2026 Adopted Budget

City of De Pere, Wisconsin 2026 Adopted Budget BUDGET ITEM PAGE BUDGET ITEM PAGE City Manager Budget Address Public Works 132-133 Public Works Administration………………………... 134-138 Charts and Tables i Engineering……………………………………………139-144 Property Tax Levy Pie Chart ii Municipal Service Center……………………………. 145-148 General Fund Expenditures by Function iii Building Maintenance…………………………………149-152 Revenues by Source iv Fleet Maintenance……………….….……………….153-156 General Fund Revenue & Expenditure Trends v Snow and Ice Control……………………….………. 157-160 General Obligation Debt Service vi Street Maintenance………………………………….. 161-163 Debt Per Capita vii Traffic Signs and Markings………………………….. 164-167 Long Term Note and Bonded Indebtedness viii Street Lighting…………………………………………168-170 Property Valuation ix Traffic Lights………………………………………….. 171-173 District Levies including TID Districts x Brush Collection………………………………………174-177 Ten Year Comparison of Property Taxes Paid xi-xii Transit System……………………………………….. 178-180 Property Tax Levy History xiii Garbage/Refuse Collection…………………………. 181-184 2025 Property Tax Levy Pie Chart xiv Landfill…………………………………………………185-187 Weed Control…………………………………………. 188-191 General Fund Recycling……………………….………….…………. 192-195 General Government 1-2 TOTAL PUBLIC WORKS …………………………..196-198 City Council……………………………………….….3-7 Municipal Court………………………………………8-12 Culture, Education & Recreation 199-200 Law Department………………………………………13-21 Community Center ………………………………….. 201-206 City Manager………………………………………....22-27 Historic Preservation Commission…………………. 207-211 Mayor………………………………………………….28-31 Park and Rec Administration……………………….. 212-216 City Clerk………………………………………………32-36 Parks and Public Land………………………………. 217-221 Human Resources……………………………………37-42 Forestry……………………………………………….. 222-227 Elections………………………………………………43-47 Boat Ramps……………………………………………228-231 Information Management……………………………48-52 Parks Equipment/Vehicle Maintenance……………. 232-235 Sustainability Programming………………………..53-55 Recreation and Recreation Programs………………236-245 Finance………………………………………………..56-60 Special Events/Celebrations…………………………246-249 Assessor………………………………………………61-64 TOTAL CULTURE, EDUCATION & RECREATION 250-252 City Hall……………………………………………….65-68 Other General Government…………………………69-70 TOTAL GENERAL FUND Health Department…………………………………...71-77 EXPENDITURES 253-254 Board of Health……………………………………….78-81 Development Services………………..……………..82-90 2026 SALARIES 255-258 GIS Department………………………………………91-95 TOTAL GENERAL GOVERNMENT……………….96-99 GENERAL FUND REVENUES 259-266 Public Safety 100-101 Police…………………………………………………. 102-109 Crossing Guards…………………………………….. 110-113 Fire Rescue………………………………………….. 114-120 Building Inspection………………………………….. 121-125 Jail…………………………………………………….. 126-128 TOTAL PUBLIC SAFETY ………………………….129-131 TABLE OF CONTENTS BUDGET ITEM PAGE SPECIAL FUND EXPENDITURES AND REVENUES …………………………………..267 Economic Development Fund 268-272 Affordable Housing Fund 273-277 Wastewater Treatment Services 278-280 Public Land Acquisition 281-282 Cable Access Fund 283-288 Aquatics Facilities Referendum Fund 289-296 DEBT SERVICE EXPENDITURES AND REVENUES ……………………………………297-301 CAPITAL PROJECTS EXPENDITURES AND REVENUES ……………………………………302-306 TAX INCREMENT DISTRICT FUNDS 307-309 Tax Increment District # 7 310-312 Tax Increment District # 8 313-315 Tax Increment District # 9 316-318 Tax Increment District #10 319-321 Tax Increment District #11 322-324 Tax Increment District #12 325-327 Tax Increment District #13 328-330 Tax Increment District #14 331-333 Tax Increment District #15 334-336 Tax Increment District #17 337-339 Tax Increment District #18 340-342 AQUATICS FACILITIES CAPITAL PROJECTS FUND …………………………………….................343-344 WATER EXPENDITURES AND REVENUES ……………………………………345-353 STORMWATER EXPENDITURES AND REVENUES ……………………………………354-394 TABLE OF CONTENTS MEMO RANDUM TO: Citizens of De Pere FROM: Kim Flom, City Manager Pam Manley, Finance Director DATE: December 19, 2025 SUBJECT: 2026 Adopted Budget Manager’s Message The City of De Pere aspires to provide an unwavering focus on quality of life that will set a national standard for a vibrant community. Our Mission, as set by the Mayor and Common Council, is to foster an engaged community spirit and encourage forward thinking to seize on opportunities for education, business, recreation and culture – with steadfast support for the City’s history and character. The City of De Pere goals include:  Grow downtown to provide new commercial, entertainment, cultural, and housing opportunities for De Pere without losing the authentic character the community has built.  Encourage the growth of business.  Embrace, enhance, connect and activate the open space networks throughout the City.  An opportunity to reinvent how services are provided and funded.  Increase and coordinate unique activities that enliven the City and increase the sense of community. The City budget is the foremost tool to maintain financial accountability for our work. It represents a plan for the future, holds us accountable for performance expectations and provides transparency for our operations. Municipal budgeting is not without challenges, but we believe that De Pere’s 2026 budget is structured to foster continued growth while providing excellent municipal services to residents, businesses and visitors. The 2026 total budget includes $91,721,452 in expenditures across the following categories: General Expenditures: $23,797,133 Special Revenues Funds: $2,067,103 Debt Service Fund: $14,605,571 Capital Projects Funds: $29,734,081 Utility Funds (Water, Wastewater, Stormwater): $21,517,564 RETURN TO TABLE OF CONTENTS Departments develop their budgets to ensure minimal increases in expenditures, excluding capital equipment and projects. They strive to reduce overtime to the extent possible and embrace technology-based business solutions to increase efficiency and improve customer service. The team harnesses opportunities to promote sustainable practices, intergovernmental and private cooperation and an inclusive culture in City operations and within the community. From front line staff to Department Heads, everyone plays a role in ensuring the successful administration of the budget. We continue past practice of approaching the development of the Adopted Budget as an opportunity to improve the efficiency and effectiveness of municipal services. We are thoughtful stewards of the taxes received and are strategic in providing a high quality of life with our funding. We believe every fiscal obstacle creates an opportunity to reinvent how services are provided and funded. I am very grateful for the efforts of the City Team to develop this year’s budget and to administer the budget in a responsible manner from year to year. And I am thankful to the Mayor, Common Council and residents of De Pere for entrusting us to execute on their vision and mission for the community. Kim Flom City Manager EXECUTIVE SUMMARY With several large projects in final development stages and under construction, and large infrastructure efforts on the horizon, De Pere is on the precipice of an exciting period of growth. 550 Williams and the Marriott TownPlace Suites hotel will add life and energy to the former Shopko site. Residential development near the former Humana campus will reserve some units for 80% Area Median Income (AMI) residents. Planning and design continue for the Reid/Main reconstruction and the construction of the South Bridge Connector. The City Council has prioritized growth, and we continue to pursue and support appropriate development projects within the city. Economic Development Highlights Continued Business Park Growth - $72,984,200 in increment growth across all Tax Increment Finance Districts (TIDS). Downtown De Pere – low business vacancy rates in available storefronts. Continued investment in historic building renovation. South Bridge Connector – multi-year legacy infrastructure project estimated to be complete in 2030/2031. Main & Reid Reconstruction – construction anticipated to begin in 2027. Downtown Redevelopment – 60-unit mixed use building and 90 room Marriott TownPlace Suites hotel are under construction. Downtown Parking Garage – construction to begin by end of 2025. Residential Growth – Development Agreement approved for 168 units at The Lofts at Preserve Phases 1 and 2. RETURN TO TABLE OF CONTENTS While these projects will add both residents and property value to De Pere, they are not complete yet. The last two years of net new construction in the City have actually been relatively flat at 1.683% and 1.366% respectively. Over the same past two years, the City has authorized additional debt in response to State of Wisconsin budget regulations and in order to prepare facilities for future needs, like the Municipal Service Center. The debt service fund levy increased by 12% in the 2025 adopted budget and will increase by nearly 35% in 2026. We anticipate maintaining a $6-7M annual debt service fund levy for general fund supported projects into the foreseeable future and capital budgets will reflect that goal. Current City staffing levels are generally sufficient to meet residents’ needs. Future initiatives and increases in services, however, will require additional operational costs. The 2026 budget includes a general fund operating expenditure increase of 2.44% and debt service levy payment increase of 34.75%. Translated simply, the 2026 budget focuses on capital equipment, facilities and infrastructure needs, while holding steady on operations. The operating expenditure increase is offset by a 6.6% projected increase in revenues. Operating Budget Highlights 1. One new full-time firefighter beginning in July to meet growing demands of service area 2. Increased hours to support the expanded Beer Garden schedule 3. City Tree Incentive Program to reduce cost of trees to $100 each 4. TID Financial Incentives to promote additional economic development opportunities 5. TID Financial Incentives to support affordable housing opportunities 6. Increase Funding to Community Partners – Sister Cities, Beautification Committee, Historical Society and Community Service Grants 7. Ongoing Sustainability Initiatives 8. New Youth Commission program to involve and inspire students in civic service 9. Improved technology-based business solutions for customer service and document management 10. City Facilities ADA improvements Capital Budget Highlights 1. Support for the South Bridge Connector Project 2. Support for the Main and Reid Reconstruction Project 3. Mill Alley Reconstruction 4. Sixth Avenue Reconstruction 5. Enterprise Resource Planning (ERP) Software 6. Ongoing Maintenance and Repair of City Facilities 7. New and Expanded Municipal Service Center 8. Wilson Park Renovation 9. Waterview Heights Park – Phase 1 RETURN TO TABLE OF CONTENTS 10. Park Improvements at Carney, Kelly Danen and Voyageur Parks 11. Replace and Update City Equipment, including Police Squad Cars The State of Wisconsin continues to make adjustments to the amount of shared revenue municipalities and counties receive and these efforts are very much appreciated. However, the adjustments have not yet caught up to the operational necessities of providing high quality services. The current regulatory budget environment as established by the State still requires the City to adjust fiscal policies to either reduce municipal services, increase service fees, or implement alternative revenue sources to balance the City revenues and expenditures. The ability to maintain or increase municipal service levels in subsequent years will continue to require modifications in service delivery techniques and equipment coordinated with exercising opportunities to utilize intergovernmental and private partnerships for future service delivery. Several factors influenced the development of the 2026 De Pere Municipal Budget including: Budget Factors  Bond Rating – Reaffirmed Aa2 in 2025  Net New Construction – 1.683% in 2025. 1.366% in 2024  Debt Service Fund Levy – 34.75% increase from 2025  Population Growth – 25,605. +164 from 2024  General Fund Operating Expenditures – 2.44% increase from 2025  General Fund Projected Revenues – 6.60% increase from 2025  Unassigned Reserves Estimate as a percentage of operating expenses – 36% budgeted in 2026. 39% estimate in 2025  Assessed Property Values – 8.89% overall increase  Equalized Value – Grew from $3,584,193,000 in 2024 to $3,839,271,900 in 2025, 7.12%. Residential increased 5.48% and non-residential increased 10.88%. We utilize a ten-year budget model to forecast probable changes in revenues and expenditures. Based on all available information, the City will continue to redevelop its policy regarding what is an acceptable level and type of municipal service based on available and acceptable funding sources throughout 2025 to be applied in 2026. We recognize the need to closely align municipal service levels with community needs while meeting State mandated levy limits and matching the community’s overall willingness to fund municipal services. We believe this can be accomplished by soliciting information from the community and utilizing that data to supplement an overall service level and funding strategy. The 2026 Adopted Budget maintains the existing level of municipal services provided to the community and funds approved infrastructure and capital projects. The total property tax assessed mill rate, which is the combined rate of the other taxing entities, is estimated to decrease 1.62% for the West De Pere School District and 1.89% for the Unified De Pere School District. The 2026 municipal assessed mil rate, specific to De Pere, RETURN TO TABLE OF CONTENTS is estimated to increase by .62% to $5.46 (adopted 2025 rate: $5.43). The estimated total net assessed tax rate for De Pere residents will continue to be lower than other communities in the region. GENERAL FUND EXPENDITURES General Government: General Government totals $4,670,803 and includes expenditures associated with the activities and operations of the Common Council, Municipal Court, City Attorney, City Manager, Mayor, Clerk, Human Resources, Elections, Information Management, Sustainability Programming, Finance Department, Assessor, City Hall, Health Department/Board, Development Services and GIS. No new personnel are included for 2026. Total General Government expenditures are 7.47% lower in 2026 vs. 2025. 2026 Major Expenditures (>$100,000)  Wages and Benefits: $2,934,179 (Insurance: $484,561)  Consulting: $336,071  Operating Supplies: $104,918  Repair and Maintenance Supplies: $200,375  Property Insurance: $302,500  Capital Equipment: $165,000 Public Safety: Public Safety totals $12,642,481 and includes expenditures associated with the operations and activities of the Police Department, Crossing Guards, Fire and EMS, Building Inspection and Jail services. One new full-time firefighter is included beginning in July 2026. Total Public Safety expenditures are 7.31% higher in 2026 vs. 2025. Current labor agreements and the resolution of previous agreements contribute to this increase. 2026 Major Expenditures (>$100,000)  Wages and Benefits: $11,578,479 (Insurance: $1,711,538)  Consulting: $268,718  Transportation: $104,300  Capital Equipment: $122,961 Public Works: Public Works totals $3,401,633 and includes all the expenditures associated with the operations and activities of Public Works Administration, Engineering, Municipal Service Center, Building Maintenance, Fleet Maintenance, Snow Control, Street Maintenance, Traffic Signs, Street Lights, Traffic Lights, Brush Collection, Transit, Garbage/Refuse Collection, Landfill, Weed Control and Recycling. Total Public Works expenditures are 2.90% lower in 2026 vs. 2025. RETURN TO TABLE OF CONTENTS 2026 Major Expenditures (>$100,000)  Wages and Benefits: $1,683,379 (Insurance: $320,008)  Transit System: $181,509  Landfill: $329,600  Consulting: $171,620  Utilities: $492,700  Transportation: $142,421  Operating Supplies: $128,313 *Note that overall Public Works operations are split across several different funds. Broadly estimated, total operations are generally allocated as 25% across property tax, stormwater utility, sewer utility and water utility. Culture, Recreation & Education: Culture, Recreation & Education totals $3,082,216 and includes all the expenditures associated with the operations and activities of the Community Center, Historic Preservation Committee, Park & Recreation Administration, Parks & Public Land, Forestry, Boat Ramps, Parks Equipment/Vehicle Maintenance, Recreation Programs and Events/Celebrations. 6.31% higher in 2026 vs. 2025. The increase is primarily driven by increases in turf supplies and a proposed ice arena repair that would be supplemented with fundraising. 2026 Major Expenditures (>$100,000) Wages and Benefits: $2,324,838 (Insurance: $381,507) Utilities: $116,750 Operating Supplies: $212,569 Ice Arena Repair and Maintenance Supplies: $100,000 GENERAL FUND REVENUES General Fund revenues increased by 6.6% (excluding the tax levy). Major Changes ($20,000 or more difference)  From Municipal Water Utility: Increased $20,000 based on prior-year actual revenues and projections  State Shared Revenue: Increased $59,713 based on the State’s estimate  State Fire Insurance: Increased $20,000 to reflect trends  State Grants: Increased $94,000 as we research ADA Audit grant opportunities  General Transportation Aid: Increased $283,142 to reflect State budget increase  Cable Television Franchise License: Decreased $90,000 because they were reallocated to Fund 209 Cable TV RETURN TO TABLE OF CONTENTS  Building Permits: Decreased $93,000 to reflect department estimates and increased fees  Court Penalties and Costs: Decreased $64,000 to reflect prior year’s actuals and trends  Ambulance Fees: Increased $50,000 to reflect trends and increased fees  Ambulance Fees from Townships: Increased $53,068 to reflect updated contract amounts  School Resource Officer Payment: Increased $22,345 based on new wage rates  Property Sales: Decreased $50,000 to reflect department estimates  Fund Balances Applied: Increased $418,261 ($318,261 for one-time expenses and $100,000 from prior year Ice Arena management fees) SPECIAL FUND The Special Fund budget includes expenditures and revenues associated with the activities and operations of the Economic Development Fund, the Affordable Housing Fund, the Wastewater Treatment Services Fund, the Public Land Acquisition Fund, the Cable Access Fund and the Aquatics Facilities Fund. Economic Development Fund: This fund is used to provide economic development programs to attract business and development growth to De Pere. Fund revenues originate from grants, previous CDBG-ED Revolving Loan Fund funding and interest and repayment on outstanding loans. The Revolving Loan Fund previously provided economic development loans to local businesses. The revolving loan fund balance at the end of 2026 is estimated to be approximately $860,000. Affordable Housing Fund: This fund is used to increase affordable housing opportunities in the City of De Pere by incentivizing a diverse housing stock, repairing older housing products, encouraging upper story renovation of downtown residential units and partnering with non-profit organizations. The fund will grow by $373,310 in 2026 and will support Rock the Block as well as the construction of affordable units in the Phoenix Development. Wastewater Treatment Services Fund: This fund is used to record expenditures and revenues associated with the operations and activities of the City’s wastewater conveyance and treatment services. The City conveys wastewater through a combined City of De Pere and NEW Water conveyance system to NEW Water treatment facilities for which the City pays NEW Water to treat the wastewater to required State and Federal standards prior to its discharge back into the Fox River. The fund balance at the end of 2025 is estimated to be approximately $31,064,483. Public Land Acquisition Fund: This fund is used to manage funds from building permits earmarked to acquire open space land and recreational facilities. The fund balance at the end of 2025 is estimated to be approximately $150,000. Cable Access Fund: The Cable Access Fund is used to manage franchise fees and grants. Revenues are anticipated to be approximately $185,179 in 2025 and are used to offset administrative, equipment and production costs. Franchise fees were previously split between this fund and the general fund. For 2026, all franchise fees are allocated to this fund. The fund balance at the end of 2025 is estimated to be $0. RETURN TO TABLE OF CONTENTS Aquatics Facilities Fund: This fund is used to show the operating deficit and tax levy funding from the pool referendum. The 2026 budget includes $370,849 of the $900,000 levied for pools as part of the previously approved referendum. The remaining funds are budgeted for in the Aquatics Facilities Capital Projects Fund. DEBT SERVICE FUND The Debt Service Fund includes expenditures and revenues associated with managing the City’s debt program. The fund identifies all existing bonds and notes and indicates principal and interest payments scheduled for 2026 including the outstanding balances at the end of the year and the scheduled date of maturity. Revenue sources include the property tax levy, TIF district increments, and capital project fund revenues. The total debt fund expenditures for 2026 are $14,605,571 ($10,640,000-principal and $3,965,571-interest and fees) compared to a total of $9,314,389 in 2025. CAPITAL PROJECTS FUND The Capital Projects Fund includes expenditures and revenues associated with the purchase of equipment, funding for major projects and is used to manage revenues and expenditures associated with TID’s 7, 8, 9, 10, 11, 12, 13, 14, 15, 17 & 18 and Aquatics Facilities. The Capital Projects fund is analyzed and evaluated on a consistent basis. 2026 Significant Investments (>$100,000) 1. Enterprise Resource Planning – Replace ERP Software System: $500,000 2. Server and Storage Infrastructure Replacement: $165,000 3. City Hall – Replace Rooftop HVAC Unit: $200,000 4. Police – Replace 7 vehicles: $451,259 5. Municipal Service Center (MSC) Expansion Phase 2: $10,000,000 ($15M phase 1 funded in 2025) 6. SnoGo Snow Blower Replacement: $250,000 7. Skidsteer #100 Replacement: $100,000 8. Truck #59 Replacement: $125,000 9. Southbridge Interchange Segment 5: $993,300 10. Community Center – Air Conditioning Replacement Phase 2: $125,000 11. Wilson Park Renovation: $100,000 (anticipated $100,000 grant match) 12. Carney Park Playground Replacement: $125,000 13. Ice Arena Upgrades: $100,000 (anticipated fundraising match for this project) 14. Waterview Heights Neighborhood Park Development Phase 1 of 3: $200,000 15. Voyageur Park– Dock Replacement: $185,000 16. Street Management Program: $4,358,276 (referendum amount: $941,276) RETURN TO TABLE OF CONTENTS 17. Sanitary Sewer Program: $1,686,000 18. Utility and Street Extensions – Phoenix Preserve and Kingston Preserve Phase II: $3,248,400 The Capital Budget also includes TID funding for development rebates, infrastructure support for the Southbridge Connector Project, the downtown parking ramp phase 2, William and Wisconsin Street reconstructions, and Employers Blvd residential infrastructure. TAX INCREMENT DISTRICT FUNDS Tax Incremental Finance, or TIF, is a financing tool that allows municipalities to invest in infrastructure and other improvements and pay for these investments by capturing property tax revenue from the newly developed property. The geographic area is identified as the tax incremental district or TID. TID’s are the City’s most powerful economic development tool and are used to promote growth, support affordable housing initiatives and support important infrastructure projects within the TID. 2026 TID projects include South Bridge Connector project support, developer incentives and rebates, façade grants, environmental studies, railroad spur inspection and maintenance, Employees Boulevard infrastructure, and site assembly. WATER UTILITY The Water Utility Fund is an enterprise fund that includes expenditures and revenues associated with the activities and operations of the Water Utility. Fund revenues are generated via water sales. 2026 Capital Outlay (>$100,000)  Miscellaneous Relays: $1,500,000  Merrill Well Inspection & Repairs: $150,000 The Water Utility Fund also includes expenditures and revenues to fund debt service requirements. Total 2026 estimated principal and interest payments are $627,500. The cash balance at the end of 2025 is estimated to be approximately -$696,380. The City continues to pursue a rate case evaluation by the Wisconsin Public Service Commission. If approved, a rate increase would not go into effect until late 2026 or early 2027. A rate increase is necessary to mitigate the longstanding negative cash balance in this fund and repay the long-term advance to the Wastewater and General Funds RETURN TO TABLE OF CONTENTS STORM WATER UTILITY The Storm Water Utility is an enterprise fund that includes expenditures and revenues associated with the activities and operations of the Storm Water Utility. Fund revenues are generated via a set fee per Equivalent Runoff Unit (ERU). Each residential property is equivalent to one ERU. 2026 Capital Outlay (>$100,000)  Storm Sewer Repair/Replacement/Installation: $1,114,000  Storm Pond – Wet Pond: $145,940 The fee for 2026 is $142 per ERU, a $10 increase from 2025. Additional storm water requirements mandated, but not funded, by the Wisconsin Department of Natural Resources and the United State Environmental Protection Agency will require significant additional expenditures in the near future. These unfunded mandates require the City to reevaluate and adjust the ERU on an annual basis. SUMMARY The City of De Pere has grown at a flat rate over the past two years but anticipates future growth in Downtown and the South Bridge Connector Corridor. Our budget will continue to strategically plan for that growth in a responsible manner while continuing to provide high quality of life services and initiatives to achieve the Common Council’s vision. De Pere has a regional reputation as being a community of choice to live, work, have fun and raise a family. The 2026 budget meets the existing municipal service level needs and expectations of our community. The 2026 Adopted Budget includes a .62% increase in the assessed property tax mill rate resulting in a 9.56% increase in the property tax levy. The increase is almost exclusively dedicated to funding debt for necessary infrastructure and capital projects. The City will continue to evaluate and revise service methodology, consider and implement service reductions where applicable and seek alternative revenues throughout the upcoming year. We are committed to working closely with the Mayor, Common Council, City employees, businesses and residents to pursue the City vision of providing an unwavering focus on quality of life that will set a national standard for a vibrant community. More information about the City’s Finances can be found on the De Pere Finance Department Website. RETURN TO TABLE OF CONTENTS i Charts and Tables The following charts and tables identify trends in revenues, expenditures and other items that directly impact the budget and tax rates: ii Property Tax Levy Pie Charts: These charts identify the general fund, debt service, capital projects, special revenue, and TID portions of the total City tax levy. Charts include the 2024 tax levy (2025 Adopted Budget) and 2025 tax levy (2026 Adopted Budget). iii General Fund Expenditures by Function Pie Charts: These charts categorize the general fund expenditures by function. Charts include the 2025 and 2026 Adopted Budgets. Note that some government functions, like Public Works for example, are also funded by utilities. iv Revenues by Source: This pie chart shows the difference revenue sources included in the 2026 Adopted Budget. v General Fund Revenue and Expenditure Trends Chart: This chart identifies expenditure and revenue trends for General Fund operations for the period including 2017 through 2026. vi General Obligation Debt Service Chart and Table: This chart and table identifies the dollar value of the City's General Obligation debt for the past ten years, for the period including 2017 through 2026. General Obligation debt is debt that is guaranteed payable under the City's obligation to collect sufficient property taxes. vii Debt Per Capita Chart and Table: This chart and table identifies the dollar value and trend associated with the General Obligation debt outstanding per capita. The per capita debt in 2025 is $3,503.81. This value changes annually based on borrowing needs and principal and interest payments schedules. viii Long Term Note and Bonded Indebtedness Table: This table identifies the value of outstanding debt as of the beginning of 2026 per note and bond issue. ix Property Valuation Chart and Table: This chart and table identifies the dollar value and trends of the City's assessed and equalized property values for the period 2006 through 2025. x District Levies Including TID Districts: This table identifies the total dollar value of the applied property tax levies for the various taxing jurisdictions for the City of De Pere. The table provides a comparison of the past ten years including 2025. xi-xii Ten Year Comparison of Property Taxes Paid Table: These tables identify the estimated dollar value of property taxes paid by the average property in De Pere from 2016 through 2025 (2025 represents taxes paid for the 2026 budget year). These tables also include State School Credit values. xiii Property Tax Levy History: This bar graph shows the breakdown by fund type of the City levy over a 5-year timeframe. xiv 2025 Property Tax Levy Pie Chart: This chart identifies the proportion of property taxes used by each taxing jurisdiction. There is a separate pie chart for each school district. The portion of the property tax bill apportioned for services provided by the City of De Pere is approximately 35% for the Unified School District and 35% for the West School District. RETURN TO TABLE OF CONTENTS xiv General Fund, $10,818,149, 56% Special Revenue, $387,177, 2% Debt Service, $4,757,123, 25% Capital Projects, $1,454,099, 7% TID, $1,854,945, 10% CITY OF DE PERE 2024 PROPERTY TAX LEVY CHART General Fund, $10,564,461, 50% Special Revenue, $370,849, 2% Debt Service, $6,410,162, 30% Capital Projects, $1,470,427, 7% TID, $2,298,710, 11% CITY OF DE PERE 2025 PROPERTY TAX LEVY CHART ii RETURN TO TABLE OF CONTENTS GENERAL FUND EXPENDITURES BY FUNCTION General Government 14% Public Safety 53% Public Works 10% Sanitation 4% Health & Human Services 3% Culture, Recreation & Education 13% Conservation and Development 2% Capital Outlay 1% 2026 ADOPTED BUDGET General Government 16% Public Safety 50% Public Works 11% Sanitation 4% Health & Human Services 3% Culture, Recreation & Education 13% Conservation and Development 2% Capital Outlay 1% 2025 ADOPTED BUDGET iii RETURN TO TABLE OF CONTENTS 2026 Adopted Budget Revenues by Source Taxes other than property 2% Special assessments 0% Licenses & permits 3% Intergovernmental 15% Public charges for service 10% Intergovernmental charges 2% Fines & forfeitures 1% Miscellaneous 6% Other financing sources 1% Prior year surplus 1% General Fund $10,564,461 33% Debt Fund $6,410,162 20% Referendums $1,841,276 6% Property Tax 59% iv RETURN TO TABLE OF CONTENTS v $0 $1,500,000 $3,000,000 $4,500,000 $6,000,000 $7,500,000 $9,000,000 $10,500,000 $12,000,000 $13,500,000 $15,000,000 $16,500,000 $18,000,000 $19,500,000 $21,000,000 $22,500,000 $24,000,000 $25,500,000 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 General Fund Revenue & Expenditure Trends All Other Revenues Expenditures Shared Revenues G.F. Surplus Applied G.F. Tax Levy RETURN TO TABLE OF CONTENTS 2017 $5,661,020 2022 $7,429,766 2018 $5,788,351 2023 $8,493,791 2019 $6,439,970 2024 $8,649,568 2020 $7,424,988 2025 $9,314,389 2021 $7,167,713 2026 $14,605,571 Annual City of De Pere General Obligation Debt Service 2017-2026 $0 $2,000,000 $4,000,000 $6,000,000 $8,000,000 $10,000,000 $12,000,000 $14,000,000 $16,000,000 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 vi RETURN TO TABLE OF CONTENTS Debt as % of Debt Per Year Population Capita 2016 24,592 $1,430.75 2017 24,721 $1,260.87 2018 24,699 $1,404.11 2019 24,742 $1,463.71 2020 24,595 $1,773.94 2021 24,817 $1,823.15 2022 25,525 $2,001.76 2023 25,293 $2,333.06 2024 25,441 $2,358.79 2025 25,605 $3,503.81$89,715,000 $3,839,271,900 2.34% Debt Per Capita 2016 - 2025 Tax Levy Equalized ValueValuation G. O. Debt Outstanding Equalized 1.64% 1.53% 1.82% 1.64% $31,170,000 $35,185,000 $36,215,000 1.67% $2,117,615,700 $2,030,690,600 $1,935,469,700 $3,315,310,100 1.78% 1.77% 1.80% 1.84% $2,887,309,500 $34,680,000 $60,010,000 $3,584,193,000 $51,095,000 $45,245,000 $43,630,000 $59,010,000 $2,509,546,300 $2,366,055,000 $2,209,815,400 $500 $900 $1,300 $1,700 $2,100 $2,500 $2,900 $3,300 $3,700 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 DOLLARS vii RETURN TO TABLE OF CONTENTS Outstanding Principal Year of Issue Amount of Issue 12/31/2025 Due - 2026 General Obligation Bonds 2013 5,650,000 555,000 160,000 General Obligation Bonds 2014 1,075,000 320,000 75,000 Promissory Note 2016 5,900,000 370,000 370,000 Promissory Note 2016 890,000 90,000 90,000 General Obligation Bonds 2017 1,700,000 465,000 225,000 Promissory Note 2017 2,015,000 490,000 275,000 Community Development Bonds 2018 5,545,000 3,845,000 385,000 Promissory Note 2018 2,600,000 870,000 280,000 Promissory Note 2019 8,715,000 3,205,000 940,000 Promissory Note 2019 880,000 625,000 70,000 Promissory Note 2020 8,340,000 4,265,000 820,000 Promissory Note 2020 2,670,000 1,405,000 305,000 Promissory Note 2021 6,375,000 3,685,000 620,000 Promissory Note 2021 3,895,000 3,270,000 295,000 Promissory Note 2022 10,100,000 7,795,000 795,000 Promissory Note 2022 885,000 785,000 100,000 Promissory Note 2023 8,350,000 7,140,000 600,000 Promissory Note 2023 6,670,000 6,525,000 595,000 Promissory Note 2024 7,725,000 7,085,000 625,000 Promissory Note 2025 31,135,000 31,135,000 2,815,000 Promissory Note 2025 5,790,000 5,790,000 200,000 Total General Obligation Bonds and Notes $126,905,000 $89,715,000 $10,640,000 Long-Term Note and Bonded Indebtedness - December 31, 2025 Governmental Funds viii RETURN TO TABLE OF CONTENTS Year Assessed Value % Change Equalized Valuation % Change Assessed/ Equalized 2006 $1,666,685,300 1.44% $1,737,873,600 6.62% 95.90% 2007 $1,712,980,400 -0.52% $1,784,703,900 2.69% 95.98% 2008 $1,746,674,100 1.97% $1,910,620,200 7.06% 91.42% 2009 $1,762,565,900 1.84% $1,912,611,300 0.10% 92.15% 2010 $1,776,722,000 0.80% $1,827,411,900 -4.45% 97.23% 2011 $1,786,169,500 0.53% $1,763,330,300 -3.51% 101.30% 2012 $1,798,609,100 0.11% $1,733,547,000 -0.17% 103.75% 2013 $1,813,900,500 0.79% $1,758,302,800 1.43% 103.16% 2014 $1,842,589,100 1.58% $1,834,327,100 4.32% 100.45% 2015 $1,859,601,900 0.92% $1,898,625,300 3.51% 97.94% 2016 $1,921,074,199 3.31% $1,935,469,700 1.94% 99.26% 2017 $1,935,315,899 0.01% $2,030,690,600 4.92% 95.30% 2018 $2,079,027,999 0.07% $2,117,615,700 4.28% 98.18% 2019 $2,189,337,669 5.31% $2,209,815,400 4.36% 99.07% 2020 $2,288,435,604 4.53% $2,366,055,000 7.07% 96.72% 2021 $2,452,153,379 7.15% $2,509,546,300 6.06% 97.71% 2022 $2,766,642,500 12.83% $2,887,309,500 15.05% 95.82% 2023 $3,232,171,600 16.83% $3,315,310,100 14.82% 97.49% 2024 $3,549,535,400 9.82% $3,584,193,000 8.11% 99.03% 2025 $3,865,143,300 8.89% $3,839,271,900 7.12% 100.67% Property Valuation 2006-2025 $1,500,000,000 $2,000,000,000 $2,500,000,000 $3,000,000,000 $3,500,000,000 $4,000,000,000 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 DOLLARS Equalized Valuation Assessed Value ix RETURN TO TABLE OF CONTENTS 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 State Taxes 329,272$ 0$ 0$ 0$ 0$ 0$ 0$ 0$ 0$ 0$ County Taxes 9,064,974 9,438,274 9,992,873 9,422,847 9,582,060 9,416,630 9,673,965 10,177,270 10,137,664 10,328,908 Local Property Taxes 12,948,633 12,999,283 14,706,621 14,793,045 15,072,288 15,386,809 16,171,268 18,146,020 19,271,493 21,114,609 NE Wisconsin Technical College 1,626,772 1,701,914 1,803,507 1,791,946 1,881,817 1,853,010 1,915,075 1,991,156 2,018,234 2,036,757 School District - 1414 (East) 9,509,506 9,342,332 9,647,744 8,813,347 7,431,357 7,086,342 7,585,434 8,835,547 11,363,220 12,125,636 School District - 6328 (West) 10,747,787 10,806,520 10,988,829 11,079,903 11,822,898 11,788,522 11,973,784 12,378,710 13,556,559 14,564,627 Subtotal 44,226,944$ 44,288,323$ 47,139,574$ 45,901,088$ 45,790,420$ 45,531,313$ 47,319,526$ 51,528,704$ 56,347,170$ 60,170,538$ Property Tax Credits School District - 1414 (East) 1,620,372 1,776,830 1,776,830 1,890,128 1,732,791 1,854,299 1,548,051 1,520,611 2,017,916 2,094,979 School District - 6328 (West) 1,851,991 2,029,137 2,029,137 2,033,867 1,864,567 1,972,292 1,688,331 1,715,770 2,328,633 2,448,355 Total 40,754,581$ 40,482,356$ 43,333,607$ 41,977,093$ 42,193,062$ 41,704,722$ 44,083,144$ 48,292,323$ 52,000,620$ 55,627,204$ DISTRICT LEVIES INCLUDING TID DISTRICTS x RETURN TO TABLE OF CONTENTS 2026 Adopted Budget Unified School District City of De Pere Taxing $300,000 $300,000 $300,000 $300,000 $300,000 $300,000 $300,000 $300,000 $300,000 $300,000 % Change $ Change Jurisdiction 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 24 to 25 24 to 25 City of De Pere 2,022.09$ 2,015.07$ 2,122.14$ 2,027.07$ 1,975.89$ 1,882.44$ 1,753.53$ 1,684.26$ 1,628.79$ 1,638.85$ 0.62% 10.06$ NWTC 254.04$ 263.82$ 251.91$ 245.55$ 246.69$ 226.71$ 207.66$ 184.81$ 170.58$ 158.09$ -7.32% (12.49)$ School 3,182.34$ 3,102.00$ 2,916.12$ 2,514.75$ 2,022.51$ 1,789.05$ 1,719.57$ 1,745.43$ 2,068.68$ 2,041.06$ -1.34% (27.62)$ County 1,415.61$ 1,463.07$ 1,383.87$ 1,291.20$ 1,256.16$ 1,152.03$ 1,048.98$ 944.62$ 856.82$ 801.70$ -6.43% (55.12)$ State 51.30$ 0.00$ 0.00$ 0.00$ 0.00$ 0.00$ 0.00$ 0.00$ 0.00$ 0.00$ 0.00% 0.00$ Sub-Total 6,925.38$ 6,843.96$ 6,674.04$ 6,078.57$ 5,501.25$ 5,050.23$ 4,729.74$ 4,559.12$ 4,724.86$ 4,639.69$ -1.80% (85.17)$ State School Credit 542.25$ 589.98$ 542.31$ 507.69$ 471.60$ 417.51$ 350.94$ 300.39$ 367.36$ 352.64$ -4.01% (14.72)$ Total Taxes 6,383.13$ 6,253.98$ 6,131.73$ 5,570.88$ 5,029.65$ 4,632.72$ 4,378.80$ 4,258.73$ 4,357.50$ 4,287.05$ -1.62% (70.45)$ Taxing Jurisdiction 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 City of De Pere 6.7403 6.7169 7.0738 6.7569 6.5863 6.2748 5.8451 5.6142 5.4293 5.4628 NWTC 0.8468 0.8794 0.8397 0.8185 0.8223 0.7557 0.6922 0.6160 0.5686 0.5270 School 10.6078 10.3400 9.7204 8.3825 6.7417 5.9635 5.7319 5.8181 6.8956 6.8035 County 4.7187 4.8769 4.6129 4.3040 4.1872 3.8401 3.4966 3.1487 2.8561 2.6723 State 0.1710 0.0000 0.0000 0.0000 0.0000 0.0000 0.0000 0.0000 0.0000 0.0000 Sub-Total 23.0846 22.8132 22.2468 20.2619 18.3375 16.8341 15.7658 15.1971 15.7495 15.4656 State School Credit 1.8075 1.9666 1.8077 1.6923 1.5720 1.3917 1.1698 1.0013 1.2245 1.1755 Total Mil Rate* 21.2771 20.8466 20.4391 18.5696 16.7655 15.4424 14.5960 14.1958 14.5250 14.2902 *Tax Rate per $1,000 of Assessed Value TEN YEAR COMPARISON OF PROPERTY TAXES PAID xi RETURN TO TABLE OF CONTENTS 2026 Adopted Budget West School District City of De Pere Taxing $300,000 $300,000 $300,000 $300,000 $300,000 $300,000 $300,000 $300,000 $300,000 $300,000 % Change $ Change Jurisdiction 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 24 to 25 24 to 25 City of De Pere 2,022.09$ 2,015.07$ 2,122.14$ 2,027.07$ 1,975.89$ 1,882.44$ 1,753.53$ 1,684.26$ 1,628.79$ 1,638.85$ 0.62% 10.06$ NWTC 254.04$ 263.82$ 251.91$ 245.55$ 246.69$ 226.71$ 207.66$ 184.81$ 170.58$ 158.09$ -7.32% (12.49)$ School 3,146.91$ 3,142.02$ 2,944.86$ 2,921.01$ 2,990.28$ 2,798.19$ 2,488.86$ 2,167.22$ 2,138.67$ 2,097.76$ -1.91% (40.91)$ County 1,415.61$ 1,463.07$ 1,383.87$ 1,291.20$ 1,256.16$ 1,152.03$ 1,048.98$ 944.62$ 856.82$ 801.70$ -6.43% (55.12)$ State 51.30$ 0.00$ 0.00$ 0.00$ 0.00$ 0.00$ 0.00$ 0.00$ 0.00$ 0.00$ 0.00% 0.00$ Sub-Total 6,889.95$ 6,883.98$ 6,702.78$ 6,484.83$ 6,469.02$ 6,059.37$ 5,499.03$ 4,980.91$ 4,794.85$ 4,696.39$ -2.05% (98.46)$ State School Credit 542.25$ 589.98$ 542.31$ 507.69$ 471.60$ 417.51$ 350.94$ 300.39$ 367.36$ 352.64$ -4.01% (14.72)$ Total Taxes 6,347.70$ 6,294.00$ 6,160.47$ 5,977.14$ 5,997.42$ 5,641.86$ 5,148.09$ 4,680.52$ 4,427.49$ 4,343.75$ -1.89% (83.74)$ Taxing Jurisdiction 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 City of De Pere 6.7403 6.7169 7.0738 6.7569 6.5863 6.2748 5.8451 5.6142 5.4293 5.4628 NWTC 0.8468 0.8794 0.8397 0.8185 0.8223 0.7557 0.6922 0.6160 0.5686 0.5270 School 10.4897 10.4734 9.8162 9.7367 9.9676 9.3273 8.2962 7.2241 7.1289 6.9925 County 4.7187 4.8769 4.6129 4.3040 4.1872 3.8401 3.4966 3.1487 2.8561 2.6723 State 0.1710 0.0000 0.0000 0.0000 0.0000 0.0000 0.0000 0.0000 0.0000 0.0000 Sub-Total 22.9665 22.9466 22.3426 21.6161 21.5634 20.1979 18.3301 16.6030 15.9828 15.6546 State School Credit 1.8075 1.9666 1.8077 1.6923 1.5720 1.3917 1.1698 1.0013 1.2245 1.1755 Total Mil Rate* 21.1590 20.9800 20.5349 19.9238 19.9914 18.8062 17.1603 15.6017 14.7583 14.4792 *Tax Rate per $1,000 of Assessed Value TEN YEAR COMPARISON OF PROPERTY TAXES PAID xii RETURN TO TABLE OF CONTENTS xiii - 5,000,000 10,000,000 15,000,000 20,000,000 25,000,000 2021 2022 2023 2024 2025 Tax Levy History General Fund Debt Service Special Revenue Funds Capital Projects Funds TIDs RETURN TO TABLE OF CONTENTS xiv School 44% County 17% City 35% NWTC 4% Property Taxes Property Taxes Unified School District West School District Property Taxes Property Taxes Unified School District West School District Property Taxes Property Taxes Unified School District West School District Property Taxes Property Taxes Unified School District West School District Property Taxes Property Taxes Unified School District West School District Property Taxes Property Taxes Unified School District West School District School 45% County 17% City 35% NWTC 3% Property Taxes Property Taxes Unified School District West School District Property Taxes Property Taxes Unified School District West School District RETURN TO TABLE OF CONTENTS GENERAL GOVERNMENT 1 RETURN TO TABLE OF CONTENTS GENERAL GOVERNMENT EXPENDITURES FULL TIME PROGRAM BUDGET EQUIVALENTS City Council 0.00 Municipal Court 1.00 City Attorney 2.35 City Manager 0.83 Mayor 0.38 City Clerk 2.48 Human Resources 2.80 Elections 0.00 Information Management 1.48 Sustainability Programming 0.00 Finance 1.27 Assessor 0.10 City Hall 0.15 Other General Government 0.00 Health Department 4.95 Board of Health 0.00 Development Services 1.71 GIS 1.29 TOTAL 20.78 2 RETURN TO TABLE OF CONTENTS City Council Program Full Time Equivalents: 0 Program Mission: To enact policies that promote the short and long term interest of the community as well as provide municipal services in a manner that meets the needs of the community at a cost the community is willing to pay. List of Program Service(s) Descriptions: 1) Constituency Contact – Receive input/comments from citizens. 2) Establish Policies – Adopt policies to provide municipal services and to promote the short and long term interests of the community. 3) Fiscal Control – Adopt an annual budget that meets the municipal service needs of the community at a cost the community is willing to pay in fees and taxes. 4) Promote Innovation – Identify and promote innovative municipal service concepts that will improve the quality of life in the community. Important Outputs: 1) Ordinances Adopted – Activity funded by the property tax. Ordinances establish enforceable municipal laws intended to protect or enhance the needs of the community. 2) Resolutions Adopted – Activity funded by the property tax. Resolutions establish City Council policies or directives for the municipal government and/or community. 3) Adopt Annual Budget – Activity funded by the property tax. The Annual Budget provides funding for all municipal services and activities for the community. 4) Evaluate Programs and Services – Activity funded by the property tax. The City Council periodically evaluates the effectiveness of municipal services and adopts service level policies and funding to match community needs. 3 RETURN TO TABLE OF CONTENTS Expected Outcomes: 1) Increase the percentage of residents that believe their ability to contact an alderperson meets or exceeds the needs of the community. 2) Maintain or increase the percentage of residents that believe the overall quality of life in De Pere is good or excellent. 3) Maintain the appropriate level of municipal services required by the community at a cost the majority of the residents believe is reasonable. 2026 Performance Measures (July 2025 – June 2026): 1) Maintain or reduce the number of citizen complaints regarding inability to contact an elected official to three or fewer per year per elected official. 2) Maintain a 3% or lower increase in property tax mill rate for municipal service operations excluding impacts to the mill rate due to Federal, State or citizen imposed fee increases or revenue reductions. 2025 Performance Measurement Data (July 2024 – June 2025): 1) Maintain or reduce the number of citizen complaints regarding inability to contact an elected official to three or fewer per year per elected official. a. Result: The performance measure goal was achieved. The Administration did not receive any complaints regarding a citizen’s inability to contact an alderperson. 2) Increase the population of the community by 1% or more annually to reflect ongoing quality of life attributes remain attractive. a. Result: Population increased 0.06% (From 25,441 to estimated 25,605). Performance measure not met. 3) Maintain a 3% or lower increase in property tax mill rate for municipal service operations excluding impacts to the mill rate due to federal, state or citizen imposed fee increases or revenue reductions. a. Result: The performance measure goal was achieved. The 2024 mill rate decreased 3.3% from $5.61 in 2024 to $5.43 in 2025. 4 RETURN TO TABLE OF CONTENTS Significant Program Achievements: 1) Adopted the 2025 Annual Budget. 2) Adopted a change of government form from City Administrator to City Manager. 3) Hired a new City Manager. Existing Program Standards Including Importance to Community: 1) Conduct a regular meeting of the City Council every first and third Tuesday of the month. a. Community Importance. i. Allows actions required or requested on behalf of the community to be acted upon in a timely manner. ii. Establishes a routine schedule for community involvement. 2) Conduct special meetings of the City Council as needed. a. Community Importance. i. Provides an opportunity for the community to have actions acted upon in a more immediate manner if deemed necessary to benefit the community. ii. Provides the municipality the ability to conduct training or discussions in a less formal setting that is more suitable for the purpose of training or informative discussions on issues that are not yet ready to be acted upon by the City Council during a regular City Council meeting. 3) Appoint Committees, Commissions, Boards and individuals to conduct the business of the City on behalf of the City Council. a. Community Importance. i. Provides experts or professionals, as established through education, training and experience, which are capable of providing municipal services in a manner that is either required or deemed appropriate by the community. Costs and Benefits of Program and Services: The adopted 2026 City Council program cost is $110,024. The program benefits the community by providing citizens with representation in the discussion and implementation of municipal policies and codes as well as to develop an annual budget that includes adopted property tax rates and fees for municipal services. The program services which provide constituency contact, policy development and fiscal control benefit the community by providing citizens with the ability to influence short and long term service levels and community development. 5 RETURN TO TABLE OF CONTENTS 2026 Budget Significant Expenditure Changes: 1) Electronic Device Stipend increased $750 to reflect 2026 election cycle. 2) Seminars and conferences includes $1,200 to accommodate miscellaneous training for alderpersons. 3) Memberships and Subscriptions increased $1,077 and includes $9,777 for membership in the League of Wisconsin Municipalities (annual 2% increase) and $500 for miscellaneous subscriptions. 4) Grants and Donations increased $3,000 to provide an additional$1,000 for the Beautification Committee ($10,000 to $11,000), Sister Cities ($6,000 to $7,000) and Community Service Grants ($2,000 to $3,000). 6 RETURN TO TABLE OF CONTENTS City of De Pere 2026 General Fund Adopted Budget EXPENDITURES 2024 2025 2025 2025 2025 2026 2026 / 2025 Year End Adopted Current 6 mos Year End Adopted Budget Account Title Actual Budget Budget Actual Estimate Budget % Of Change CITY COUNCIL Account Number PERSONAL SERVICES 100 51100 122 Hourly Wages--Part Time 61,928$ 63,168$ 63,168$ 31,376$ 63,168$ 64,853$ 2.67% 100 51100 150 FICA 898 916 916 455 916 940 2.67% 100 51100 152 Health, Dental, DIB, Life & Wks Cmp Ins 139 107 107 50 107 104 -3.37% Subtotal 62,965 64,191 64,191 31,881 64,191 65,897 2.66% CONTRACTUAL SERVICES 100 51100 210 Electronic Device Stipend 4,125 3,000 3,000 3,000 3,750 3,750 25.00% 100 51100 211 Postage 0 0 0 0 0 0 0.00% 100 51100 212 Seminars and Conferences 0 1,200 1,200 20 1,200 1,200 0.00% 100 51100 215 Consulting 0 0 0 0 0 0 0.00% 100 51100 224 Public Notices 5,006 6,000 6,000 1,820 5,500 6,000 0.00% Subtotal 9,131 10,200 10,200 4,840 10,450 10,950 7.35% SUPPLIES AND EXPENSE 100 51100 310 Office Supplies 953 1,500 1,500 406 1,500 1,500 0.00% 100 51100 320 Memberships/Subscriptions 8,793 9,200 9,200 9,377 9,377 10,277 11.71% 100 51100 330 Mileage Reimbursement 0 400 400 0 400 400 0.00% Subtotal 9,746 11,100 11,100 9,783 11,277 12,177 9.70% GRANTS, CONTRIBUTIONS, INDEM 100 51100 720 Grants and Donations 18,415 18,000 18,000 13,063 18,000 21,000 16.67% Subtotal 18,415 18,000 18,000 13,063 18,000 21,000 16.67% CAPITAL OUTLAY 100 51100 811 Capital Equipment 0 0 0 0 0 0 0.00% Subtotal 0 0 0 0 0 0 0.00% TOTAL 100,256$ 103,491$ 103,491$ 59,567$ 103,918$ 110,024$ 6.31% 7 RETURN TO TABLE OF CONTENTS Municipal Court Program Full Time Equivalents: 1.0 Program Mission: Provide the City and defendants with a court that is fair and efficient. Make all defendants aware of their procedural and substantive rights. Use the rules of evidence at trials. Be fair in imposing sentences. Protect victim’s rights to restitution. Preside in a manner that fosters respect in the court. List of Program Service(s) Descriptions: 1) Process all citations written for De Pere/Ledgeview Municipal Court. 2) Hold adult court on each Wednesday of the month, juvenile court & trials on 2nd & 4th Thursdays of each month. Process all dispositions from initial appearances & trials. 3) Help defendants and general public with questions; provide them with needed and helpful information. 4) Maintain office hours for defendants to conduct business with the court. 5) Set up video conference with jail for defendants who were picked up on our warrants, out-of-state residents, or initial appearances. 6) Follow through with post-conviction collection remedies and efforts. Important Outputs: 1) Citations – Process all received from De Pere officers, city officials, Ledgeview enforcement officers & Brown County Sheriff’s Department for Ledgeview. 2) Court – Defendants who appear in court for initial appearances treated with respect, court held efficiently and timely, defendant given all information needed to make informed decision for plea, prepare dispositions with all needed information and give to defendants before they leave court, prepare and give to defendants notice of trial before they leave court if not guilty plea entered, collect forfeitures from defendants who wish to pay at court and give a receipt for payment. Work with juveniles to reduce recidivism through available means and allow them to comply with orders imposed. 3) Dispositions – Collect & receipt for all money paid towards forfeitures and mandatory costs, send required information to the DOT, send all paperwork and information to defendants or their attorneys from trials. Return all adult dispositions to the police department to enter and store, file juvenile dispositions in locked secure location in court office. 8 RETURN TO TABLE OF CONTENTS 4) Enforcement – Order suspension of driving privileges for defendants who have not paid forfeitures for traffic violations, issue summons to appear for defendants who have not paid forfeitures for non-traffic violations or who do not have a valid license to suspend, issue warrants & writs of commitment for defendants who do not appear at summons or do not pay forfeitures after given extensions. If time allows send a last letter to defendants who have not paid traffic forfeitures who have a valid license to attempt to collect before suspending. Expected Outcomes: 1) Maintain a fair and efficient court and office so defendants feel they were treated fair and equitably, return all phone calls in a timely manner. 2) Use all measures available to collect forfeitures in a timely manner. 3) Schedule trials within 30 days of initial appearance date. 4) Use all means available to reduce incidents and truancy in the schools. 2026 Performance Measures (August 2025 – July 2026): 1) Reduce past due traffic forfeitures by 5% by sending letter before suspending. 2) Reduce all past due forfeitures by 5% by using collection options. 3) Annually review 100% of open juvenile cases to determine compliance or need to suspend DL. 2025 Performance Measurement Data (August 2024 – July 2025): 1) From August 2023 – July 2024 intake of 1,973 citations with $310,554 monies collected. a. Result: From August 2024 – July 2025 intake of 1,356 citations with $214,975.01 monies collected. This represented decreased collections by 30 % from the prior year. 2) Current with tax intercept, suspensions, and warrants. Collected $4,026.69 through tax intercept for the 2025 tax season. a. Result: This represents decreased collections by 58% from prior year. 3) Annually review open juvenile cases to determine compliance or need to suspend driver’s license. a. Result: 100% reviewed. 9 RETURN TO TABLE OF CONTENTS Significant Program Achievements: 1) Follow up juvenile truancy with return court dates and petitions to circuit court for additional sanctions. 2) Scheduled 1,723 proceedings and processed paperwork accordingly, whether it is initial appearances, indigency or trials for 2024-2025. (2023-2024 =2,449 proceedings). This is a decrease of 29% less proceedings during 2024-2025. 3) Scheduling pretrial conferences with the Assistant City Attorney and holding them by phone or email has provided quicker resolution of cases to reduce the number of appearances for a defendant who pleads not guilty. Existing Program Standards Including Importance to Community: 1) The court provides defendants the opportunity to appear before the judge and be heard. 2) Provide defendants with information requested to assist in making informed decisions concerning court matters. 3) Collection of forfeitures imposed on citations. 4) Provide defendants with rights and procedure information in writing and orally at initial appearance. Costs and Benefits of Program and Services: The adopted 2026 Municipal Court program cost is $144,111. Court continues to provide public with a quality municipal court procedurally and economically. Public benefits from the municipal judge being able to handle video conferencing and other issues outside of the times that court is normally scheduled. 2026 Program Objectives: 1) Maintain the time between initial appearances and trial dates at approximately 30 days. 2) Use alternative penalties for non-payment of forfeitures. 3) Continue to keep the office efficient and customer friendly. 4) Provide flexible payment options to defendants unable to pay in full immediately. 10 RETURN TO TABLE OF CONTENTS 2026 Budget Significant Expenditure Changes: 1) Retirement increases $287 due to increase in retirement contribution rate. 2) Health, Dental, DIB, Life & Wks Cmp Ins increases $2,407 due to an increase in health and dental insurance premiums. 3) Telephone decreased $500 due to reallocation of these expenses to the City Hall budget. 4) Seminars and Conferences include $350 for Municipal Judge and $300 for Court clerk to attend required continuing education classes. 5) Consulting includes $5,726 for TIPSS court computer program and support; $1,500 WI Dept. of Justice for access to e- Time software; $300 for interpreter costs and $225 for substitute judge if needed. This is due to expected increases. 6) Memberships and Subscriptions include $800 for WI Supreme Court Office of Judicial Education; $100 Municipal Judges Association dues and $50 for Municipal Court Clerks Association. 11 RETURN TO TABLE OF CONTENTS City of De Pere 2026 General Fund Adopted Budget EXPENDITURES 2024 2025 2025 2025 2025 2026 2026 / 2025 Year End Adopted Current 6 mos Year End Adopted Budget Account Title Actual Budget Budget Actual Estimate Budget % Of Change MUNICIPAL COURT Account Number PERSONAL SERVICES 100 51200 110 Salaries 25,984$ 26,538$ 26,538$ 12,555$ 26,538$ 27,335$ 3.00% 100 51200 120 Hourly Wages 58,090 60,840 60,840 28,755 60,840 62,670 3.01% 100 51200 125 Overtime Wages 0 1,200 1,200 0 0 1,200 0.00% 100 51200 150 FICA 6,230 6,776 6,776 3,058 6,684 6,977 2.97% 100 51200 151 Retirement 4,012 4,312 4,312 1,669 4,228 4,599 6.65% 100 51200 152 Health, Dental, DIB, Life & Wks Cmp Ins 26,643 27,552 27,552 13,930 27,552 29,959 8.74% 100 51200 190 Training 0 0 0 0 0 0 0.00% Subtotal 120,959 127,218 127,218 59,967 125,843 132,740 4.34% CONTRACTUAL SERVICES 100 51200 210 Telephone 332 500 500 (105) 500 0 -100.00% 100 51200 211 Postage 0 0 0 0 0 0 0.00% 100 51200 212 Seminars and Conferences 0 650 650 0 650 650 0.00% 100 51200 215 Consulting 6,897 7,584 7,584 6,727 7,584 7,751 2.20% Subtotal 7,229 8,734 8,734 6,623 8,734 8,401 -3.81% SUPPLIES AND EXPENSE 100 51200 310 Office Supplies 1,396 1,575 1,575 993 1,575 1,575 0.00% 100 51200 315 Publications 0 80 80 0 80 80 0.00% 100 51200 320 Memberships/Subscriptions 845 950 950 1,005 1,005 950 0.00% 100 51200 330 Mileage Reimbursement 0 365 365 0 365 365 0.00% Subtotal 2,241 2,970 2,970 1,998 3,025 2,970 0.00% CAPITAL OUTLAY 100 51200 810 Capital Equipment 0 0 0 0 0 0 0.00% 100 51200 811 Office Equipment 0 6,200 6,200 6,582 0 0 -100.00% Subtotal 0 6,200 6,200 6,582 0 0 -100.00% TOTAL 130,428$ 145,122$ 145,122$ 75,170$ 137,602$ 144,111$ -0.70% 12 RETURN TO TABLE OF CONTENTS Law Department Program Full Time Equivalents: 2.35 Program Mission: To provide legal services to the entire City as a municipal corporation in an effective, protective, and efficient manner. The City as a municipal corporation includes: the Common Council, its standing Committees (Finance/Personnel, License, Board of Public Works), its Boards (e.g., Board of Park Commissioners, Zoning Board of Appeals, Board of Review, Board of Health) and its Commissions (e.g., Police & Fire Commission, City Plan Commission, Historic Preservation Commission, Commission on Aging), Authorities (Redevelopment Authority, Housing Authority) and City officials and staff. List of Program Service(s) Descriptions: 1) GENERAL LEGAL SERVICES a) Departmental Inquiries: daily phone calls, emails, and meetings regarding departmental activities and the provision of legal advice pertaining to the same. b) Legal Research and Writing : legal research of federal and state statutes, regulations and case law; draft ordinances, memoranda and/or opinions; review and keep current on legal changes and case law. c) Public Records/Open Meetings: review and/or advise on public record and open meetings laws; assist in responding to complex public records release issues. d) Service Contract/Agreement Drafting/Review: draft, review, and revise a variety of agreements, amendments, and similar or related documents; advise on breach of contract and possible remedies. e) Parliamentarian: advise on Roberts’s Rules of Order during and outside of meetings to ensure formalities followed. 2) REAL PROPERTY MATTERS a) Development Agreements: draft, review, revise, and ensure proper recording of numerous TID development agreements, sales and options of City property agreements, and drafting public infrastructure agreements for private land development agreements; advise on compliance with agreement terms. b) Zoning: advise on zoning interpretations, rezoning requests, zoning amendments, protest petitions, moratoria, super- majority requirements and other miscellaneous zoning issues; guidance on variances and conditional use applications and permits, loss of conditional use status; familiarity with federal, state and constitutional property regulations; advise Board of Appeals on as needed basis. c) Annexations: review of annexation petitions for compliance with statutory requirements; research and advise City staff and Council on validity of annexation; defend City in annexation challenges. 13 RETURN TO TABLE OF CONTENTS d) Property Transfers: performs all tasks for sale and/or purchase of City property including obtaining title insurance and minimizing exceptions/issues identified in title insurance; draft and properly record closing documents. e) Condemnation (eminent domain) : ensure compliance with complex statutory requirements to acquire property under condemnation; represent City in legal challenges to property taking. f) Easements: all work necessary to obtain easements for City purposes, which includes drafting paperwork for grant or release of easement; research of old facilities and corrective easement documentation when necessary. g) Right of Way Vacation and Revocable Occupancy Permits : draft necessary paperwork for use of City right of way and ROP permits or as otherwise allowed by City. h) Special Assessments: advise on legal requirements; draft final assessment resolution; follow-up with omitted property owners to obtain voluntary agreement. i) Leases: draft, review and determine compliance with state law for provisions favorable to City. j) Tax Increment Districts : review project plan and boundaries including any amendments; ensure statutory criteria met; draft necessary resolutions and provide legal opinion of compliance; draft and enforce development agreements. k) Property Assessments: advise the Board of Review on assessment issues and challenges including litigation regarding claims for excessive assessment. 3) PUBLIC WORKS a) Public Works Contracts: advise on public bidding statutes, irregularities in bid process and proper award procedures; review contracts as to form; file notices of claim in cases of contractor non-compliance; provide legal advice to city clerk on lien claims filed with city for non-payment on public works contracts. b) Water, Wastewater and Stormwater Utilities: advise on statutory and City regulations, including CBCWA, well- permitting and well-abandonment; provide legal advice and contract interpretation regarding GBMSD/NEW Water matters; provide advice on DNR requirements, drainage and water trespass issues. 4) LABOR NEGOTIATIONS AND RELATIONS a) Employee and Policy Manual Matters : provide advice on employment issues; draft and review employment policies required by state or federal laws or City; assist department supervisors with consistent interpretation and enforcement. b) Collective Bargaining Negotiations and Interpretation : with Chiefs and HR Director, negotiate with police and fire unions to preserve interests of the City as employer; assist departments with interpreting and enforcing collective bargaining agreements. c) Grievances and Arbitration: represent City’s interests throughout grievance process and resulting arbitrations. 5) LITIGATION a) Represent City in Non-insurance Covered Litigation : file necessary legal documents in compliance with court rules; appear before court/tribunal and advance written and oral arguments; appeal adverse decisions; explanation of processes and results to elected officials and department heads. 14 RETURN TO TABLE OF CONTENTS b) Assist Outside Legal Counsel: manage and act as liaison to counsel retained by insurance company. c) Claims Review: review notices of claim and insurance company decisions on claim; draft notices of claim denial; assists clerk with questions on claims; advise city employees on protecting city’s interests. 6) PUBLIC SAFETY a) Nuisance Abatement: coordinate code enforcement departments addressing problem properties; provide assistance to departments in drafting, serving and ordering the abatement of nuisances affecting the public; assist building inspection in condemnation or raze and repair orders for dilapidated structures. b) Municipal Prosecution : prosecute all contested municipal citations on behalf of City; advise departments and law enforcement officers on enforcement of city ordinances and ordinance interpretation; assist enforcement department or team with code compliance strategies. c) Liquor License matters: Advise on liquor license issues; represent police department in license suspension hearings; arrange for substitute legal counsel to advise Committee or Council during said hearings. Important Outputs: 1) GENERAL LEGAL SERVICES – Funded by property tax. Competent legal services to guide actions of the organization to conform to legal requirements and avoid legal pitfalls. 2) REAL PROPERTY MATTERS – Part funded by TID and fees paid to Planning Department; remainder by property tax. Compliance with complex land transaction requirements keeps property interests intact and serves to advance economic development and provide City with property interests necessary to perform essential City functions. 3) PUBLIC WORKS - Utility work (water, sewer, storm water) funded by user charges; remainder funded by property tax. Compliance with statutory and code regulations protects the public; compliance with public bidding laws maintains integrity of infrastructure and the methods by which it is constructed and installed. 4) LABOR NEGOTIATIONS AND RELATIONS – Funded by property tax. Comprehensive labor relations services allows City to treat its employees fairly and to comply with legal requirements. 5) LITIGATION - Funded by property tax. Protection of the public interest by advocating the City’s interests in litigation. 6) PUBLIC SAFETY – Funded by property tax. Compliance with legal requirements of abatement processes allows for quick and proper nuisance elimination. Ordinance enforcement also preserves and protects the public safety while collecting revenue for the general fund. 15 RETURN TO TABLE OF CONTENTS Expected Outcomes: 1) GENERAL LEGAL SERVICES Provide understanding of legal requirements and processes to each component of the organization. 2) REAL PROPERTY MATTERS AND PUBLIC WORKS Execution of real estate transactions and compliance with legal requirements for City services to be provided uninterrupted. 3) LABOR NEGOTIATIONS AND RELATIONS Engage in labor negotiations and maintain labor relations within legal parameters with both union and non-union employees to avoid prolonged labor division and challenges. 4) LITIGATION Maintain and protect the City’s interests in legal disputes. 5) PUBLIC SAFETY Reduce threats to public by reducing public nuisances and by enforcing ordinances and regulations designed to protect the public. 2026 Performance Measures: Measure #1: GENERAL LEGAL SERVICES – Develop templates, workflows, automations and other project management processes, including electronic signature platform for City documents and contracts, utilizing a project and document management software to streamline workload and document processing, provide consistency throughout the organization, improve communication and project management internally and externally and centralize data/documents; expected to increase efficiency by 30% 2025 Performance Measurement Data (8/2024 – 8/2025): Measure #1: GENERAL LEGAL SERVICES –Partially completed/ In progress; Electronic agenda software implementation has been completed and is currently in use.; initial trainings have been completed and additional uses/implementation are contemplated for 2026 to fully leverage the technical capacities of the software program which includes updating agenda format to improve efficiency of city meetings and business. Anticipated training sessions to be provided on relevant issues across all City departments. Measure #2: GENERAL LEGAL SERVICES – Partially completed; Trainings completed for the transition of government to City Manager form. In addition, training completed with respect to Council and Committee agenda process and management with new electronic agenda software. 16 RETURN TO TABLE OF CONTENTS Measure #3: GENERAL LEGAL SERVICES – Not achieved; after review determined not to proceed at this time. Implement e-recording software to allow for automatic payments and immediate correction of documents with Register of Deeds, which will increase efficiency. Significant Program Achievements: 1) Drafted, reviewed, and revised various real estate documents and development agreements related to redevelopment and development projects within the City, including the Marriot Townplace Suites hotel development project and the City parking ramp located at on the former Shopko site and related issues, Phoenix Housing Development, Gypsum Management and Supply, 417 Main, LLC, Jim Cornell Plumbing LLC, Valley Cabinet, environmental and site assessment for 126 S. Broadway properties and other pending economic development and real estate developments. 2) Successfully finalized and executed collective bargaining agreements with both the Police and Fire Unions. 3) Reviewed and advised on various property and legal issues pertaining to the South Bridge Connector highway project including easements, leases, and oversight of eminent domain proceedings for blighted property which is expected to continue through 2025 and into 2026. 4) Reviewed, revised and provided legal opinions concerning various Tax Increment Districts including their creation, closure, and amendment. 5) Reviewed, drafted and executed agreements, real estate documents, and closings for Development Services Grant programs including but not limited to Wisconsin Economic Development Corporation Grants, De Pere Home Improvement Loan Program and Downtown Business Recruitment Grants awarded to businesses and residents. 6) Provided counsel concerning various personnel related matters including interpretation of collective bargaining agreement provisions and citizen complaints. 7) Manage pending and settled litigation including excessive assessment claims. 8) Drafted, reviewed, revised, and finalized numerous contracts, leases, and other legal documents for various City departments, including Police, Fire, Development Services, Parks Recreation and Forestry, Department of Public Works, Finance, Human Resources, and Health. 9) Drafted and revised City ordinances including adoption of zoning map amendments to align building and construction to City zoning code. Completed quarterly updates to official zoning district map and comprehensive review of municipal code to comply with change in government to City Manager form. Created and implement new tracking system to prioritize and track ordinance amendments and their status. 10) Assist various departments in document drafting and agenda preparation for Common Council, its Committees, and Boards and Commissions. 17 RETURN TO TABLE OF CONTENTS 11) Provided guidance and assistance regarding updated public meeting voting procedures under the City’s new City Manager form of government. 12) Assist with processing numerous complex and routine public record requests and various records retention schedule inquiries. 13) Processing and settlement of numerous contested municipal court files. 14) Develop and/or assist with numerous City internal policy reviews or practice updates, including: Code Enforcement Policy guidelines and practice considerations, business license appeal hearing procedures, conditional use permit revocations, tactical emergency medical services professionals, park naming and re-naming and fee waivers, terrace weed maintenance, and privacy and text messaging. Existing Program Standards Including Importance to Community: 1) City Attorney impartiality and independence; can only provide legal advice to the City as a municipal corporation and its components. a. Community Importance. i. Prevents conflicts of interest between City interests and private interests. ii. Ensures legal advice and legal work is fair and impartial. 2) Agreements that impose responsibility upon City other than the payment of budgeted expense require approval by the Council. a. Community Importance. i. Assures that decision maker on City commitments is the Council. ii. Provides opportunity for public input on the decision. 3) Encroachments on public property require a revocable occupancy permit under state law. a. Community Importance. i. Ensures public property remains available for public use when required. ii. Requires the encroacher to be responsible for injuries/damages rather than the public. Costs and Benefits of Program and Services: The adopted Law Department budget is $375,888. This program benefits the community by enabling the organization to provide legal advice and services in a timely manner allowed and authorized by state and federal laws. Proactive compliance with legal requirements is less costly and less disruptive than response to litigation. This program is cost-effective as an in-house program, especially due to easy availability and access; retaining outside legal counsel to perform all services currently provided would be more costly with delayed response times. 18 RETURN TO TABLE OF CONTENTS 2026 Program Objectives: 1) Coordinate and complete comprehensive Record Retention Schedule update and State approval process. Also initiate and complete record maintenance and disposal pursuant to updated retention schedule. 2) Explore and implement an electronic project and file management software system to improve operational efficiency, compliance and record security. 3) Continue improvement of processes for agenda preparation and procedures to increase efficiency and communication amongst all departments and governmental bodies. 4) Continue review and revisions to De Pere Municipal Code for general maintenance, corrections, and updates. 5) Provide training to departments on recurring legal issues. 6) Update and revised various legal templates utilized by City Departments to ensure documents meet all current legal requirements and best practices as well as to provide consistency and efficiency. 7) Update and revise procurement policy, employee policy and ethics code for the City to align with best practices and ensure full compliance with applicable standards. 8) Explore and initiate enhanced oversight and claims management, in collaboration with the City’s insurer, to protect the City’s legal interests and minimize liabilities to the fullest extent possible. 2026 Budget Significant Expenditure Changes: 1) Retirement increased $1,276 due to increase in retirement contribution rate. 2) Health, Dental, DIB, Life & Wks Cmp Insurance increased $16, 988 due to increase in health and dental premiums as well as changes in employee benefit elections. 3) Training has increased $300 to account for staff development. 4) Telephone decreased $450 due to reallocation of these expenses to the City Hall budget. 5) Seminars and conferences include the Wisconsin Municipal Attorney’s Institute State of Wisconsin DOJ OWI one national conference and various continuing legal education for city attorney, assistant city attorney and certified paralegal. 6) Consulting account consists of costs expended for routine legal expenses such as recording and filing fees, title insurance, and title reports ($4,000). In addition, outside legal counsel on specialized matters such any litigation not covered by the insurer, conflict counsel and for complicated real estate, condemnation, and environmental issues ($26,000). Lastly, there is an anticipated cost for consultant services to assist with necessary ADA compliance issues. ($7,000). A budget rollover request is anticipated for expected costs in 2026 for the continuing eminent domain action pending, the cost of which is still to be determined as the matter will continue through the rest 2025 in to 2026. 19 RETURN TO TABLE OF CONTENTS 7) Memberships/Subscriptions include State Bar, Brown County Bar, International Municipal Lawyers Association and Paralegal Certification. 8) Data increased by $5,372 for the purchase of an electronic project and document management software and system with an electronic signing platform, Clio. The projected recurring charges are $5,364 annually for a 3-year contract term with included onboarding and data migration support. 20 RETURN TO TABLE OF CONTENTS City of De Pere 2026 General Fund Adopted Budget EXPENDITURES 2024 2025 2025 2025 2025 2026 2026 / 2025 Year End Adopted Current 6 mos Year End Adopted Budget Account Title Actual Budget Budget Actual Estimate Budget % Of Change LAW DEPARTMENT Account Number PERSONAL SERVICES 100 51300 110 Salaries 154,549$ 159,748$ 159,748$ 72,508$ 159,748$ 167,108$ 4.61% 100 51300 120 Hourly Wages 58,903 61,724 61,724 29,173 61,724 64,401 4.34% 100 51300 125 Overtime Wages 2 50 50 0 50 50 0.00% 100 51300 150 FICA 15,982 16,946 16,946 7,538 16,946 17,714 4.53% 100 51300 151 Retirement 14,740 15,396 15,396 5,438 15,396 16,672 8.29% 100 51300 152 Health, Dental, DIB, Life & Wks Cmp Ins 33,119 35,382 35,382 20,228 35,382 52,370 48.01% 100 51300 190 Training 0 0 0 0 0 300 100.00% Subtotal 277,295 289,246 289,246 134,884 289,246 318,616 10.15% CONTRACTUAL SERVICES 100 51300 210 Telephone 293 450 450 2 450 0 -100.00% 100 51300 211 Postage 0 0 0 0 0 0 0.00% 100 51300 212 Seminars and Conferences 712 4,000 4,000 919 4,000 4,000 0.00% 100 51300 215 Consulting 27,722 60,000 140,778 37,647 85,000 37,000 -38.33% 100 51300 218 Cell/Radio 468 750 750 255 750 750 0.00% 100 51300 219 Data 4,363 5,000 5,000 1,508 5,000 10,372 107.44% Subtotal 33,558 70,200 150,978 40,331 95,200 52,122 -25.75% SUPPLIES AND EXPENSE 100 51300 310 Office Supplies 12 450 450 191 450 450 0.00% 100 51300 315 Publications 162 2,000 2,000 236 2,000 2,000 0.00% 100 51300 320 Memberships/Subscriptions 1,805 2,200 2,200 0 2,200 2,200 0.00% 100 51300 330 Mileage Reimbursement 391 500 500 271 500 500 0.00% Subtotal 2,370 5,150 5,150 698 5,150 5,150 0.00% CAPITAL OUTLAY 100 51300 810 Capital Equipment 0 0 0 0 0 0 0.00% Subtotal 0 0 0 0 0 0 0.00% TOTAL 313,223$ 364,596$ 445,374$ 175,913$ 389,596$ 375,888$ 3.10% 21 RETURN TO TABLE OF CONTENTS City Manager Program Full Time Equivalents: 0.83 Program Mission: Implement municipal policies established by the City Council and Mayor. Ensure municipal services are provided in a responsive, cost effective manner. Promote short and long term policies and development that maintain and improve the overall quality of life throughout the community. List of Program Service(s) Descriptions: 1) Manage Daily Municipal Operations – Manage the overall operations of the City through the direct supervision of all department heads. 2) Recommend Municipal Policies Directing Operations and Other Municipal Services – Recommend policies to make daily operations effective and efficient and to promote the short and long term interests of the community. 3) Comptroller – Direct the financial policies of the City and recommend strategies to the Mayor and City Council to plan for the long-term financial security of the City. 4) Promote and Support Intergovernmental Activities – Advise Mayor and City Council on proposed local, state and federal legislation and promote and participate in dialog with other governmental entities to maintain or enhance the quality of life in the community and the region. Important Outputs: 1) Municipal Services – Activity funded by property tax and water and wastewater utility rates, as well as Stormwater Utility and Cable Television Fund. Manage the provision of daily municipal services by directing and/or monitoring how departments provide services and interact with the community. This level of oversight is valuable to the community by making sure City Council policies are consistently implemented in a professional manner to meet the needs of the community per City Council discretion and to ensure services are provided as efficiently and effectively as possible to the community per the policy guidelines of the City Council. 2) Municipal Policy Recommendations – Activity funded by property tax and water and wastewater utility rates, as well as Stormwater Utility and Cable Television Fund. Develop municipal policy recommendations to elected officials to increase 22 RETURN TO TABLE OF CONTENTS the effectiveness and efficiency of municipal services that decrease costs for the community and increases quality of life throughout the community. 3) Budget & Strategic Financial Reports – Activity funded by property tax and water and wastewater utility rates, as well as Stormwater Utility and Cable Television Fund. Develop an annual budget and strategic financial reports that provide fiscal support and control for municipal services. The budget and strategic reports are supported by financial data that identify revenue and expenditure trends that allows the community to make informed decisions when soliciting their elected representatives for municipal service adjustments. 4) Intergovernmental Cooperation – Activity funded by property tax and water and wastewater utility rates as well as Stormwater Utility and Cable Television Fund. Establish dialog between governmental entities to develop cooperation and implement policies that improve the overall quality of life in the community and region by mitigating municipal service costs through cooperation or by improving the effectiveness of municipal services through cooperation. Expected Outcomes: 1) Maintain or increase the percentage of residents that believe municipal services are provided in an effective and efficient manner. 2) Maintain the percentage of residents that believe the overall quality of life in De Pere is good or excellent by consistently reviewing services and recommending policies that meet the short-term and long-term needs of the community. 3) Maintain the fiscal integrity of municipal programs to allow for the continuation of municipal services as required by the community per the direction of a majority of the City Council. 4) Maintain or increase opportunities for the City Council to make informed decisions to consider or influence cooperative agreements or legislation to enhance the overall quality of life in the community and the region. 2026 Performance Measures (July 2025 – June 2026): 1) Increase overall staff diversity through targeted recruitment and implementation of initiatives and policies implemented or adopted by the City’s Diversity and Inclusiveness Team or City Council to have 20% or more of newly hired municipal staff match diversity criteria on an annual basis. The intent is to more appropriately balance the ratio of male to female employees in what are typically male or female dominated fields and to increase the racial, ethnic and cultural diversity of our workforce to better match the expectations of the community. 2) Improve operations with technology based business solutions through the adoption of at least one new system or product that adds value to the customer experience while saving staff time. 23 RETURN TO TABLE OF CONTENTS 2025 Performance Measurement Data (July 2024 – June 2025): 1) Increase diversity of municipal staff by three percent through implementation of initiatives and policies implemented or adopted by the City’s Diversity and Inclusiveness Team or City Council. The intent is to more appropriately balance the ratio of male to female employees in what are typically male or female dominated fields and to increase the racial, ethnic and cultural diversity of our workforce. a. Result: Performance measure was achieved. The City hired 16 new employees from July 1, 2024 through June 30, 2025. Five of the 11 new employees matched the diversity definition identified in the performance measure. Significant Program Achievements: 1) Provided overall management of daily municipal services to meet the needs of the community. 2) Managed the ongoing implementation of municipal policies and codes adopted by the City Council and/or committees, commissions and boards to achieve the intended outcome of the adopted policies and codes. 3) Managed pay for performance policy and awarded non-COLA wage incentives to employees based on performance. 4) Provided oversight and assistance with numerous economic development projects. 5) Continued to provide oversight and direct assistance to employee teams working on issues associated with sustainable practices, diversity and inclusiveness, employee pay and performance, health benefits and urban orchards. 6) Continued to manage and develop ongoing fiscal strategies for the City that enhances the overall quality of municipal services and quality of life in the community. 7) Represented the City on numerous Boards to promote economic development and intergovernmental cooperation. 8) Provided management oversight and direct guidance on numerous infrastructure projects throughout the community. 9) Provided oversight management and promoted development throughout the community. Existing Program Standards Including Importance to Community: 1) Maintain accessibility for the community via virtual, on-line and in-person platforms. a. Community Importance. i. Provides employees and citizens with multiple methods to seek assistance, direction or to address community issues. 2) Respond to Citizen requests as needed. a. Community Importance. i. Provides an opportunity for citizens to have requests for information or action responded to in a timely manner. 24 RETURN TO TABLE OF CONTENTS 3) Conduct performance check-in evaluations of department heads and Communications/Marketing Manager. a. Community Importance. i. Establishes performance expectations for employees that are required to meet the needs of the community. ii. Identifies strengths and weaknesses for employees to direct their training efforts to better meet the needs of the community. 4) Conduct routine staff meetings. a. Community Importance. i. Enhances communication between departments to promote ongoing efficiencies in municipal services by eliminating duplication of services or efforts thus maximizing services while minimizing costs to the community. Costs and Benefits of Program and Services: The adopted 2026 City Manager program cost is $201,840. The program benefits the community by providing strategic management of municipal services. The program promotes the short and long term quality of life in the community through the ongoing evaluation of services and development of strategies for City Council consideration. The program provides professional management in a manner that minimizes service fluctuations due to political influences. The program promotes and develops intergovernmental relationships with surrounding communities that enhance quality of life in the community by controlling costs for services through cooperation or consolidation. The program promotes economic development that creates jobs throughout the community and increases the value of the community’s tax base that mitigates the need for ongoing property tax increases. The program promotes diversity and inclusiveness within the City’s workforce as well as throughout the community to enhance overall quality of life and economic vitality. 2026 Budget Significant Expenditure Changes: 1) Salaries increase $10,607 to reflect city manager contract, eligible step increases and cost of living adjustment (COLA). 2) Hourly Wages increased $624 to reflect eligible step increases and COLA. 3) FICA increased $859 to reflect wage increase. 4) Retirement increased $1,066 to reflect wage increases and retirement contribution rate increase. 5) Health, Dental, DIB, Life & Wks Cmp Ins increased $2,071 due to increase in health and dental insurance premiums. 6) Training increased $500 and includes $5,000 for miscellaneous seminars and webinars for the Communications/Marketing Manager, Video Production Specialist, Administrative Assistant and City Manager throughout the year. 7) Telephone decreased $2,800 due to reallocation of these expenses to the City Hall budget. 25 RETURN TO TABLE OF CONTENTS 8) Seminars and Conferences increased $500 and include funds to attend the annual ICMA conference; WCMA conferences and other misc. conference/training opportunities. 9) Memberships / Subscriptions increased $465 and includes $1,500 ICMA; $450 WCMA; $2,200 Loomly subscription; $150 Canva Pro subscription; $120 Mylio Photos subscription and $1,350 for misc. memberships and publications for Organization and Department. 10) Mileage Reimbursement increase of $2,000 to reflect city manager contract. 11) Operating Supplies increased $1,750 and includes $7,750 for additional community branding initiatives and miscellaneous supplies for Strategic Visioning & Branding, and $10,000 for City technology initiatives. 26 RETURN TO TABLE OF CONTENTS City of De Pere 2026 General Fund Adopted Budget EXPENDITURES 2024 2025 2025 2025 2025 2026 2026 / 2025 Year End Adopted Current 6 mos Year End Adopted Budget Account Title Actual Budget Budget Actual Estimate Budget % Of Change CITY MANAGER Account Number PERSONAL SERVICES 100 51410 110 Salaries 100,724$ 92,374$ 92,374$ 57,555$ 92,374$ 102,981$ 11.48% 100 51410 120 Hourly Wages 10,206 10,720 10,720 5,066 10,720 11,344 5.82% 100 51410 125 Overtime Wages 2 0 0 0 0 0 0.00% 100 51410 150 FICA 7,894 7,887 7,887 4,854 7,887 8,746 10.89% 100 51410 151 Retirement 7,800 7,165 7,165 6,891 7,113 8,231 14.88% 100 51410 152 Health, Dental, DIB, Life & Wks Cmp Ins 21,945 24,137 24,137 11,097 26,208 8.58% 100 51410 190 Training 2,969 4,500 4,500 379 5,000 5,000 11.11% Subtotal 151,540 146,783 146,783 85,842 123,094 162,510 10.71% CONTRACTUAL SERVICES 100 51410 210 Telephone 737 2,800 2,800 (236) 2,800 0 -100.00% 100 51410 211 Postage 0 0 0 0 0 0 0.00% 100 51410 212 Seminars and Conferences 4,138 4,500 4,500 1,742 5,000 5,000 11.11% 100 51410 215 Consulting 104 0 0 0 0 0 0.00% 100 51410 218 Cell/Radio 948 960 960 469 960 960 0.00% 100 51410 219 Data 0 0 0 0 0 0 0.00% Subtotal 5,927 8,260 8,260 1,975 8,760 5,960 -27.85% SUPPLIES AND EXPENSE 100 51410 310 Office Supplies 2,148 2,650 2,650 734 2,250 2,650 0.00% 100 51410 320 Memberships/Subscriptions 3,258 5,305 5,305 3,553 5,500 5,770 8.77% 100 51410 331 Mileage Reimbursement 4,313 5,200 5,200 2,850 7,200 7,200 38.46% 100 51410 340 Operating Supplies 6,638 16,000 37,412 22,857 25,000 17,750 10.94% Subtotal 16,357 29,155 50,567 29,994 39,950 33,370 14.46% CAPITAL OUTLAY 100 51410 811 Office Equipment 0 500 500 0 0 0 -100.00% 100 51410 830 Furniture 0 500 500 0 200 0 -100.00% Subtotal 0 1,000 1,000 0 200 0 -100.00% TOTAL 173,824$ 185,198$ 206,610$ 117,811$ 172,004$ 201,840$ 8.99% 27 RETURN TO TABLE OF CONTENTS Mayor Program Full Time Equivalents: 0.38 Program Mission: Ensure City ordinances and State laws are observed and enforced and that all City officers and employees discharge their duties. Preside over council meetings, sign legal documents, appoint committee members and fulfill the duties of the Chairperson of the Plan Commission. Act as a member of various committees as needed. List of Program Service(s) Descriptions: 1) Constituency Contact – Receive input/comments from citizens. 2) Recommend Policies – Recommend policies to provide municipal services and to promote the short and long term interests of the community. Important Outputs: 1) Number of Meetings Presided Over – Activity funded by property tax. Meetings provide formal discussion to discuss issues and enact policies to meet the short and long term needs of the community. 2) Public Appearances – Activity funded by property tax. Public appearances serve to promote the community and provide information about municipal services. Expected Outcomes: 1) Maintain constituent contact levels in a manner that meets or exceeds the needs of the community. 2) Maintain or increase the overall quality of life of residents and visitors. 3) Maintain municipal enforcement of City ordinances and State laws. 2026 Performance Measures (July 2025 – June 2026): 1) Increase the legislative influence of the City by completing six or more legislative contacts with State or Federal legislators per year. 28 RETURN TO TABLE OF CONTENTS 2) Manage the productivity and quality of City Council and Committee meetings by managing presentations and discussions to the extent that all business is completed in three hours or less for 90 percent or more of all meetings. 3) Increase or maintain the overall quality of the community by participating in 25 or more public appearances to provide municipal service information or to gather constituent preferences. 2025 Performance Measurement Data (July 2024 – June 2025): 1) Increase the legislative influence of the City by completing six or more legislative contacts with State or Federal legislators per year. a. Result: Performance measure was met. Completed 25 legislative contacts during this period. 2) Manage the productivity and quality of City Council and Committee meetings by managing presentations and discussions to the extent that all business is completed in three hours or less for 90% percent or more of all meetings. a. Result: Performance measure was met. 100% of meetings were completed in less than three hours. 3) Increase or maintain the overall quality of the community by participating in 25 or more public appearances to provide municipal service information or to gather constituent preferences. a. Result: Performance measure was met. Participated in 55 public appearances during this period. 4) Attend a minimum of two conferences or training sessions annually that provide continuing education opportunities and foster intergovernmental relationships. a. Result: Performance measure was met. Attended 4 conferences and training sessions. Significant Program Achievements: 1) Participated in numerous public appearances. Presided at 66 City Council, Committee, Commission and Board meetings in 2024 / 2025 and proposed the 2025 Executive Budget. 2) Recruitment process for the new City Manager. 3) Worked with State Legislators to support the inclusion of $30M for the Red Maple Railroad Bridge in the WI State Budget as part of the South Bridge Connector. Existing Program Standards Including Importance to Community: 1) Maintain routine office hours on a monthly basis. a. Community Importance. i. Provides citizens with a routine schedule that establishes an opportunity to discuss issues with the Mayor. 29 RETURN TO TABLE OF CONTENTS 2) Respond to Citizen requests as needed. a. Community Importance. i. Provides an opportunity for citizens to have requests for information or action responded to in a timely manner. ii. Establishes trust between the community and the City and diminishes constituent apathy. 3) Promote the community through public appearances. a. Community Importance. i. Markets the positive attributes of the community to promote economic development opportunities and the overall quality of life throughout the community. Costs and Benefits of Program and Services: The adopted 2026 Mayor program cost is $75,571. The program benefits the community by providing citizens with representation in the discussion and recommendation of municipal policies and codes as well as to develop an executive budget that includes adopted property tax rates and fees for municipal services. The program services which provide constituency contact and policy recommendations benefit the community by providing citizens with the ability to influence short and long term service levels and community development. 2026 Budget Significant Expenditure Changes: 1) Salaries increased $732 to reflect eligible step increases and cost of living adjustment (COLA) for Community Marketing Manager. 2) Hourly Wages increase $678 to reflect eligible step increases and COLA for Administrative Assistant. 3) Retirement increases $166 to reflect wage increases and retirement contribution rate increase. 4) Health, Dental, DIB, Life & Wks Cmp Ins increases $1,277 due to increase in health and dental insurance premiums. 5) Telephone decreased $930 due to reallocation of these expenses to the City Hall budget. 6) Seminars and Conferences includes $2,500 to attend League of Municipalities and other misc. training sessions. 30 RETURN TO TABLE OF CONTENTS City of De Pere 2026 General Fund Adopted Budget EXPENDITURES 2024 2025 2025 2025 2025 2026 2026 / 2025 Year End Adopted Current 6 mos Year End Adopted Budget Account Title Actual Budget Budget Actual Estimate Budget % Of Change MAYOR Account Number PERSONAL SERVICES 100 51415 110 Salaries 12,760$ 13,151$ 13,151$ 6,216$ 13,151$ 13,883$ 5.57% 100 51415 120 Hourly Wages 10,206 10,720 10,720 5,067 10,720 11,344 5.82% 100 51415 122 Hourly Wages Part Time 27,004 27,545 27,545 13,682 27,545 28,281 2.67% 100 51415 125 Overtime Wages 2 0 0 0 0 0 0.00% 100 51415 150 FICA 3,741 3,933 3,933 1,862 3,933 4,093 4.07% 100 51415 151 Retirement 1,586 1,659 1,659 655 1,659 1,816 9.48% 100 51415 152 Health, Dental, DIB, Life & Wks Cmp Ins 9,802 10,496 10,496 5,156 10,496 11,773 12.17% Subtotal 65,102 67,504 67,504 32,637 67,504 71,191 5.46% CONTRACTUAL SERVICES 100 51415 210 Telephone 605 930 930 1 930 0 -100.00% 100 51415 212 Seminars and Conferences 608 2,500 2,500 204 2,500 2,500 0.00% 100 51415 218 Cell/Radio 480 480 480 240 480 480 0.00% Subtotal 1,693 3,910 3,910 445 3,910 2,980 -23.79% SUPPLIES AND EXPENSE 100 51415 310 Office Supplies 235 400 400 0 400 400 0.00% 100 51415 330 Mileage Reimbursement 588 1,000 1,000 242 1,000 1,000 0.00% Subtotal 823 1,400 1,400 242 1,400 1,400 0.00% CAPITAL OUTLAY 100 51415 830 Office Equipment 0 0 0 0 0 0 0.00% Subtotal 0 0 0 0 0 0 0.00% TOTAL 67,618$ 72,814$ 72,814$ 33,324$ 72,814$ 75,571$ 3.79% 31 RETURN TO TABLE OF CONTENTS City Clerk Program Full Time Equivalents: 2.48 Program Mission: To maintain official Council Proceedings, committee agendas & minutes and act as the custodian of all City records; satisfy customers with prompt, courteous, and professional service; issue various City licenses; publish all legal notices required by law; and make sure all programs are delivered in a manner that assures public confidence in accuracy, productivity, and fairness. The City Clerk’s Office also ensures that all city taxes are collected. List of Program Service(s) Descriptions: 1) Records Management – Prepare and maintain all City Council and Committee Meeting records and other official City documents and provide appropriate accessibility to internal and external users. 2) Licensing Agent – Issue liquor, bartender, special event permits, boat launch permits, cigarette, solicitor, taxi, chicken, and pet licenses for various individuals and businesses in the community. 3) Tax Collection – Collect as well as prepare and review tax documents in accordance with Department of Revenue mandates. Important Outputs: 1) Council and Committee Agendas, Minutes, Resolutions and Ordinances – Activity funded by property tax. Provide necessary public notification and appropriate accessibility to internal and external users. This ensures City actions comply with approved Council and related Committee recommendations. 2) Licensing Documents – Activity funded by property tax and license collections. Individual and business information is gathered, reviewed, and maintained to assure all licensees are eligible and comply with City requirements. Documents help ensure the safety of the general public using these services. Expected Outcomes: 1) Maintain official City documents so that they are available for review by the public in a timely fashion. 32 RETURN TO TABLE OF CONTENTS 2) Maintain documents and collect fees for licensing requirements to help ensure the public is properly protected when using these services. 3) Increase tax collections and return on the investment of City funds. 2026 Performance Measures (July 2025 – June 2026): 1) Work as part of Document Management Team to identify City needs and two or more potential providers of a digital document management system by July 31, 2026. 2025 Performance Measurement Data (July 2024 – June 2025): 1) Measure: Work as part of Document Management Team to identify City needs and two or more potential providers of a digital document management system by July 31, 2025. a. Result: No progress on this measure as of draft budget publication date. Significant Program Achievements: 1) Completed the Council and Committee minutes in time for approval at the next meeting. 2) Licensing completed within the applicable timeframes. 3) Tax collections fully collected prior to Department of Revenue deadlines. Existing Program Standards Including Importance to Community: 1) Prepare timely minutes of Council and Committee proceedings available for public inspection. a. Community Importance. i. Allows public opportunity to review Council agenda and actions to provide them time to make contact regarding any concerns they may have. ii. Establishes a routine schedule for community involvement. 2) Establish Licensing Requirements to City business community. a. Community Importance. i. Provides the public with assurance that businesses that are operating within the City are properly licensed and conform to applicable licensing laws and regulations. ii. Provides City staff the ability to respond to community concerns regarding businesses within the City. 33 RETURN TO TABLE OF CONTENTS 3) Prepare tax documents that ensure proper collection of City tax revenues. a. Community Importance. i. Provides an accurate tax bill that is fair to each taxpayer according to their assessment and is informative for them so they know the cost of service for each taxing jurisdiction. Costs and Benefits of Program and Services: The adopted 2026 City Clerk’s Office program cost is $291,073. The program benefits the community by providing citizens with timely agendas and minutes of Council and Committee proceedings. Programs are administered in a manner that assures public confidence in accuracy, productivity, and fairness with work performed in accordance with Wisconsin State Statutes, De Pere Municipal Ordinances, Department of Revenue mandates, and related case law. The program also ensures that businesses operating within the City are properly licensed and compliant with applicable laws and regulations for the public’s safety. The program also collects the taxes required for the City’s operation. 2026 Program Objectives: 1) Continue to work with all city departments to collect outstanding debt owed to the City prior to issuance of any city licenses or permits. 2) Continue training and development of the new electronic agenda and minutes management system. 3) Continue to improve overall process for issuing Special Event Permits. 4) Expand the City’s offerings of online form submission and payment. 2026 Budget Significant Expenditure Changes: 1) Salaries increased $3,811 due to eligible step increases and cost of living adjustment (COLA). 2) Hourly Wages Part Time decreased to $0 because the position was converted to a full-time position within the Finance Department. 3) Seasonal labor increased $360 due to anticipated hourly wage increase (year 2 on the wage scale). 4) Retirement increased $1,072 due to wage increases and retirement contribution rate increase. 5) Health, Dental, DIB, Life & Wks Cmp Ins increased $10,073 due to staff member joining the City’s health coverage midway through 2025 and health and dental premium rate increases. 6) Telephone decreased $2,538 due to reallocation of these expenses to the City Hall budget. 7) Postage increased $485 due to USPS rate increases. 34 RETURN TO TABLE OF CONTENTS 8) Seminars and Conferences includes attendance at annual Wisconsin Municipal Clerks Association (WMCA) conference and lodging; year two of the Clerk’s Institute for the deputy clerk, and WMCA district meetings. 9) Consulting includes $9,050 for Municipal Code update service and $1,500 annual tax collection software licensing fee. Paid county specials were reallocated to Development Services. 10) Office Supplies increased $500 for the proposed Youth Commission; if the commission goes forward in 2026, these funds will be used for lesson books and t-shirts for commission members, as well as giveaways at community events. 11) Memberships/Subscriptions consists of $130 for two memberships in the Wisconsin Municipal Clerks Association. The category decreased by $55 because the Wisconsin Municipal Treasurers Association membership is no longer needed. 35 RETURN TO TABLE OF CONTENTS City of De Pere 2026 General Fund Adopted Budget EXPENDITURES 2024 2025 2025 2025 2025 2026 2026 / 2025 Year End Adopted Current 6 mos Year End Adopted Budget Account Title Actual Budget Budget Actual Estimate Budget % Of Change CITY CLERK Account Number PERSONAL SERVICES 100 51420 110 Salaries 66,996$ 69,057$ 69,057$ 32,640$ 69,057$ 72,868$ 5.52% 100 51420 120 Hourly Wages 125,310 114,114 114,114 49,599 114,114 118,723 4.04% 100 51420 122 Hourly Wages Part Time 17,051 11,934 11,934 1,820 1,820 0 -100.00% 100 51420 125 Overtime Wages 481 3,000 3,000 566 1,000 3,000 0.00% 100 51420 126 Seasonal Labor 4,056 6,120 6,120 4,064 6,120 6,480 5.88% 100 51420 150 FICA 14,537 14,504 14,504 6,290 14,204 14,980 3.28% 100 51420 151 Retirement 13,183 12,939 12,939 4,729 12,800 14,011 8.28% 100 51420 152 Health, Dental, DIB, Life & Wks Cmp Ins 30,518 31,138 31,138 12,212 31,138 41,211 32.35% 100 51420 190 Training 0 0 0 0 0 0 0.00% Subtotal 272,131 262,806 262,806 111,922 250,253 271,273 3.22% CONTRACTUAL SERVICES 100 51420 210 Telephone 1,312 2,538 2,538 (103) (103) 0 -100.00% 100 51420 211 Postage 4,932 5,250 5,250 5,230 5,230 5,735 9.24% 100 51420 212 Seminars and Conferences 155 1,500 1,500 0 455 1,500 0.00% 100 51420 215 Consulting 8,200 10,500 10,500 7,665 8,565 10,550 0.48% Subtotal 14,599 19,788 19,788 12,792 14,147 17,785 -10.12% SUPPLIES AND EXPENSE 100 51420 310 Office Supplies 448 1,000 1,000 137 450 1,500 50.00% 100 51420 315 Publications 161 135 135 135 135 135 0.00% 100 51420 320 Memberships/Subscriptions 115 185 185 115 115 130 -29.73% 100 51420 330 Mileage Reimbursement 9 250 250 0 370 250 0.00% Subtotal 733 1,570 1,570 387 1,070 2,015 28.34% CAPITAL OUTLAY 100 51420 810 Capital Equipment 0 0 0 0 0 0 0.00% Subtotal 0 0 0 0 0 0 0.00% TOTAL 287,463$ 284,164$ 284,164$ 125,101$ 265,470$ 291,073$ 2.43% 36 RETURN TO TABLE OF CONTENTS Human Resources Program Full-Time Equivalents: 2.8 Program Mission: To strive to understand the needs and expectations of all employees and provide the support systems that enables us to achieve high performance and satisfaction in our work, recognizing long-term personal and community goals. List of Program Service Descriptions: 1) Recruitment—Conduct all internal and external recruitments throughout all City Departments. Includes advertising, interviewing process, selection, background, offer and new employee orientation. 2) Benefit/Compensation Administration—Administer all benefits and compensation plan for employees of the city. Programs include all benefit time off, pay for performance, self-insured health insurance, self-insured and fully insured dental insurance, vision insurance, long-term disability, ICI (short-term disability), life insurance, employee assistance program, identity theft, FMLA, employee development program, flexible spending, Health Reimbursement Accounts, COBRA, health assessments, FICA alternative plan, pension plan and wellness benefits. Also acts as the plan administrator of both the health and dental self-funded plans. Responsible for renewal of all insurance plans. 3) Labor Relations—Assists departments in consistent enforcement of contract language for bargaining agreements. Advises them on interpretation of language to avoid potential liability for the City. Participates in all negotiation sessions with City Attorney and involved department head. Provides research on negotiation items and prepares all costing information on contract offers and final settlements to ensure accurate picture of bargaining is given to City officials. Participates in all grievance/ prohibitive practice and arbitration matters. Provides research and investigation for those issues as they surface. 4) Risk Management Services—Administration of City worker’s compensation. Manage employee light duty/return to work program. Lead of City safety team efforts and administration. Ensure compliance with state and federal laws. 5) Employee Performance-daily inquiries by departments on matters pertaining to their employees. Conduct employee investigations and disciplines, performance improvement plans etc. Administer all performance appraisals. 6) Department Inquiries/Policy Creation and Enforcement. Assist employees and departments on a broad range of employee/workplace issues or questions. Establishes and administers all City policies and procedures. 37 RETURN TO TABLE OF CONTENTS Important Outputs: 1) Recruitment—Positions are fully staffed with the most qualified people as soon as possible after an opening occurs for department continuation and to ensure community service/operations are not interrupted. Activity funded by property tax. 2) Benefit/Compensation Administration—Fair and consistent administration and communication of employee benefit and compensation programs to all City employees. Providing the most cost-effective programs possible for the community. Activity funded by property tax. 3) Labor Relations—Successful bargaining and administration of affordable contracts with bargaining units. Handling of labor issues that occur including grievances or contract language general inquiries. Work with department heads to accomplish their objectives within the parameters of contracts. Activity funded by property tax. 4) Risk Management Services—Work with the safety team to manage employee safety to ensure minimal claims payment and a safe working environment for all employees. Work with departments so employees are trained and knowledgeable on correct safety procedures and employment laws. Activity funded by property tax. 5) Employee Performance—Assist departments on employee performance concerns; required performance appraisals for all non-union personnel. Activity funded by property tax. 6) Department Inquiries/Policy Creation and Enforcement—Consistent information and support to all departments to allow them to better do their jobs and provide service to the community. Accurately written policies and train employees on them. Activity funded by property tax. Expected Outcomes: 1) Recruitment—Maintain staffing levels with low vacancy to fill time so that service to the community is not interrupted. Maintain a high level of most qualified applicants becoming City employees. Decrease the amount of time necessary to do so by efficient processes when possible. 2) Benefit/Compensation Administration—Maintain benefit and compensation programs for employees within budget constraints. Increase new initiatives for cost savings measures in benefit programs. 3) Labor Relations—Maintain or decrease the number of grievances or other challenges that cost the community in time, effort and costs. Maintain current bargaining initiatives in contract for fiscal responsibility. Decrease the amount of time needed for successful contract negotiation. 4) Liability Services—Maintain or decrease the number of claims received and costs of worker’s compensation insurance for city. Increased awareness to provide and promote a safe and healthy work environment for employees. 5) Employee Performance—Employees performing appropriately; decreased lawsuits against the city. 38 RETURN TO TABLE OF CONTENTS 6) Department Inquiries/Policy creation and enforcement—Maintain quality information given to departments to allow them to do their jobs more efficiently. Policies are understood and adhered to. 2026 Performance Measures (July 2025 – June 2026): 1) 3% turnover (with exception of retirements and employees leaving for promotions) by offering competitive wages/benefits and an overall positive employee culture. 2) 7 employees receiving a referral bonus by recommending a new hire through continued education and program incentive. 3) 105 medical plan participants registered online with Teladoc through education and outreach. 2025 Performance Measurement Data (July 2024 – June 2025): 1) 3% turnover (with exception of retirements and employees leaving for promotions) by offering competitive wages/benefits and an overall positive employee culture. a. Result: 5% turnover 2) 3 employees receiving a referral bonus by recommending a new hire through continued education and program incentive a. Result: 6 employees received a referral bonus 3) 90 medical plan participants registered online with Teladoc through education and outreach. a. Result: 100 participants have registered with Teladoc Significant Program Achievements: 1) Filled a significant number of positions in an expedited timeframe including two department head positions and City Manager 2) Settled Police contract for years 2024-2026 3) Settled Fire labor contracts for years 2022-2023 and 2024-2026 4) Settled a number of fire labor issues 5) Managed numerous employee issues effectively 6) Changed form of government to City Manager 7) Benefits plan design changes including implementing an Income Continuation Insurance (ICI) Plan 8) Onboard rollout for seasonal employees and continued rollout for benefit eligible positions 9) Changes to the policy manual 10) Pay for performance program implementation 11) Updated all Job Descriptions 39 RETURN TO TABLE OF CONTENTS Existing Program Standards Including Importance to Community: 1) Conduct all internal/external recruitments a. Community Importance. i. Allows departments to be fully staffed with the most qualified employees for uninterrupted and efficient services. 2) Administration of City Benefits/Insurance Programs—annual review of renewal for self-funded plans to ensure appropriate fund balance is maintained. Monthly monitoring through reports of plan costs and claims. Accurate information is given to employees upon request. a. Community Importance. i. Provides fair and equitable pay and benefits for retention of employees and in accordance with labor agreements. Successfully ensure the City’s interests for a safe working environment and reduced City liability. 3) Labor Relations—negotiate and follow bargaining agreements with 2 labor unions within City. Administer contracts correctly and fairly so the City is not exposed to liability in form of grievances, prohibited practices, and the like. a. Community Importance. i. Provides governing language for employees, wages, hours, and working conditions. 4) Compliance with all applicable state and federal laws including FMLA, ADA, Worker’s Comp, HIPAA, etc. a. Community Importance. i. Safeguards the community from unnecessary liability and cost for non-compliance. Costs and Benefits of Program and Services: The adopted 2026 Human Resources program cost is $482,425. The program benefits the community by providing the internal support structure for human resource functions. This includes the administration of benefits, compensation, recruitment, liability services, labor, and employee relations. The program also establishes, administers and effectively communicates sound policies, rules and practices while maintaining compliance with employment and labor laws, organizational directives, and labor agreements. This allows the departments and their employees to operate as effectively and efficiently as possible and better serve the residents of De Pere. 2026 Program Objectives: 1) Continue working to fill open positions in an expedited manner 2) Implement benefit plan design changes 3) Compensation Study 40 RETURN TO TABLE OF CONTENTS 4) Policy Changes 5) Benefits broker RFP 6) Research HRIS systems 7) Implement security alert system citywide 8) Implement E-forms and make all Human Resources’ forms fillable 2026 Significant Budget Expenditure Changes: 1) Hourly Wages increased a net $2,301 due to eligible step increases and cost of living adjustment (COLA). 2) Retirement increased a net $1,130 due to wage increases and retirement contribution rate increase. 3) Health, Dental, DIB, Life & Wks Cmp Ins increased a net $11,519 due to increased health and dental premiums as well as changes in employee benefit elections. 4) Organizational Training includes $3,145 for various City-wide training 5) Telephone decreased $1,054 due to reallocation of these expenses to the City Hall budget. 6) Seminars and conferences includes state and local SHRM conferences, legal updates, WPELRA conferences, one out-of- state conference, and other employment seminars 7) Consulting includes $62,625; compensation study ($11,625), compensation consultant for position changes/new positions ($5,000), Employee Assistance Program Services ($15,000), Halogen online performance management system ($8,000), NeoGov software modules to include: online recruitment system ($9,000) onboarding ($7,500) and electronic forms ($6,500) 8) Memberships and subscriptions includes Society for Human Resources Management (SHRM) (1,300), Wisconsin Public Employer Labor Relations Association (WPELRA) ($100), National Employer Labor Relations Association (NPELRA) ($420), all employee annual membership to Current Young Professionals ($500), Wisconsin City/County Management Association (WCMA) ($50) and Public Risk Management Association (PRIMA) ($125). 41 RETURN TO TABLE OF CONTENTS City of De Pere 2026 General Fund Adopted Budget EXPENDITURES 2024 2025 2025 2025 2025 2026 2026 / 2025 Year End Adopted Current 6 mos Year End Adopted Budget Account Title Actual Budget Budget Actual Estimate Budget % Of Change HUMAN RESOURCES Account Number PERSONAL SERVICES 100 51430 110 Salaries 205,514$ 211,003$ 211,003$ 99,742$ 211,003$ 215,626$ 2.19% 100 51430 120 Hourly Wages 40,367 41,583 41,583 19,654 41,583 43,884 5.53% 100 51430 125 Overtime Wages 0 0 0 0 0 0 0.00% 100 51430 150 FICA 18,094 19,323 19,323 12,211 19,323 19,853 2.74% 100 51430 151 Retirement 17,547 17,555 17,555 6,937 17,555 18,685 6.44% 100 51430 152 Health, Dental, DIB, Life & Wks Cmp Ins 56,919 58,589 58,589 32,311 58,589 70,108 19.66% 100 51430 192 Tuition Assistance 0 7,000 7,000 3,285 5,000 7,000 0.00% 100 51430 193 Organizational Training 3,444 3,000 3,000 0 2,000 3,145 4.83% Subtotal 341,884 358,053 358,053 174,140 355,053 378,300 5.65% CONTRACTUAL SERVICES 100 51430 210 Telephone 685 1,054 1,054 2 2 0 -100.00% 100 51430 211 Postage 0 130 130 0 100 125 -3.85% 100 51430 212 Seminars and Conferences 3,493 6,500 6,500 1,681 6,500 6,800 4.62% 100 51430 215 Consulting 23,544 63,275 63,275 30,198 63,275 62,625 -1.03% 100 51430 218 Cell/Radio 480 480 480 240 480 480 0.00% Subtotal 28,202 71,439 71,439 32,121 70,357 70,030 -1.97% SUPPLIES AND EXPENSE 100 51430 310 Office Supplies 1,795 975 975 458 975 1,000 2.56% 100 51430 315 Publications 0 200 200 0 0 195 -2.50% 100 51430 320 Memberships/Subscriptions 2,622 2,600 2,600 1,529 2,600 2,700 3.85% 100 51430 330 Mileage Reimbursement 1,162 675 675 0 700 700 3.70% 100 51430 340 Recruiting 47,448 28,225 28,225 58,645 75,000 29,500 4.52% Subtotal 53,026 32,675 32,675 60,632 79,275 34,095 4.35% CAPITAL OUTLAY 100 51430 811 Office Equipment 0 0 0 0 0 0 0.00% Subtotal 0 0 0 0 0 0 0.00% TOTAL 423,113$ 462,167$ 462,167$ 266,893$ 504,685$ 482,425$ 4.38% 42 RETURN TO TABLE OF CONTENTS Elections Program Full Time Equivalents: 0 Program Mission: To coordinate, conduct, and administer elections pursuant to federal and state regulations including the Help America Vote Act (HAVA) regulations, Military and Overseas Voting Empowerment (MOVE) regulations, utilizing the Statewide Voter Registration System (WisVote) for maintaining voter records and absentee records, maintaining and updating districts & offices, make ongoing necessary WisVote changes in accordance with the 2021 Redistricting, along with on-going clerk certification and election inspector training, as required by law. List of Program Service(s) Descriptions: 1) Conduct Elections – Conduct primary and general elections in February, April, August, and November 2026. 2) Records Management – Prepare and maintain all voter registration records, absentee applications and ballots, districts and offices, GIS map records, election setup, poll books, post-election activities, canvass, Wisconsin Election Data Collection, in accordance with HAVA regulations including electronic file and voting machine updates. 3) Election Training – Attend election update and training sessions; develop & provide training to election inspectors for the purpose of running efficient elections in compliance with state and federal requirements; and maintain certification and re- certification requirements. Important Outputs: 1) Four Certified and Canvassed Elections–Activity funded by property tax. Four Elections conducted for local, county, state and federal offices to provide citizens an opportunity to elect candidates to represent their interests in governmental matters. 2) Federal & State Compliance for WisVote – Activity funded by property tax. Voter registration, absentee, and GIS Map records maintained in accordance with computerized on-line Statewide Voter Registration System (WisVote) regulations and requirements to ensure that all electors are qualified and have an equal voice in electing their representatives in government offices. 43 RETURN TO TABLE OF CONTENTS 3) Election Inspector Training – Activity funded by property tax. All election inspectors are trained, as required by state law, on election procedures prior to their participation in the required elections to ensure that elections are fairly and accurately executed. Expected Outcomes: 1) Maintain 100% compliance with Statewide Voter Registration System (WisVote) for voter registration, the HAVA & MOVE regulations, Voter Photo ID regulations and proof of residence regulations. 2) Maintain 100% certification and recertification requirements for chief election inspectors and election inspectors. 2026 Performance Measures (July 2025 – June 2026): 1) Provide training on new voting tabulator equipment (DS-300s) prior to each election to maintain required certification for 100% of election inspectors. 2) Create tabletop training exercise for election inspectors on Election Day emergency scenarios. 2025 Performance Measurement Data (July 2024 – June 2025): 1) Measure: Create two new Election Inspector video trainings by July 31, 2025. a. Result: 100% met. Created updated Election Inspector training and Election Security Measures videos. Significant Program Achievements: 1) Completed all elections in compliance with federal and state regulations. 2) 100% of election inspectors and chief inspectors attended refresher training prior to working elections to maintain certification level. 44 RETURN TO TABLE OF CONTENTS Existing Program Standards Including Importance to Community: 1) Conduct Elections in accordance with federal and state regulations including the Help America Vote Act and the Military and Overseas Voting Empowerment Act. a. Community Importance. i. Allows the voting public to elect representatives at the local, state, and federal level with a minimum level of effort. 2) Maintain voter registration, absentee records, and voting history in full compliance with WisVote. a. Community Importance. i. Provides the public with assurance that only qualified electors participate in the election process. 3) Train election inspectors prior to each election and maintain required certification. a. Community Importance. i. Provides the public with an efficiently run election process at the four polling locations within the city. Costs and Benefits of Program and Services: The adopted 2026 Elections program cost is $111,100. The program benefits the community by providing citizens the opportunity to elect their representatives in government on the local, state, and federal level in an efficient manner and provides 100% compliance with federal and state mandatory regulations. 2026 Program Objectives 1) Continue to increase absentee voter returns and decrease the number of absentee ballots going to non-responsive voters. 2) Continue to encourage online voter registration. 3) Continue training and promotion of electronic poll books. 2026 Budget Significant Expenditure Changes: 1) Poll worker hourly wages increased $39,250 due to handling four scheduled elections in 2026 versus two in 2025 as well as a $.50/hour step increase. Includes the following: $45,450 for election day wages for poll workers and chief inspectors at four polling locations plus Central Count; $8,200 for training wages (calculated at 4 hours per poll worker and 6 hours per chief inspector); $7,160 for in-person absentee voting and office help; and $1,485 for poll worker staffing for care facilities voting. 45 RETURN TO TABLE OF CONTENTS 2) Postage increased $13,850 due to anticipated rate increases and an increase in the number of elections in 2026. 3) Seminars and Conferences increased by $90. Includes $450 for continuing education classes through UW-Green Bay, WEC, and WMCA for Clerk and Deputy Clerk on election administration. 4) Consulting increased $8,020 due to an increase in the number of scheduled elections. Includes $2,280 for voting machine software/hardware maintenance; $6,400 for Brown County support, supplies, and programming; $3,960 for polling place rental fees; and $2,600 for rental of an enclosed truck with liftgate for delivery of election equipment to the polling places. 5) Office Supplies increased $8,000 due to an increase in the number of scheduled elections. Includes $6,450 for printing costs; $3,150 for general office supplies, $3,150 for food for poll workers; and $2,250 for polling place consumables and signage. 6) Mileage Reimbursement has been $0 in the past but now includes $150 in order to attend Wisconsin Elections Commission conferences. 46 RETURN TO TABLE OF CONTENTS City of De Pere 2026 General Fund Adopted Budget EXPENDITURES 2024 2025 2025 2025 2025 2026 2026 / 2025 Year End Adopted Current 6 mos Year End Adopted Budget Account Title Actual Budget Budget Actual Estimate Budget % Of Change ELECTIONS Account Number PERSONAL SERVICES 100 51440 120 Hourly Wages 0$ 0$ 0$ 0$ 0$ 0$ 0.00% 100 51440 125 Overtime Wages 0 0 0 0 0 0 0.00% 100 51440 128 Hourly Wages--Poll Workers 40,806 23,000 23,000 17,195 17,195 62,250 170.65% 100 51440 150 FICA 224 0 0 7 0 0 0.00% 100 51440 151 Retirement 0 0 0 0 0 0 0.00% 100 51440 152 Health, Dental, DIB, Life & Wks Cmp Ins 0 0 0 0 0 0 0.00% 100 51440 190 Training 0 0 0 0 0 0 0.00% Subtotal 41,030 23,000 23,000 17,202 17,195 62,250 170.65% CONTRACTUAL SERVICES 100 51440 211 Postage 0 4,150 4,150 4,821 4,821 18,000 333.73% 100 51440 212 Seminars and Conferences 44 360 360 105 455 450 25.00% 100 51440 215 Consulting 8,785 7,230 7,230 7,496 7,496 15,250 110.93% Subtotal 8,829 11,740 11,740 12,421 12,772 33,700 187.05% SUPPLIES AND EXPENSE 100 51440 310 Office Supplies 14,725 7,000 7,000 5,672 5,984 15,000 114.29% 100 51440 315 Publications 0 0 0 0 0 0 0.00% 100 51440 320 Memberships/Subscriptions 0 0 0 0 0 0 0.00% 100 51440 330 Mileage Reimbursement 0 0 0 9 145 150 100.00% Subtotal 14,725 7,000 7,000 5,681 6,129 15,150 116.43% CAPITAL OUTLAY 100 51440 810 Capital Equipment 0 0 10,000 0 0 0 0.00% Subtotal 0 0 10,000 0 0 0 0.00% TOTAL 64,585$ 41,740$ 51,740$ 35,304$ 36,096$ 111,100$ 166.17% 47 RETURN TO TABLE OF CONTENTS Information Management Program Full Time Equivalents: 1.48 Program Mission: Support the Information Technology (IT) environment associated with general business operations. List of Program Service(s) Descriptions: 1) Build and maintain digital operations infrastructure – For all buildings this includes the cable plant and network edge devices. 2) Plan, purchase and implement new applications – Applications are software programs that users interact with directly. 3) Provide cybersecurity services – Purchase, install and maintain administrative, physical and technical controls to provide secure IT operations across the organization. 4) Provide system administration services – Create and maintain data and record storage along with organized secure access. 5) Provide network administration services – Design and maintain secure connectivity of devices and equipment throughout the organization and external environment. 6) Provide desktop support services – Purchase, install and maintain digital desktop equipment. 7) Provide employee assistance services – Serve as a point of contact for questions and training for most information systems within the organization. Important Outputs: 1) Physical equipment foundation for electronic media creation and communication – Activity funded by property tax. The application and maintenance of municipal business software and devices require a flexible foundation of connectivity, sharing and security to support department operations. 2) Efficient communication – Activity funded by property tax. Users (staff) can communicate and collaborate efficiently, in many cases without leaving their workspace or desk. Citizens can do business without having to be on-site. 3) Efficiently produced work product – Activity funded by property tax. Users (staff) are able to create, organize, share, modify and store their work product with minimal material and labor cost. 48 RETURN TO TABLE OF CONTENTS Expected Outcomes: 1) Accessibility of a fully functional physical network to connect devices & equipment between City buildings, departments & workgroups. 2) Availability of quality digital applications for communication and records storage and retrieval. 3) Secure access to IT resources from City owned facilities. 4) Secure access to IT resources from remote work locations. 5) Error free desktop equipment operation. 6) Employee effective use of technology. 2026 Performance Measures (July 2025–June 2026): 1) Limit system downtime to non-business hours while providing 99.99% uptime of core business systems. 2) Complete system change requests within 72 hours. 3) Respond to network system outages within 60 minutes, 24/7. 2025 Performance Measurement Data (July 2024–June 2025): 1) Limit system downtime to non-business hours, less than 1 hour per month average. a. Result: No network outages observed outside of the scheduled monthly 1 hour maintenance window. 2) Complete system change requests within 72 hours. a. Result: Routinely maintained unless requests need clarification. 3) Respond to network system outage within 60 minutes, 24/7. a. Result: No network outages observed. Significant Program Achievements: 1) Assisted with the acquisition and implementation of the CivicClerk agenda and meeting management platform, including data migration from the previous system. 2) Replaced end of life phone system with cloud-based phone system. 3) Reduced the number of analog telephone lines to two, resulting in an annual savings of $24,000. 4) Replaced end of life core network infrastructure. 5) Replaced end of life Wi-Fi network. 49 RETURN TO TABLE OF CONTENTS 6) Implemented backup Internet connection to ensure Internet connectivity. 7) Resolved 700 helpdesk requests. 8) Replaced 40 end of life end user computing devices. Existing Program Standards Including Importance to Community: 1) Maintain common industry standard equipment and services. a. Community Importance i. Allows staff to communicate with citizens effectively and efficiently via multiple options so citizens don’t have to come on-site. ii. Provides staff a means to efficiently create, organize and share information so requests from the public are completed quickly. iii. Provides customers 24/7 digital access to information via Internet and mobile devices. Costs and Benefits of Program and Services: The adopted 2026 Information Management program cost is $479,840. This program benefits the community directly by creating a secure internal digital environment to service customers. This program funds a minimum infrastructure needed to securely support operations associated with general business activities. 2026 Program Objectives: 1) Replace server and storage infrastructure. 2) Replace City Hall Complex and Art Alley CCTV infrastructure. 3) Refine disaster recovery/business continuity plans. 4) Refine cybersecurity posture to ensure a safe IT environment. 2026 Budget Significant Expenditure Changes: 1) Salaries increased $4,320 to reflect eligible step increases and cost of living adjustment (COLA). 2) Hourly wages increased $11,373 to reflect eligible step increases, COLA and IT Support Specialist position added in 2025. 3) FICA increased $1,201 to reflect wage increases and IT Support Specialist position added in 2025. 50 RETURN TO TABLE OF CONTENTS 4) Retirement increased $1,453 to reflect wage increases, retirement contribution rate increase and IT Support Specialist position added in 2025. 5) Health, Dental, DIB, Life & Wks Comp Ins increased $2,298 to reflect the increase in health and dental insurance premiums and IT Support Specialist position added in 2025. 6) Training includes $3,500 to attend IT Operations/Cybersecurity training and IT team building. 7) Seminars & Conferences increased $1,000 to reflect the IT Support Specialist position added in 2025. Seminars & Conferences includes $4,000 to attend Governmental Information Processing Association of Wisconsin (GIPAW) spring and fall conferences, Black Hills Information Security WWHF and the Multi State Information Sharing and Analysis Center (MS-ISAC) annual meeting. 8) Consulting includes $10,000 for annual cybersecurity penetration testing. 9) Other Contractual Services decreased $1,561. General Fund share is 28%. Notable changes for 2026 include the following: a. Removal of $33,000 for a document management system as the new ERP system will contain document management. b. Addition of $10,650 annually for 24x7 security event monitoring and detection to identify potential cybersecurity threats. c. Addition of $13,344 annually for website AI search/chatbot integration and AI phone system auto-attendant effectively reducing demand on staff and minimizing delays in service delivery. d. Addition of $8,000 annually to transition on-premises backup operations to cloud hosted. 10) Memberships increased $995 due to increased MS-ISAC membership fees. MS-ISAC has provided the City with many critical free IT services over the past 10 years. With the recent changes at the federal government level, MS-ISAC had to start charging for the services. Memberships include Wisconsin Cyber Response Team (CRT), Governmental Information Processing Association of Wisconsin (GIPAW), Elections Infrastructure Information Sharing and Analysis Center (EI- ISAC), Multi-State Information Sharing and Analysis Center (MS-ISAC), and Sourcewell Cooperative Purchasing (formerly NJPA). 11) Mileage Reimbursement increased $60 to accommodate the IT Support Specialist position added in 2025. 12) Operating Supplies increased $6,450. General Fund share is 28%. The increase is due to the increased cost of PC replenishment, software support renewals, and true-up of Microsoft Server licensing. Since the COVID-19 pandemic IT has been deploying laptops when possible. 13) Capital Outlay includes $165,000 for IT server and storage infrastructure replacement. 51 RETURN TO TABLE OF CONTENTS City of De Pere 2026 General Fund Adopted Budget EXPENDITURES 2024 2025 2025 2025 2025 2026 2026 / 2025 Year End Adopted Current 6 mos Year End Adopted Budget Account Title Actual Budget Budget Actual Estimate Budget % Of Change INFORMATION MANAGEMENT Account Number PERSONAL SERVICES 100 51450 110 Salaries 75,647$ 78,344$ 78,344$ 37,029$ 78,344$ 82,664$ 5.51% 100 51450 120 Hourly Wages 41,745 50,893 50,893 20,467 50,893 62,266 22.35% 100 51450 125 Overtime Wages 74 0 0 0 0 0 0.00% 100 51450 150 FICA 8,582 9,887 9,887 4,181 9,887 11,087 12.14% 100 51450 151 Retirement 8,138 8,982 8,982 770 8,982 10,435 16.18% 100 51450 152 Health, Dental, DIB, Life & Wks Comp Ins 32,977 38,022 38,022 17,384 38,022 40,320 6.04% 100 51450 190 Training 2,215 3,500 3,500 135 3,500 3,500 0.00% Subtotal 169,377 189,628 189,628 79,966 189,628 210,272 10.89% CONTRACTUAL SERVICES 100 51450 212 Seminars and Conferences 2,112 3,000 3,000 286 3,000 4,000 33.33% 100 51450 215 Consulting 13,856 10,000 10,000 0 10,000 10,000 0.00% 100 51450 218 Cell/Radio 1,582 2,384 2,384 1,178 2,384 2,304 -3.36% 100 51450 219 Data 0 7,200 7,200 2,102 7,200 7,200 0.00% 100 51450 240 Equipment Maintenance 0 0 0 0 0 0 0.00% 100 51450 290 Other Contractual Services 26,065 43,352 56,232 14,013 40,000 43,471 0.27% Subtotal 43,615 65,936 78,816 17,580 62,584 66,975 1.58% SUPPLIES AND EXPENSE 100 51450 310 Office Supplies 317 490 490 11 490 500 2.04% 100 51450 320 Memberships/Subscriptions 150 150 150 150 150 1,145 663.33% 100 51450 330 Mileage Reimbursement 121 220 220 14 220 280 27.27% 100 51450 340 Operating Supplies 21,110 29,218 32,018 14,271 32,000 35,668 22.08% Subtotal 21,698 30,078 32,878 14,445 32,860 37,593 24.99% CAPITAL OUTLAY 100 51450 811 Capital Equipment 71,334 80,000 80,000 60,000 80,000 165,000 106.25% Subtotal 71,334 80,000 80,000 60,000 80,000 165,000 106.25% TOTAL 306,023$ 365,642$ 381,322$ 171,992$ 365,072$ 479,840$ 31.23% 52 RETURN TO TABLE OF CONTENTS Sustainability Programming Program Full Time Equivalents: 0.0 Program Mission: The sustainability commission is established to explore sustainability initiatives that can be implemented in the City, with the ultimate goal of providing a more sustainable, livable, and healthy community. List of Program Service(s) Descriptions: 1) Citizen Contact – Provide a forum for addressing public concerns related to sustainable policies and practices. 2) Sustainable Projects – Work on sustainability related projects as directed by City Council and City Manager. 3) Identify and recommend sustainable policies and programs to the City Council for consideration. Important Outputs: 1) The Commission meets monthly to discuss sustainability initiatives. Expected Outcomes: 1) Provide formal discussions to discuss sustainable initiatives to promote a more sustainable, livable, and healthy community. 2026 Performance Measures (July 2025 – June 2026): 1) Provide at least one (1) educational sustainability initiative program that impacts the community. 2025 Performance Measures (July 2024 – June 2025): 1) Provide at least one (1) educational sustainability initiative program that impacts the community. This was met by getting approval to install pollinator gardens at City parks abutting the City urban orchards. This is a continued initiative to promote planned natural landscaping. The adopt-a-drain program was also implemented to promote education and outreach about pollutants entering our waterways. 53 RETURN TO TABLE OF CONTENTS Significant Program Achievements: 1) Approval for pollinator garden installation at City parks abutting urban orchards. 2) Attended farmer’s market to promote sustainable practices. 3) Implemented food waste composting service reimbursement program with City residents that utilize private composting services. 4) Implemented the adopt-a-drain program. Existing program Standards Including Importance to Community: 1) Conduct a regular meeting of the Sustainability Commission on the first Tuesday after the first Council meeting every month. a. Community Importance i. Allows actions required or requested on behalf of the community to be acted upon in a timely manner. ii. Establishes a routine schedule for community involvement. Costs and Benefits of Program and Services: The adopted 2026 Sustainability Programming budget is $26,700. The program benefits the community by providing citizens the opportunity to have input regarding sustainable initiatives to promote a more sustainable, livable, and healthy community. This program also develops policies and practices pertaining to sustainable initiatives. 2026 Program Objectives: 1) Install pollinator gardens at City parks. 2) Further promote the adopt-a-drain program. 2026 Budget Significant Expenditure Changes: 1) Seminars and Conferences of $1,000 to provide funding for the Commissioners to attend various seminars or conferences pertaining to sustainability. 2) Consulting of $12,000 is for the compost reimbursement program and general consulting services. 3) No Capital Equipment requested. 54 RETURN TO TABLE OF CONTENTS City of De Pere 2026 General Fund Adopted Budget EXPENDITURES 2024 2025 2025 2025 2025 2026 2026 / 2025 Year End Adopted Current 6 mos Year End Adopted Budget Account Title Actual Budget Budget Actual Estimate Budget % Of Change SUSTAINABILITY PROGRAMMING Account Number CONTRACTUAL SERVICES 100 51460 211 Postage 316$ 500$ 500$ 0$ 500$ 500$ 0.00% 100 51460 212 Seminars and Conferences 0 1,000 1,000 0 1,000 1,000 0.00% 100 51460 215 Consulting 5,024 12,000 16,977 2,070 16,977 12,000 0.00% Subtotal 5,339 13,500 18,477 2,070 18,477 13,500 0.00% SUPPLIES AND EXPENSE 100 51460 310 Office Supplies 891 3,000 5,000 890 5,000 3,000 0.00% 100 51460 315 Publications 0 0 0 0 0 0 0.00% 100 51460 320 Memberships/Subscriptions 0 0 0 0 0 0 0.00% 100 51460 330 Mileage Reimbursement 0 200 200 0 200 200 0.00% 100 51460 340 Operating Supplies 67 10,000 19,933 308 19,933 10,000 0.00% Subtotal 958 13,200 25,133 1,198 25,133 13,200 0.00% CAPITAL OUTLAY 100 51460 810 Capital Equipment 0 0 0 0 0 0 0.00% Subtotal 0 0 0 0 0 0 0.00% TOTAL 6,297$ 26,700$ 43,609$ 3,268$ 43,610$ 26,700$ 0.00% 55 RETURN TO TABLE OF CONTENTS Finance Department Program Full Time Equivalents: 1.27 Program Mission: To direct the maintenance of the municipal accounting system and the procedures governing receipt and expenditure of municipal funds as well as plan, organize, control, direct, and evaluate the work of staff involved with various fiscal activities. The Finance Department also ensures that City funds are invested to optimize return in accordance with state statutes. List of Program Service(s) Descriptions: 1) Budget Management – Assist Elected Officials and City Manager in establishing and evaluating performance of City budgets and developing financial strategies compatible with overall needs of City. 2) Adherence to Internal Control Policies – Implement and monitor departmental adherence to City internal controls to safeguard and maximize the use of City resources. 3) Financial Reporting – Prepare financial reports in adherence to generally accepted accounting principles (GAAP) and state statutes that fairly state the City’s financial position useful to both internal and external users. 4) Investment Recordkeeping – Invest and account for City funds to provide the maximum return in accordance with state statutes. Important Outputs: 1) Preparation of Annual Budget –Activity funded by property tax. The Annual Budget provides funding for all municipal services and activities. 2) Daily Financial Reports – Activity funded by property tax. Authorized users can review activity in relation to the Annual Budget to ensure that City resources are collected and spent to comply with the Council-approved budget. 3) Annual Financial Reports – Activity funded by property tax. Taxpayers and financial consultants can review the Annual Financial Report that accurately discloses the City’s financial position and annual operating revenue and expense detail to determine the City’s financial strength to provide future goods and services for the community. 4) Tax and Investment Revenues – Activity funded by property tax. Property taxes are collected and invested in compliance with state statutes and Council-approved financial institutions to provide the safest and maximum return on available financial resources. These revenues secure funding for municipal services and activities. 56 RETURN TO TABLE OF CONTENTS Expected Outcomes: 1) Maintain timely budget reports that accurately reflect adherence to current City Council spending directives and prior financial results. 2) Maintain financial data available to all authorized users of City’s financial systems to assist them in reviewing compliance with applicable internal controls. 3) Maintain timely and accurate annual financial reports to assist internal and external users in evaluating historical data to assist in future decision-making processes. 2026 Performance Measures (July 2025 – June 2026): 1) Implementation of Commercial Rewards credit card, replacing the current program by the end of the year. 2) Complete a needs assessment and issue an RFP for new ERP software by June 2026. 2025 Performance Measurement Data (July 2024 – June 2025): 1) Continue to emphasize the use of City owned credit cards to increase the City’s rebate by 5%. a. Result: Earned $3,575 in rebates over this time frame which was approximately the same as the prior year. Significant Program Achievements: 1) Completed the payroll backpay for Fire Dept. for 2022-2025. 2) Completed the payroll backpay for the Police Dept. for 2024-2025. 3) Implemented Budget Amendment Process so departments can more readily track their true budget. Existing Program Standards Including Importance to Community: 1) Prepare timely budget reports in accordance with generally accepted accounting principles. a. Community Importance. i. Allows financial actions required or requested on behalf of the community to be acted upon in a timely manner. ii. Establishes a routine schedule for community involvement. 57 RETURN TO TABLE OF CONTENTS 2) Provide Financial Data to Internal Users of City’s financial system daily. a. Community Importance. i. Provides the financial system that allows anyone in the community an opportunity to provide or purchase services to or from the City on an immediate basis. ii. Provides the municipality with the ability to respond to community inquiries regarding financial information daily. 3) Prepare annual financial reports in accordance with generally accepted accounting principles. a. Community Importance. i. Provides an accurate, reliable financial report that the community can rely upon to ensure that their resources through their payment of taxes or user fees are properly spent or safeguarded according to their elected officials’ directives. Costs and Benefits of Program and Services: The adopted 2026 Finance Department program cost is $268,864. The program benefits the community by providing citizens with timely financial data and reports that indicate the City resources are spent in accordance with elected official directives and are safeguarded against any unauthorized use or disposition. The program also invests City funds in compliance with state statutes. 2026 Budget Significant Expenditure Changes: 1) Salaries increased $57,557 due to eligible step increases, cost of living adjustment (COLA) and the addition in mid-2025 of an Assistant Finance Director, of which half the cost is accounted for in this department. 2) FICA increased $4,457 due to wage increases, as well as the addition of the new position. 3) Retirement increased to $4,406 due to wage increases, including the new position, and a retirement contribution rate increase. 4) Health, Dental, DIB, Life & Wks Cmp Ins increased $16,662 due to a increase in health and dental insurance premiums, and the addition of the new position. 5) Training includes $500 for Finance/Clerk department team building. 6) Telephone decreased $2,400 due to the reallocation of these expensees to the City Hall budget. 7) Seminars and conferences budget of $3,310 includes Wisconsin Government Finance Officers Association (WGFOA) conference registrations and hotels, one out of state Government Finance Officers Association (GFOA) conference, PayrollOrg meetings and other governmental accounting training courses. This is an increase of $2,000. 8) Consulting includes INCODE software annual maintenance fees ($12,180) and Seamless Docs ($20,560). 58 RETURN TO TABLE OF CONTENTS 9) Memberships and Subscriptions includes GFOA ($500), two WGFOA memberships ($50), Municipal Treasurers Association of Wisconsin (MTAW) ($60), and PayrollOrg ($55). This is an increase of $300. 10) Mileage reimbursement increased $540 for the seminars and conferences listed above, which includes one national conference that has previously not been budgeted for. 59 RETURN TO TABLE OF CONTENTS City of De Pere 2026 General Fund Adopted Budget EXPENDITURES 2024 2025 2025 2025 2025 2026 2026 / 2025 Year End Adopted Current 6 mos Year End Adopted Budget Account Title Actual Budget Budget Actual Estimate Budget % Of Change FINANCE Account Number PERSONAL SERVICES 100 51500 110 Salaries 58,896$ 61,205$ 61,205$ 28,929$ 84,640$ 118,762$ 94.04% 100 51500 120 Hourly Wages 22,880 23,393 23,393 11,058 23,392 24,092 2.99% 100 51500 125 Overtime Wages 0 0 0 0 0 0 0.00% 100 51500 150 FICA 6,179 6,472 6,472 3,036 8,264 10,928 68.86% 100 51500 151 Retirement 5,665 5,880 5,880 2,345 7,508 10,285 74.94% 100 51500 152 Health, Dental, DIB, Life & Wks Cmp Ins 12,864 13,239 13,239 6,682 17,400 29,901 125.86% 100 51500 190 Training 0 500 500 0 500 500 0.00% Subtotal 106,483 110,688 110,688 52,051 141,705 194,469 75.69% CONTRACTUAL SERVICES 100 51500 210 Telephone 1,872 2,400 2,400 (102) (102) 0 -100.00% 100 51500 212 Seminars and Conferences 1,010 1,310 1,310 384 1,034 3,310 152.67% 100 51500 215 Consulting 52,745 34,760 34,760 1,988 35,060 32,740 -5.81% 100 51500 218 Cell/Radio 480 480 480 240 480 480 0.00% 100 51500 219 Auditing 29,321 34,000 34,000 24,068 33,934 35,500 4.41% Subtotal 85,429 72,950 72,950 26,578 70,406 72,030 -1.26% SUPPLIES AND EXPENSE 100 51500 310 Office Supplies 1,950 300 300 0 100 300 0.00% 100 51500 320 Memberships/Subscriptions 365 365 365 140 365 665 82.19% 100 51500 330 Mileage Reimbursement 744 860 860 207 510 1,400 62.79% Subtotal 3,059 1,525 1,525 347 975 2,365 55.08% CAPITAL OUTLAY 100 51500 811 Capital Equipment 0 0 60,000 0 60,000 0 0.00% Subtotal 0 0 60,000 0 60,000 0 0.00% TOTAL 194,971$ 185,163$ 245,163$ 78,976$ 273,086$ 268,864$ 45.20% 60 RETURN TO TABLE OF CONTENTS Assessor Program Full Time Equivalents: 0.10 Program Mission: Create and maintain equitable and uniform valuations of real property for assessment purposes (personal property is exempted effective January 1, 2024 pursuant to 2023 Wisconsin Act 12). List of Program Service(s) Descriptions: 1) Property Owner Contact - Answer assessment questions and provide assessment information to property owners, appraisers, realtors etc. 2) Residential/Commercial Property Assessment – Wisconsin Statutes, Chapter 70 requires that new construction be physically inspected, listed and measured after the assessment date of January 1st on an annual basis. Building permits are reviewed from the prior year and uniform and equitable property values are established for new and altered structures to be used as a base for tax purposes. 3) Manufacturing Assessment – Provide building permit and sales information of industrial properties to the State of Wisconsin, Department of Revenue to assist in the establishment of uniform and equitable property values. 4) Open Book / Board of Review - Informational open book hearings are held on an annual basis to assist the general public in understanding assessment procedures and property values. Board of Review meetings are held on an annual basis as per Wisconsin State Statute to afford property owners the opportunity to contest property values established by the assessor. Important Outputs: 1) Uniform Residential/Commercial Property Values – The assessor’s office, funded by property tax, meets Wisconsin State Statute requirements to have an appointed statutory assessor establish and maintain uniform and equitable assessments. Equitable assessments benefit the community in assuring that property owners will pay their fair share of taxes. Expected Outcomes: 1) The establishment of uniform and equitable assessments for real property provides community value in maintaining and ensuring fair taxation of all residential, commercial, and industrial property owners along with businesses subject to personal property taxation. 61 RETURN TO TABLE OF CONTENTS 2) Open Book and Board of Review hearings (required by Wisconsin State Statute) are held to provide property owners an opportunity to challenge their property’s assessed value and to solicit adjustments when compared to similar properties thus ensuring fair taxation. 3) Increase the knowledge of the general public on assessment procedures through increased property owner contacts via office, phone and city web site that is funded by property tax. 2026 Performance Measures: 1) Provide 100% computer exemption reports to Department of Revenue by May 1, 2026. 2) Efficiently review and revise 100% of all parcel splits, combinations, new subdivisions, and name changes on work roll by April 1, 2026. 3) Successfully submit 100% of final real estate value reports to Department of Revenue by second Monday in June. 2025 Performance Measurement Data (July 2024 – June 2025): 1) Provide computer exemption reports to Department of Revenue by May 1, 2025. a. Result: 100% of computer exemption reports were provided to Department of Revenue by May 1, 2025. 2) Review and revise parcel splits, combinations, new subdivisions, and name changes on work roll by April 1, 2025. a. Result: 100% of parcel splits, combinations, new subdivisions, and name changes were reviewed and revised by April 1, 2025. 3) Successfully submit 100% of final real estate value reports to Department of Revenue by second Monday in June. a. Result: 100% of real estate value reports were submitted to the Department of Revenue by June 9, 2025. Significant Program Achievements: 1) Updated educational assessment information placed on City of De Pere website. 2) Determined timely partial assessments on January 5, 2025. 3) Provided building permit applications to Accurate Appraisal LLC via computer. 4) Worked closely with Accurate Appraisal LLC and general public answering property/construction valuation questions. 5) Open Book meeting was held in-person on April 30 and May 1, 2025; telephonic appointments were available through May 28, 2025. 6) Board of Review was held on June 5, 2025. 62 RETURN TO TABLE OF CONTENTS Existing Program Standards Including Importance to Community: 1) Conduct an annual open book assessment review hearing. a. Community Importance i. Provides the opportunity for property owners to review assessments and become educated on statutory assessment procedures. Annual meeting encourages community involvement in assessment reviews. 2) Conduct an annual Board of Review meeting. a. Community Importance i. Annual meeting provides the opportunity for property owners to legally challenge their assessments pursuant to Wisconsin State Statute and encourages property owner involvement in property valuation challenges. Costs and Benefits of Program and Services: The 2026 Assessor budget is $106,532. The program benefits the community by providing citizens with the opportunity to discuss, offer input, and challenge property values in the community. The program also benefits the community by providing uniform and equitable assessment methodology. 2026 Significant Budget Expenditure Changes: 1) Hourly Wages increased $381 due to eligible step increases and cost of living adjustment (COLA). 2) FICA increased $32 due wage increases. 3) Retirement increased $47 due to wage increase and retirement contribution rate increase. 4) Telephone decreased $1,500 due to a reallocation of these expenses to the City Hall budget. 5) Consulting includes $19,580 attributable to the Wisconsin Department of Revenue fee for assessing manufacturing properties (average 10% increase per year over past 4 years), $78,000 for a one-year extension with Accurate Appraisal’s assessment contract, and $500 for stipends paid to Board of Review members and meeting publication costs. 63 RETURN TO TABLE OF CONTENTS City of De Pere 2026 General Fund Adopted Budget EXPENDITURES 2024 2025 2025 2025 2025 2026 2026 / 2025 Year End Adopted Current 6 mos Year End Adopted Budget Account Title Actual Budget Budget Actual Estimate Budget % Of Change ASSESSOR Account Number PERSONAL SERVICES 100 51530 120 Hourly Wages 1,438$ 6,766$ 6,766$ 2,911$ 6,766$ 7,147$ 5.63% 100 51530 125 Overtime Wages 2 50 50 0 50 50 0.00% 100 51530 150 FICA 100 521 521 223 521 551 5.59% 100 51530 151 Retirement 99 474 474 202 474 518 9.39% 100 51530 152 Health, Dental, DIB, Life & Wks Cmp Ins 1,436 35 35 14 35 36 2.86% 100 51530 190 Training 0 0 0 0 0 0 0.00% Subtotal 3,075 7,846 7,846 3,350 7,846 8,302 5.81% CONTRACTUAL SERVICES 100 51530 210 Telephone 975 1,500 1,500 0 1,500 0 -100.00% 100 51530 212 Seminars and Conferences 0 0 0 0 0 0 0.00% 100 51530 215 Consulting 91,516 90,300 90,300 72,148 89,300 98,080 8.62% 100 51530 290 Other Contractual Services 0 0 0 0 0 0.00% Subtotal 92,491 91,800 91,800 72,148 90,800 98,080 6.84% SUPPLIES AND EXPENSE 100 51530 310 Office Supplies 0 150 150 0 50 150 0.00% 100 51530 320 Memberships/Subscriptions 0 0 0 0 0 0 0.00% 100 51530 330 Mileage Reimbursement 0 0 0 0 0 0 0.00% Subtotal 0 150 150 0 50 150 0.00% CAPITAL OUTLAY 100 51530 811 Capital Equipment 0 0 0 0 0 0 0.00% Subtotal 0 0 0 0 0 0 0.00% TOTAL 95,566$ 99,796$ 99,796$ 75,498$ 98,696$ 106,532$ 6.75% 64 RETURN TO TABLE OF CONTENTS City Hall Program Full Time Equivalents: 0.15 Program Mission: This program provides funding for the maintenance and operations of the City Hall facility. List of Program Service(s) Descriptions: 1) Preventative maintenance on HVAC – Building Maintenance staff work cooperatively with outside contractor to inspect all HVAC equipment twice/year to ensure maximum efficiency is met. 2) Repairs and maintenance to buildings and grounds – Building Maintenance staff conduct repairs and maintenance on “as needed” basis throughout the building. Important Outputs: 1) Preventative maintenance on all HVAC units and equipment in City Hall – Funded by property tax and ensures the life expectancy is maximized of all HVAC equipment. 2) Repairs performed on all building equipment or infrastructure – Funded by property tax and ensures City Hall is kept in good working order, safe, and aesthetic. 3) Manual labor assistance – Funded by property tax and provides assistance to departments based out of City Hall for general office care tasks including assembly, removals, reorganizing, or troubleshooting equipment or building related items. 4) Regular scheduled cleaning of City Hall – Funded by property tax and ensures regular cleaning of facility is done to ensure the facility is sanitary and safe. Expected Outcomes: 1) Maintain comfortable work climate throughout City Hall. 2) Maintain efficiency of all HVAC equipment. 3) Maintain clean and sanitary work environment. 65 RETURN TO TABLE OF CONTENTS 2026 Performance Measures (July 2025 – June 2026): 1) Reduce energy used for both electric and gas by 1% through improvements in energy efficiencies. 2025 Performance Measurement Data (July 2024 – June 2025): 1) Reduce energy use by 1% through improvements in energy efficiencies. a. Result: 2024 total electrical use = 650,495 kWh. 2025 total electrical use = 609,827 kWh. This is a decrease of 40,668 kWh or 6.25%. The performance measure for electricity use was met. 2024 gas use = 35,219.0 Therms. 2025 gas use = 33,134.2 Therms. This is a decrease of 2,084.8 Therms or 5.92%. The performance measure for gas use was met. Significant Program Achievements: 1) Design and remodel 1st Floor offices and replace the office furniture to increase space for new employees. 2) Replace the Municipal Court office furniture. 3) Replace the control board for the Roof Top Air handler. 4) Replace all existing light fixtures on 2nd floor to LED fixtures with dimmers. Existing program Standards Including Importance to Community: 1) Conduct yearly preventative maintenance on air conditioning and heating units. a. Community Importance i. Ensures HVAC equipment runs as efficiently as possible, reduces the amount of repairs, and maximizes the life expectancy of the equipment. 2) Regular scheduled cleaning of City Hall. a. Community Importance i. Ensures a clean and sanitary building that is open for large amounts of public use. Costs and Benefits of Program and Services: The adopted 2026 City Hall program budget is $149,236. The program benefits the community by providing a clean, safe, and efficiently run building designed to be the headquarters of the City’s operations. 66 RETURN TO TABLE OF CONTENTS 2026 Budget Significant Expenditure Changes: 1) Health, Dental, DIB, Life & Wks Cmp Ins decreased $276 to reflect change in allocation for building maintenance wages. 2) Telephone increased $304 due to a reallocation of these expenses to this account from other departments within City Hall. 3) Consulting decreased $10,000 to reflect actual costs of not utilizing a consultant for landscaping services. Consulting includes $10,000 for green roof landscaping and HVAC services. 4) Repairs and Maintenance increased $2,000 for general miscellaneous repairs previously budgeted in the Capital Equipment account. 5) Memberships/Subscriptions includes $240 for OptiSigns signage software platform subscription. 67 RETURN TO TABLE OF CONTENTS City of De Pere 2026 General Fund Adopted Budget EXPENDITURES 2024 2025 2025 2025 2025 2026 2026 / 2025 Year End Adopted Current 6 mos Year End Adopted Budget Account Title Actual Budget Budget Actual Estimate Budget % Of Change CITY HALL Account Number PERSONAL SERVICES 100 51600 120 Hourly Wages 26,020$ 13,818$ 13,818$ 8,806$ 13,818$ 13,447$ -2.68% 100 51600 125 Overtime Wages 336 0 0 0 0 0 0.00% 100 51600 126 Seasonal Labor 0 0 0 0 0 0 0.00% 100 51600 150 FICA 1,943 1,057 1,057 643 1,057 1,029 -2.68% 100 51600 151 Retirement 1,862 960 960 511 960 968 0.82% 100 51600 152 Health, Dental, DIB, Life & Wks Cmp Ins 6,478 4,596 4,596 2,435 4,596 4,320 -6.01% Subtotal 36,639 20,431 20,431 12,395 20,431 19,764 -3.27% CONTRACTUAL SERVICES 100 51600 210 Telephone 1,261 1,900 1,900 3,843 3,843 2,204 15.98% 100 51600 215 Consulting 7,792 20,000 20,000 2,381 20,000 10,000 -50.00% 100 51600 217 Cleaning Service Contract 15,950 21,744 21,744 11,169 21,744 22,396 3.00% 100 51600 220 Utilities 58,325 58,300 58,300 28,254 58,300 60,632 4.00% Subtotal 83,328 101,944 101,944 45,646 103,887 95,232 -6.58% SUPPLIES AND EXPENSE 100 51600 314 Repairs and Maintenance 12,103 20,000 20,000 11,277 20,000 22,000 10.00% 100 51600 320 Memberships/Subscriptions 243 240 240 0 240 240 0.00% 100 51600 340 Operating Supplies 9,637 12,000 12,000 4,292 12,000 12,000 0.00% Subtotal 21,983 32,240 32,240 15,569 32,240 34,240 6.20% CAPITAL OUTLAY 100 51600 810 Capital Equipment 10,404 10,000 10,000 0 10,000 0 -100.00% Subtotal 10,404 10,000 10,000 0 10,000 0 -100.00% TOTAL 152,354$ 164,615$ 164,615$ 73,610$ 166,558$ 149,236$ -9.34% 68 RETURN TO TABLE OF CONTENTS Other General Government Program Mission: This program provides funding for non-collectables, general fund property and liability insurances, sundry, and employee performance and bonus pay program. Costs and Benefits of Program and Services: The adopted 2026 Budget for the Other General Government program cost is $616,484. 2026 Budget Significant Expenditure Changes: 1) Outside Services increased $5,435. This account includes $6,000 for the copier leases for 1st and 2nd floor of City Hall. It also includes $4,075 for the Other Post-Employment Benefits (OPEB) valuation that is required every other year. 2) Office Supplies was a new account in 2025. The budget decreased by $1,000 based on the 2025 estimated costs. 3) Memberships/Subscriptions includes $780 for the City’s Amazon Prime membership and $240 for Gannett for an online subscription to the Green Bay Press Gazette. 4) Repair and Maintenance Supplies increased $200,000 as we work to complete some of the repairs needed as part of the 2024 ADA audit. 5) Property and Liability decreased $338,500 due to a proposed change in carriers. 6) Transfer Out decreased $32,297 and covers the negative fund balance for the Cable Fund. 7) Reserved Wage & Benefit Funds decreased $570,509 due to the settlement of collective bargaining agreements. 69 RETURN TO TABLE OF CONTENTS City of De Pere 2026 General Fund Adopted Budget EXPENDITURES 2024 2025 2025 2025 2025 2026 2026 / 2025 Year End Adopted Current 6 mos Year End Adopted Budget Account Title Actual Budget Budget Actual Estimate Budget % Of Change OTHER GENERAL GOVERNMENT Account Number CONTRACTUAL SERVICES 100 51901 211 Postage 0$ 12,850$ 12,850$ 4,719$ 11,000$ 12,500$ -2.72% 100 51901 215 Outside Services 0 4,640 4,640 4,614 6,815 10,075 117.13% Subtotal 0 17,490 17,490 9,334 17,815 22,575 29.07% SUPPLIES AND EXPENSE 100 51901 310 Office Supplies 0 6,000 6,000 2,281 5,000 5,000 -16.67% 100 51901 320 Memberships/Subscriptions 0 1,540 1,540 179 958 1,020 -33.77% 100 51900 350 Repair and Maintenance Supplies 0 0 0 0 0 200,000 100.00% Subtotal 0 7,540 7,540 2,460 5,958 206,020 2632.36% GENERAL INSURANCES 100 51901 510 Property and Liability 118,360 641,000 641,000 286,382 567,500 302,500 -52.81% 100 51901 524 Sundry Unclassified 44,645 25,000 25,000 8,141 25,000 25,000 0.00% Subtotal 163,006 666,000 666,000 294,524 592,500 327,500 -50.83% GRANTS, CONTRIBUTIONS, INDEM 100 51901 710 Illegal Taxes/Refunds Uncollectables 4,862 7,000 7,000 4,502 5,220 7,000 0.00% Subtotal 4,862 7,000 7,000 4,502 5,220 7,000 0.00% COST REALLOCATIONS 100 50000 592 Transfer Out 0 36,745 36,745 0 35,088 4,448 -87.89% 100 51901 900 Contingency fund 0 0 0 0 0 0 0.00% 100 51901 901 Employee Performance & Bonus Pay (112) 37,412 37,412 (24) 37,412 38,721 3.50% 100 51901 911 Reserved Wage and Benefit Funds 0 580,729 580,729 0 580,729 10,220 -98.24% Subtotal (112) 654,886 654,886 (24) 653,229 53,389 -91.85% TOTAL 167,756$ 1,352,916$ 1,352,916$ 310,795$ 1,274,722$ 616,484$ -54.43% 70 RETURN TO TABLE OF CONTENTS Health Department Program Full Time Equivalents: 4.95 Program Mission: The mission of the Health Department is to protect and promote public health across the lifespan through education, policy development and valued services. List of Program Service(s) Descriptions: 1) Public Health Education and Nursing –Promote and protect the health of populations using knowledge from nursing, social, and public health sciences. Apply nursing and public health principles to assess, develop, implement, and evaluate public health programs and services for individuals, families, and the community. 2) Public Health Sanitarian – Provide environmental health services to ensure the health and safety of the community. Provide weights and measures inspection services as required of municipalities by state statute. Important Outputs: 1) Maternal child & family health programming/services – Activity funded by tax levy and grant funding. Maternal child health programming is required by state statute. Services include but are not limited to community planning for coordination of service delivery, education to groups and individuals regarding development and health issues. 2) Chronic disease and injury prevention programming/services: Activities funded by tax levy and grant funding. The assurance of injury prevention programming required by state statute. The benefit to the residents is to ensure the safety of individual children and prevent injuries and fatalities. 3) Communicable Disease Control and Prevention– This service includes immunization services as well as communicable disease follow up. These activities are funded by tax levy, grants, and fee for service revenue. Childhood immunization programming is required by state statute. Communicable disease programming is required by state statute. 4) Public Health Preparedness – This program is funded by grant dollars and tax levy. Preparedness response activities are required by state statute. This program benefits the community by ensuring the health department’s ability to respond to urgent public health matters and support the City’s Emergency Response. 5) Community Health Assessment/Improvement Planning – Time and effort is funded by tax levy and is required by state statute. Together with community partners, conduct assessment of leading health data indicators, choose priorities to focus efforts on and develop evidence-based community strategies to achieve measurable outcomes. 71 RETURN TO TABLE OF CONTENTS 6) Resident Complaint Investigation and Resolution – Activity funded by tax levy. Human health hazards investigation and resolution required by state statute and city ordinances. 7) Weights and Measure Inspections – Activity funded by program revenue. State statute requires municipalities to permit and inspect all businesses for compliance with weights and measures equipment ensuring consumer protection for weights and measures devices. 8) Establishment Licensing and Inspections (Department of Health Services and Department of Agriculture and Consumer Protection) – Activity funded by program revenue and tax levy. The agent contract for the City of De Pere provides licensing and inspections for all restaurants, temporary restaurants, hotel/motels, campgrounds, swimming pools, spas, tattoo & body piercing, school kitchens, recreational education camp establishments and temporary/permanent retail establishments. 9) Rabies Prevention and Control – Activity funded by tax levy and limited grant funds when available. Follow-up is completed on all reported animal bites and exposures as required by state statute and city ordinance for the victim of the bite and the offending animal. This includes laboratory analysis services for appropriate specimens based on the most current public health recommendations. Benefit to the community is the protection of potential rabies exposures. 10) Childhood Lead Poisoning Prevention – Activity funded by grant funding and tax levy. Blood lead levels of children are monitored, and follow-up is provided to all families of children with elevated levels as required by state statute. Public education on lead is also provided. 11) Public Health Education – Activity funded by tax levy and grant funding. Education is provided to residents in a variety of ways including direct mailings to households, monthly articles, city-wide newsletter contributions, social media, up-to-date website, channel 4 contributions, educational presentations in the community, press releases, media interviews and individual education. 12) Radon Testing Program – Activity is funded by program revenue. Kits are provided to city residents at a nominal fee to allow residents access to test kits and education. Expected Outcomes: 1) Avert vaccine preventable disease by assuring vaccine coverage rates are maintained and/or increased in select population cohorts. 2) Conduct surveillance, investigation and institute public health control measures for all suspect, probable and confirmed cases of communicable disease within the City of De Pere. 3) Prevent illness through the assurance of establishment compliance with food safety, environmental and hygiene standards. 72 RETURN TO TABLE OF CONTENTS 2026 Performance Measures (July 2025 – June 2026): 1) In accordance with WI DHS benchmarks, conduct personalized reminder/recall activities for children that are behind schedule monthly provide to achieve an 82% city-wide immunization rate of 4 DtaP, 3 Polio, 1 MMR, 3 Hib, 3 Hepatitis B, 4 Pneumococcal and 1 varicella for De Pere children turning 24 months. 2) Health Department nursing staff will initiate the investigation of 100% of suspect, probable and confirmed cases of illness and disease within 72 hours in accordance with state statute. 3) Conduct education and follow-up to assure that food establishments are compliant with the state/local laws. a. 100% of licensed establishments will be inspected at least once annually as required by the DATCP Agent Contract. b. Re-inspections will be conducted as necessary to verify compliance. c. Establishment complaint investigation will be initiated within 72 hours of receipt. 2025 Performance Measurement Data (July 2024 – June 2025): 1) Conduct personalized reminder/recall activities for children that are behind schedule monthly provide to achieve an 80% city-wide immunization rate of 4 DtaP, 3 Polio, 1 MMR, 3 Hib, 3 Hepatitis B, 4 Pneumococcal and 1 varicella for De Pere children turning 24 months. a. Result: The immunization rate for this age group is at 83% by 24 months of age (this includes those children who were late up to date). 2) Health Department nursing staff will initiate the investigation of 100% of reported suspect, probable and confirmed cases of illness and disease within 72 hours in accordance with state statute. a. Result: Health department staff have initiated investigation of all disease reports within 72 hours. 3) Conduct education and follow-up to assure that food establishments are compliant with the state/local laws. a. Result: 100% of licensed establishments will be inspected at least once annually as required by the DATCP Agent Contract. b. Result: 100% of re-inspections were conducted in accordance with department procedures to verify compliance. c. Result: 100% of establishment investigations complaints were initiated within 72 hours. Significant Program Achievements: Level III Health Department (May 2025): The De Pere Health Department, for the first time ever, has been certified as a level III health department. This is the highest-level designation in the state of Wisconsin. De Pere Health Department was evaluated in April 2025 by the Wisconsin Department of Health Services (DHS) Division of Public Health (DPH) and has successfully met the 73 RETURN TO TABLE OF CONTENTS additional level III requirements contained in Wis. Admin. Code s. 140.05 for workforce development, quality improvement, and performance management; a focus on social determinants of health; expertise in population health; and acting as the community health strategist. This determination was communicated on May 15th, 2025. The next review is anticipated in 2030. State Required Community Health Assessment/Health Improvement Plan (January 2025): This collaborative comprehensive health improvement plan has been completed and published for the current three-year timeframe (2025-2027). This newly launched plan can be found published on the De Pere Health Department website. For the current cycle, the health priorities that we will be focusing on with Brown County Health Department, Oneida Nation, Health Systems and community partners are: Safe and Affordable Housing, Pathways to Healthcare, and Mental Health and Substance Use. Social Connectedness/Community Engagement (Fall 2024):  The mural on George Street was completed and unveiled in September! This was a collaborative project with Definitely De Pere and tied into the Beyond Health Community Health Improvement Plan strategy 2.1, with the theme, Belonging Begins Here. Thank you to artist, Beau Thomas, (and every artist who submitted designs), and all of the community members that voted and engaged with the health department online and at the in-person events. A special thanks to the Maternal and Child Health Block Grant for funding this project, and Saks Holdings for the use of their building facade. This project also won a Wisconsin Main Street award in 2025 for its positive impact on community connections!  The health department collaborated with SNC Health & Wellness Center to host Dr. Carol Bruess on campus. Carol’s micro workshop for the community focused on how the COVID pandemic accelerated the epidemic of loneliness and isolation impacting both physical and mental health. As a relationship expert, she engaged with an audience of over 120 people to discuss how to make small changes in daily interactions that ultimately will enhance feelings of joy, improve physical health, and flourishing of the entire community. The evaluations from this event were extremely positive with great suggestions for future events.  The health department collaborated with the Mulva Cultural Center to host a documentary screening of “Join or Die” highlighting the importance civic engagement and the benefits to the health of individuals, families and communities. After the documentary, guests were invited to an onsite joining fair where more than 18 civic organizations were present to engage with participants on their organization mission and membership information. Over 124 community members participated in this community event and the evaluations were overwhelmingly positive. Existing Program Standards Including Importance to Community: Public Health Departments have a fundamental responsibility to provide public health protection and services twenty-four hours a day, seven days a week. The Foundational Public Health Services Framework describes the unique responsibilities of governmental public health and defines a standard set of services and capabilities 74 RETURN TO TABLE OF CONTENTS including preventing the spread of communicable disease; ensuring food, air, and water quality are safe; supporting maternal and child health; improving access to clinical care services; and preventing chronic disease and injury. In addition, public health departments provide local protection and services specific to their community’s needs. Costs and Benefits of Program and Services: The adopted 2026 Health Department total program cost is $759,446. The local tax levy portion of the budget is projected at $546,801, with $212,645 being funded by grants and program revenue (72% tax levy, 28% program revenue, grants). It is estimated that every dollar spent on community prevention saves $5.60 (American Public Health Association). Investing early and wisely in both clinical and community preventive services is essential if we are to successfully address the leading causes of death and disability, namely, chronic diseases and their risk factors. Essential public health services ensure the public’s safety. The investment in primary prevention programming and services decreases chronic disease and increases the quality of life for those who live, work and play in the City of De Pere. 2026 Budget Significant Expenditure Changes: 1) Hourly wages increased $3,245 due to eligible step increases and cost of living adjustment (COLA) 2) Retirement increased $2,658 due to wage increases and retirement contribution rate increase. 3) Health, Dental, DIB, Life & Wks Cmp Ins increased $5,749 due to health and dental insurance premium increases. 4) Telephone decreased $1,700 due to a reallocation of these expenses to the City Hall budget. 5) Seminars and Conferences: Wisconsin Public Health Operations Conference $650. Wisconsin Public Health Association Conference $650. Wisconsin Lead/Radon Refresher Course $300. Specific public health programmatic/ infrastructure workforce development conference registration fees (State/National) will be covered under the associated grants’ scope of work and not funded by tax levy. Professional development for the DATCP Agent Program and/or Weights and Measures will be allocated to the specific programmatic expenses. 6) Memberships/Subscriptions: Increased $240 to include expenses related to Required Professional Licenses (1 RS, 3 RN) $240. Other details include Wisconsin Public Health Association $295, Wisconsin Association of Local Health Departments and Boards (WALHDAB) $560, Wisconsin Environmental Health Association $40. Wisconsin Association of Weights and Measures $30 (covered by program revenue), Association for Professionals in Infection Control $220 (covered by grant). 7) MCH Grant: decreased $1,734 due to an aligned projected decrease in grant fund revenue. 8) Immunization Outreach Grant: decreased $929 due to a projected decrease in grant fund revenue. 9) Preparedness Grant: decreased $9,830 due to an aligned decrease in grant fund revenue. 75 RETURN TO TABLE OF CONTENTS City of De Pere 2026 General Fund Adopted Budget EXPENDITURES 2024 2025 2025 2025 2025 2026 2026 / 2025 Year End Adopted Current 6 mos Year End Adopted Budget Account Title Actual Budget Budget Actual Estimate Budget % Of Change HEALTH DEPARTMENT Account Number PERSONAL SERVICES 100 54100 110 Salaries 368,805$ 381,885$ 381,885$ 182,504$ 381,885$ 400,287$ 4.82% 100 54100 120 Hourly Wages 58,603 57,949 57,949 27,477 57,949 61,194 5.60% 100 54100 125 Overtime Wages 257 0 0 0 0 0 0.00% 100 54100 126 Seasonal Labor 7,719 12,140 12,140 2,525 12,140 12,140 0.00% 100 54100 150 FICA 31,780 33,823 33,823 15,584 33,823 35,479 4.90% 100 54100 151 Retirement 29,523 30,568 30,568 12,195 30,568 33,227 8.70% 100 54100 152 Health, Dental, DIB, Life & Wks Cmp Ins 137,641 103,930 103,930 51,682 103,930 109,678 5.53% 100 54100 190 Training 0 0 0 0 0 0 0.00% Subtotal 634,328 620,295 620,295 291,966 620,296 652,005 5.11% CONTRACTUAL SERVICES 100 54100 210 Telephone 1,177 1,700 1,700 (156) 1,700 0 -100.00% 100 54100 212 Seminars and Conferences 1,309 1,600 1,600 276 1,600 1,600 0.00% 100 54100 215 Consulting 0 0 0 0 0 0 0.00% 100 54100 218 Cell/Radio 1,070 835 835 621 830 835 0.00% 100 54100 240 Equipment Maintenance 1,498 800 800 76 800 800 0.00% Subtotal 5,053 4,935 4,935 816 4,930 3,235 -34.45% SUPPLIES AND EXPENSE 100 54100 310 Office Supplies 1,919 2,600 2,600 306 2,600 2,600 0.00% 100 54100 320 Memberships/Subscriptions 430 895 895 395 895 1,135 26.82% 100 54100 324 Medical Supplies 4,284 5,200 5,200 0 5,200 5,200 0.00% 100 54100 330 Mileage Reimbursement 363 1,040 1,040 75 1,040 1,040 0.00% 100 54100 331 Transportation 701 1,560 1,560 308 1,560 1,560 0.00% 100 54100 351 MCH Grant 8,811 9,147 9,147 3,772 7,413 7,413 -18.96% 100 54100 352 MCH Match 1 0 0 0 0 0 0.00% 100 54100 353 Weights and Measures 1,156 3,000 3,000 362 3,000 3,000 0.00% 100 54100 354 Childhood Lead Grant 1,152 2,161 2,161 0 2,161 2,161 0.00% 100 54100 355 Immunization Outreach Grant 6,634 9,239 9,239 910 8,639 8,310 -10.06% 100 54100 356 Public Health Infrastructure 0 35,267 35,267 11,438 35,267 35,267 0.00% 100 54100 357 COVID 4,440 0 0 0 0 0 0.00% 76 RETURN TO TABLE OF CONTENTS City of De Pere 2026 General Fund Adopted Budget EXPENDITURES 2024 2025 2025 2025 2025 2026 2026 / 2025 Year End Adopted Current 6 mos Year End Adopted Budget Account Title Actual Budget Budget Actual Estimate Budget % Of Change HEALTH DEPARTMENT 100 54100 358 Preparedness Grant 7,911 35,106 35,106 8,557 35,106 25,276 -28.00% 100 54100 359 Prevention Grant 28 4,300 4,300 (1,198) 3,749 4,374 1.72% 100 54100 360 Communicable Disease Grant 763 3,570 3,570 1,492 3,570 3,570 0.00% 100 54100 361 Agent Program Surplus 0 0 0 0 0 0 0.00% 100 54100 362 Agent Program 2,182 3,300 3,300 1,208 3,300 3,300 0.00% 100 54100 363 COVID Immunization/VFC 2,716 14,000 14,000 9,959 18,315 0 0.00% 100 54100 364 COVID Public Health Workforce 3,660 0 0 0 0 0 0.00% 100 54100 365 COVID ARPA 154,626 0 0 7,049 5,781 0 0.00% 100 54100 370 Leaf Grant 0 0 0 0 0 0 0.00% Subtotal 201,777 130,385 130,385 44,632 137,596 104,206 -20.08% CAPITAL OUTLAY 100 54100 810 Capital Equipment 0 0 0 0 0 0 0.00% Subtotal 0 0 0 0 0 0 0.00% TOTAL 841,158$ 755,615$ 755,615$ 337,415$ 762,822$ 759,446$ 0.51% 77 RETURN TO TABLE OF CONTENTS Board of Health Program Full Time Equivalents: 0 Program Mission: To act as a policy forming body for health department staff in efforts to protect and promote the health of City of De Pere residents. List of Program Service(s) Descriptions: 1) Medical Advisor – Provides medical orders and advisement to the Health Officer and staff. 2) Assurance – Assure that measures are taken to provide an environment in which individuals can be healthy, and services and programs meet the public health needs of the community. 3) Policy Development – Regularly review and advocate for local policies and the provision of reasonable and necessary public health services. Important Outputs: 1) Approval of Health Department Policy and Procedures – Activity funded by property tax. Policy and procedures provide consistent services provided to the community. 2) Annual Budget Review and Discussion – Activity funded by property tax. The annual budget provides for the operation of health department services. This allows the community to have input into the funding utilized to support public health programming. 3) Advise the Health Officer and Staff – Activity funded by property tax. Required by state statute. Provides standing orders for medical services provided and program guidance for services to meet the community’s needs. Expected Outcomes: 1) Maintain or increase the health of community members by assuring the provision of public health services according to Wisconsin State Statute, standing orders and established department policy and procedures. 2) Maintain or increase the number of public health services provided to the community at the lowest possible cost. 78 RETURN TO TABLE OF CONTENTS 2026 Performance Measures (July 2025 – June 2026): 1) Conduct an annual review of health department agency’s policy and procedures by May of each year. 2) Recommend at least one health policy to the City Council for consideration/adoption. 2025 Performance Measurement Data (July 2024 – June 2025): 1) Conduct an annual review of health department’s policy and procedures by May of each year. a. Result: The board of health approved the agency’s policy/procedures on 5/12/2025. 2) Recommend at least (1) health policy to the City Council for consideration/adoption. a. Result: The Board of Health approved/recommended to the City Council to amending Section 106-4 of the De Pere Municipal Code Re: Tourist Rooming House Licensing Violations. This ordinance revision was subsequently adopted by City Council unanimously. b. Result: The BOH reviewed/approved the Health Department budget as presented. The budget was also passed unanimously by City Council. Significant Program Achievements: The Board of Health has been very supportive and involved during the department’s state required chapter 140 “leveling up review”. The Board of Health has also supported multiple agreements improving department operations/efficiencies. Board of Health members are also actively engaged in the Wisconsin Association of Local Health Departments and Boards. Existing Program Standards Including Importance to Community: 1) Conduct at least quarterly meetings of the Board of Health. Frequent and regularly scheduled meetings is not only required by state statute but allows for regular community involvement and required actions of the board. Costs and Benefits of Program and Services: The adopted 2026 Board of Health program cost is $100. The program benefits the community by allowing for resident involvement of board members in the policy development and public health programming. In addition, the Board supports health department programming that promotes healthy lifestyles and protects health through health education, policy development and valued services. 79 RETURN TO TABLE OF CONTENTS 2026 Program Objectives: 1) Develop policy and provide leadership that emphasizes public health needs and that advocates for equitable distribution of public health resources and/or environmental changes improving health and quality of life. 2) Regularly and systematically collect, assemble, analyze and make available information on the health of the community, including statistics on health status and community health needs. 2026 Budget Significant Expenditure Changes: There are not any expenditure changes to report. 80 RETURN TO TABLE OF CONTENTS City of De Pere 2026 General Fund Adopted Budget EXPENDITURES 2024 2025 2025 2025 2025 2026 2026 / 2025 Year End Adopted Current 6 mos Year End Adopted Budget Account Title Actual Budget Budget Actual Estimate Budget % Of Change BOARD OF HEALTH Account Number PERSONAL SERVICES 100 54110 190 Training 0$ 100$ 100$ 0$ 100$ 100$ 0.00% Subtotal 0 100 100 0 100 100 0.00% TOTAL 0$ 100$ 100$ 0$ 100$ 100$ 0.00% 81 RETURN TO TABLE OF CONTENTS Development Services Program Full Time Equivalents: 1.71 Program Mission: The work of the Development Services Department promotes and improves the quality of life and economic health of the City of De Pere. That mission is pursued with work in Planning, Economic Development, Redevelopment, Housing Development, and Historic Preservation. Responsive and thorough customer service provided in all areas. List of Program Service(s) Descriptions: 1) Citizen / Customer Contact – Respond to multiple and diverse inquiries on projects related to the areas of responsibility. 2) Planning – a. Comprehensive Plan: Responsible for the development, update, and implementation of the City Comprehensive Plan. b. Downtown Master Plan: Responsible for the development, update, and implementation of the Downtown Master Plan. c. Cultural District Master Plan: Responsible for the development, update, and implementation of the Downtown Master Plan. d. West Downtown Vision Plan: Responsible for the development, update, and implementation of the West Downtown Vision Plan. e. Zoning Code: Functions as the Zoning Administrator and leading the update and implementation of the Zoning Code. f. Annual Affordable Housing Analysis: Responsible for the development, update, and implementation of the annually required affordable housing analysis. g. Plan Commission: Staff support to the Plan Commission, which oversees plan approval, rezoning, annexation, site plan review, and land subdivision requests. Staff reviews and prepares material for all meetings. h. Intergovernmental Projects: Work with local agencies and units in government for project development and coordination (i.e. WisDOT Projects, FEMA, local government coordination, etc.). i. Board of Appeals: Processes all variance requests and staffs monthly Board of Appeals (BOA) meetings. j. Internal City Projects: Lead and coordinate internal City projects ranging from subarea plans to parking studies. k. Staff serves as City’s appointee on the Brown County Board of Planning Commissioners, the Brown County Job Center Steering Committee, Committees within the Greater Green Bay Chamber, Definitely De Pere and the De Pere Area Chamber and other groups as needed. 82 RETURN TO TABLE OF CONTENTS 3) Economic Development – a. Retention: Work with the existing businesses in the City to help retain or expand their operations. b. Recruitment: Support and foster a high quality of life and a healthy business climate to attract new business to the industrial / business parks and the business districts. c. Land Sales: Market and negotiate City-owned land in the industrial parks and downtown redevelopment properties. d. Tax Incremental Finance (TIF) and Tax Incremental Finance District (TID) Administration: Responsible for the management of the TID districts and individual TID plans, including the annual Joint Review Board (JRB) review meeting for both the East and West side. Staff prepares spreadsheet analysis, agenda, and supporting material for all meetings. e. Proforma Evaluation: Conducts thorough analysis of each development project presented to the City that request TIF assistance. f. Business Improvement District (BID) Administration: Staff contact to the Business Improvement District Board. Staff facilitates and prepares materials for the annual meeting, budget, and assessments. Staff assists in agenda preparation and supporting material for all meetings. g. Local Economic Development Fund administration (formally Revolving Loan Fund). Administration. Responsible for the management of the City of De Pere Economic Development Fund that was created as a result of the CDBG Close Program. The fund includes a locally funded revolving loan fund, downtown business recruitment grant, and brownfield fund. h. Affordable Housing Programs Administration: Responsible for the management of the City of De Pere's affordable housing programs. 4) Redevelopment – a. Redevelopment Authority: Staff support for the Redevelopment Authority, which oversees redevelopment and management of RDA-owned property in De Pere and the Brownfield Fund. Staff prepares agenda and supporting material for all meetings. b. Façade Grants: Responsible for the administration of the City Façade Grant Program. c. Development Guidelines: Responsible for the development, updates, and implementation of the development guidelines (i.e. building guidelines, signage, streetscape, etc.). d. Home Improvement Loan: Responsible for the administration of the De Pere Home Improvement Loan Program. 5) Historic Preservation – a. Historic Preservation Commission: Staff support to the Historic Preservation Commission. Staff reviews and prepares material for all meetings. Please see the separate Historic Preservation budget narrative for more detail. 6) Definitely De Pere - Main Street Program – The City provides direct support to the City of De Pere Main Street Program. In addition to the financial support, staff also serves on various committees of the Main Street Program. 83 RETURN TO TABLE OF CONTENTS 7) De Pere Area Chamber of Commerce – The City provides membership dues and technical support to the local chamber of commerce to support their mission is to connect citizens to local businesses while promoting policies which contribute to economic growth Important Outputs: 1) Citizen / Customer Contact: Provide timely, helpful and thorough responses to inquiries. Maintain business and citizen contact levels in a manner that meets or exceeds the needs of the community. 2) Planning: Process applications for planning department functions. Coordinate and staff key meetings. Create and implement long-term and short-term plans. 3) Economic Development: Creation and administration of the TIF Districts. Administration of the Revolving Loan Fund programs. Rapid response to site selection inquiries. Market and negotiate city business park properties. Create and implement an economic development strategy. 4) Redevelopment Authority: Preserve/enhance the overall health of the City. Administration of the Façade Improvement Program. Implementation and update of the Downtown Master Plan, Cultural District Master Plan, and other redevelopment plan 5) Main Street Program: Coordination and staff support for Definitely De Pere and the BID Board. Expected Outcomes: 1) Citizen / Customer Contact: Citizens will understand the short and long-term planning and economic development goals for the City of De Pere. Citizens will easily be able to gather information about planning and economic development projects. Citizens will feel valued for the role they play in maintaining a high quality of life. 2) Planning: De Pere will be a regional leader in planning best practices and policies. Those practices will support the effort to maintain and increase the quality of life in the City and home affordability. 3) Economic Development: Business owners and real estate professionals will promote De Pere as a great place to own and operate a business. De Pere will have a reputation for commitment to quality standards balanced with efficient processes and collaborative staff. 4) Redevelopment Authority: The Downtown De Pere aesthetic will include a mix of old and new buildings, thoughtfully designed, and balanced with active and beautiful public spaces. The Downtown De Pere experience will be walkable and include multiple choices for living, playing and working. 5) Main Street Program: A dynamic and diverse downtown, unified by art and culture that is a destination for residents and visitors. Downtown events will draw residents and visitors from the region. 84 RETURN TO TABLE OF CONTENTS 2026 Performance Measures: 1) Planning/Zoning/Community a. Complete rewriting the Platting and Division of Land Ordinance by May 31, 2026 b. Complete the Downtown Plan Update – October 2026 c. Complete Public Facilities Needs Assessment and Impact Fee Study – August 2026 2) Economic Development a. Complete periodic audits for all required TIDs to understand the baseline of each TID and the impact of future projected projects and mill rates by June 2025 b. Complete the Golden Shovel Application to the NEW North by January 31, 2026. c. Complete RFP for 360 Main Ave and select developer by January 1, 2026 d. Complete RFP for SW Annexation Area and select developer by January 1, 2026 2025 Performance Measurement Data: 1) Planning/Zoning/Community a. Complete rewriting the Platting and Division of Land Ordinance by May 31, 2025 Result: Ongoing – Senior Planner continues to make strides on the inhouse rewrite. b. Complete an online status map and information page for Plan Commission reviewed zoning map amendment, PUD, conditional use, land division, major design exception, and variance requests by May 31, 2025 Result: Project is ongoing but with GIS staff turn over the project was delayed until a new staff member is trained for the project. c. Initiate Downtown Strategic Vision/Plan – April 2025 Result: Ongoing with the Downtown Master Plan Process 2) Economic Development a. Complete periodic audits for all required TIDs to understand the baseline of each TID and the impact of future projected projects and mill rates by June 2025 Result: Complete. b. Complete the Golden Shovel Application to the NEW North by December 31, 2024. (Tabled due to GIS staffing) Result: Delayed due to staff workload and GIS staff turnover. Staff continues to respond directly to site selection requests. c. Complete redevelopment plan and acquisition for lands in the SW area of the community by November 2024 Result: Concept plan is complete. RFP to be released September 2025. 85 RETURN TO TABLE OF CONTENTS Significant Program Achievements: 1) Planning: a. Ongoing quarterly edits to the Zoning Code. b. Successfully processed a number of presubmittal consultation inquiries, site plan and zoning applications while maintaining a high level of customer service. c. Processed 5 CSM’s, 1 plats, 5 extraterritorial plats/CSMs, 8 zoning map amendments, 5 design exceptions, and 14 other requests that required Plan Commission and/or additional approvals. d. Processed 0 variance requests for the Board of Appeals. e. Processed 0 sign variance applications with the Plan Commission and Building Inspection Division. f. Processed 28 site plans with City staff. g. Zoning Code implementation project management. 2) Economic Development: a. Worked with New North Greater Green Bay Chamber, and site selectors to respond to site selection inquiries. b. Partnered with Definitely De Pere and De Pere Chamber on Economic Development events like the Business Walk and State of De Pere luncheon. c. Facilitated Development/Sale agreements with the Law Department in both east and west industrial parks. See TID 2024 Performance Measurement Data for detail. d. Co-organized and participated in the 2024 and 2025 Business Walks (Pending) e. Coordinated and facilitated regular meetings with Definitely De Pere and the De Pere Chamber in order to coordinate initiatives and promote collaboration. f. Conducted 60+ Business Retention and Expansion (BRE) visits or phone calls. g. Communicated/recruited with over 40+ businesses looking to locate in De Pere or the region. h. Created a development plan for the SW area neighborhood. i. Began implementation for the affordable housing programs, including the first loans and Rock the Block Program j. Brownfield remediation planning underway with Stantec for several strategic sites located throughout the City. k. Awarded 5 grants totaling $75,000 to five new businesses that opened in the Downtown, bringing our total to 10 businesses served by the Experience De Pere Business Recruitment Grant. l. The City approved 2 home improvement loans totaling $54,151 over the past year. 3) Implementation of initiatives related to the newly adopted City brand standards and imagery. 86 RETURN TO TABLE OF CONTENTS 4) Presentations and special events to promote and represent De Pere including, but not limited to, Leadership Green Bay Economic Development Panel, the De Pere Chamber Business Walk, NEWREP Housing Panel, WEDA Basic Economic Development Course, NAIOP, Greater Green Bay Chamber ED 101 For Local Officials, Greater Green Bay Chamber Business Recruitment and Retention Task Force, St. Norbert College, UWGB, Sister Cities, De Pere Mens Club and Unified School District of De Pere Facilities Committee, and assisted with the planning and presentations for the State of the County and State of De Pere addresses. Existing Program Standards Including Importance to Community: 1) Conduct a regular meeting of the Plan Commission on the fourth Monday of the month. a. Allows actions required or requested on behalf of the community to be acted upon in a timely manner. b. Establishes a routine schedule for community involvement. 2) Conduct a meeting of the Redevelopment Authority (RDA) on the fourth Monday of the month as necessary. a. Allows actions required or requested on behalf of the community to be acted upon in a timely manner. b. Establishes a routine schedule for community involvement. 3) Conduct a regular meeting of the Historic Preservation Commission (HPC) on the third Monday of the month. a. The HPC promotes preservation of the City’s history and culture. 4) Conduct an annual meeting of the Joint Review Board (JRB) and other JRB meetings as needed for Tax Increment District related items. a. TID Districts provide funding in order to support business growth and development. 5) Conduct a regular meeting of the Board of Appeals (BOA) on the fourth Monday of the month. a. Allows actions required or requested on behalf of the community to be acted upon in a timely manner. b. Establishes a routine schedule for community involvement. 6) Conduct at least one Business Improvement District (BID) board meeting in the late summer/fall of every year. a. The BID Operating Plan sets out funding allocation and activities in order to maintain and grow a dynamic downtown environment. 7) Participate as needed in meetings of the Common Council, Finance/Personnel Committee and the Board of Public Works Committees. a. Allows actions required or requested on behalf of the community to be acted upon in a timely manner. b. Establishes a routine schedule for community involvement. 8) Represent the community on a regular basis for regional programs a. Provides an opportunity for the community interests to be expressed on issues or activities that may impact the community on a regional level. 87 RETURN TO TABLE OF CONTENTS 9) Participate in regular committee meetings of the Main Street District and De Pere Chamber Economic Development Committee. a. Assisting partner organizations in their economic development efforts. 10) Participate in monthly Brown County Plan Commission Board of Directors meetings and quarterly Brown County Job Center Community Steering Committee meetings. a. Representation and input in these groups ensure De Pere’s participation in County and regional issues that impact the City. Costs and Benefits of Program and Services: The adopted 2026 Economic Development and Planning portion of the Development Services Department cost is $315,710. The program benefits the community by providing citizens with representation in the discussion and implementation of the long-term growth and development of the community. The program also benefits the community by providing a strong economic program that provides the ability for citizens to work within their community, which also helps balance the cost of municipal services. Overall, the Development Services Department 2026 budget represents a $32,834 or 11.61% increase over the 2025 budget. 2026 Budget Significant Expenditure Changes: 1) Retirement increased by $838 due to wage increases. 2) Health, Dental, DIB, Life & retirement, FICA, Wks Cmp Ins increased by $3,433 due to health and dental premium increases. 3) Training. Training decreased $400 to $2,480 and includes the following: IEDC Economic Development Training ($1,500), department training ($400), APA Passport Training ($180), Webinars and events to maintain AICP certification ($250). The decrease is due to the removal of ULI/CNU training. 4) Telephone decreased $892 due to a reallocation of these expenses to the City Hall budget. 5) Seminars and Conferences. Decreased by $2,050 to $5,600. The decrease is due to sending the Community and Economic Development Position to a retail recruitment conference and adding two additional staff members to the State Planning Conference – the location is unknown at this time. The total also includes a reallocation of some previous training items. The detailed breakdown is as follows: National APA Conference ($2,100), Wisconsin APA Conference – two attendees ($1,500), WEDA Governor’s Conference and Best Practices Conference ($750), Brownfield conference ($1,200). 6) Consulting. Increased $25,000 from 2025 to 2026. Brown County Recording Fees - $100, Misc. Economic Development CSM’s and Environmental Reviews, wetland delineations - $4,900, Public Facilities Needs Assessment and Impact Fee Study ($25,000) 88 RETURN TO TABLE OF CONTENTS 7) Membership/Subscriptions decreased by $150 due to the removal of CNU membership. The detailed breakdown is as follows: APA/AICP – three staff ($1,750), IEDC ($250), and WEDA ($400). 8) Contribution. Green Bay Chamber increased $664 due to the membership structure 89 RETURN TO TABLE OF CONTENTS City of De Pere 2026 General Fund Adopted Budget EXPENDITURES 2024 2025 2025 2025 2025 2026 2026 / 2025 Year End Adopted Current 6 mos Year End Adopted Budget Account Title Actual Budget Budget Actual Estimate Budget % Of Change DEVELOPMENT SERVICES Account Number PERSONAL SERVICES 100 56700 110 Salaries 127,180$ 132,230$ 132,230$ 62,502$ 132,230$ 137,311$ 3.84% 100 56700 120 Hourly Wages 29,267 30,420 30,420 14,378 30,420 31,335 3.01% 100 56700 125 Overtime Wages 9 0 0 5 5 0 0.00% 100 56700 126 Seasonal Labor 0 0 0 0 0 0 0.00% 100 56700 150 FICA 11,505 12,443 12,443 5,682 12,443 12,901 3.69% 100 56700 151 Retirement 10,858 11,304 11,304 4,471 11,305 12,143 7.42% 100 56700 152 Health, Dental, DIB, Life & Wks Cmp Ins 36,545 38,481 38,481 19,278 38,481 41,914 8.92% 100 56700 190 Training 2,474 2,730 2,730 180 2,180 2,330 -14.65% Subtotal 217,838 227,608 227,608 106,496 227,064 237,934 4.54% CONTRACTUAL SERVICES 100 56700 210 Telephone 580 892 892 2 892 0 -100.00% 100 56700 212 Seminars and Conferences 4,164 7,600 7,600 75 2,375 5,550 -26.97% 100 56700 215 Consulting 116,824 5,000 38,835 26,826 36,500 30,000 500.00% 100 56700 218 Cell/Radio 2,360 576 576 240 576 576 0.00% Subtotal 123,928 14,068 47,903 27,143 40,343 36,126 156.80% SUPPLIES AND EXPENSE 100 56700 310 Office Supplies 2,241 1,700 1,700 898 1,700 1,700 0.00% 100 56700 313 Promotions & Advertising 1,500 1,500 1,500 0 1,500 1,500 0.00% 100 56700 315 Publications 0 0 0 0 0 0 0.00% 100 56700 320 Memberships/Subscriptions 1,750 2,550 2,550 1,467 2,550 2,400 -5.88% 100 56700 330 Mileage Reimbursement 99 600 600 0 540 600 0.00% Subtotal 5,590 6,350 6,350 2,365 6,290 6,200 -2.36% GRANTS, CONTRIBUTIONS, INDEM 100 56700 702 Contribution--BID/Definitely De Pere 30,000 30,000 30,000 0 30,000 30,000 0.00% 100 56700 703 Contribution--Green Bay Chamber 4,536 4,600 4,600 4,919 4,919 5,200 13.04% 100 56700 704 Contribution--De Pere Chamber 310 250 250 0 250 250 0.00% Subtotal 34,846 34,850 34,850 4,919 35,169 35,450 1.72% CAPITAL OUTLAY 100 56700 811 Capital Equipment 0 0 0 0 0 0 0.00% 100 56700 830 Furniture 0 0 0 0 0 0 0.00% Subtotal 0 0 0 0 0 0 0.00% TOTAL 382,201$ 282,876$ 316,710$ 140,923$ 308,866$ 315,710$ 11.61% 90 RETURN TO TABLE OF CONTENTS Geographic Information System (GIS) Services Program Full Time Equivalents: 1.29 Program Mission: Develop, implement and maintain a City-wide GIS program. List of Program Service(s) Descriptions: 1) Citizen / Customer Contact – Receive requests from citizens which can vary from a map request to information on land records (FEMA, Parcel Dimensions, etc.). 2) Stormwater Utility – Develop the stormwater billing for the City and maintain the stormwater utility mapping. 3) Water / Wastewater Utility – Maintain the water and wastewater utility mapping. 4) City Web Mapping – Develop and maintain the city mapping website for internal and external use. 5) Citywide Mapping – Develop and maintain citywide database, which is used by citizens and the city departments. 6) Training – Provide citywide GIS training to departments so users can access and work with City data. 7) Maintenance – Maintain custom GIS applications and GIS infrastructure. 8) Drone Program – Provide comprehensive program administration to the City Drone program. Important Outputs: 1) Utilities – Yearly updates to the City utility network (water, sewer and stormwater). This work also includes the stormwater billing calculations. The utility programs fund this output. The utilities are important to the community for the provision of basic services (water, sewer, and stormwater drainage). 2) Data Updates – The department is responsible for maintaining all of the City GIS data, which is used by other departments. Data updates are funded through the tax levy and utilities. Data maintenance is critical to the community since many of the City programs’ functions are tied to the master database. 3) Departmental Mapping – Department averages 275 project requests per year. This work is primarily funded through the combination of the tax levy, various utilities, and tax increment districts. Mapping is important to the community since these maps are used to help complete maintenance of services provided to citizens. 91 RETURN TO TABLE OF CONTENTS Expected Outcomes: 1) Maintain the Citywide GIS Library. 2) Maintain or increase the access of public land record information to the departments and the community. 3) Provide a centralized source for City data while eliminating data redundancy. 2026 Performance Measures (July 2025– August 2026): 1) Migrate DIME, the City’s online, public-facing web map, to the new Experience Builder format by March 2026. 2) Transition utility data to the new ESRI standard (Utility Network) to phase out ArcMap (for ArcGIS Pro) by May 2026. 3) Expand drone team by approximately five Part 107 certified pilots (PD/FD) by September 2026. 4) Implement streamlined processes and workflows via Esri’s Portal for ArcGIS by October 2026. 2025 Performance Measurement Data (July 2024 – August 2025): 1) Transition utility data to the new ESRI standard (Utility Network) to phase out ArcMap (for ArcGIS Pro) by December 2025. a. Result: Underway. Project kicked off in July 2025 with anticipated completion in May 2026. 2) Expand drone team by approximately five Part 107 certified pilots (PD/FD) by September 2025. a. Result: Underway. One new Part 107 pilot has been added with multiple currently preparing for the exam. 3) Evaluate ERU (Equivalent Runoff Unit) square footage for stormwater billing by October 2025. a. Result: Underway. Initial calculations have been completed. Significant Program Achievements: 1) Completed analysis and generated the City storm water utility billing database generating over $2,740,000 in revenue. 2) Completed updates to GIS utility data for storm sewer, sanitary sewer and water distribution systems. Data supports construction, maintenance, location, and planning processes in the City. 3) Successfully started an ArcGIS Enterprise Upgrade, Portal Installation, and Utility Network Data Migration project. 4) Launched a Damage Assessment Survey and Damage Hub for the City’s Emergency Management Team/EOC. 5) Implemented a quarterly training program for the Drone Team to maintain flight proficiency, learn new skills, and collaborate across departments. 92 RETURN TO TABLE OF CONTENTS Existing Program Standards Including Importance to Community: 1) Maintain / Develop Citywide GIS Infrastructure. a. Allow citizens to access data for information related to their community. b. Allow departments to access data for information related to departmental needs. (Utilities being a critical service) 2) City Drone Program / Drone Program Administration. a. Provide life safety/emergency response support for Police and Fire operations such as search and rescue operations, fire scene operations, Police critical incident support and natural disaster assessments. b. Provide aerial imagery for public relations and social media use. c. Provide inspections for City utility operations, traffic surveys, and construction monitoring. d. Provide data and documentation for GIS/Planning systems. e. Ensure program pilots are trained, FAA licensed where required, and comply with all safety policy procedures. Costs and Benefits of Program and Services: The adopted 2026 GIS program costs $155,859 or an increase of 0.55%. The program benefits the community by providing accurate land information data to citizens and internal departments. GIS applications increase productivity, allowing staff to complete daily business more efficiently resulting in enhanced customer service and better decision-making. 2026 Program Objectives: 1) Explore data governance to improve workflows and efficiency. 2) Leverage ESRI ELA licensing to deploy GIS solutions more visible to the public, including new web mapping tools. We will further improve efficiency through the use of mobile systems and GIS technology. 3) Complete calculations and billing for the stormwater utility. 4) Manage drone operations including training/onboarding, conducting flights, tech support, and supply procurement. 2026 Budget Significant Expenditure Changes: 1) Salaries increased by $3,017 due to eligible step increases and cost of living adjustment (COLA). 2) Hourly wages decreased by $3,331 due to staffing changes. 3) Health, Dental, DIB, Life & Workers Comp Ins increased by $14,3337 due to health and dental premium increases and staffing changes. 93 RETURN TO TABLE OF CONTENTS 4) Training program increased $800 and includes two employees attending the Esri User Conference in San Diego, CA for new system training, management training, general GIS learning, and networking ($6,000), Development Services Team Building ($300), and drone pilot training ($750). 5) Telephone decreased $400 due to a reallocation of these expenses to the City Hall budget. 6) Seminar and Conference funding increased $100 and includes Wisconsin Land Information Association (WLIA) conferences ($1,650), travel for WLIA Board Member meeting ($250), and GIS Pro Conference ($1,000). 7) Consulting decreased $15,000 due to no new contracted services planned in 2026. 8) Office Supplies decreased by $450 to meet recent spending trends. 9) Membership increased by $35 and includes $160 for WLIA (2) and $150 for Geospatial Professional Network (1). 10) Mileage Reimbursement increased by $1,500 due to increased conference attendance for WLIA Board Member responsibilities, conference training/learning opportunities, and to better align with current mileage rate. 11) Repair and Maintenance Supplies had no change from the 2025 adopted budget but had a $325 decrease from the 2025 current budget due to carryover funds. 94 RETURN TO TABLE OF CONTENTS City of De Pere 2026 General Fund Adopted Budget EXPENDITURES 2024 2025 2025 2025 2025 2026 2026 / 2025 Year End Adopted Current 6 mos Year End Adopted Budget Account Title Actual Budget Budget Actual Estimate Budget % Of Change GIS Account Number PERSONAL SERVICES 100 56900 110 Salaries 49,458$ 51,494$ 51,494$ 24,337$ 51,494$ 54,511$ 5.86% 100 56900 120 Hourly Wages 33,189 48,818 48,818 14,504 36,379 45,487 -6.82% 100 56900 125 Overtime Wages 0 0 0 8 8 0 0.00% 100 56900 150 FICA 6,247 7,674 7,674 2,931 6,723 7,650 -0.31% 100 56900 151 Retirement 5,709 6,972 6,972 2,167 6,108 7,200 3.27% 100 56900 152 Health, Dental, DIB, Life & Wks Cmp Ins 9,407 12,281 12,281 4,616 10,060 26,658 117.07% 100 56900 190 Training 4,561 6,250 6,250 321 6,250 7,050 12.80% Subtotal 108,571 133,489 133,489 48,884 117,022 148,556 11.29% CONTRACTUAL SERVICES 100 56900 210 Telephone 260 400 400 0 400 0 -100.00% 100 56900 211 Postage 0 0 0 0 0 0 0.00% 100 56900 212 Seminars and Conferences 1,975 2,800 2,800 1,281 2,800 2,900 3.57% 100 56900 215 Consulting 0 15,000 15,000 0 15,000 0 -100.00% 100 56900 218 Cell/Radio 468 480 480 229 480 480 0.00% 100 56900 219 Data 167 288 288 277 288 288 0.00% Subtotal 2,870 18,968 18,968 1,788 18,968 3,668 -80.66% SUPPLIES AND EXPENSE 100 56900 310 Office Supplies 2,106 1,200 1,200 (72) 500 750 -37.50% 100 56900 315 Publications 0 0 0 0 0 0 0.00% 100 56900 320 Memberships/Subscriptions 255 275 275 130 275 310 12.73% 100 56900 330 Mileage Reimbursement 158 700 700 685 700 2,200 214.29% 100 56900 350 Repair and Maintenance Supplies 0 375 700 437 700 375 0.00% Subtotal 2,519 2,550 2,875 1,180 2,175 3,635 42.55% CAPITAL OUTLAY 100 56900 811 Capital Equipment 5,964 0 0 0 0 0 0.00% 100 56900 830 Furniture 0 0 0 0 0 0 0.00% Subtotal 5,964 0 0 0 0 0 0.00% TOTAL 119,925$ 155,007$ 155,332$ 51,852$ 138,165$ 155,859$ 0.55% 95 RETURN TO TABLE OF CONTENTS TOTAL GENERAL GOVERNMENT 96 RETURN TO TABLE OF CONTENTS City of De Pere 2026 General Fund Adopted Budget GENERAL GOVERNMENT EXPENDITURES 2024 2025 2025 2025 2025 2026 2026 / 2025 Year End Adopted Current 6 mos Year End Adopted Budget Account Title Actual Budget Budget Actual Estimate Budget % Of Change Total General Government PERSONAL SERVICES 110 Salaries 1,246,513$ 1,277,029$ 1,277,029$ 616,516$ 1,300,464$ 1,393,336$ 9.11% 120 Hourly Wages 516,224 531,758 531,758 236,914 519,318 557,334 4.81% 122 Hourly Wages Part Time 105,983 102,647 102,647 46,878 92,533 93,134 -9.27% 124 Hourly Wages Board of Health 0 0 0 0 0 0 0.00% 125 Overtime Wages 1,165 4,300 4,300 579 1,113 4,300 0.00% 126 Seasonal Labor 11,775 18,260 18,260 6,588 18,260 18,620 1.97% 128 Hourly Wages--Poll Workers 40,806 23,000 23,000 17,195 17,195 62,250 170.65% 150 FICA 133,935 142,162 142,162 68,554 142,613 152,929 7.57% 151 Retirement 120,722 124,165 124,165 48,980 124,656 138,790 11.78% 152 Health, Dental, DIB, Life and Wks Comp Ins 416,433 397,985 397,985 197,077 375,788 484,561 21.75% 190 Training 12,219 17,580 17,580 1,015 17,530 18,780 6.83% 192 Tuition Assistance 0 7,000 7,000 3,285 5,000 7,000 0.00% 193 Organizational Training 3,444 3,000 3,000 0 2,000 3,145 4.83% Subtotal 2,609,217 2,648,886 2,648,886 1,243,581 2,616,470 2,934,179 10.77% CONTRACTUAL SERVICES 210 Telephone 14,212 20,064 20,064 6,147 16,562 5,954 -70.33% 211 Postage 5,248 22,880 22,880 14,770 21,651 36,860 61.10% 212 Seminars and Conferences 19,720 38,520 38,520 6,974 32,569 40,460 5.04% 213 Inclusiveness Initiatives 0 0 0 0 0 0 0.00% 215 Consulting 363,010 340,289 459,878 199,761 401,572 336,071 -1.24% 216 Auditing 29,321 34,000 34,000 24,068 33,934 35,500 4.41% 217 Cleaning Service Contract 15,950 21,744 21,744 11,169 21,744 22,396 3.00% 218 Cell/Radio 8,336 7,425 7,425 3,713 7,420 7,345 -1.08% 219 Data 4,530 12,488 12,488 3,887 12,488 17,860 43.02% 220 Utilities 58,325 58,300 58,300 28,254 58,300 60,632 4.00% 224 Public Notices 5,006 6,000 6,000 1,820 5,500 6,000 0.00% 240 Equipment Maintenance 1,498 800 800 76 800 800 0.00% 290 Other Contractual Services 26,065 43,352 56,232 14,013 40,000 43,471 0.27% Subtotal 551,220 605,862 738,331 314,651 652,540 613,349 1.24% 97 RETURN TO TABLE OF CONTENTS City of De Pere 2026 General Fund Adopted Budget GENERAL GOVERNMENT EXPENDITURES 2024 2025 2025 2025 2025 2026 2026 / 2025 Year End Adopted Current 6 mos Year End Adopted Budget Account Title Actual Budget Budget Actual Estimate Budget % Of Change Total General Government SUPPLIES AND EXPENSE 310 Office Supplies 31,135 30,990 32,990 12,956 29,024 38,075 22.86% 313 Promotions 1,500 1,500 1,500 0 1,500 1,500 0.00% 314 Cleaning and Maintenance 12,103 20,000 20,000 11,277 20,000 22,000 10.00% 315 Publications 323 2,415 2,415 371 2,215 2,410 -0.21% 320 Memberships/Subscriptions 20,631 26,455 26,455 18,040 26,230 28,942 9.40% 324 Medical Supplies 4,284 5,200 5,200 0 5,200 5,200 0.00% 330 Mileage Reimbursement 3,635 6,810 6,810 1,504 6,690 9,085 33.41% 331 Transportation 5,014 6,760 6,760 3,158 8,760 8,760 29.59% 340 Operating Suppllies 84,900 95,443 129,588 100,374 163,933 104,918 9.93% 350 Repair and Maintenance Supplies 0 375 700 437 700 200,375 53333.33% 351 MCH Grant 8,811 9,147 9,147 3,772 7,413 7,413 -18.96% 352 Radon Grant 1 0 0 0 0 0 0.00% 353 Weights and Measures 1,156 3,000 3,000 362 3,000 3,000 0.00% 354 Childhood Lead Grant 1,152 2,161 2,161 0 2,161 2,161 0.00% 355 Immunization Outreach Grant 6,634 9,239 9,239 910 8,639 8,310 -10.06% 356 Public Health Infrastructure 0 35,267 35,267 11,438 35,267 35,267 0.00% 357 COVID 4,440 0 0 0 0 0 0.00% 358 Preparedness Grant 7,911 35,106 35,106 8,557 35,106 25,276 -28.00% 359 Prevention Grant 28 4,300 4,300 (1,198) 3,749 4,374 1.72% 360 Communicable Disease Grant 763 3,570 3,570 1,492 3,570 3,570 0.00% 361 Agent Record Surplus 0 0 0 0 0 0 0.00% 362 Agent Record 2,182 3,300 3,300 1,208 3,300 3,300 0.00% 363 COVID Immunization/VFC 2,716 14,000 14,000 9,959 18,315 0 0.00% 364 COVID Public Health Workforce 3,660 0 0 0 0 0 0.00% 365 COVID ARPA 154,626 0 0 7,049 5,781 0 0.00% 370 Leaf Grant 0 0 0 0 0 0 0.00% Subtotal 357,604 315,038 351,508 191,665 390,553 513,936 63.13% 98 RETURN TO TABLE OF CONTENTS City of De Pere 2026 General Fund Adopted Budget GENERAL GOVERNMENT EXPENDITURES 2024 2025 2025 2025 2025 2026 2026 / 2025 Year End Adopted Current 6 mos Year End Adopted Budget Account Title Actual Budget Budget Actual Estimate Budget % Of Change Total General Government FIXED CHARGES 510 Property Insurance 118,360 641,000 641,000 286,382 567,500 302,500 -52.81% 524 Misc General Expense 44,645 25,000 25,000 8,141 25,000 25,000 0.00% Subtotal 163,006 666,000 666,000 294,524 592,500 327,500 -50.83% GRANTS, CONTRIBUTIONS, INDEM 702 Contribution--Main Street Program 30,000 30,000 30,000 0 30,000 30,000 0.00% 703 Contribution--Advance 4,536 4,600 4,600 4,919 4,919 5,200 13.04% 704 Contribution--De Pere Chamber 310 250 250 0 250 250 0.00% 710 Illegal Taxes/Refunds 4,862 7,000 7,000 4,502 5,220 7,000 0.00% 720 Grants and Donations 18,415 18,000 18,000 13,063 18,000 21,000 16.67% Subtotal 58,123 59,850 59,850 22,484 58,389 63,450 6.02% CAPITAL OUTLAY 810 Capital Equipment 81,738 90,000 160,000 60,000 150,000 165,000 83.33% 811 Office Equipment 5,964 6,700 6,700 6,582 0 0 0.00% 830 Furniture 0 500 500 0 200 0 0.00% Subtotal 87,703 97,200 167,200 66,582 150,200 165,000 69.75% COST REALLOCATIONS 592 Transfer Out 0 36,745 36,745 0 35,088 4,448 -87.89% 900 Contingency 0 0 0 0 0 0 0.00% 901 Employee Merit Pay (112) 37,412 37,412 (24) 37,412 38,721 3.50% 911 Reserved Wage and Benefit Funds 0 580,729 580,729 0 580,729 10,220 -98.24% Subtotal (112) 654,886 654,886 (24) 653,229 53,389 -91.85% Total 3,826,760$ 5,047,722$ 5,286,661$ 2,133,464$ 5,113,881$ 4,670,803$ -7.47% 99 RETURN TO TABLE OF CONTENTS PUBLIC SAFETY 100 RETURN TO TABLE OF CONTENTS PUBLIC SAFETY EXPENDITURES FULL TIME PROGRAM BUDGET EQUIVALENTS Police 43.00 Crossing Guards 2.84 Fire 30.90 Building Inspection 2.65 Jail 0.00 TOTAL 79.39 101 RETURN TO TABLE OF CONTENTS Police Program Full Time Equivalents: 43.0 Program Mission: The Mission of the De Pere Police Department is to provide an integrated team approach to pro-active patrol, crime prevention, and criminal investigation utilizing city and community resources to improve the safety and quality of life in the City of De Pere List of Program Service(s) Descriptions: 1) Provide excellent law enforcement services to the community 24 hours per day, 365 days per year 2) Engage community through community policing and community interactions 3) Prevent crime through special initiatives, proactive patrol, and evidence-based best policing practices 4) Ensure motoring safety through traffic enforcement, education, and speed-calming measures 5) Make arrests through self-initiated field activity or court order; process and prosecute suspects 6) Document and store policing events through electronic and conventional means and retrieve upon request 7) Collect, store and properly dispose of case evidence and found property 8) Conduct case follow-up through specialized investigations and assist District Attorney’s office with case management 9) Engage school children and provide visible deterrent and quick response through specialized school resource personnel 10) Improve quality of life through Police Social Worker position and other mental health initiatives Important Outputs: 1) Crime Prevention – Although it is hard to measure crimes that were prevented, it is directly related to criminal activity below. The better the prevention the lower the crime rate. This benefits the community in lower insurance rates, increased well-being and an increase in satisfaction in government. Crime prevention is funded through property tax and small grants. 2) Criminal Activity – The reduction of crimes in the City, especially those serious crimes like burglary, assault, etc. is a direct reflection of the desirability for people wanting to live and work in De Pere. Increased development and a steady tax base benefit a highly desirable community. Policing services are funded through property taxes and small grants to fund specific enforcement overtime. 102 RETURN TO TABLE OF CONTENTS 3) Traffic Safety – Reducing traffic crashes and the severity of damage and injuries for those involved in crashes is a huge benefit to the greater community as reduced injury and death is so important, but also lowers insurance rates and reduced damages to property. Additionally, increased positive interaction with citizens increases overall satisfaction with policing services. Traffic safety is funded through property taxes and small grants for specialized traffic enforcement (drunk driving, seat belts, pedestrian crossings, etc.). Funding is through general property taxes. The department also participates in several traffic safety overtime operations funded by Wisconsin DOT Grants including OWI Task Force, Click it or Ticket, and Speedwave. Additionally, revenue generated through fines and forfeitures increases the general fund. 4) Case management – Increased closure rates and clearance of criminal cases is beneficial to the department and to the community for the purpose of accountability. Criminal or ordinance violation prosecution is an important step in the criminal justice system and without it the other steps leading to it are wasted. The closure of a case allows the victim to have peace of mind and the community to continue faith in city policing abilities. The funding for detectives and police officers for case management is through property taxes. Expected Outcomes: 1) Continue law enforcement services in the community on 24/7/365 basis to maintain an orderly and safe community 2) Increase Investigator training as we are down 2 senior Detectives, and incorporate more high tech crime training to increase our capacity for emerging crimes such as Cryptocurrency and High Tech Fraud Investigations. 3) Increased engagement with the community with community policing and other interactions while continuing to develop citizen relationships and increased department transparency to build and maintain trust 4) Maintain crime prevention efforts through special initiatives and proactive patrol concentrating on preventable negative activity and working closely with neighborhood groups to ensure two-way communication and responsiveness 5) Increased motorist and pedestrian safety through traffic enforcement and education efforts while concentrating on reducing both the volume and severity of traffic crashes and injuries 6) Maintain community safety by identifying prolific offenders, making arrests through self-initiation or court order, and processing and prosecuting criminal suspects. Through this a decrease in measurable criminal activity should be realized 7) Documenting, storing, and retrieving police incident data while increasing efficiency in handling the information 8) Collection, storage and disposal of case evidence and found property. Attempting to increase efficiency through data driven reports to allow purging of evidence once no longer needed for court processes. 9) To increase crime clearance rates, case follow-up through specialized investigations and assistance to the District Attorney’s office with case management will be conducted 10) Increase engagement with area school children and provide the visible deterrent and quick response to a problem through specialized school resource personnel 103 RETURN TO TABLE OF CONTENTS 11) Increased quality of life through service referrals and welfare checks completed by the Police Social Worker 2026 Performance Measures (July 2025 – June 2026): 1) Increase formal personal interactions between the department and the community from 10 events per year to 15, particularly by hosting Coffee With a Cop, PACK, Neighborhood Watch, Citizens Academy and/or participating in more public-facing planned community events. 2025 Performance Measurement Data (July 2024 – June 2025): 1) Increase formal personal interactions between the department and the community from 5 events per year to 10, particularly by hosting and/or participating in more planned community events. a. Result: Goal met. Personal interactions and participation in neighborhood events was increased by 5 events, in large part, to the 2 new Community Policing Officer positions. Significant Program Achievements: 1) Significantly increased community engagement by implementing and expanding upon 2 Community Policing Officer positions and their roles 2) Decreased fuel usage and costs through use of Hybrid squads, police motorcycle, and bicycles. 3) Continued use of Body Worn Cameras to document officer/citizen actions, collect evidence, and to ensure unbiased records and one-sided views. 4) Increased staff preparedness through mass casualty and active shooter response trainings. 5) Continued community policing through the community policing philosophy department-wide. 6) Continued training school district staff on active threat response. 7) Repairs and updates of the Officers’ workspace and breakroom areas of the police department facility Existing Program Standards Including Importance to Community: 1) The police department responds to all calls for service in the City of De Pere and assists other agencies as requested. Response to calls for service for emergency situations are done immediately, non-emergency but high priority calls are with 5 minutes and non-emergency low priority situations within a maximum of 30 minutes. It is important to the 104 RETURN TO TABLE OF CONTENTS community because requests are handled in a timely manner, citizens are safer, injury can be minimized, lives can be saved, property safeguarded, and law enforcement can engage in enforcement action on behalf of the victims and suspects. 2) Criminal case investigations are mandatory in cases where identifiable solvability factors are present. Cases that do not have a possibility of being solved are documented and filed for later use or follow-up in case more information can be obtained. The resolution of criminal cases through suspect identification and arrest follow-up by quality criminal investigations increases victim satisfaction and prosecutable cases resulting in positive community satisfaction. 3) Nearly 100% of all school age children in nine public schools in two school districts have personal contact with school resource officers during the school year. School interaction by police increases positive reinforcement and prevents crime through presence, counseling and enforcement action and provides police/teacher/student role modeling. 4) Crime prevention is a required segment of a patrol officer’s day. The department requires at least four personal contacts with a person per day through traffic enforcement, field interviews, meet and greets, business talks, presentations, etc. Crime Prevention reduces or eliminates criminal activity thereby increasing community satisfaction and reducing investigative and personnel costs. 5) As part of Team Policing, department personnel regularly participate in individual and group specialized enforcement for traffic, criminal, surveillance, task forces, etc. As a result, the community should experience a reduction of criminal and municipal violations, an increase in citizen contact, increased safety of citizens and motoring public, and suspect identification and victim resolution. 6) Record keeping is an important and necessary element of policing services. The department must maintain a 100% accuracy rate for stored information. It is important because documents and evidence stored in a safe manner are available for later retrieval, aid in the follow up and prosecution of various cases, a timely response to citizen, insurance, and attorney requests and as an institutional memory for significant events. The department responds to all requests for records. Costs and Benefits of Program and Services: The adopted 2026 Police program cost is $6,974,761. The program benefits the community by providing citizens with a wide range of high-quality policing and administrative services performed by highly trained, well equipped, and prepared officers and staff. 2026 Program Objectives: 1) Enhance the department’s efforts at recruitment and retention to avoid future potential staffing shortfalls 2) Continue to increase community policing efforts with Community Policing Officers (CPs) 3) Continue to enhance officer equipment and preparedness for active shooter / mass casualty criminal events 105 RETURN TO TABLE OF CONTENTS 4) Continue efforts to become more paperless, leveraging IT resources and digital storage, while enhancing efficiency 5) Continue bicycle safety program throughout jurisdiction 6) Continue mountain bike patrol program 7) Improve police department facilities and catch up on overdue maintenance and upgrades 8) Enhance officer wellness initiatives including the Peer Officer Support Team (POST) 9) Continue policy and procedure updates 10) Continue building morale and camaraderie in various work groups and in personnel overall 11) Build neighborhood watch programs and commitment by police personnel in crime prevention 2026 Budget Significant Expenditure Changes: 1) Hourly Wages Increased by $220,805 due to contractual wage increases, eligible step increases and cost of living adjustment (COLA). 2) FICA Increased by $19,825 due to wage increases. 3) Retirement increased $31,784 due to wage increases and retirement contribution rate increase. 4) Training expenditures increased by $4,700 due in large part to the turnover from experienced Detectives to 2 new Detectives being appointed and requiring additional investigative training. It is unusual to have 2 Detective positions turn over in one year. Training expenditures include: mandatory state law enforcement certification, recertification, technology training, legal updates, Homicide Investigation Training, Cryptocurrency Investigations, management training, training supplies, and performance improvement training as necessary. The department's training costs for mandatory training are approximately $550 per person per year. In addition, the department sends officers to discretionary training including: Mass Casualty/Active Shooter Incident Response, Drug Recognition Expert Training, Instructor Certification Training for Defense and Arrest Tactics, Firearms, Emergency Vehicle Operation, Professional Communications, Taser Instructor, Internet Crimes Against Children, and training on emerging criminal trends such as cryptocurrency scams and frauds. 5) Telephone costs decreased by $5,193 due to eliminating hardwired fax machines and addition of new phone system. 6) Postage decreased by $300 to reflect fewer items being mailed out and more electronic communications. 7) Seminars/Conferences increased by $1,200 to reflect the need to send two new Detectives to additional trainings and conferences. Seminars and Conferences in 2026 include DOJ Technology Conference $500, Wisconsin Chiefs of Police Conference $460, Open Records Updates $600, Police Executive Group training $700, FBI National Academy Association meetings $600, Wisconsin Association of Homicide Investigations $500, and other miscellaneous in-services and workshops. This account also includes meals and lodging expenses associated with such conferences. 8) Consulting increased by $13,806 due to adding an Officer Wellness Service Provider $7,000 and Flock Camera Renewal through the end of 2026 ($3,700) also includes the cost of the Body Worn Camera (BWC) payment $86,594, Consulting 106 RETURN TO TABLE OF CONTENTS also includes: Fotokite tethered drone live video streaming $3,300, OWI blood draw costs at hospitals $1,500, language line translators $500, LexisNexis data services $4,650, vehicle evidence towing fees $500, animal care (Humane Society, veterinarian. etc.) $5,800, Personnel Evaluations $500, PEP testing for Officer Candidates $500, and Background Investigations Software (ESoph $3,000), background investigations costs, and associated travel for new officers $1,200, and for other related testing and services in this category $350. 9) Cell/Radio Increased by $2,300 due to the implementation of Verkada Security Cameras in various parts of the city that did not have internet connectivity and required cellular data modem service. All city security camera data plans are consolidated here in this item of the Police Department Budget. 10) Utilities increased by $2,200 to reflect an increase in costs for electricity and natural gas from utility companies. 11) Other Contractual Services is for software maintenance agreements, Copier and Printer Lease and maintenance, HVAC systems in the department and a new item – costs associated with records management connected to the City of Green Bay through the Brown County Sheriff Department. The costs include Tyler Works (scheduling) $6,421, Ocean (undercover video recording) $100, Net Motion $5,300 (secure network connections for mobile users) and Records Management Software $18,500. 12) Publications increased by $216 due to enrolling in additional training publications and subscriptions for the two new detectives who are going to advanced investigative training. 13) Memberships and Subscriptions increased by $1,600 due to enrolling in the Fraternal Order of Police Administrative, Civil, and Criminal Services for Chief and Captains ($1,600). Other items remaining are: WI Chief of Police Assoc.- Chief/Captains $450, International Assoc. of Chief of Police - Chief/Captains $450, WI Juvenile Officers Assoc.- Liaison Officers $60, FBI National Academy - 2 Captains $220, WI Assoc. for Identification - D/SGT $20, National Assoc. of Working Dogs - K-9 Officer $35, NAWLEE - Business Coordinator $75. 14) Transportation / Fuel decreased by $5,500 due to savings achieved by utilizing fleet purchasing power to get a discount off of regular fuel prices. 15) Capital Outlay includes the replacement of Mobile Field Force Personal Protective Gear ($9,700); replacement of ADF Mobile Device Forensics Hardware and Software ($5,131); year three lease payment for motorcycle ($7,330); purchase of ballistic protective vests for CSOs ($3,300); Purchase of a new Digital Fingerprinting Scanner and Workstation ($9,500) and CCTV camera and storage replacement at City Hall Complex and the Art Alley ($88,000). 107 RETURN TO TABLE OF CONTENTS City of De Pere 2026 General Fund Adopted Budget EXPENDITURES 2024 2025 2025 2025 2025 2026 2026 / 2025 Year End Adopted Current 6 mos Year End Adopted Budget Account Title Actual Budget Budget Actual Estimate Budget % Of Change POLICE Account Number PERSONAL SERVICES 100 52100 110 Salaries 598,889$ 590,144$ 590,144$ 278,946$ 599,500$ 614,771$ 4.17% 100 52100 120 Hourly Wages 3,133,175 3,370,333 3,370,333 1,694,028 3,370,333 3,591,138 6.55% 100 52100 122 Hourly Wages Part Time 32,071 20,000 20,000 9,125 20,000 20,650 3.25% 100 52100 125 Overtime Wages 294,106 273,500 273,500 168,306 273,500 287,100 4.97% 100 52100 126 Seasonal Labor 5,382 0 0 0 0 0 0.00% 100 52100 150 FICA 299,035 324,189 324,189 159,661 324,905 344,015 6.12% 100 52100 151 Retirement 549,827 607,023 607,023 220,811 607,023 638,806 5.24% 100 52100 152 Health, Dental, DIB, Life & Wks Cmp Ins 913,526 833,111 833,111 388,667 833,111 848,727 1.87% 100 52100 190 Training 16,918 16,900 24,871 5,662 16,900 21,600 27.81% Subtotal 5,842,929 6,035,200 6,043,171 2,925,206 6,045,272 6,366,807 5.49% CONTRACTUAL SERVICES 100 52100 210 Telephone 6,760 7,900 7,900 (87) 16 2,707 -65.73% 100 52100 211 Postage 1,821 2,200 2,200 195 1,900 1,900 -13.64% 100 52100 212 Seminars and Conferences 2,358 3,200 3,200 3,471 3,471 4,400 37.50% 100 52100 215 Consulting 72,158 105,394 105,394 93,551 105,394 119,200 13.10% 100 52100 217 Cleaning Service Contract 26,815 24,900 24,900 10,399 25,900 25,670 3.09% 100 52100 218 Cell/Radio 23,253 25,500 25,500 12,101 25,500 27,800 9.02% 100 52100 219 Data 3,300 6,200 6,200 1,701 6,200 6,200 0.00% 100 52100 220 Utilities 15,492 19,300 19,300 11,452 21,500 21,500 11.40% 100 52100 240 Equipment Maintenance 34,141 32,500 32,500 11,471 32,500 33,700 3.69% 100 52100 290 Other Contractual Services 38,440 42,500 42,500 26,746 42,500 43,500 2.35% Subtotal 224,538 269,594 269,594 170,999 264,881 286,577 6.30% 108 RETURN TO TABLE OF CONTENTS City of De Pere 2026 General Fund Adopted Budget EXPENDITURES 2024 2025 2025 2025 2025 2026 2026 / 2025 Year End Adopted Current 6 mos Year End Adopted Budget Account Title Actual Budget Budget Actual Estimate Budget % Of Change POLICE SUPPLIES AND EXPENSE 100 52100 310 Office Supplies 7,916 9,750 11,284 5,050 11,284 10,200 4.62% 100 52100 312 Crime Prevention Program 2,392 2,500 2,500 0 2,500 2,500 0.00% 100 52100 314 Cleaning and Maintenance 18,543 30,200 41,657 15,172 41,657 31,200 3.31% 100 52100 315 Publications 0 200 400 416 400 416 108.00% 100 52100 320 Memberships/Subscriptions 1,060 1,500 1,500 888 1,500 3,100 106.67% 100 52100 330 Mileage Reimbursement 0 0 0 0 0 0 0.00% 100 52100 331 Transportation/Fuel 63,660 75,500 75,500 29,293 70,000 70,000 -7.28% 100 52100 340 Operating Supplies 28,728 30,400 30,400 6,916 30,400 31,600 3.95% 100 52100 343 Guns and Ammo 12,950 13,500 13,500 (2,208) 13,500 13,900 2.96% 100 52100 349 Operating Supplies - Community Policing (1,212) 2,050 2,050 3,963 3,963 2,100 2.44% 100 52100 360 Radar/Communications Equip 11,937 11,200 11,200 4,678 11,200 11,600 3.57% 100 52100 362 Emergency Voucher Program 162 0 5,287 0 0 0 0.00% 100 52100 363 Police K-9 Expenses 0 0 0 0 0 0 0.00% 100 52100 364 Misc Grant Expenses 38,190 0 0 0 0 0 0.00% 100 52100 390 MISC. 500 1,000 1,000 0 0 1,000 0.00% 100 52100 392 Uniform Allowances 16,942 20,800 23,908 10,074 23,908 20,800 0.00% 100 52100 393 Parking Tickets - State (264) 0 0 (151) 0 0 0.00% Subtotal 201,504 198,600 220,186 74,090 210,312 198,416 -0.09% CAPITAL OUTLAY 100 52100 810 Capital Equipment 48,742 61,383 79,535 58,670 79,535 122,961 100.32% Subtotal 48,742 61,383 79,535 58,670 79,535 122,961 100.32% TOTAL 6,317,713$ 6,564,777$ 6,612,485$ 3,228,966$ 6,600,000$ 6,974,761$ 6.25% 109 RETURN TO TABLE OF CONTENTS Crossing Guards Program Full Time Equivalents: 2.84 Program Mission: The Mission of the De Pere Police Department Crossing Guards is to provide a secure and safe environment for young children by monitoring crosswalks at corners throughout the City deemed to be a significant crossing risk. List of Program Service(s) Descriptions: 1) Provide assistance with traffic control for young children to cross during regular school hours 2) Positively engage school children and provide role modeling Important Outputs: 1) Pedestrian Safety – Benefits the community by the reduction in traffic crashes and injuries for children involved in traffic crashes at controlled intersections and crossing. This is funded through property tax and an intergovernmental agreement with the Town of Ledgeview for crossings in their jurisdiction. Expected Outcomes: 1) Maintain a safer community by proactive and highly visible specific school children crossings using trained adult personnel 2) Maintain child pedestrian involved crashes at crossing guard-deployed locations at zero crashes. 2026 Performance Measures (July 2025 – June 2026): 1) Maintain job related injuries at 0% through June 2026 through use of training and specialized equipment. 2025 Performance Measurement Data (July 2024 – June 2025): 1) Maintain job related injuries at 0% through June 2025 through use of training and specialized equipment. a. Result: We had one reported job-related injuries for 2024-2025 school year. 110 RETURN TO TABLE OF CONTENTS Significant Program Achievements: 1) No injuries or deaths to school children in 2024-2025 school year 2) All crossing guards participated in specific traffic control training 3) Icy weather foot traction equipment distributed and used by guards Existing Program Standards Including Importance to Community: 1) Selection and training of guards Guards are selected from a pool of applicants or retained from an existing employee list. Qualified applicants are interviewed and hired. The training of the guards takes place at the beginning of each school year, and police personnel train guards hired throughout a school year on an individual basis. Well qualified, dedicated, and trained crossing guards are important to the safety of the children in our community 2) Hours of operation Operational hours are dependent on the school the crossing guard is assisting. Each school has a different start time and therefore the guards are placed at appropriate times prior to school starting, and again when school lets out. Typically, the guards are at the crossing about a half hour prior to and about 15 minutes after the start/end of school. The operational times provide the optimum times when a guard is needed, helping the community stay safe while being fiscally efficient. 3) Specific Equipment Crossing guards are issued specific traffic control equipment and other safety devices to ensure a safe crossing. Hand-held stop signs are required to stop traffic and crossing guards are required to wear an orange or safety green vest in order for road users to be aware of their presence. Additionally, the crossing guards are issued tall reflective orange traffic cones to further enhance situational awareness. This brings safety to the guard, pedestrians and road users alike. Costs and Benefits of Program and Services: The adopted 2026 Crossing Guard program cost is $96,787. The program benefits the community by providing young citizens with a safe place to cross specific busy intersections to and from public and private schools. 111 RETURN TO TABLE OF CONTENTS 2026 Program Objectives: 1) Continue safety priority of students utilizing crossing guard assisted locations 2) Maintain adequate substitute guard pool to supplement existing regular guard locations when regular guard unable to perform crossing duties. 3) Police patrol monitoring of crossing locations to assist guards. 2026 Budget Significant Expenditure Changes: 1) Health, Dental, DIB, Life & Wks Cmp Ins decreased $251 to reflect actual costs. 112 RETURN TO TABLE OF CONTENTS City of De Pere 2026 General Fund Adopted Budget EXPENDITURES 2024 2025 2025 2025 2025 2026 2026 / 2025 Year End Adopted Current 6 mos Year End Adopted Budget Account Title Actual Budget Budget Actual Estimate Budget % Of Change CROSSING GUARDS Account Number PERSONAL SERVICES 100 52110 121 Hourly Wages Crossing Guards 73,025$ 89,764$ 89,764$ 42,020$ 89,764$ 89,764$ 0.00% 100 52110 150 FICA 1,059 1,302 1,302 609 1,302 1,302 0.00% 100 52110 152 Health, Dental, DIB, Life & Wks Cmp Ins 2,064 2,172 2,172 1,017 2,172 1,921 -11.57% 100 52110 190 Training 56 600 600 355 600 600 0.00% Subtotal 76,204 93,838 93,838 44,002 93,838 93,587 -0.27% SUPPLIES AND EXPENSE 100 52110 330 Mileage Reimbursement 680 1,200 1,200 400 1,200 1,200 0.00% 100 52110 340 Operating Supplies 1,541 2,000 2,000 115 2,000 2,000 0.00% Subtotal 2,221 3,200 3,200 515 3,200 3,200 0.00% TOTAL 78,425$ 97,038$ 97,038$ 44,517$ 97,038$ 96,787$ -0.26% 113 RETURN TO TABLE OF CONTENTS Fire Rescue Department Program Full Time Equivalents: 30.90 Paid on Call: 24 Program Mission: De Pere Fire Rescue Department exists to serve our community. We are committed to providing a superior level of emergency service that continually improves the quality of life, health and safety of the community we serve. The Department’s mission includes prevention, education, emergency response, incident management, planning and coordination to prevent harm in our community. List of Program Service(s) Descriptions: 1) Emergency Medical Services – Providequality response of emergency medical personnel trained in basic and advanced life support. These personnel provide on scene evidence-based emergency medical care and hospital transportation. Each department vehicle is equipped with basic medical care equipment. Ambulances have advance life support equipment and transporting capabilities. 2) Fire and Rescue Responses – Well trained firefighters respond to a wide range of calls for service from structure fires, hazardous materials, physical entrapment, carbon monoxide alarms and a variety of requests for services. 3) Station and Vehicle Maintenance – The vehicle maintenance program is designed to sustain the fleet of emergency vehicles through all types of repair, preventative maintenance and testing. When extensive vehicle maintenance is needed, on-duty members facilitate the needed repairs with the Municipal Service Center and/or other outside resources. The buildings and grounds maintenance program is designed to maintain our fire stations in a professional and appropriate manner. 4) Accident Prevention, Public Education and Fire Investigations – The goals of these prevention programs are to reduce the risk of harm to our citizens and visitors. The in-school educational programs, along with our annual open house day, are the core of our preventive services. The smoke and carbon monoxide detector installation program has been very effective in providing home safety for our citizens. The department established, in conjunction with the Health Department, a Community Paramedicine Program. The focus of the program is accident prevention and community risk reduction. 5) Administration and External Relations – Provide for planning, administration, budgeting, invoicing, purchasing, payroll, external relations and management of the Fire Rescue Department. 114 RETURN TO TABLE OF CONTENTS 6) Communications – The department must maintain and update our communication systems as needed. The implementation of the new Brown County computer aided data system (CAD) will generate significant changes to our communications process, which is yet to be determined. The department’s staff needs to be trained in all aspects of communication. This program must include maintenance, coordination and systems updates. Important Outputs: 1) Improve the quality of emergency medical services through enhanced medical direction, hospital staff support and evidence-based medical training. De Pere Fire Rescue will continue to strive to achieve industry metrics and standards continuing as a statewide leader in the delivery of prehospital emergency medical services. 2) The department will continue to provide incident scene management for the command and control at all events to include, but not limited to; fire, medical, hazardous materials and rescue events. 3) Provide a comprehensive training plan to improve the effective and efficient handling of all types of incident responses. 4) Provide an effective vehicle, equipment and facilities maintenance program and coordination with the Municipal Service Center. 5) Through coordinated accident prevention, education and investigation programs reduce the potential for significant incidents within the City of De Pere. 6) Provide responsible oversight, comprehensive administration and effective management of the department, which includes planning, organizing, budgeting, supervising, coordinating and improved internal and external relationships. Expected Outcomes: 1) Emergency Medical Services – Provide high quality, critical emergency pre-hospital lifesaving care in high stress environments. 2) Fire Rescue Response –Provide high quality incident management and coordinated response to all fire and rescue incidents within the city; contracted response areas, auto-aid partners and to mutual aid locations. 3) Training – Provide a comprehensive training plan that assures all emergency service personnel are prepared for any situation, condition or hazard they may encounter in their pursuit to protect the citizens and themselves, as well as conserving property. 4) Maintenance – Maintain response readiness through preventivemaintenance, routine and emergency repairs. Maintain safety and reduce community liability through mandatory testing of fire rescue department pumps, ladders, hoses and station equipment. 5) Prevention, Education and Investigations – Reduce the risk to citizens, businesses, and staff by proactively eliminating threats, fire and life safety code violations and public education. 6) Administration, Operations and External Relations – Provide comprehensive administration and management of the fire rescue department. 115 RETURN TO TABLE OF CONTENTS 7) Communications – Implement standard operating guidelines for improved communications and coordination during incident responses. Coordinate with Brown County Communications Center to improve our Mobile Data Computer (MDC) system and incorporate the County’s new Computer Aided Dispatch (CAD) system into our department. 2026 Performance Measures: 1) Emergency Medical Services – Responses to emergency medical aid requests within the city should be in accordance with NFPA Standard 1720. Emergency medical care providers should have a turnout time of not more than one minute and an on-scene time of four minutes, five minutes total response time or less, at least 90% of the time. Advanced life support capabilities should arrive on scene within nine minutes of initial dispatch time. 2) Fire Rescue Response –De Pere Fire Rescue should respond to all structure fire alarms in accordance with NFPA Standard 1720. Response for the initial fire unit on scene should be one minute twenty seconds turnout time and on scene in four minutes or less, five minutes twenty seconds total response time. The full fire alarm assignment should arrive on scene within nine minutes of initial dispatch time with a minimum of 17 personnel. 2025 Performance Measurement Data (August 2024 – July 2025): Fire and Emergency Medical Service Responses On scene emergency response times should be a one-minute turnout and on scene in less than five minutes, from time of dispatch, at least 90% of the time. a) From 8/1/24 through 7/31/25, The department met the above initial response criteria 97% of the time. Advanced life support capabilities should arrive on scene within nine minutes of initial dispatch time. A full fire alarm assignment should arrive on scene within nine minutes of initial dispatch time with a minimum of 17 personnel. a) Advanced Life Support- From 8/1/24 through 7/31/25, The department met the above response criteria 98% of the time. b) Full Fire Alarm- From 8/1/24 through 7/31/25, The department met the above response criteria 98% of the time. 116 RETURN TO TABLE OF CONTENTS The non-emergent responses do not require the use of lights or siren during the response; therefore, response times are slower than emergent. The department averaged 5 minutes per non-emergent response. Significant Program Achievements: 1) Continued to lead and collaborated multi-jurisdictional public safety entities in integrated threat preparation and training. 2) Continue implementation of department wide policy management software (Lexipol). 3) Dr. Bob Zemple continues the oversight program, which includes response preparation, on-line and off-line medical direction, as well as continuing education, which included training at a state-of-the-art simulation lab. 4) Our Stay-at-Home Assistance Program continues to support a comprehensive approach to assist our elderly citizens to safely and securely remain in their own homes as long as possible in conjunction with the Health Department. 5) Successfully completed the GEMT repayment program data for year 2023 and 2024. 6) The two 2025 fire prevention inspection cycles will be successfully completed. We conducted approximately 1,700 inspections. 7) Successfully hired 6 new Paid-on-Premise employees to support daytime operations. 8) Appointed new Fire Chief and three Battalion Chiefs. 9) Completed construction of detached 2-stall storage facility at Station #2. 10) Completed the restoration of a second boat and placed in service. 11) Purchased and received replacement Ambulance 121. Existing Program Standards Including Importance to Community: 1) More than 85% of all alarms for De Pere Fire Rescue are for emergency medical services. It is estimated that the revenue collected from emergency transports will be approximately $1,073,000 for 2026, which includes contracts with the Towns of Lawrence, Ledgeview, and the Village of Ashwaubenon. 2) De Pere Fire Rescue also provides fire protection and related services to our citizens and visitors. 3) De Pere Fire Rescue maintains fire department facilities and equipment to effectively support our mission. We are a workforce assigned to 24-hour shifts and prioritize maintenance of Stations #1 and #2, as well as all department equipment when not involved in emergency medical and fire protection response. Costs and Benefits of Program and Services: The adopted 2026 budget for De Pere Fire Rescue is $5,202,049. The program benefits the community by providing citizens with a wide range of high-quality fire and rescue services by highly trained and prepared staff. 117 RETURN TO TABLE OF CONTENTS 2026 Budget Significant Expenditure Changes: 1) Hourly Wages increased $268,396 due to contractual wage increases, eligible step increases, cost of living adjustment (COLA) and an additional Firefighter position to be added mid-year 2026. 2) Hourly Wages Part Time decreased $25,000 due to the elimination of the part time Administrative Assistant position approved in the 2025 budget. 3) FICA increased $3,077 due to wage increases and the additional Firefighter. 4) Retirement increased $42,112 due to wage increases, retirement contribution rate increases and the additional Firefighter. 5) Health, Dental, DIB, Life & Workers Comp Ins increased $118,741 due to increase in health and dental insurance premiums and the additional Firefighter. 6) Training is funding to provide for all department training. These include leadership, special operations, hazmat training, etc. 7) Telephone decreased $7,111 as a result of the new phone system and reallocation of the cellphone budget to the Cell/Radio line. 8) Seminars/Conferences is funding for professional development. These include FDIC, Image Trend annual conference, Wisconsin Fire Chief’s Annual Conference, Wisconsin Association of Emergency Vehicles, LifeQuest Services CADS Conference, WI DOJ Active Shooter Conference, mental health awareness conferences, etc. 9) Consulting is funding for outside services. This includes annual ambulance billing/administrative fees from LifeQuest Services (approximately $45,000), and recurring maintenance fees for numerous software programs, i.e. Image Trend (approximately $13,000), CrewSense/Vector Solutions ($4,600), Lexipol ($9,500), KNOX Box ($725), Fotokite ($3,250), PS Tracks ($4,650), Spectrum Enterprise ($1,500), Honeywell/US Digital Designs ($5,518) and potentially First Arriving ($2,500). 10) Cell/Radio increased $6,000 due to a reallocation of these expenses from Telephone. 11) Data increased $500 due to portable wi-fi capability for Medical Director response to emergency incidents. 12) Equipment Maintenance increased $5,000 due to increased costs of repairs and evaluation of previous year’s expenditures. 13) Office Supplies decreased 1,000 due to excess supplies. 14) Memberships/Subscriptions are for professional organizations. These include Brown County Fire Chief’s Association, Brown County MABAS 112, Wisconsin State Fire Chief’s Association, International Association of Fire Chiefs, Wisconsin, EMS Association, International Association of Arson Investigators. 118 RETURN TO TABLE OF CONTENTS City of De Pere 2026 General Fund Adopted Budget EXPENDITURES 2024 2025 2025 2025 2025 2026 2026 / 2025 Year End Adopted Current 6 mos Year End Adopted Budget Account Title Actual Budget Budget Actual Estimate Budget % Of Change FIRE RESCUE Account Number PERSONAL SERVICES 100 52200 110 Salaries 607,070$ 615,579$ 615,579$ 265,020$ 615,579$ 623,240$ 1.24% 100 52200 120 Hourly Wages 2,107,311 2,163,453 2,163,453 1,315,184 2,163,453 2,431,849 12.41% 100 52200 122 Hourly Wages Part Time 0 25,000 25,000 0 0 0 -100.00% 100 52200 125 Overtime Wages 136,301 115,000 115,000 125,736 170,000 120,000 4.35% 100 52200 129 Hourly Wages -- POC/POP FF 109,315 135,000 135,000 93,213 135,000 135,000 0.00% 100 52200 150 FICA 46,307 49,272 49,272 27,670 49,272 52,349 6.24% 100 52200 151 Retirement 531,817 540,451 540,451 215,344 540,451 582,563 7.79% 100 52200 152 Health, Dental, DIB, Life & Wks Cmp Ins 784,934 659,950 659,950 305,045 659,950 778,691 17.99% 100 52200 155 Vaccinations/Physicals 755 30,000 30,000 150 150 30,000 0.00% 100 52200 190 Training 3,275 14,000 14,000 3,399 14,000 14,000 0.00% 100 52200 191 Training Act 102 10,864 0 0 47,254 0 0 0.00% Subtotal 4,337,949 4,347,706 4,347,706 2,398,014 4,347,855 4,767,692 9.66% CONTRACTUAL SERVICES 100 52200 210 Telephone 6,800 9,000 9,000 2,983 9,000 1,889 -79.01% 100 52200 211 Postage 219 200 200 6 200 200 0.00% 100 52200 212 Seminars and Conferences 3,841 9,000 9,000 1 9,000 9,000 0.00% 100 52200 215 Consulting 117,298 135,000 135,000 59,863 135,000 145,518 7.79% 100 52200 218 Cell/Radio 0 0 0 0 0 6,000 100.00% 100 52200 219 Data 6,537 7,000 7,000 3,295 7,000 7,500 7.14% 100 52200 220 Utilities 17,372 27,000 27,000 12,524 27,000 27,000 0.00% 100 52200 240 Equipment Maintenance 70,451 55,000 55,000 43,014 70,000 60,000 9.09% Subtotal 222,518 242,200 242,200 121,686 257,200 257,107 6.15% 119 RETURN TO TABLE OF CONTENTS City of De Pere 2026 General Fund Adopted Budget EXPENDITURES 2024 2025 2025 2025 2025 2026 2026 / 2025 Year End Adopted Current 6 mos Year End Adopted Budget Account Title Actual Budget Budget Actual Estimate Budget % Of Change FIRE RESCUE SUPPLIES AND EXPENSE 100 52200 310 Office Supplies 1,364 4,000 4,000 1,148 3,000 3,000 -25.00% 100 52200 314 Cleaning and Maintenance 4,480 4,250 4,250 2,100 4,250 4,250 0.00% 100 52200 320 Memberships/Subscriptions 1,078 2,000 2,000 251 2,000 2,000 0.00% 100 52200 324 Medical Supplies 46,186 45,000 45,000 26,845 45,000 47,000 4.44% 100 52200 328 Fire Prevention/Education Supplies 7,979 8,000 8,000 169 8,000 8,000 0.00% 100 52200 330 Mileage Reimbursement 3,574 7,000 7,000 586 2,000 7,000 0.00% 100 52200 331 Transportation 34,797 32,000 32,000 13,648 32,000 32,000 0.00% 100 52200 340 Operating Supplies 18,312 20,000 20,000 8,177 20,000 20,000 0.00% 100 52200 341 Fire-Emer. Operations Ctr 0 0 0 0 0 0 0.00% 100 52200 350 Repair and Maintenance Supplies 34,399 35,924 58,924 30,092 35,924 37,500 4.39% 100 52200 360 Support Dog Expenses 4,198 0 0 462 750 0 0.00% 100 52200 392 Clothing Allowance 15,357 16,500 16,500 5,332 16,500 16,500 0.00% Subtotal 171,723 174,674 197,674 88,809 169,424 177,250 1.47% CAPITAL OUTLAY 100 52200 810 Capital Equipment 7,993 13,500 13,500 5,026 13,500 0 -100.00% 100 52200 811 Office Equipment 0 0 0 0 0 0 0.00% Subtotal 7,993 13,500 13,500 5,026 13,500 0 -100.00% TOTAL 4,740,183$ 4,778,080$ 4,801,080$ 2,613,535$ 4,787,979$ 5,202,049$ 8.87% 120 RETURN TO TABLE OF CONTENTS Building Inspection Division Program Full Time Equivalents: 2.65 Program Mission: To protect the health, safety and welfare of the residents and general public while maintaining neighborhood aesthetics and property values. List of Program Service(s) Descriptions: 1) Homeowner/Contractor Contact – Receive and answer a variety of questions from citizens, contractors etc., pertaining to all phases of development and construction (whether new or existing). 2) Residential/ Commercial Permit and Inspection – Educate architects, owners and contractors on applicable codes; issue building and mechanical permits and perform inspections for code compliance. 3) Commercial Electrical/Plumbing Permit and Inspections – Educate architects, owners, electricians and plumbers; issue permits and perform inspections for code compliance. 4) Commercial Plumbing Permit and Inspection – Educate architects, owners and plumbing contractors; issue permits and perform inspections for code compliance. 5) Sign Permits – Educate business owners and sign contractors; and issue permits and perform inspections for code compliance. 6) Zoning Code Enforcement – Assure that all properties comply with applicable regulations in all zoning districts. Important Outputs: 1) Number of Permits Issued / Development (July 2024 to July 2025) – 2,303, total number of permits were issued through July 2025 (1.5% increase from 2023/2024). Cumulatively over the past 7-years the number of permits has increased 115%. The Building Inspection hired a Code Enforcement Specialist that began employment February 24, 2025 to manage the City-wide Municipal complaints and conduct small permit review, permitting and inspections. Permits issued benefit the city by assuring that construction projects meet code. Of that, in 2025, the City has completed 54 single-family home plan reviews/starts, this is a slight decrease from 59 new homes at this time in 2024. 2) Commercial Permit Review – De Pere received a commercial permit delegation for projects up to 50,000 cubic feet in 2018. In-house plan review typically yields a permit in 3-5 days. Projects submitted to the State often wait 8-10 weeks 121 RETURN TO TABLE OF CONTENTS before the plan set is even reviewed. So far in 2025, the City has completed 20 commercial plan reviews and 2 change of occupancy evaluations. 3) Consistent Development – The City of De Pere continues to be a progressive and desirable community in which to build and live. Recent annexations and subdivision approvals will help meet the demand for single-family lots. Businesses continue to develop and expand in the business parks. 4) Public Education– Numerous building permits and construction information funded through permit fees have been prepared and/or revised for dissemination on the city website, in the office, and on via the City social media pages. 5) Code Enforcement- Complaint-initiated response and follow-up in order to preserve and maintain public health, safety and welfare of community in building and zoning code. From July 2024 to July 2025, the Building Inspection Division tracked 1,073 reported, 768 acknowledged and 1,031 closed municipal complaints, a 45% increase over the previous year and trending for an increase over 2025 Expected Outcomes: 1) Provide value to the community by maintaining a high level of contact with property owners and contractors that provide information and understanding to meet their own safety needs. 2) The issuance of all residential and commercial building permits along with associated mechanical sub-contractor (electrical, plumbing and HVAC) permits followed by strict enforcement of applicable health and safety codes provides protection for all owners and occupants of property within the City of De Pere. The community benefits by the lessened potential for personal injury and damage to structures. 3) The issuance of sign permits and enforcement of the sign ordinance benefits the overall appearance of the business community. Enhanced aesthetics of the industrial/business parks and business districts encourage commercial growth and increased consumer spending. 4) The enforcement of the De Pere Zoning Code preserves the integrity of the various residential, commercial and industrial zoning districts. Proper enforcement maintains property values that create a stable tax base for the city. Well-thought-out zoning district delineation encourages and attracts systematic and orderly development of the city. 2026 Performance Measures (July 2025 – June 2026): 1) Conduct monthly code enforcement task force and nuisance property team meetings in order to provide an interdepartmental approach to challenged properties. 2) Continue to modify and work with other departments to utilize the adopted code enforcement policy. 122 RETURN TO TABLE OF CONTENTS 2025 Performance Measurement Data (July 2024 – June 2025): 1) Conduct at least ten code enforcement and nuisance property team meetings in order to provide an interdepartmental approach to challenged properties by November 2025. Results: On-going and on schedule. 2) Perform 10 ride-a-longs/training for the Code Technician with various departments that will be utilizing the position code enforcement responsibilities (DPW-polycarts, Parks – weeds, Health – various items, Planning – zoning code, and Building Inspection – general property maintenance code) – November 2025. Results: On-going and will continue to cross train new staff. 3) Work with Law Department, Police Department, and Development Services Director to draft and approve code enforcement policy to present to the Common Council for approval (January 2025). Results: Completed. Significant Program Achievements: 1) Significant increase in plan review. To date, plan reviews for one and two-family dwellings, alterations, additions, accessory buildings, decks, pools, fences, and other small permits increased by 10% percent over 2024 and 75% since 2020. 2) Continued training programs at the building sites for contractors and tradespeople. 3) Issued appropriate building and mechanical permits and completed inspections. 4) Met quarterly with the Brown County Homebuilders Association to review building code and related construction issues. 5) Provide on-site code training in association with the Brown County Home Builders Association. 6) Provide state-wide code training to all the Associations and tradespeople (Winter Code Updates). 7) Continue to conduct meetings with local the Bay Area Municipal Code Inspectors Coalition. Existing Program Standards, Including Importance to Community: 1) Review and issue permits for small commercial projects. a. Allows permit applications that previously were reviewed by the state to be reviewed internally, on a much shorter timeline. b. Increases the amount of small commercial projects that begin with a permit. 2) Permits are required for residential and commercial projects. a. Provides for safe and healthy buildings. b. Establishes a routine schedule for community involvement. 123 RETURN TO TABLE OF CONTENTS 3) Sign permits are required for replacement or new signage. a. Provides for orderly signage display within the community. 4) Complaint initiated Code Enforcement and necessary follow up by the Code Enforcement Specialist. The position will gradually move to a building inspection position with in-house training and assimilation for state credential testing. Costs and Benefits of Program and Services: The adopted 2026 Building Inspection budget as part of the Development Services Department is $363,334. The program benefits the community by providing citizens with safe and code-compliant housing and commercial development. The program also benefits the community by supporting stable residential, commercial and industrial properties that provide citizens the opportunity to live and work within the same community. The 2026 budget represents a $28,706 or 8.58% increase over the previous budget. The increase is primarily the result of an additional staff member who started in Q1 2025. The Inspection Division elected not to increase the 2025 budget with the new staff to quantify the necessary increase. 2026 Significant Budget Expenditure Changes: 1) Hourly wages increased $22,733 due to eligible step increases, cost of living adjustment (COLA) and addition of Permit Technician/Code Enforcement Specialist position in 2025. 2) FICA increased $1,829 to reflect wage increases and a new staff member. 3) Retirement increased $2,316 to reflect wages increases, retirement contribution increase and a new staff member. 4) Training decreased $395 to a total of $4,580. Includes the League of WI Municipalities Building Inspectors Institute ($1,380), BIANEW Winter Code Updates ($1,200), Commercial Code Training (UW Code Development - $1,500), Various Building Inspectors Association of Northeast Wisconsin (BIANEW) events ($500). 5) Telephone decreased $885 due to the reallocation of these expenses to the City Hall budget. 6) Consulting decreased $3,500 to a total of $4,000. Includes $1,000 to cover legal department costs for building-related items and $3,000 to fund INCODE software maintenance. 7) Cell/Radio increased by $1,450 due to reflect actual trends and COLA and a new staff member. 8) Equipment/Maintenance increased by $500 due to the addition of a new vehicle to the inspection fleet. 9) Office Supplies increased by $800 due to additional supplies for an additional staff member. 10) Memberships and Subscriptions decreased by $70 to a total of $340. Includes required credential subscriptions and BIANEW ($100), membership in the Building Inspector’s Association of Northeast Wisconsin for 2 Inspectors ($10), International Code Council (ICC) membership ($180), Journal of Light Construction ($50). 11) Transportation decreased by $500 due to trends. 124 RETURN TO TABLE OF CONTENTS City of De Pere 2026 General Fund Adopted Budget EXPENDITURES 2024 2025 2025 2025 2025 2026 2026 / 2025 Year End Adopted Current 6 mos Year End Adopted Budget Account Title Actual Budget Budget Actual Estimate Budget % Of Change BUILDING INSPECTION Account Number PERSONAL SERVICES 100 52400 110 Salaries 90,772$ 65,574$ 65,574$ 31,780$ 63,560$ 67,540$ 3.00% 100 52400 120 Hourly Wages 110,411 140,053 140,053 66,797 133,593 161,989 15.66% 100 52400 125 Overtime Wages 29 0 0 386 772 0 0.00% 100 52400 127 Hourly Wages--Elec/Plmb Inspector 9,041 0 0 661 661 0 0.00% 100 52400 150 FICA 14,878 15,730 15,730 7,245 15,151 17,559 11.62% 100 52400 151 Retirement 13,896 14,291 14,291 5,626 13,756 16,526 15.64% 100 52400 152 Health, Dental, DIB, Life & Wks Cmp Ins 81,538 78,860 78,860 34,514 69,028 82,200 4.24% 100 52400 190 Training 185 4,975 4,975 2,028 4,000 4,580 -7.94% Subtotal 320,750 319,484 319,484 149,037 300,521 350,394 9.68% CONTRACTUAL SERVICES 100 52400 210 Telephone 780 885 885 (117) 885 0 -100.00% 100 52400 212 Seminars and Conferences 1,392 0 0 0 0 0 0.00% 100 52400 215 Consulting 10,819 7,500 7,500 0 0 4,000 -46.67% 100 52400 218 Cell/Radio 1,437 850 850 1,249 2,498 2,300 170.59% 100 52400 240 Equipment Maintenance 3,802 1,500 1,500 3,956 3,956 2,000 33.33% Subtotal 18,230 10,735 10,735 5,088 7,340 8,300 -22.68% SUPPLIES AND EXPENSE 100 52400 310 Office Supplies 1,909 1,200 1,200 1,154 1,300 2,000 66.67% 100 52400 320 Memberships/Subscriptions 442 410 410 236 300 340 -17.07% 100 52400 331 Transportation 4,110 2,800 2,800 970 1,941 2,300 -17.86% Subtotal 6,461 4,410 4,410 2,360 3,541 4,640 5.22% CAPITAL OUTLAY 100 52400 810 Capital Equipment 0 0 0 0 0 0 0.00% 100 52400 830 Furniture 0 0 0 0 0 0 0.00% Subtotal 0 0 0 0 0 0 0.00% TOTAL 345,441$ 334,629$ 334,629$ 156,485$ 311,401$ 363,334$ 8.58% 125 RETURN TO TABLE OF CONTENTS Jail Program Full Time Equivalents: 0 Program Mission: House prisoners in a secure environment List of Program Service(s) Descriptions: Provide specific secure housing for arrested persons at a Brown County facility at a per diem cost to De Pere Important Outputs: Prisoner Housing – A $40/day charge is applied to all De Pere prisoners housed in the county jail for municipal charges. All county charged prisoners are funded though the county tax base. Funding sources for De Pere jail charges are from De Pere property tax and a $40/day “turnkey” fee charged to individual prisoners. Prisoners are housed in the Brown County Jail on De Pere charges due to the inability to pay a bond at the time of arrest and there is the likelihood of not appearing for court, for court orders (warrants), and for sentencing of certain municipal cases. It is important to have the ability to house certain individuals that are disorderly, fighting, resistive, intoxicated, a flight risk, or awaiting other more serious charges in the county jail, and certainly there is a benefit to the community to do so when necessary. Expected Outcomes: Maintaining the safety of the community is accomplished by segregating disorderly persons from law abiding persons, allowing sobriety for those not able to make sound decisions, and ensuring compliance with mandatory court appearances by securing a surety. 2026 Performance Measures (July 2025 – June 2026): 1) Maintain jail costs near their current level, despite increasing officer activity and arrests by attempting to increase the number of releases of low-level, non-violent offenders from custody to responsible persons in 2026. 126 RETURN TO TABLE OF CONTENTS 2025 Performance Measurement Data (July 2024 – June 2025): 1) Reduce jail costs by 10% by increasing the number of releases of low-level offenders from custody to responsible persons in 2025. a. Result: Goal met. The costs for the jail for 2025 are on pace for more than a 10% savings in 2025. Significant Program Achievements: 1) Satisfactorily provided a secure housing environment for persons arrested in the City of De Pere Existing Program Standards Including Importance to Community: In each call for service an officer must first make a decision to either arrest a person or issue a citation based on the issue at hand, the demeanor of the person, the ability to post a bond, an outstanding court order, or other factors like intoxication, injury, seriousness of offense, etc. A person may be arrested but able to post bond and the person is thus transported to the police station. However, in some cases the person must be transported to the county jail for holding on municipal charges based on the factors previously stated. In misdemeanor or felony cases, particularly violent felonies, there is very little discretion. Having the ability to house disorderly persons is important to the safety of the community. Costs and Benefits of Program and Services: The adopted 2026 Police Jail program cost is $5,550. The program benefits the community by providing citizens and the police a safer place to house court ordered and self-initiated arrestees awaiting adjudication through the court systems. 2026 Program Objectives: 1) Maintain efficient use of county facility and keep costs in check. 2) Monitor travel/trips to facility. 2026 Budget Significant Expenditure Change: 1) Jail housing fees decreased by $1,200 due to increased discretion in jailing or not jailing low-level offenders. 127 RETURN TO TABLE OF CONTENTS City of De Pere 2026 General Fund Adopted Budget EXPENDITURES 2024 2025 2025 2025 2025 2026 2026 / 2025 Year End Adopted Current 6 mos Year End Adopted Budget Account Title Actual Budget Budget Actual Estimate Budget % Of Change JAIL CONTRACTUAL SERVICES 100 52700 219 Data 163$ 250$ 250$ 0$ 250$ 250$ 0.00% 100 52700 222 Jail 4,960 6,500 6,500 765 5,300 5,300 -18.46% 100 52700 240 Equipment Maintenance 0 0 0 0 0 0 0.00% Subtotal 5,123 6,750 6,750 765 5,550 5,550 -17.78% TOTAL 5,123$ 6,750$ 6,750$ 765$ 5,550$ 5,550$ -17.78% 128 RETURN TO TABLE OF CONTENTS TOTAL PUBLIC SAFETY 129 RETURN TO TABLE OF CONTENTS City of De Pere 2026 General Fund Adopted Budget PUBLIC SAFETY EXPENDITURES 2024 2025 2025 2025 2025 2026 2026 / 2025 Year End Adopted Current 6 mos Year End Adopted Budget Account Title Actual Budget Budget Actual Estimate Budget % Of Change TOTAL PUBLIC SAFETY PERSONAL SERVICES 110 Salaries 1,296,731$ 1,271,297$ 1,271,297$ 575,746$ 1,278,639$ 1,305,551$ 2.69% 120 Hourly Wages 5,350,898 5,673,839 5,673,839 3,076,008 5,667,379 6,184,976 9.01% 121 Hourly Wages Crossing Guards 73,025 89,764 89,764 42,020 89,764 89,764 0.00% 122 Hourly Wages Part Time 32,071 45,000 45,000 9,125 20,000 20,650 -54.11% 125 Overtime Wages 430,435 388,500 388,500 294,428 444,272 407,100 4.79% 126 Seasonal Labor 5,382 0 0 0 0 0 0.00% 127 Hourly Wages Plumbing Inspector 9,041 0 0 661 661 0 0.00% 129 Hourly Wages POC FF 109,315 135,000 135,000 93,213 135,000 135,000 0.00% 150 FICA 361,278 390,494 390,494 195,185 390,629 415,224 6.33% 151 Retirement 1,095,540 1,161,765 1,161,765 441,781 1,161,230 1,237,895 6.55% 152 Health, Dental, DIB, Life & Wks Cmp Ins 1,782,061 1,574,093 1,574,093 729,242 1,564,262 1,711,538 8.73% 155 Vaccinations 755 30,000 30,000 150 150 30,000 0.00% 190 Training 20,434 36,475 44,446 11,445 35,500 40,780 11.80% 191 Training Act 102 10,864 0 0 47,254 0 0 0.00% Subtotal 10,577,832 10,796,227 10,804,198 5,516,259 10,787,486 11,578,479 7.25% CONTRACTUAL SERVICES 210 Telephone 14,340 17,785 17,785 2,779 9,901 4,596 -74.16% 211 Postage 2,040 2,400 2,400 201 2,100 2,100 -12.50% 212 Seminars and Conferences 7,591 12,200 12,200 3,472 12,471 13,400 9.84% 215 Consulting 200,275 247,894 247,894 153,414 240,394 268,718 8.40% 217 Cleaning Service Contract 26,815 24,900 24,900 10,399 25,900 25,670 3.09% 218 Cell/Radio 24,690 26,350 26,350 13,350 27,998 36,100 37.00% 219 Data 10,000 13,450 13,450 4,996 13,450 13,950 3.72% 220 Utilities 32,865 46,300 46,300 23,976 48,500 48,500 4.75% 222 Jail 4,960 6,500 6,500 765 5,300 5,300 -18.46% 240 Equipment Maintenance 108,394 89,000 89,000 58,441 106,456 95,700 7.53% 290 Other Contractual Services 38,440 42,500 42,500 26,746 42,500 43,500 2.35% Subtotal 470,409 529,279 529,279 298,538 534,971 557,534 5.34% 130 RETURN TO TABLE OF CONTENTS City of De Pere 2026 General Fund Adopted Budget PUBLIC SAFETY EXPENDITURES 2024 2025 2025 2025 2025 2026 2026 / 2025 Year End Adopted Current 6 mos Year End Adopted Budget Account Title Actual Budget Budget Actual Estimate Budget % Of Change TOTAL PUBLIC SAFETY SUPPLIES AND EXPENSE 310 Office Supplies 11,189 14,950 16,484 7,351 15,584 15,200 1.67% 312 Crime Prevention Program 2,392 2,500 2,500 0 2,500 2,500 0.00% 314 Cleaning and Maintenance 23,023 34,450 45,907 17,271 45,907 35,450 2.90% 315 Publications 0 200 400 416 400 416 108.00% 320 Memberships/Subscriptions 2,580 3,910 3,910 1,375 3,800 5,440 39.13% 324 Medical Supplies 46,186 45,000 45,000 26,845 45,000 47,000 4.44% 328 Fire Prevention/Education Supplies 7,979 8,000 8,000 169 8,000 8,000 0.00% 330 Mileage Reimbursement 4,254 8,200 8,200 986 3,200 8,200 0.00% 331 Transportation 102,566 110,300 110,300 43,911 103,941 104,300 -5.44% 340 Operating Supplies 48,582 52,400 52,400 15,208 52,400 53,600 2.29% 343 Guns and Ammo 12,950 13,500 13,500 (2,208) 13,500 13,900 2.96% 349 Operating Supplies-Community Policing (1,212) 2,050 2,050 3,963 3,963 2,100 2.44% 350 Repair and Maintenance Supplies 34,399 35,924 58,924 30,092 35,924 37,500 4.39% 360 Radar/Communications Equip 11,937 11,200 11,200 4,678 11,200 11,600 3.57% 360 Support Dog Expenses 4,198 0 0 462 750 0 0.00% 362 Emergency Voucher Program 162 0 5,287 0 0 0 0.00% 363 Police K-9 Expenses 0 0 0 0 0 0 0.00% 364 Misc Grant Expenses 38,190 0 0 0 0 0 0.00% 390 MISC. 500 1,000 1,000 - - 1,000 0.00% 392 Clothing Allowance 32,299 37,300 40,408 15,406 40,408 37,300 0.00% 393 Parking Tickets--State (264) 0 0 (151) 0 0 0.00% Subtotal 381,908 380,884 425,470 165,774 386,477 383,506 0.69% CAPITAL OUTLAY 810 Capital Equipment 56,736 74,883 93,035 63,696 93,035 122,961 64.20% 811 Office Equipment 0 0 0 0 0 0 0.00% 830 Furniture 0 0 0 0 0 0 0.00% Subtotal 56,736 74,883 93,035 63,696 93,035 122,961 64.20% TOTAL 11,486,885$ 11,781,273$ 11,851,981$ 6,044,267$ 11,801,968$ 12,642,481$ 7.31% 131 RETURN TO TABLE OF CONTENTS PUBLIC WORKS 132 RETURN TO TABLE OF CONTENTS PUBLIC WORKS EXPENDITURES FULL TIME PROGRAM BUDGET EQUIVALENTS Public Works Administration 0.81 Engineering 1.90 Municipal Service Center 0.30 Building Maintenance 1.25 Fleet Maintenance 0.90 Snow and Ice Control 0.96 Street Maintenance 0.99 Traffic Signs and Marking 0.98 Street Lighting 0.12 Traffic Lights 0.00 Brush Collection 0.39 Transit System 0.00 Garbage and Refuse Collection 2.66 Landfill 0.00 Weed Control 0.10 Recycling 1.10 TOTAL 12.46 133 RETURN TO TABLE OF CONTENTS Public Works Administration Program Full Time Equivalents: 0.81 Program Mission: Provide planning, coordination and supervision of public works services. Ensure public works services are provided in a cost effective and efficient manner. List of Program Service(s) Descriptions: 1) Planning public works services –Long range planning for the public works operations and capital improvements. 2) Coordination of public works services – Need to coordinate the public works operations with other various City departments or outside governmental agencies operations or projects. 3) State and Federal grants – Investigates and applies for various state and federal funding for capital projects. 4) Supervision of public works services – Provides supervision and direction to the employees that provide the public works services. 5) Budget Administration – Develop yearly operational budget in a fiscally responsible manner. Monitor public works operations so that the services delivered are done within the adopted budget established by the City Council. 6) Establish and monitor policies- Review existing operational policies and establish new operational policies to provide public works services that are in the best interest of the community. 7) Respond to complaints – Responds to complaints and concerns of the general public regarding public works operations. Important Outputs: 1) Departmental Budget- Activities and services by the department are supported by the property tax (25%), storm water utility (25%), water utility (25%), and the sewer utility (25%). Develop and manage the annual budget for all public works services. The public works annual budget provides funding for all public works services provided to the community. 2) Monthly Board of Public Works Meeting (BOPW) – Activity funded by the property tax (25%), storm water utility (25%), water utility (25%), and the sewer utility (25%). Send out monthly agenda and attachments to Board of Public Works members. BOPW establishes policies pertaining to the public works operations and also makes various recommendations to Council regarding public works operations that will meet the needs of the community. 3) Quarterly Sustainability Commission Meeting - Activity funded by the property tax (25%), storm water utility (25%), water utility (25%), and the sewer utility (25%). Send out quarterly and special meetings agenda and attachments to 134 RETURN TO TABLE OF CONTENTS Sustainability Commission members. Sustainability Commission explores sustainability initiatives that can be implemented in the City with the ultimate goal of providing a more sustainable, livable, and healthy community. 4) Monitoring Public Works Operations - Activity funded by the property tax (25%), storm water utility (25%), water utility (25%), and the sewer utility (25%). Overseeing the operations of the public works department to make certain the services being performed are being done in a manner that are in the best interest of the community. This is important to the community to make certain the services provided by the public works department are done so in an efficient and cost effective manner. Expected Outcomes: 1) Maintain public works operations in a cost-effective manner in order to meet or exceed the needs of the community. 2) Maintain Board of Public Works meeting in order to provide formal discussions to discuss public works issues and recommend policy or policy changes to meet the needs of the community. 3) Maintain Sustainability Commission meeting in order to provide formal discussions to discuss sustainable initiatives to promote a more sustainable, livable, and healthy community. 4) Maintain establishing a budget to be provided to the City Council for adoption in order to fund public works services. 5) Maintain or decrease response time to complaints received by the public regarding operations so adjustments to the operations can be made if warranted. 6) Maintain or increase obtaining funding for capital projects in order to minimize the property tax impact to the community. 7) Maintain coordination of public works services with other City departments in order to be able to provide services to the community with the resources available. 8) Maintain long range planning of the capital improvements program so the City is able to plan and fund projects in the future. 2026 Performance Measures (July 2025 – June 2026): 1) Respond to 100% of complaints within 24 hours of receiving them. 2025 Performance Measurement Data (July 2024 – June 2025): 1) Respond to complaints within 24 hours of receiving them. a. Result: Review of phone call logs show response within 24 hours. Performance measure met. 135 RETURN TO TABLE OF CONTENTS Significant Program Achievements: 1) Continued to investigate opportunities to improve the services provided to the community while keeping expenditures to a minimum. 2) Continued to work with Brown County Highway Department with South Bridge corridor projects. 3) Continued to work with DOT with construction projects. 4) Continue working with other communities to joint bid projects. 5) Worked with various wireless companies pertaining to installation on City water towers. 6) Continue to look for a new yard waste site for the City. 7) Continued working on the expansion plans for the MSC. Existing Program Standards Including Importance to Community: 1) Conduct a regular meeting of the Board of Public Works the first Monday after the first Council meeting every month. a. Community Importance. i. Allows actions required or requested on behalf of the community to be acted upon in a timely manner. ii. Establishes a routine schedule for community involvement. 2) Conduct a regular quarterly meeting of the Sustainability. a. Community Importance. i. Allows actions required or requested on behalf of the community to be acted upon in a timely manner. ii. Establishes a routine schedule for community involvement. 3) Establish policies pertaining to the public works operations. a. Community Importance. i. Allows for policies and procedures so that the operations are done in a manner that are in the best interests of the community. 4) Develop and monitor annual operating budget. a. Community Importance. i. Provides an annual operating budget for the public works department so that services are delivered in fiscally responsible manner. Costs and Benefits of Program and Services: The adopted 2026 Public Works Administration pro