ongoing
Continue to research and study chip seal, bituminous, and sub-base alternatives to determine the most effective way to maintain village streets. Use traffic counts as part of this study	Village Board	Short-term
Develop a sidewalk policy to apply to developed areas	Village Board & Plan Commission	Immediate
Utilities Actions
Identify industries that the Village would like to attract that would use the Village utilities	Village Board	Short-term
Begin preliminary planning and budgeting for the installation of an air stripper to remove radon from the Village water supply	Village Board	Not Applicable
Housing Actions
Coordinate with Marathon County Housing Authority to develop affordable housing for low- and moderate- income residents	Village Board	Short-term
Coordinate with surrounding towns to preserve productive farmland and direct housing growth to the Village of Edgar	Village Board	Immediate
Cultural Resources Actions
Work with Marathon County and the State of Wisconsin to identify and preserve existing historic resources	Village Board	Ongoing
Community Facilities Actions
Increase cooperation and communication between members of local groups and the Village Board	Village Board	Immediate
Develop a plan to provide greater services to senior citizens, including affordable housing and assisted living	Village Board	Immediate
Parks and Recreation Actions
Direct the Edgar Park Commission to implement the Park Comprehensive Plan for the Village	Village Board	Short-term
Encourage local businesses to donate funds for the implementation of the Outdoor Park Comprehensive Plan	Village Board	Long-term
Utilize the Outdoor Park Comprehensive Plan to apply for WDNR funds to construct park facilities and acquire new park areas	Village Board	Long-term
Economic Development Actions
Outdoor Park Comprehensive Plan	Plan Commission	Immediate
Village Board to direct Plan Commission to develop an incentive policy to attract desired industries to the Village of Edgar	Village Board/Plan Commission	Short-term
Coordinate with existing businesses to ensure solvency, address needs	Village Board	Short-term
Develop an overall redevelopment plan to revitalize infrastructure in the CBD	Village Board	Immediate
Consider the creation of a Redevelopment Authority (RDA) or Community Development authority (CDA) to lead redevelopment and community development efforts	Village Board	Immediate
In cooperation with Marathon County, UW-Extension, and other neighboring communities, develop a regional plan to encourage enhancement and further development of the regional agricultural economy	Village Board	Short-term
Intergovernmental Cooperation Actions
Meet with surrounding towns to develop joint land use plans	Plan Commission	Immediate
Utilize the Village’s extraterritorial authority to review development that are proposed in the extra territorial area surrounding the Village	Plan Commission	Short-term
Meet with surrounding towns to develop intergovernmental agreements to direct growth to the Village of Edgar	Village Board	Short-term
Discuss a tax base sharing arrangement with surrounding towns	Village Board	Short-term
Meet with surrounding towns to develop a long-range corridor plan for the STH 29/CTH H corridor	Village Board / Plan Commission	Mid-term

 

 

 

 

Appendix A

State Comprehensive Planning Goals

Wisconsin Statutes 66.1001 requires that the goals, objectives, policies, and programs of local governmental units be consistent with the fourteen planning goals in the State planning legislation, which include:

1. Promote the redevelopment of lands with existing infrastructure and public services and the maintenance and rehabilitation of existing residential, commercial, and industrial structures.
2. Encourage neighborhood designs that support a range of transportation choices.
3. Protect natural areas, including wetlands, wildlife habitats, lakes and woodlands, open spaces, and groundwater resources.
4. Protect economically productive areas, including farmland and forests.
5. Encourage land uses, densities, and regulations that promote efficient development patterns and relatively low municipal, state government, and utility costs.
6. Preserve cultural, historic, and archaeological sites.
7. Encourage coordination and cooperation among nearby units of government.
8. Build community identity be revitalizing main streets and enforcing design standards.
9. Provide an adequate supply of affordable housing for all income levels throughout each community.
10. Provide adequate infrastructure and public services and a supply of developable land to meet existing and future market demand for residential, commercial, and industrial uses.
11. Promote the expansion or stabilization of the current economic base and the creation of a range of employment opportunities at the state, regional, and local levels.
12. Balance individual property rights with community interests and goals.
13. Plan and develop land use that creates or preserves varied and unique urban and rural communities.
14. Provide an integrated, efficient, and economical transportation system that provides mobility, convenience, and safety, which meets the needs of all citizens including transit-dependent and disabled.

 

Appendix B

Marathon County Guiding Principles

Participants in the Marathon County comprehensive planning process worked cooperatively, through several meetings with sub-area groups, to develop a set of guiding principles that describe broad characteristics of a desired future for their communities and Marathon County. The guiding principles consist of a series of statements that reflect shared values and priorities regarding future growth and development. These principles were used to provide a general frame of reference for developing local goals and objectives. The ten guiding principles include:

1. Respect Local Governance – Planning in Marathon County should build on local town, village, and city government as a system that is unique, has served residents well, and is a strong component of local identity.
2. Preserve Working Agriculture – Agriculture has been central to the culture and economy of Marathon County for over 100 years. Farming has been a way of life for generations of county residents and is fundamental to both community and individual identity. Efforts such as protecting prime farmland from development, exploring niche markets, and supporting cooperative practices can be implemented at the local level to help maintain and preserve working agriculture.
3. Maintain a Sense of Place – As Marathon County’s population grows and changes, communities will need to ensure that important physical features, buildings, and landscapes that exemplify their local identity are retained. These features provide a sense of heritage and continuity that contribute to a community’s identity and sense of place.
4. Preserve Rural Character – Shifts in the farm economy and urban expansion are altering the County’s rural landscape characterized by working farms, woodlands, rolling hills, marsh areas, and plentiful water bodies. As open spaces, farms, and woodlands are being lost or fragmented by development, Marathon County communities will need to make some important choices to preserve the qualities and character of the rural landscape.
5. Safeguard Natural Resources – Marathon County is graced with abundant natural resources including numerous rivers, wetlands, forests, and wildlife. Careful stewardship of natural resources is essential to protect against fragmentation and degradation and ensure these resources continue to contribute to the ecology, character, quality of life, and economy of Marathon County into the future.
6. Foster Managed Growth and Coordinated Development – Managing growth is important to ensure that no area is overwhelmed by development, land use conflicts are minimized, and development occurs in a quality manner that minimizes impacts on natural resources. Managing growth requires coordination of land uses and infrastructure, within and between communities, and recognizes that high quality growth in any one community will benefit surrounding communities as well.
7. Cost-effective and Efficient Provisions of Public Services – Marathon County residents are clear in their desire to keep local taxes reasonable. One of the most effective means to keep taxes under control is to ensure that public services are efficiently organized to provide the best service possible for the taxpayer dollar. Communities have a responsibility to provide the highest level of services possible given limited resources. To ensure cost-effective public services, local communities may want to consider options such as greater coordination, cost-sharing, and consolidation, if such efforts improve access to services and service delivery.
8. Build Social and Civic Capacity – Marathon County residents take pride in their long tradition of local government. Ideally, participation in community affairs embraces and builds upon the diversity of cultures and values present in the community. Providing opportunities to share ideas and participate in community decision-making is essential to building and maintaining a strong sense of local community.
9. Support Rural Service Centers – Rural centers are part of a web of services that support residents, give local identity, and are part of the rural way of life that residents want to preserve. Most villages in the County grew as centers to provide goods and services for nearby farmers but have evolved as rural activity centers including the local school, churches, and some goods and services. Just as city neighborhoods are stronger with nearby commercial services, rural areas are stronger with nearby villages that provide a central meeting place to connect with other rural residents. As more people more to rural areas, it makes sense to concentrate new development in areas that can efficiently provide utilities and other services.
10. Preserve and Enhance Local Tax Base – A strong tax base allows a community to deliver needed services to resident while helping to keep taxes low. Erosion of local tax base is a concern for many communities, often because of annexation, increases in public land ownership, and shifting economic markets. Efforts to attract additional revenue generators and coordinate with adjacent municipalities can help communities protect and preserve their local tax base.