August 1, 2025 – Washington Co., WI – The University Campus Task Force met Thursday afternoon to consider an offer to purchase the former UW-Washington County building. The University Campus Task Force Report below summarizes some of the key points of discussion and the weight of proposals put before the task force.
University Campus Task Force Report
Prepared for the Washington County Executive
Date: July 31, 2025
I. Executive Summary
This report summarizes the work conducted by the University Campus Task Force, formed
by Executive Order on February 20, 2025, to evaluate future uses for the former University
of Wisconsin-Milwaukee at Washington County (UWWC) campus. The report outlines the
process undertaken, the proposals received, and the categorization of options under
consideration. It does not make a formal recommendation, which will be issued separately.
II. Background
Washington County assumed stewardship of the 80-acre UWWC property following its
closure on July 1, 2024, a result of sustained enrollment decline and broader trends in
higher education. The campus includes a 198,000 sq. ft. facility with classrooms, labs, an
auditorium, gymnasium, library, cafeteria, and abundant green space. As the majority
stakeholder in the site, the County issued a public call for proposals in early 2025 and
created a task force to explore long-term, community-oriented options for repurposing the
property.
III. Formation and Work of the Task Force
The University Campus Task Force was established by Executive Order from County
Executive Josh Schoemann in February 2025 and began meeting in March. The Task Force
included five appointed members with backgrounds in local government, real estate,
property management, and business:
• Scott Henke, Washington County Treasurer, Task Force Chair
• Joel Ongert, Mayor, City of West Bend
• John Torinus, Former CEO, Serigraph
• Adam Williquette, President, American Commercial Real Estate
• Jamie Wolski, VP of Property Management, Wangard Partners
The group held multiple working meetings, conducted site visits, and reviewed community submitted proposals — both those submitted through the formal RFP process and others
received informally. No formal scoring rubric was adopted; instead, the Task Force used
qualitative discussion to evaluate fit, viability, and community alignment.
In addition to reviewing proposals, the Task Force and County Executive engaged in direct
outreach to potential institutional partners. County Executive Josh Schoemann and
individual Task Force members held conversations with leadership at several regional
universities, including Concordia University Wisconsin, Lakeland University, and Wisconsin
Lutheran College (WLC). These discussions helped clarify the feasibility of reestablishing a
university presence on the site and informed the Task Force’s understanding of current
higher education dynamics in the region.
IV. Summary of Proposals and Expressions of Interest
The Task Force received a range of proposals that can be grouped into four broad categories:
1. Sale of Property
• Ozaukee Christian School (OCS) and Cedar Lakes Conservation Foundation (CLCF)
OCS submitted a formal purchase proposal offering $3,000,000 for the UWM-WC building
and up to 27 acres of surrounding land. The offer includes a request for a 90-day due
diligence period if approved by the County and City Boards. CLCF would purchase the
remaining acreage.
– Financial Viability: High — Full purchase offer submitted
– Use of Facility: Consolidated K-12 non-denominational Christian school including a new
high school program, with future educational, athletic, and recreational expansion
– Additional Factors: Proposal aligns with the site’s historical educational and recreational
intent; coordination with CLCF offers complementary conservation outcomes
2. Charter School Models
• Accel Charter (in partnership with a community board)
Proposes use of the building for a K-12 classical arts/STEAM school, a virtual school, and a
pre-K early learning academy. Provided detailed space and rent projections
(~$562,100/year).
– Financial Viability: High — Capable of paying rent, utilities, and renovations
– Use of Facility: Partial occupancy via lease
• Nature-Based Charter School Proposal (Melissa Zehe)
Advocates for a nature-based high school and college with use of the full building and
adjacent parkland for experiential learning. Proposal emphasizes equity, mental health, and
hands-on education.
– Financial Viability: Not demonstrated; vision-oriented
– Use of Facility: Would seek full building use
– Other: May benefit from future support but lacks concrete funding model
3. School District Collaboration
• Washington County Public School Districts Consortium
Submitted a joint proposal to use space for collaborative college and career-prep
programming. Initial use would be limited but expected to grow over time.
– Financial Viability: Moderate — Committed to rent/utilities; savings anticipated through
program consolidation
– Use of Facility: Gradual expansion for technical labs, classrooms, and administrative
space
– Other: Strong local alignment; dependent on public-private partnerships for long-term
funding
4. Community and Cultural Uses
• Performing Arts Organizations (Musical Masquers, Hartford Players, West Bend Theatre
Company)
All expressed interest in continued use of the ‘Theatre on the Hill’ for community
performances. Most would operate through rental or shared-use models.
– Financial Viability: Low to Moderate — Rental-based use; limited capacity for full lease
– Use of Facility: Theater and performance space for seasonal and year-round
programming
• Senior Citizens Activities, Inc.
Proposed exclusive use of the library and access to shared spaces like the gym and
auditorium.
– Financial Viability: Limited — Demonstrated funding capacity, but now already has a new
space
– Use of Facility: Senior center activities, programs, and events
• Other Uses
Proposals also included daycare operations, classroom rentals, and nonprofit workspace,
though not all provided formal financial plans.
5. Property Sale Without Redevelopment (Razing Option)
• While not formally proposed, the Task Force considered the theoretical option of razing
the UWWC building and marketing the land for sale as vacant property.
– Financial Viability: Undetermined — would require upfront demolition costs and site
restoration
– Use of Site: Could allow for residential, recreational, institutional, or commercial
redevelopment depending on zoning and long-term County priorities
– Other Considerations: Demolition would eliminate ongoing maintenance costs and security
risks, but would also permanently remove educational and community-use infrastructure.
The decision could generate public concern due to the site’s historical role in higher
education.
V. Site Context and Strategic Considerations
The 80-acre campus sits on scenic Kettle Moraine topography in West Bend with convenient
access to Hwy 33. It includes significant green space and a 23-acre fen that could be
preserved through coordination with the Cedar Lakes Conservation Foundation (CLCF). The
adjacent Ridge Run Park enhances the site’s appeal for educational and recreational
integration. The City of West Bend owns a 26% stake in the property, and future steps will
require negotiation with the City.
Maintaining the UWWC facility carries significant financial implications. According to
internal estimates, the County incurs approximately $500,000 annually to keep the
building operational in an unoccupied state, and approximately $575,000 annually when
the building is occupied. These figures include costs related to utilities, preventative
maintenance, janitorial services, landscaping, and general repairs. Even in a vacant state,
the building requires regular restroom flushing, basic cleaning, life safety system checks,
and environmental controls across 188,000 square feet. The building’s scale and complexity make it costly to maintain indefinitely without active use or tenants. Staff has also noticed vandalism occurring on the property.
VI. Key Observations and Constraints
– Only two financially viable options were submitted: a full purchase offer from OCS/CLCF
and a lease-based offer from ACCEL Charter.
– Other proposals offer significant community value but would require additional funding
partnerships or County support.
– No master tenant has emerged; a mixed-use or multi-tenant model would be needed if sale is not pursued.
– Ongoing maintenance, security, and deterioration risks underscore the need for a timely
decision.
– Environmental stewardship and public access remain priorities consistent with community feedback.
VII. Conclusion
The Task Force has completed its charge to gather, evaluate, and summarize potential
future uses of the former UWWC campus.
This report outlines all proposals received and analyzed, and it is now submitted to the county executive for review.
The Task Force recognizes that future action is necessary to avoid continued vacancy and recommends prompt decision-making. As stated in the original Executive Order, this report also serves as the final deliverable of the Task Force, which may now be considered for formal dissolution.
At the end of the meeting, the proposals above along with a variety of amendments were submitted to the county executive for review, including a proposal to combine some of the land with the north end of the school including the gym, cafeteria, and theatre.
The only proposal with an offer to purchase was submitted by Ozaukee Christian School and CLCF.
No date was set for the next meeting; however, the county board and common council are set to meet in the coming weeks.
