Supervisor Taylor's ROC Foundation: Charity or Charade?

By Franklin Community News – August 22, 2025

🔎 Key Findings at a Glance

• Origins in Politics: Ballpark Commons was built on county parkland sold to ROC Ventures for $1 while
  Steve Taylor was both a Milwaukee County Supervisor and Franklin Alderman. He also voted on the rezoning from landfill/ski hill, parkland, to commercial use. Shortly after, he became Executive Director of ROC Foundation.  There were no public proposals or bids for redeveloping this parkland.

• Appearance of Quid Pro Quo: The timing of Taylor’s appointment as ROC Foundation Executive Director — immediately after shepherding through the land sale and rezoning — raises the appearance that the role was a political “thank you.”  Taylor was beat by Patti Logsdon as County Supervisor and was out of County Government until two years later when there was redistricting and magically a district was carved out just for Taylor, Franklin east of 51st street and all of Oak Creek.

• Missing Federal Filings: No IRS Form 990 filed for 2023 or 2024. Risk of automatic revocation of nonprofit status.

• High Overhead: 2023 state filing shows 82% of expenses went to management, with only 18% to program services.

• Myth of Donations: ROC Foundation does not donate directly to nonprofits or youth camps. Instead, groups must sell Milkmen tickets, run 50/50 raffles, and operate cash games of chance to “earn” funds.

• No Proof of Sports Camp Support: Despite claims, IRS filings show zero direct spending on Milwaukee Milkmen camps or scholarships.

• Questionable Consultant Payments: Nearly $73,000 in 2021–2022 paid to “consultants,” suspected to be Taylor’s own company (Taylor Consulting LLC).

• Failed Fundraisers: The golf outing and jersey auction — the Foundation’s largest events — repeatedly lost money or broke even.

• Political Overlap: Steve Taylor simultaneously served as Milwaukee County Supervisor, Executive Director of ROC Foundation, campaign chair for Franklin Mayor John Nelson, and ex-officio board member of Engage Franklin.

• Pattern of Mismanagement: The Foundation’s structure and activities suggest a vehicle for insiders’ benefit, not a community-serving charity.

Introduction

The ROC Foundation, incorporated in 2019 as the charitable arm of ROC Ventures, promotes itself as a
501(c)(3) nonprofit dedicated to “providing support and unique experiences for youth, high school, and young adults in sports, recreation, education, employment, and wellness.”

But a review of IRS filings, Wisconsin state reports, and thousands of public records shows an organization plagued by chronic deficits, low program spending, overlapping political roles, questionable consulting payments, and missing IRS returns for 2023 and 2024. Even today, the Foundation is holding its 6th Annual Golf Tournament at Whitnall Park Golf Course — historically its biggest fundraiser, and one that has repeatedly lost money.

Origins in Land Deals and Rezoning

The very foundation of ROC Foundation’s existence is tied to Milwaukee County’s controversial sale of the land where Ballpark Commons now sits.

The property — once a county-owned landfill and ski hill at Crystal Ridge — was sold to ROC Ventures CEO Mike Zimmerman during the period when Steve Taylor simultaneously served as both a Milwaukee County Supervisor and an Alderman on the Franklin Common Council.

Taylor not only had a direct role in the county’s sale of the land but also participated in the rezoning of the property from recreational to commercial use while on the Franklin Council. That rezoning allowed the creation of Ballpark Commons, opening the door for ROC Ventures’ stadium, mixed-use development, and eventual nonprofit arm.

The Appearance of Quid Pro Quo

Soon after the land sale and rezoning approvals were completed, Steve Taylor was appointed as Executive Director of the ROC Foundation, a position paying about $75,000 annually.

While there is no public record proving that Taylor was explicitly promised the job in exchange for his votes, the timing and sequence of events create the appearance of a quid pro quo.

• Before: Taylor, as Supervisor and Alderman, used his official capacity to support the sale and rezoning of county land for ROC Ventures.

• After: Taylor personally benefited from a salaried position with ROC’s newly created nonprofit arm.

This progression raises a fundamental question: Was Taylor’s hiring as ROC Foundation Executive Director effectively a political “thank you” from Mike Zimmerman and ROC Ventures?

Even if no formal agreement existed, the optics strongly suggest that Taylor leveraged public office for private benefit — an arrangement that erodes public trust and underscores ongoing concerns about conflicts of interest in Franklin’s government.

📌 Conflict Timeline: ROC Foundation & Steve Taylor

• 🟫 Land (pre-2018 landfill/ski hill)

• 🟢 Sale (2018 land sale to Zimmerman)

• 🟧 Rezoning (2018–2019 approvals)

• 🔵 Foundation (2019 incorporation)

• 🟣 Job (Late 2019 Taylor hired as Executive Director)

• 🔴 Deficit (2020–2022 losses, consultant fees)

• ⚫ Compliance (2023–2024 missing IRS filings)

The Numbers Don’t Lie

IRS Filings (2020–2022)

• 2020: Revenue $73,303; program spending $2,835 (3.8%). Ended with deficit –$3,679.

• 2021: Revenue $138,683; program spending $33,537 (24.1%). Paid $40,022 to “consultants.” Ended with deficit –$23,139.

• 2022: Revenue $146,733; program spending $38,006 (25.9%). Paid $32,786 to “consultants.” Ended with deficit –$24,664.

During these years, Executive Director Steve Taylor collected about $75,000 annually in salary and benefits, while the Foundation spent more on management and contractors than on programs.

Wisconsin Filing (2023)

With no IRS returns filed for 2023 or 2024, the only available financials come from the Wisconsin Department of Financial Institutions (DFI).

• Revenue: $189,402

  • Contributions: $139,015

  • Other Revenue: $50,387

• Expenses: $128,508

  • Management: $105,218 (82%)

  • Program Services: $23,290 (18%)

  • Fundraising: $0

• Net Worth: Improved from –$24,664 (2022) to +$36,230

Charity Ratios (2023, WI DFI):

• Program Services / Total Expenses = 18.12%

• Program Services / Total Revenue = 12.30%

• Fundraising / Contributions = 0%

By watchdog standards, a healthy nonprofit should devote 65%+ of its spending to program services. ROC Foundation spent less than 20%.

The Myth of “Donations”

Although the Foundation’s filings refer to “grants,” ROC Foundation does not donate money to nonprofits in the traditional sense. Instead, it requires other nonprofits to “earn” support through labor at ROC Ventures events:

• Selling Milwaukee Milkmen tickets

• Running 50/50 raffles

• Operating cash games of chance

• Staffing concessions or carnival-style activities at games

IRS filings confirm this arrangement. The “grants” line item actually describes these activities:

“ROC Foundation allows other non-profits to participate in Milwaukee Wave and Milwaukee Milkmen in-game fundraising events… games, raffles, PR, etc.”

This means that ROC Foundation’s “program service grants” — reported as $38,006 in 2022 — were not charitable distributions at all, but pass-through earnings from ticket sales and raffles.

The Myth of Sports Camp Support

Promotional materials for the Foundation and its golf tournaments frequently state that proceeds benefit Milwaukee Milkmen Camps and tickets for disadvantaged children.

Yet the IRS filings for 2020, 2021, and 2022 show:

• No line items for camp scholarships, programming, or operational support.

• No reported expenses tied to sports camps.

• The only “program service” activity listed was allowing nonprofits to raise funds through in-game raffles and ticket sales.

If tickets were ever “comped” for children, they were not recorded as ROC Foundation expenses — suggesting that ROC Ventures, not the Foundation, absorbed those costs as a business promotion.

In short, there is no documentary proof that the ROC Foundation has ever directly donated money to youth sports camps.

Consultant Payments: Double Compensation?

In both 2021 and 2022, ROC Foundation reported nearly $73,000 in “professional fees and independent contractors.”

Investigative sources suspect these payments went to Taylor Consulting LLC, Steve Taylor’s private company. If true, Taylor effectively paid himself twice:

1. Salary & Benefits as Executive Director

   • 2021: $74,648

   • 2022: $75,047

2. Consulting Fees via Taylor Consulting LLC

   • $40,022 (2021)

   • $32,786 (2022)

This would constitute self-dealing and private inurement, violations of IRS nonprofit law that could trigger excise taxes or revocation of exempt status.

Political Overlap and Conflicts of Interest

Foundation’s issues are not limited to finances. Open records show Taylor frequently used his Foundation email for:

• ROC Ventures operations and government lobbying

• Franklin development issues tied to Ballpark Commons

• Campaign activities, including serving as campaign chair for Franklin Mayor John Nelson

Taylor also served as an ex-officio board member of Engage Franklin, another nonprofit tied to ROC Ventures CEO Mike Zimmerman. Like ROC Foundation, Engage Franklin has not filed IRS tax returns for 2023 or 2024.

This creates a web of overlapping roles:

• Milwaukee County Supervisor (public office)

• Executive Director, ROC Foundation (salary)

• Taylor Consulting LLC (private business)

• Ex-officio board member, Engage Franklin (Zimmerman-connected nonprofit)

• Campaign chair for Franklin Mayor John Nelson

Such overlaps suggest that ROC Foundation and Engage Franklin function less as independent charities and more as political and business vehicles for ROC Ventures.

Filing Gaps: 2023 and 2024

• IRS filings stop in 2022. No 990 or 990-EZ has been filed for 2023 or 2024.

• Wisconsin DFI filing exists for 2023, but not yet for 2024.

• Federal law: Missing three consecutive IRS filings leads to automatic revocation of tax-exempt status.

By filing at the state level while skipping the IRS, the Foundation appears to maintain a façade of compliance without full transparency.

Since publishing our investigation, several readers have asked why the ROC Foundation and Engage Franklin have not filed IRS tax returns since 2022. It is important to note that nonprofits are still legally required to file their annual Form 990s, even if under review. In some cases, filings can be delayed or withheld from the public IRS database if there is an active audit or enforcement action. Given that a formal IRS complaint was filed against both organizations three years ago, one possible explanation is that the IRS or state authorities have flagged them for investigation. Another possibility is simple noncompliance — either way, the absence of filings raises red flags about accountability and transparency. A Pattern of Mismanagement.

1. Fundraisers That Lose Money

   

   • Golf Outing: Net loss of –$1 despite grossing $45,376.

   • 2022 Jersey Auction: Net $0, with more than $59,000 in gross receipts wiped out by expenses.

   • Total 2022 fundraising: –$4,007.

   • 2023 filings (with the IRS missing) show no evidence of improvement.

   • 
     2025 Golf Outing (today, August 22, 2025): The 6th Annual Tournament at
     Whitnall Park Golf Course features just one major sponsor (Boldt), one secondary sponsor (D1), and only nine registered teams of four golfers. With such low turnout and past failures, the event is unlikely to generate net revenue—continuing the Foundation’s streak of losing money on its biggest fundraiser.

2. High Administrative Costs

   • 2023: 82% of all expenses went to “management.”

   • Program services consistently below 25%.

3. Consultant Payments

   • Nearly $73,000 across 2021–2022 for “independent contractors.”

   • Alleged to have been routed to Taylor’s own LLC.

4. Interlocking Nonprofits

   • Taylor connected to both ROC Foundation and Engage Franklin.

   • Neither has filed with the IRS for 2023 or 2024.

5. No Evidence of Sports Camp Support

   • Despite repeated claims, filings show no direct donations to Milkmen camps or youth programs.

   • “Program services” are limited to raffle and ticket sales opportunities.

6. County Budget Hypocrisy

   • While the ROC Foundation runs chronic deficits, Steve Taylor now serves as co-chair of the Milwaukee County Board Finance Committee, loudly warning that the County faces a severe budget shortfall and exploring controversial options such as leasing parkland to private operators.

   • This posture is deeply ironic given Taylor’s own history: the very land at Crystal Ridge (now Ballpark Commons) was sold to his friend Mike Zimmerman for just $1 while Taylor was a County Supervisor and Franklin Alderman. That land deal not only deprived the County of fair market value, but also positioned ROC Ventures to create the very nonprofit that now employs Taylor.

Conclusion

The ROC Foundation brands itself as “Return on Community.” But its financials and operations reveal:

• Years of deficits and failed fundraisers

• Charitable “donations” that are really commissions for selling tickets and raffles

• Over 80% of spending consumed by management, not programs

• Consultant payments that may have enriched its Executive Director twice

• Overlapping roles linking charity, politics, and private business

• Missing IRS filings for two consecutive years

• And no evidence of actual sports camp donations

At the same time, Steve Taylor sits as co-chair of the Milwaukee County Board Finance Committee, warning that the County faces budget collapse and pushing ideas like leasing out public parkland, privatizing swimming pools, and closing senior centers to cover deficits. The irony is stark: the very land at Crystal Ridge, once a county park and ski hill, was sold to Taylor’s ally Mike Zimmerman for just $1 when Taylor held dual roles as County Supervisor and Franklin Alderman. That deal set the stage for Ballpark Commons, ROC Ventures, and ultimately the ROC Foundation — the nonprofit that now pays Taylor a full-time salary despite its chronic financial mismanagement.

Taken together, the ROC Foundation and Engage Franklin look less like community charities and more like nonprofit shells benefiting insiders at public expense.

What Residents Can Do

The ROC Foundation thrives on the perception of community support, yet its filings and activities raise more questions than answers. Franklin residents and donors deserve transparency about where their money goes.

• Ask for records: Request copies of IRS Form 990s and Wisconsin DFI filings.

• Demand disclosure: Call on ROC Foundation to publicly identify who received the $73,000 in “consultant” payments.

• Hold leaders accountable: Expect elected officials tied to ROC Foundation and Engage Franklin to explain their roles and conflicts.

• Support real nonprofits: Direct your donations to organizations with proven track records of serving youth and families.

Oak Creek and Franklin's future should be shaped by authentic community investment, not shell charities or political insiders. It is up to residents to demand that the phrase “Return on Community” means what it says.

It’s for the Greater Good.

Is Oak Creek Being Used? Supervisor Taylor’s Sudden Interest Faces Scrutiny

“Is Oak Creek Being Used? Supervisor Taylor’s Sudden Interest Faces Scrutiny”

by Dr. Richard Busalacchi

A Campaign Promise to Oak Creek

In 2022, following county redistricting, Steve F. Taylor returned to the Milwaukee County Board of Supervisors to represent the newly drawn 17th District—encompassing all of Oak Creek and portions of Franklin. Taylor declared it a "fresh opportunity" to bring real leadership to Oak Creek, a fast-growing suburb that had previously lacked strong representation on the Board.

On the campaign trail and during his early tenure, Taylor emphasized his pledge to "finally serve the people of Oak Creek." He vowed to prioritize community development, improve park and public safety infrastructure, and ensure fair access to County resources for the city’s residents. However, despite this rhetoric, Taylor’s record since returning to office reveals a sharp disconnect between his public promises and his governing priorities.

Public critics and political observers have increasingly noted that Taylor spends the bulk of his public appearances, political alliances, and legislative energy focused on Franklin-based issues and personalities—including Franklin Mayor John Nelson and Alderwoman Michelle Eichmann—while leaving Oak Creek residents largely out of the picture. Even symbolic gestures—like attending city parades or partnering visibly with Oak Creek officials—have been conspicuously absent.

A Public Challenge Spurs a Defensive Response

On July 6, 2025, Franklin Community News (FCN), a local independent watchdog platform, publicly challenged Supervisor Taylor’s commitment to Oak Creek residents. In a post titled “Hey Oak Creek Residents,” FCN questioned Taylor’s absence from Oak Creek events and his apparent favoritism toward Franklin. The post read:

“Did you know your County Supervisor is Supervisor Steve F. Taylor? His district is the east side of Franklin and all of Oak Creek. It appears he is never in Oak Creek for ANYTHING and is ALWAYS in FRANKLIN appearing with Franklin Mayor Nelson and Alderwoman Eichmann… Is your Supervisor MIA?”

The post quickly gained traction across Oak Creek’s social media communities, with hundreds of residents weighing in. Many echoed the concern that Taylor appeared to represent Franklin more visibly than Oak Creek, noting the lack of photos, partnerships, or engagement with Oak Creek Mayor Dan Bukiewicz or the city’s alderpersons.

Rather than acknowledge the concern or clarify his priorities, Taylor’s response was swift and combative. Just three days later, on July 9, Taylor posted on his official Supervisor Facebook page that he had attended a groundbreaking ceremony for the Oak Creek Natatorium and a meeting with the Friends of Bender Park. FCN responded with a sarcastic congratulatory message, noting this was the first time in recent memory Taylor had appeared at a non-chamber Oak Creek event and challenging him to prove his connection to the community beyond one-off appearances.

The digital exchange ignited a broader public conversation about Taylor’s visibility, priorities, and sincerity in serving Oak Creek.

The Bender Park Maneuver: Politics Over Process

In an apparent attempt to counter public criticism and demonstrate his commitment to Oak Creek, Taylor seized on the long-delayed issue of dredging the Bender Park Boat Launch—a vital access point to Lake Michigan located within Oak Creek’s boundaries. For years, heavy sediment buildup had rendered the launch unusable, blocking public boating access and limiting emergency response capabilities. The Wisconsin DNR had approved permits in April 2025, and urgency was growing as yet another summer passed with the harbor closed.

On July 17, Taylor proudly announced that his resolution to fund emergency dredging had cleared the Finance Committee with a unanimous 7–0 vote. But what wasn’t immediately disclosed was Taylor’s procedural end-run: as Co-Chair of the Parks Committee—the appropriate body for initial review—Taylor bypassed his own committee entirely and sent the resolution directly to Finance, which he co-chairs. This raised eyebrows among supervisors and staff who viewed the move as a tactic to avoid debate, fact-finding, and scrutiny from subject-matter experts.

When the resolution came before the full County Board on July 24, it failed to gain the required two-thirds majority for a contingency fund transfer, even though it passed by a simple 11–6 majority. Critics argued that the rushed timeline, lack of Parks Committee vetting, and political posturing undermined the proposal's credibility and doomed it to fail.

Taylor responded with outrage, accusing six supervisors who voted no of “putting lives at risk” and promising to publicly name them and expose their “true motives.” He described the failed vote as “dangerous” and cast himself as the only leader willing to act, but many viewed the episode as yet another example of Taylor prioritizing headlines and retaliation over coalition-building and effective governance.

A Pattern of Retaliation Emerges

Taylor’s reaction to the failed Bender Park resolution was not an isolated incident—it echoed a pattern of behavior that has come to define his leadership style: retaliatory, theatrical, and divisive. Rather than build consensus or address policy concerns, Taylor frequently responds to dissent with public shaming, veiled threats, or personal attacks.

On July 25, 2025—just one day after the Board vote—Taylor took to his official Supervisor Facebook page, promising to “add [his] thoughts on each of the Supervisors who voted no and their true motives.” The post, widely seen as an intimidation tactic, drew immediate concern from ethics watchers and county insiders. While Taylor cast his statements as “transparency,” others questioned whether a public official threatening to expose colleagues over a procedural vote violated the Milwaukee County Ethics Code, which prohibits the use of public office to retaliate or intimidate.

Critics also pointed to a growing list of similar behaviors:

• His ongoing feud with watchdog group Franklin Community News (FCN) has escalated from mockery to hostility, including online sparring and dismissive retorts that have drawn public attention—and scrutiny.

Together, these incidents suggest a governance style grounded less in policy than in political combat. Supervisors, constituents, and journalists alike have begun asking: Is this behavior effective leadership or retaliatory politics masquerading as public service?

Public Safety or Political Theater? The Bender Park Debate Revisited

Taylor’s framing of the Bender Park dredging resolution as a “matter of life and death” may have played well in headlines—but it raised deeper questions about the sincerity and timing of his proposal. For nearly two years, the boat launch had remained closed due to sediment buildup, with delays largely attributed to permitting, budget shortfalls, and administrative hurdles. Yet Taylor, who had ample opportunity to prioritize the project, only pushed the resolution forward after Franklin Community News publicly criticized his absence from Oak Creek affairs.

Notably, Taylor bypassed the Parks Committee—the body he co-chairs—and fast-tracked the resolution through the Finance Committee, which he co-chairs. Critics accused him of using the issue as political cover to appease constituents and silence detractors, not as a genuine act of long-term planning.

While Taylor insisted that dredging was essential for emergency access and boater safety, other supervisors argued that more transparency, public input, and interdepartmental coordination were needed. They questioned whether the emergency narrative was being exaggerated to justify rushed decision-making and avoid scrutiny.

Furthermore, some supervisors raised concern that the funds Taylor sought—over $341,000 from contingency and surplus accounts—might be more appropriately allocated in a more comprehensive capital plan. One supervisor reportedly described the move as “reactionary politics disguised as urgency.”

Ultimately, the measure’s failure at the full board wasn’t due to a lack of concern for public safety—but rather distrust in the process and Taylor’s motives.

Ethics and Accountability Under the Spotlight

Taylor’s conduct surrounding the Bender Park vote—and his broader behavior on the Board—has prompted renewed questions about compliance with Milwaukee County’s Ethics Code. Specifically, critics argue that Taylor’s threats to “call out” fellow supervisors for opposing his resolution could be construed as coercive or retaliatory, violating provisions that prohibit using one’s office to intimidate or harass others for political gain.

Milwaukee County’s Ethics Code (Chapter 9.05) states that public officials “shall not engage in official action substantially motivated by animus, retaliation, or personal benefit.” By publicly threatening to expose colleagues’ “true motives” after a procedural vote, Taylor walked a fine line between political speech and abuse of authority.

Legal observers and good governance advocates warn that such behavior erodes public trust and chills open debate. County Supervisors must be able to vote their conscience without fear of retaliation, particularly on fiscal and public works matters. The expectation of decorum and mutual respect is not merely ceremonial—it is foundational to transparent and ethical governance.

Some board members have reportedly expressed private concern that Taylor’s actions are creating a hostile work environment. Whether a formal ethics complaint is forthcoming remains to be seen, but the pattern of intimidation—particularly when paired with questionable procedural maneuvers—has elevated the issue to more than just political theater.

Final Five Voting: A Curious Contradiction

Just one month before the Bender Park controversy erupted, Supervisor Taylor publicly promoted an event championing Final Five Voting—a political reform initiative aimed at reducing polarization and encouraging cooperation across party lines. In a June 24 Facebook post, Taylor invited constituents to attend an educational event about how ranked-choice voting could “improve the current state of our politics in the United States.”

Taylor’s public support for Final Five Voting struck many as ironic. The core principles of the reform—civility, cross-partisan collaboration, and accountability—stand in sharp contrast to the very behavior he exhibited in the weeks that followed: bypassing committees, fast-tracking funding votes, and threatening to “call out” fellow Supervisors who disagreed with him.

Critics were quick to point out the contradiction between Taylor’s stated commitment to depolarizing local politics and his actual conduct on the County Board. While the Final Five Voting event was framed as a step toward more thoughtful governance, Taylor’s response to criticism and dissent has remained rooted in confrontation, deflection, and escalation.

The episode raised broader questions about political branding versus governing behavior: Was Taylor’s support of voting reform genuine, or was it a calculated effort to distance himself from an increasingly combative public image?

In either case, the juxtaposition added yet another layer of scrutiny to a leadership style that many believe has become more about control than consensus.

Oak Creek Still Waiting

Despite representing Oak Creek in name, Taylor’s tangible impact on the city remains limited. Since taking office in 2022, there have been no major infrastructure wins, no new park investments, and no significant engagement with Oak Creek’s elected leadership. While Taylor regularly appears alongside Franklin officials in public ceremonies and photo ops, Oak Creek’s Mayor Dan Bukiewicz and alderpersons are conspicuously absent from Taylor’s social media and legislative initiatives.

The failed Bender Park dredging effort was supposed to be a turning point—a demonstration that Taylor
was finally focusing on Oak Creek. Instead, it exposed how little groundwork had been laid: no collaboration with the Parks Department, no strategic plan, no coordination with Oak Creek leaders. The resolution was rushed, procedurally questionable, and ultimately fell short of the two-thirds vote required for passage.

Residents are now left wondering: Was Taylor ever serious about prioritizing Oak Creek? Or was the “finally serve” pledge just a convenient campaign slogan?

In the absence of results, symbolic gestures matter. Oak Creek’s Independence Day parade came and went without any reported presence from Taylor. Community forums, school partnerships, and collaborative planning efforts have seen little to no engagement. For a city that makes up the majority of his district, Oak Creek has received disproportionately little attention.

And as regional issues like lakefront safety, transit access, and economic development grow more pressing, Oak Creek residents are demanding more than political posturing—they want leadership that shows up, listens, and delivers.

A Supervisor Out of Balance

What began as a campaign to “finally serve” Oak Creek has, over time, come to resemble a case study in imbalance—both in priorities and political temperament. Taylor’s continued entanglement in Franklin-centered politics, his alignment with controversial figures, and his lack of meaningful engagement in Oak Creek have fueled public skepticism about his motivations.

Observers note that Taylor’s governing style increasingly revolves around:

• Retaliation over resolution – Leveraging his position to punish dissenters rather than build coalitions.

• Image over impact – Prioritizing public statements, Facebook posts, and political theater over policy outcomes.

• Control over collaboration – Bypassing committees and procedural norms to fast-track his own agenda, often at the expense of transparency and trust.

Even within conservative and pro-reform circles, Taylor’s tactics have raised concern. Some allies have distanced themselves, while others remain quietly frustrated by his unpredictability and public tone. His tendency to escalate minor disputes into personal crusades has undermined his broader credibility and weakened his ability to form effective working relationships—even with those who share his political ideology.

In short, Taylor’s increasingly confrontational leadership style has alienated both colleagues and constituents. And as his public outbursts and ethical stumbles mount, questions persist about whether he is truly serving his district—or simply serving himself.

Conclusion: Promise Broken, Accountability Demanded

Steve Taylor’s 2022 campaign pledge to “finally serve” the residents of Oak Creek now rings hollow. What was marketed as a renewed era of leadership has become, in the eyes of many, a cautionary tale of performative politics, retaliatory governance, and missed opportunity.

The failure of the Bender Park resolution was not just about sediment or access—it was symbolic of a broader failure to prioritize constituents over conflict. Taylor’s bypassing of proper legislative process, public threats against colleagues, and disproportionate focus on Franklin affairs underscore a pattern that has left Oak Creek underrepresented and underserved.

As Milwaukee County faces pressing regional challenges—from environmental stewardship to fiscal management—its elected leaders must model integrity, collaboration, and transparency. When a supervisor uses their platform to pursue vendettas, intimidate peers, and engage in self-serving political theater, it undermines not only their own credibility but also public trust in government.

Oak Creek residents deserve more than empty slogans and dramatic Facebook posts. They deserve consistent advocacy, honest representation, and measurable results. Whether Taylor can pivot toward that vision—or whether voters will demand new leadership in 2026—remains to be seen.

But one thing is clear: the time for accountability is now.

Why John Nelson Is Unfit to Serve as Town of Waterford Police Chief: A Pattern of Abuse, Corruption, and Retaliation

by Dr. Richard Busalacchi 

 
John Nelson, current Mayor of Franklin and former Waterford Police Lieutenant, is reportedly under consideration for a police chief role in the Town of Waterford. Based on overwhelming documented evidence, Nelson’s record shows a disturbing pattern of:

• Misconduct in public office
• Abuse of authority
• Sexual harassment
• Use of government resources for personal gain
• Obstruction of records laws
• Political retaliation under color of law

This article compiles publicly verified documents, investigative transcripts, open records, and sworn complaints that collectively render Nelson **unfit for any law enforcement or elected leadership position.**

 📸 Suspicious Hiring Process and Lack of Transparency
On July 18, 2025, Waterford Supervisor Robert Ulander posted on Facebook that Town Chair Tim Szeklinski withheld police chief applications from the Waterford Town Board, and that interviews, including one with Nelson, occurred on July 18. Ulander also posted photos of Nelson leaving City Hall after his interview—raising alarm about backdoor dealings.

Nelson has indicated that he "retired" from the Waterford Police Department in October of 2024 amid an investigation.  According to WISN "Nelson was one of three staffers suspended in August, according to board chairwomen, Teri Nicolai"

 💾 Waterford Investigation Revealed Widespread Misconduct
Contrary to Nelson’s televised “witch hunt” defense on WTMJ (April 24, 2025), internal transcripts and patrol officer emails substantiate serious claims:

• Verbal harassment and intimidation of female officers
• Inflated administrative time for DNR reimbursements
• Improper restriction of women from road patrol
• Use of Waterford PD resources to campaign for Franklin mayor
• Retaliation against those who reported misconduct

Multiple officers corroborated these findings.

 “It’s not just one or two employees... it's over a half dozen,” noted investigator Riffel.

💼 Verified Ethics Complaint: Evidence of Pay-to-Play and Misconduct
A Verified Ethics Complaint filed July 17, 2025, outlines in detail Nelson’s alleged violations, including:

         ✅ Quid Pro Quo Development Favoritism

Mayor Nelson and Franklin Director of Administration Kelly Hersch allegedly used their positions to approve zoning changes and permits for developers who were political allies or donors. One such case involved Laurie Miller, Franklin’s former Planning Director, who wrote:

“You have directed me to remove my comments… from the Carma project staff report… These are all behaviors that are unethical.” “You told me: ‘You can guarantee the votes.’”

         ✅ Use of City PR Consultant “Mary Christine” for Political Work

Nelson and Hersh hired PR consultant Mary Christine (MCPR) on a $25,000 city contract, but used her to manage Nelson’s political messaging on Facebook—particularly regarding Waterford allegations and the former Waterford board chair Teri Jendusa-Nicolai. Christine never disclosed she was a paid city contractor while defending Nelson online.

This violates ethics statutes and case law including State v. Chvala, which prohibits public funds from being used for political gain.

⏱ Double Dipping and Shielding Records
Records prove that Nelson used his WaterfordPD.com email to:

• Conduct Franklin mayoral campaign business during Waterford PD hours
• Transfer Franklin government documents
• Obstruct Wisconsin Open Records requests

Nelson initially claimed “no records existed,” but over 96 emails were later recovered. As custodian of Waterford PD records, Nelson had full control over what was released, raising red flags over obstruction and tampering.

🎯 Coordinated Retaliation Against a Political Critic
The verified complaint outlines how:

• Nelson, Milwaukee County Supervisor Steve Taylor, and Franklin Alderwomen Michelle Eichmann, and a private citizen colluded to fabricate a false police report in retaliation for a constitutionally protected blog post.
• They used this fabricated report to trigger an October 24, 2024 bond hearing to remand the author to custody.
• The private citizen had access to sealed police reports and used them in court, even though the DA hadn’t released them to the defense.
• A municipal citation was issued just after the DA declined to prosecute—indicating retaliatory intent.

At a public Intergovernmental Cooperation Council (ICC) meeting on November 11, 2024, Nelson admitted to using law enforcement as a tool against dissent, comparing critics to terrorists and school shooters.  Nelson's exact statement obtained from public records request from the audio of the meeting:

“Bullying in our positions (elected officials) and the level of which we accept it opposed to what a normal harassment complaint would be is laughable…..I’ve had to bring in law enforcement and act as a complainant with some of the people that are associated with the prior administration because they have made it personal.  When you look at what that litmus test is just because you are an elected official I don’t believe you need to get wacked over the head every single time…..looking at the people coming out of the woodwork there are only a few miserable malcontents that take that opportunity to attack you on Facebook, Community Pages…. Another one who has got a problem and an issue and now posted some really dark weird things which I correlated to people that do stupid like mass shooting things, Columbine, Oklahoma City, he started posting this weird stuff and now he got cited for that.  The DA would not be on a state charge but we will get him on a municipal charge.  So I’m just saying we do not need to it there and take all this crap, let the police be proactive, let them do their jobs and hold these people accountable.  We have 36,000 ish people and I look at it like this if I only have a handful of people that are really, really really out there against me that's a win.  And if they are going to complain about me or whatever but the job I’m doing that's a win but we don’t have to take this as electeds.”

🧾 Coordinated Citation and Remand Campaign: A First Amendment Retaliation Scheme
In what appears to be a calculated effort to silence protected speech, Franklin Mayor John Nelson, County Supervisor Steve Taylor, and Franklin Alderwomen Michelle Eichmann coordinated to file a false and misleading complaint against the author on October 13, 2024, following the publication of a blog post critical of public officials.

Additional events and statements support a pattern of abuse:
1. At a September 17, 2024 Franklin Common Council Meeting (starting at 1:02:30), Nelson and Eichmann publicly targeted Franklin Community News as “fake news” and discussed finding other ways to “get him.” 

2. In the police report Taylor linked the incident to a private citizen who had no involvement in the blog, offered that the citizen contact info to police, and framed the issue as a restraining order violation. 

3. Nelson urged a police officer to write up bail jumping charges. 

4. A private citizen working in collusion with Nelson, Taylor and Eichmann submitted a victim impact statement with statements from a sealed police report.

5. Eichmann falsely characterized the author as a “stalker”—despite no police reports, citations, or convictions mentioning or containing “stalking”.

6. At the November 11, 2024 ICC meeting, Nelson compared the author to mass shooters and expressed satisfaction with getting him cited even after the State DA declined charges.

⚖️ Statutory Violations
According to the complaint and supporting evidence, Nelson’s conduct along with Taylor, Eichmann, and Hersch may violate:

Wis. Stat. §946.12 – Misconduct in Public Office 
Wis. Stat. §939.31 – Criminal Conspiracy 
Wis. Stat. §946.31 – False Swearing 
Wis. Stat. §946.41 – Obstructing an Officer 
Wis. Stat. §946.65 – Influencing Court Officers 
Wis. Stat. §11.1201 – False Reports and Campaign Statements 

Each of these carries potential civil, criminal, and ethical penalties.

 📂 Lawsuits Filed by Nelson to Suppress Records and Benefits Disputes
Nelson has filed multiple lawsuits to prevent public access to disciplinary records and challenge employment-related benefits related to his employment with Milwaukee County as Deputy Sheriff and as a Milwaukee County Parks Employee.

According to an article released by Urban Milwaukee on May 1, 2025, Nelson was the subject of nine internal affairs investigations between 1998 and 2011, when he was a Deputy Sheriff for the Milwaukee County according, to federal court records.

"Beginning in 2024, Nelson has filed several lawsuits attempting to block the release of these internal affairs case files that, according to the civil complaint filed by his attorneys, “could result in irreparable harm to Nelson’s reputation.”

According to the article Nelson resigned in 2012 before the investigators could interview him about the harassment complaint. He later alleged, in his suit against Clarke, that the investigation was retaliation for filing an Equal Employment Opportunity Commission (EEOC) complaint against Clarke. Nelson’s EEOC complaint alleged he was passed up for a promotion because he is white. 

The MCSO investigation concluded that the allegations against Nelson should be sustained. Later, a county employment relations manager decided Nelson deserved “further discipline.” However, that decision was based on a different, though related, sexual harassment violation.

Nelson resigned before the Waterford investigation was complete in March 2024.

• 2022CV002605 / 2024AP001458 – Health insurance benefits dispute with Milwaukee County; summary judgment granted to County; on appeal. 
• 2024CV009974 – Employment suit voluntarily dismissed without prejudice. 
• 2024CV006935 – Records suppression petition. 
• 2024CV003244 – Additional transparency litigation. 
• 2024CV008887 – Civil complaint and stipulation to dismiss. 
• 2024CV009449 – Litigation followed by voluntary dismissal.

❗ Conclusion: John Nelson Must Be Disqualified
The appointment of John Nelson to any law enforcement leadership role—especially Police Chief in the Town of Waterford—is not just irresponsible, it’s dangerous. His history reveals:

Disregard for open government 

Harassment of staff 

Political corruption and abuse 

Misuse of taxpayer-funded resources 

Proven willingness to use police for personal retaliation 

Law enforcement requires the highest integrity and trust. John Nelson has forfeited both not just for the opportunity to be Police Chief in the Town of Waterford but to also continue to represent the Citizens of the City of Franklin.

📌 Supporting Documentation
Franklin Ethics Complaint, filed July 17, 2025 
Waterford PD Transcript (April 2024) 
Open Records: 94 emails from Waterford PD 
FCN Reporting on Christine PR Contract 
WTMJ Interview with Nelson 
Urban Milwaukee report (May 1, 2025)