Common Council Meeting — Agenda Packet

Common Council Meeting Agenda May 26, 2026 - 6:25 PM (Following the Committee of the Whole Meeting) City Hall Council Chambers 3805 S. Casper Drive Published: 5/22/2026 AGENDA 1. PRIVILEGE OF THE FLOOR Each speaker will be limited to three (3) minutes. The Privilege of the Floor session shall not exceed a total of thirty (30) minutes, unless extended by the Common Council. 2. CALL TO ORDER, PLEDGE OF ALLEGIANCE 3. ROLL CALL; DECLARATION OF QUORUM; PUBLIC NOTICE 4. APPROVAL OF MINUTES A. May 12, 2026, Common Council Meeting Minutes 5. REPORTS A. City Clerk B. Council President C. Mayor 6. COMMUNICATIONS 7. BOARD OF PUBLIC WORKS A. ITEM 05-26 Discussion and possible recommendation to the Common Council to approve Resolution 2026-07 adopting Waukesha County Ordinance 180-56 "Amendment to Established Street and Highway Width Map of Waukesha County." Suggested Motion: “I move to approve this item, as outlined in the agenda packet and approved unanimously by the Board of Public Works on May 18, 2026.” B. ITEM 06-26 Discussion and possible recommendation to the Common Council to approve work hours for the reconstruction of CTH O (Moorland Road) from CTH D (Cleveland Avenue) to STH 59 (Greenfield Avenue) during the 2027 construction season from 7 am to 7 pm, Monday through Saturday. Suggested Motion: “I move to approve this item, as outlined in the agenda packet and approved unanimously by the Board of Public Works on May 18, 2026.” 8. PARKS, BUILDINGS & GROUNDS COMMISSION A. Recommend to the Common Council to approve establishing opening and closure dates for the City of New Berlin Parks and their respective bathrooms of April 15th and October 15th, weather dependent. Page 1 of 103 Suggested Motion: “I move to approve this item, as outlined in the agenda packet and approved unanimously by the Parks, Buildings & Ground Commission on May 11, 2026.” B. Recommend to the Common Council approval of the 2026 and 2027 Park & Athletic Field Rental Fee Structure. Suggested Motion: “I move to approve this item, as outlined in the agenda packet and approved unanimously by the Parks, Buildings & Ground Commission on May 11, 2026.” 9. MAYORAL APPOINTMENTS A. Discussion and Possible Action to approve the Mayoral Appointments per the list as presented 10. DEFERRED, REFERRED & TABLED ITEMS 11. ITEMS REMOVED FROM CONSENT AGENDA, if any 12. CONSENT AGENDA------------------------------------------------------------------------------ Items under the Consent Agenda have passed unanimously by the Committee of the Whole. Items not passed by a unanimous vote will be removed from consent agenda and will be considered separately. 13. MINUTES A. May 12, 2026, Committee of the Whole Meeting Minutes 14. UTILITY & FINANCE A. Discussion and possible recommendation to the Common Council to approve the May 27, 2026, Water Utility claims in the amount of $25,454.42, Sewer Utility claims in the amount of $25,699.68, and General City claims in the amount of $453,595.87, including a We Energies EFT payment of $89,230.77. Tax overpayment checks totaling $3,134.06 were also generated. 15. LICENSES & PERMITS A. Discussion and possible recommendation to the Common Council to approve the alcohol renewal licenses, designated agents, and premise descriptions as outlined in the list as presented, for the license year expiring June 30, 2027, contingent upon the satisfaction of all City requirements. 16. MISCELLANEOUS A. Discussion and possible recommendation to the Common Council to approve an agreement with the Professional Firefighters of Wisconsin Charitable Foundation, Inc. for use of the area near Fire Station No. 7 and the Streets Building parking lot in connection with the 2026 Ride to Burn Camp event scheduled for August 11, 2026, contingent upon receipt of a signed agreement and Certificate of Insurance in a form approved by the City Attorney. B. Discussion and possible recommendation to the Common Council to approve Ordinance No. 2721, amending the City of New Berlin Municipal Code related to ambulance billing fees to formally codify the fee schedule previously approved by the Common Council on April 14, 2026. C. Discussion and possible direction to staff regarding public awareness and community outreach efforts related to a potential Public Safety Referendum for the November 3, 2026, Election, including preliminary public safety staffing needs, operational impacts, and funding scenarios. 17. END CONSENT AGENDA----------------------------------------------------------------------- 18. ADJOURN Page 2 of 103 Additional Information • The agenda packet with supplemental information related to the agenda items is available online at www.NewBerlinWi.gov. Once finalized by the governing body, approved meeting minutes are also posted online. • The governing body may consider agenda items out of order • Members, and potentially a quorum of other governmental bodies of the municipality, may be present at the meeting to gather information. No action will be taken by any governmental body other than the one referenced in this notice. • With reasonable notice, accommodations will be provided under the Americans with Disabilities Act to meet the needs of individuals with disabilities through appropriate aids and services. For more information or to request assistance, please contact the Office of the City Clerk at (262) 786-8610. Page 3 of 103 Common Council MEETING MINUTES May 12, 2026 - 6:20 PM City Hall Council Chambers MINUTES 1. PRIVILEGE OF THE FLOOR Each speaker will be limited to three (3) minutes. The Privilege of the Floor session shall not exceed a total of thirty (30) minutes, unless extended by the Common Council. The Mayor read the rules governing the Privilege of the Floor and invited any members of the public who wished to speak to come forward. Two residents spoke in favor of the public safety referendum. 2. CALL TO ORDER, PLEDGE OF ALLEGIANCE Mayor Ament called the meeting to order at 6:47 PM and led the Pledge of Allegiance. 3. ROLL CALL; DECLARATION OF QUORUM; PUBLIC NOTICE City Clerk Rubina R. Medina took the roll call as follows: Present: Alderperson Hopkins, Alderperson Maxey, Alderperson Gardner, Alderperson Harenda, Alderperson Kroupa Excused: Alderperson Stribl, Alderperson Horbinski Staff Present: Mayor Dave Ament, City Attorney Mark Blum, City Clerk Rubina R. Medina The City Clerk confirmed that a quorum was present and that the meeting was properly posted in compliance with the open meetings law. 4. APPROVAL OF MINUTES A. April 28, 2026, Common Council Meeting Minutes MOTION: Motion to Approve Motion by: Alderperson Maxey Second by: Alderperson Kroupa VOTE: Motion Passed 5-0 5. REPORTS A. City Clerk Page 4 of 103 The City Clerk stated that the neighborhood informational meeting regarding the proposed Rockwell Automation applications will be held tomorrow, May 13, from 6:00 PM to 7:00 PM, with a presentation beginning at 6:10 PM. The meeting will be held at New Berlin City Hall in the Council Chambers. The City Clerk further stated that this is not a meeting of a governing body, no formal action will be taken, and additional information is available on the City website. B. Council President No report. C. Mayor No report. 6. PLAN COMMISSION A. Discussion and possible action to recommend to Common Council approval of RZ- 2600594 John Spitz with Western Contractors Inc. - 2445 S. 179th Street (Tax Key #: 1185.990), 2345 S. 179th Street (Tax Key #: 1185.994) & Tax Key #: 1185.991 - Rezone from M-1/SPO, C-1 & C-2 to M-1/SPO & C-2 to remove the C-1 Zoning. (Public Hearing 6:01 PM) Suggested Motion: “I move to approve this item as outlined in the agenda packet and approved unanimously by the Plan Commission on May 4, 2026. MOTION: Motion to Approve subject to conditions in the staff report. Motion by: Alderperson Harenda Second by: Alderperson Maxey VOTE: Motion Passed 5-0 B. Discussion and possible recommendation to the Common Council to approve LD- 2600547 Allan Ryan Bassett - 19540 W. Highland Drive (Tax Key #: 1277.001.001) - 1- Lot Certified Survey Map. Suggested Motion: “I move to approve this item as outlined in the agenda packet and approved unanimously by the Plan Commission on May 4, 2026.” MOTION: Motion to Approve subject to conditions in staff report Motion by: Alderperson Maxey Second by: Alderperson Harenda VOTE: Motion Passed 5-0 C. Discussion and possible recommendation to the Common Council to approve LD- 2600333 Ken Kroeger with NBG LLC - 19470 W. Lincoln Avenue (Tax Key #: 1172.997.001 & 19400 W. Lincoln Avenue (Tax Key # 1172.997.002) - 1-Lot Certified Survey Map. Suggested Motion: “I move to approve this item as outlined in the agenda packet and approved unanimously by the Plan Commission on May 4, 2026.” Page 5 of 103 MOTION: Motion to Approve subject to conditions in staff report. Motion by: Alderperson Harenda Second by: Alderperson Maxey VOTE: Motion Passed 5-0 7. UTILITY COMMITTEE A. UT 11-26 Recommend to the Common Council to award the construction contract for 2026 Private Property I/I Dye Water Testing Project to the lowest responsive bidder, Visu-Sewer, LLC, in the amount of $167,807.20. Suggested Motion: “I move to approve this item as outlined in the agenda packet and approved unanimously by the Utility Committee on April 28, 2026." MOTION: Motion to Approve Motion by: Alderperson Harenda Second by: Alderperson Kroupa VOTE: Motion Passed 5-0 B. UT 12-26 Recommend to the Common Council to award the maintenance contract for the Sanitary Sewer Lining Project to the lowest responsive bidder, Visu-Sewer, LLC, in the amount of $488,154.40. Suggested Motion: “I move to approve this item as outlined in the agenda packet and approved unanimously by the Utility Committee on April 28, 2026." MOTION: Motion to Approve Motion by: Alderperson Harenda Second by: Alderperson Kroupa VOTE: Motion Passed 5-0 8. DEFERRED, REFERRED & TABLED ITEMS 9. ITEMS REMOVED FROM CONSENT AGENDA, if any 10. CONSENT AGENDA------------------------------------------------------------------------------ Items under the Consent Agenda have passed unanimously by the Committee of the Whole. Items not passed by a unanimous vote will be removed from consent agenda and will be considered separately. MOTION: Motion to Approve Motion by: Alderperson Kroupa Second by: Alderperson Gardner VOTE: Motion Passed 5-0 11. MINUTES Page 6 of 103 A. April 28, 2026, Committee of the Whole Meeting Minutes 12. UTILITY & FINANCE A. Discussion and possible recommendation to the Common Council to approve the May 13, 2026, Water Utility claims in the amount of $130,756.54, Sewer Utility claims in the amount of $87,714.40, and General City claims in the amount of $612,605.53, including a US Bank EFT payment of $22,012.56 and a City Water/Sewer/Storm bills EFT of $17,947.60 13. LICENSES & PERMITS A. Discussion and possible recommendation to the Common Council to approve the Extension of Premise for Mary's Caddyshack, located at 1959 S. 124th Street, for the Shackfest event to be held on June 27, 2026, contingent upon the satisfaction of all City requirements B. Discussion and possible recommendation to the Common Council to approve the alcohol licenses, designated agents, and premise descriptions as outlined in the list as presented, for the license year expiring June 30, 2027, contingent upon the satisfaction of all City requirements 14. MISCELLANEOUS A. Discussion and possible recommendation to the Common Council to approve the School Resource Officer Memorandum of Understanding Agreement between the City of New Berlin and the School District of New Berlin for the term of July 1st, 2026, through June 30, 2027, with an automatic renewal for one-year terms thereafter commencing July 1 of each year for two consecutive years (July 1st, 2027, and July 1st, 2028) with the last renewal term expiring June 30th of 2029. B. Discussion and possible recommendation to the Common Council to approve Resolution No. 2026-04 amending the 2026 Capital Improvement Projects (CIP) Budget to reallocate remaining Fire Department Engine project funds for the purchase of an ambulance and tanker. Page 7 of 103 C. Discussion and possible recommendation to the Common Council to approve Resolution No. 2026-05 amending the 2026 Capital Improvement Projects (CIP) Budget to increase funding for the Citywide Radio Replacement Project by $371,600. D. Discussion and possible recommendation to the Common Council to authorize the Mayor to execute all necessary contracts and related documents with Motorola for the Citywide Radio Replacement Project in an amount not to exceed $1,371,600, contingent upon review and approval as to form by the City Attorney. E. Discussion regarding goals and directives for the development of the 2027 budget, including a potential tax levy target. F. Discussion and possible recommendation to the Common Council to authorize staff to proceed with the process for a public safety levy limit referendum question on the November 3, 2026, ballot. 15. END CONSENT AGENDA----------------------------------------------------------------------- 16. ADJOURN MOTION: Motion to Adjourn at 6:54 PM Motion by: Alderperson Kroupa Second by: Alderperson Harenda VOTE: Motion Passed 5-0 Respectfully Submitted, Rubina R. Medina, City Clerk Page 8 of 103 STAFF REPORT EXECUTIVE SUMMARY APPLICANT/PROJECT: Waukesha County LOCATION: Waukesha County REQUEST: Approval of the Established Street and Highway Width Map DCD RECOMMENDATION: Recommend to the Common Council the a pproval Resolution 2026-07 adopting Waukesha County Ordinance 180-56 “Amendment to Established Street and Highway Width Map of Waukesha County”. 1. General: a. The last revision of the “Established Street and Highway Width Map” was approved via Waukesha County Ordinance 158-22 in 2003. b. The proposed County Ordinance adopting the revised map would become effective in New Berlin upon adoption of the map by the Common Council. The County has requested that New Berlin file a resolution with the County Clerk, adopting, rejecting, or amending the map. c. The only change on the Map within the limits of New Berlin is along CTH O (Moorland Road) from CTH HH (College Avenue) to 0.5 miles north of CTH HH. See callout #5. d. The previous county map showed the south end of CTH O as “Right -of-Way Established by Purchase”, which is accurate, however, the updated map will show an “Established Width”. The map won’t be necessary for preserving future Right-of-Way, as the width is already adequate. Therefore, even though the existing Right-of-Way is between 210 and 255 feet wide, the map will show the 130 foot width through the corridor. 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CITY OF BROOKFIELD VILLAGE OF LANNON CITY OF NEW BERLIN VILLAGE OF ELM GROVE VILLAGE OF BUTLER CITY OF MILWAUKEE VILLAGE OF EAGLE VILLAGE OF NASHOTAH VILLAGE OF MERTON TOWN OF EAGLE VILLAGE OF PEWAUKEE TOWN OF OTTAWA VILLAGE OF NORTH PRAIRIE CITY OF MUSKEGO TOWN OF DELAFIELD VILLAGE OF HARTLAND TOWN OF GENESEE VILLAGE OF LISBON VILLAGE OF SUSSEX TOWN OF MERTON VILLAGE OF BIG BEND TOWN OF MUKWONAGO VILLAGE OF WAUKESHA CITY OF OCONOMOWOC VILLAGE OF MUKWONAGO CITY OF PEWAUKEE VILLAGE OF DOUSMAN VILLAGE OF SUMMIT TOWN OF BROOKFIELD VILLAGE OF VERNON TOWN OF OCONOMOWOC CITY OF WAUKESHA CHICAGO AND NORTHWESTERN RR C A N A D I A N N A T I O N A L R R UNION PACIFIC RR WISCONSIN AND SOUTHERN RR CP RAIL SYSTEM WISCONSIN CENTRAL LIMITED RR WISCONSIN AND SOUTHERN RR CHICAGO AND NORTHWESTERN RR UNION PACIFIC RR E A S T T R O Y E L E C T R I C R R CP RAIL SYSTEM U N I O N P A C I F I C R R CP RAIL SYSTEM W I S C O N S I N C E N T R A L L I M I T E D R R C O T T O N W O O D A V E E L I S B O N R D WATERTOWN PLANK RD POINT DR PILGRIM RD S S U N N Y S L O P E R D N L A P H A M S T W B U R L E I G H R D MAPLE RD E R A C I N E A V E GENESEE ST CHRISTMAN RD CAPITOL DR P R O S P E C T A V E M A I N S T N SUNNY SLOPE RD J U N E A U B L V D C U S H I N G P A R K R D S MAIN ST OAKTON RD EB R O A D W A Y MARKS RD P I O N E E R D R W A T E R T O W N R D WAUKESHA AVE N W A T E R V I L L E R D NORTH AVE M A R T I N D R WISCONSIN AVE O L D O R C H A R D R D DAVIDSON RD LILLY RD SWENSON DR LINDSAY RD W G R A N G E A V E S U N N Y S L O P E R D S SPRINGDALE RD M A R C Y R D ROAD X HARTBROOK DR S WEST AVE ELM GROVE RD N EAST AVE BIG BEND DR SUNSET DR MAIN ST DORN RD PABST RD W G O O D H O P E R D MENOMONEE AVE N BROOKFIELD RD WISCONSIN AVE D A B L E R D HIGHLAND DR MISSION RD V E T T E L S O N R D E WOLF RUN N M A I N S T SUGDEN RD C E C E L I A D R S 124TH ST SHADY LN MAPLE AVE S SUNNY SLOPE RD LAKE DR FOND DU LAC AVE OAKDALE DR KELSEY DR 124TH ST K E L S E Y D R E KILBOURNE RD G U M I N A R D E MAIN ST W E Y E R R D ELMHURST RD SWAN RD MILKY WAY RD S SILVER LAKE ST K I L B O U R N E R D DELAFIELD RD G L A C I E R R D BOETTCHER RD EVERGREEN DR W L A K E D R E WISCONSIN AVE W MAIN ST W C A P I T O L D R N 124TH ST E C A P I T O L D R W W I S C O N S I N A V E HILLSIDE RD HILLSIDE RD LAKE DR S GRAND AVE NAGAWICKA RD G R A M L I N G L N RASMUS RD B R Y N D R S CALHOUN RD C E N T E R R D G R E E N R D WOODSIDE RD W BERES RD M A R Y H I L L R D M I L L S T O A K D A L E D R ROAD X BIG BEND RD M C S H A N E D R D U P L A I N V I L L E R D WILSON AVE MADISON ST N MORELANDBLVD MILLRD M A C A R T H U R R D W M O R E L A N D B L V D DELAFIELD ST CENTER DR T E S S C O R N E R S D R UTICA RD E COLLEGE AVE HI LO DR MAPLE AVE OLD VILLAGE RD N 1 2 4 T H S T SHADY LN A R C A D I A N A V E L A C L A B E L L E D R S D O U S M A N R D RYBECK RD E MAIN ST MENOMONEE AVE N MILL RD R O A D G G M I L W A U K E E S T W NORTH ST R I D G E R D S C O N C O R D R D C R O W B A R D R O A K W O O D D R N BROOKFIELD RD HARDSCRABBLE RD S U M M I T A V E PLAINVIEW RD HONEYWELL RD SUSSEX RD SOUTH ST G O O D H O P E R D S MAIN ST W H I T E R O C K A V E STONE BANK RD S WATERVILLE RD WISCONSIN AVE S C A L H O U N R D COLGATE RD E SUNSET DR E M A I N S T MCMAHON RD E SUNSET DR W S U N S E T D R N L A K E R D WISCONSIN AVE W COLLEGE AVE N LAKE RD E W I S C O N S I N A V E W CARMEN AVE GLENDALE RD P E W A U K E E R D S SUNNY SLOPE RD K O E S T E R R D S MORELAND BLVD TOWNLINE RD S EAST AVE NORTH RD S G R A N D V I E W B L V D SUNSET DR H E N N E B E R R Y A V E W SAINT PAUL AVE ROAD DT P I L G R I M R D S M A R T I N R D W MAIN ST WATERTOWN PLANK RD W O B S E R V A T O R Y R D L A N N O N D R PIPER RD LISBON RD TOWNLINE RD W LISBON RD CENTER OAK RD H I L L S I D E D R MORRIS RD SILVERNAIL RD M O O R L A N D R D N DOUSMAN RD N CALHOUN RD ALLEN RD HOLIDAY RD ARTESIAN AVE LAC LA BELLE DR B E A V E RL A K E R D N G R A N D V I E W B L V D M I L L R D CENTER DR GEBHARDT RD S UTICA RD BURLEIGH PL PARRY RD N CALHOUN RD RICHMOND RD ROAD X W SUNSET DR WOODS RD W W I S C O N S I N A V E MILL POND RD S BROOKFIELD RD MORAINE HILLS DR S E N T R Y D R S CUSHING PARK RD C H E R I A V E WATERVILLE RD LILLY RD LAKE DR MUSKEGO DAM DR SKYLINE AVE CUSTER LN GLENGARRY RD W HOWARD AVE AINSWORTH RD SOUTH RD G O L F R D DELAFIELD RD HILLENDALE DR W LINCOLN AVE W COLD SPRING RD NORTH LISBON RD MERRILL HILLS RD SUNSET DR MAPLE RD P A B S T R D S U S S E X S T T A M A R A C K R D NORTHVIEW RD B E U L A H R D W MAIN ST P E W A U K E E R D SPRAGUE RD H I C K O R Y R D KEESUS RD S ELM GROVE RD TOWN HALL RD S C H O O L S E C T I O N L A K E R D WEST SHORE DR HOLIDAY RD KELSEY AVE TANS DR BROOKHILL RD WATERVILLE RD W B U R L E I G H R D H O L Z P K W Y D U R H A M D R N A S H O T A H R D W GLENGARRY RD N MORGAN RD N CUSHINGPARK RD M A P L E A V E N 124TH ST VALLEY RD J A R M O N R D TOWNLINE RD LAKE FIVE RD M A I N S T R O A D G E OAKWOOD RD MAPLE AVE PILGRIM PKWY MORAINE HILLS DR NORWEGIAN RD PETERSEN RD S EAST AVE C A M P W H I T C O M B R D CRAIG AVE S I L V E R N A I L R D S SMALL RD S J O H N S O N R D MILL RD S DENOON RD W SMALL RD HENNEBERRY DR W SMALL RD MARKHAM RD TOWN LINE RD W COFFEE RD FIELD DR R E D D E L I E N R D L O O M I S D R PENNSYLVANIA ST UNION CHURCH DR J E N S E N R D EVERGREEN RD DENOON RD E D G E W O O D A V E GENESEE LAKE RD Arterial/100' Arterial/150' Arterial/200' Arterial/130' Arterial/150' Arterial 60 / 66 Foot Planned Width 80 Foot Planned Width 100 Foot Planned Width 110 Foot Planned Width 120 Foot Planned Width 130 Foot Planned Width 150 Foot Planned Width 200 Foot Planned Width Collector 60 / 66 Foot Planned Width 80 Foot Planned Width 100 Foot Planned Width 125 Foot Planned Width Other Right-of-Way Established by Purchase Non-Arterial Local/Private Rd Established Width Proposed / 0 8,000 16,000 24,0004,000 Feet Waukesha County Land Information System Prepared by the Waukesha County Department of Parks and Land Use - October 2025 Detailed or Localized ROW Width Reduction Information is Available on the County GIS Interactive Mapping Website using the Street and Hwy Width Layer under Transportation Adopted by the Waukesha County Board of Supervisors: June 18, 1954 Comprehensive Revision Adopted: October 6, 1977 * Roadway widths of roads along community boundaries are intended to be split equally between communities. * All non-arterial local roads have a planned width of 60 feet in incorporated areas and 66 feet in unincorporated areas unless noted. ESTABLISHED STREET AND HIGHWAY WIDTH MAP WAUKESHA COUNTY, WISCONSIN (PURSUANT TO SECTION 66.1031 WISCONSIN STATUTES) N FOREST RUN BLUERIBBONCIRN STONEHEDGE TRL BLUERIBBONDR WATERSTONECIR SUGARISLAND RD NWATERSTONECIR AURORADR N DAYSTAR LN NORMANDALE DR N DOUSMAN RD DELAFIELD RD FOREST RUN NWATERSTONECIRNSUMMITVILLAGEWAY N OAKWOODS CT DR HOLLYHOCKWOODSDR SILVER MAPLE LN N 3RDLN NBRIGHTWATERBLVD STONEHEDGETRL NHUEBNERRD NBATTLECREEKRD HICKORYCT NRINGTAILRD NTIMBERTRAILLNDELAFIELDRD SCHIMMELRD NSUMMITAVE N 2NDLN DR P ELMST PARKWAY DR EMMAUSRD Arterial/100' F MARJEANLN MEADOWCREEKDR SARATOGARD NOTTINGHAMDR COMMERCECIR GREENBRIARRD EPARKWAYMEADOWCIR ADAMCT S SYCAMORECIR RIVERBIRCHCT LONG VALLEY RD REDFORD BLVD BETKERDR BEECHWOODLN CREATIVE WAY EMERALDLN BURWOODCT CHESTERWOOD CT STONEWALLCT SUNNYRIDGERD PEWAUKEE RD BRIGHTONCT BUSSE RD SWAN RD NINACT MEADOWCREEKCT FIELDSIDERD HAWKSMEADOW DR N SYCAMORE CIR BRIDGEST BUSSERD SHADYNOOK JEFFERYLN QUARRY RD RIDGEWOODLN SABRINALN PLANETREE TRL TIMBERCT BADINGER RD STERLING CT CAMBRIDGE ST GRAYWOODCT SCHUETT DR ASPENWOOD LN PINEWOODCT SUNDER CREEKCT LITTLEFIELDCT BLUEMOUND RD BLOSSOM LN HIGHMEADOWCT WILLOWOODLN PONDVIEWCT CABOTCT FOXWOODLN AUBURN CT FALCONCT RIVERLN WOODLEAFWAY FIELDSIDECT RIDGEPLPINEHILLCT RIDGEVIEW PKWY FERNWOODCT WILHAR RD ARCHERYDR SIMONADR GRANDVIEWDR SUSSEXPRESERVEBLVD WYNDEMERE CT ALLENLN HOMEWOOD CT PEPPERTREE DR W PARTRIDGE LN DUPLAINVILLE RD TAKOMADR TIMBERWOODCT DORCHESTERDR FRANCESBLVD RIDGEVIEW PARKWAYCT STONEWOODCT GREENBRIARCT LISBON RD GLENWOODLN RANGELINERD GARDEN CIR BROKENHILLCIRS BONNIE LN OAKWOODLN HUNTERSRIDGERD BEACONCT GREENHEDGERD LINDSAY RD WOODGATECT E SIMONACT EASTVIEWDR ROUNDYCIRE BIRCH-WOODCT RIDGESIDE CT SHERWOODDR WOODBERRYCT COUNTRYLN PRAIRIE CT KATHRYNCT WYNDEMEREDR K CREEKSIDEDR FIVEFIELDSRD QUAILRUNLN NORTHMOUND DR NORTHVIEWCT VIEW DR W PINEVIEWCIR WESTWOODDR §¨¦94 LINDEN-WOODCT GREEN RD GREY FOXCT OAKMONT CTE BIRCHWOOD LN CAPITOL DR SUNDERCREEKDR REDFORD BLVD HOLLYCT MITCHELL LN WOODGATE RD REDWOODCT TOWERPL GRACEAVE F KINGSCT KESTRELDR VICTORIAST COBBLE-STONECT TURNBERRYDR MEADOWOOD LN DUPLAINVILLE RD WILLOWGROVEDR ROUGHHILLCT RIDGEWOODLN LONETREELN NANCYSCT BRIARWOODLN SABRINACT BOXLEAF LN WOLF RD WESTFIELD WAY ASPENWAY STILLWATERLN BURNINGWOODLNPEACHWOODCT DUPLAINVILLE RD GLENABBYCT SARATOGADR MT VERNONDR SADDLE BROOK DR RANGE LINECT BEAVERCT CEDARLN OAKMONT CTW HILLTOPCT RIVERWOODDR CENTURY FARM RD WAUKESHA AVE ROBIN-HOODCT WEDGEWOOD GLEN DR Æ%164 HIGHFIELD DR EMBERWOODCT BAKERCT F FALCONDR FOSTERCT CORPORATECT LAKE PARK CT OAKRIDGEDR LIMESTONECT WETHERSFIELD RD WOODSTREAMCT DAISYCT OLDFARMCT TIMBERWOOD LN COMMERCECENTREDR PAUL RD BROOKSIDECT MAPLEGROVELN CEDARWOODCT Æ%164 ROUNDYCIRW WOODGATECT W JOSEPH RD PEWAUKEERD ELMWOOD DR PEPPERTREEDRS ROUNDY DR WOODFIELDCT W CHEANEYDR GREENFIELDLN ARMORY DR M FOXWOOD CT HILLNDALECIR SWANVIEWBLVD CREEKSIDECT BROKEN HILLCIRN WILLIAMWAY TALON DR SINGLETREECT CIRCLERIDGERD TIMBERRDG AVONDALEBLVDDEERPARKCT JOHANSSENCT HIGHFIELDCT TIMBERCIR TORREYPINESLN RIDGECRESTCT SUNSETDR CHARLOTTE WAY GREEN-HAVENCT RIDGEWOODCT LORILN SEVENOAKSDRWOODSEDGEDR HUNTERS CT JOHNSON DR PARKVIEWDR QUARRY CORNERS PKWY PINEVIEWWAY BRANDONOAKS DR STONEWOOD LN WETHERSFIELD CT VIEW DR E BROKENHILLBLVD WESTVIEWDR MILLER WAY JERICHODR WATERTOWN RD ROUGH HILL RD NORTHVIEWDR CENTURYFARMRD QUAILRUNCT PAULCT BRIDGECT SINGLE TREE DR SPRINGWOOD LN HAWKSMEADOWCT WATERTOWN RD HARVEST LN CUMBERLANDDR TALONCT FIELDSTONEPASSCIR HIGHRIDGECT DEERPARKDR WOODSEDGECT RIVERPARKDR ALDERWOOD LN OVERHILLLN F SHADY-WOODCT KINGSDR ROCKWOODDR ROSEWOODCT PEPPERTREEDRN WEYER RD WESTMOUNDDR REDFORD BLVD CONCORDRD ROBERTADR EASTMOUNDDR RUBEN DR INDIANWOODCT GREENFIELDCT SWANVIEWCT RICHMONDCT MEADOWOODCT HATTIECT PEWAUKEE RD ERVINPL CLOISTER CIR OAKHILLLN WATERSIDECT RIDGEVIEWPKWYW M LONDONCT TIMBER DR GLENWOOD LN Æ%190 LEXINGTONDR AVIATION DR BARRINGTONCT STONE RIDGE DR LEXINGTONCT Arterial/150' Arterial/200' BETKERDR TAYLORSLN REDBUDLN GOLFVIEWCT CESSNADR AERO PARK DR QUARRY RD SABRINA LN MCKERROW DR KENMORE DR BLOSSOM LN CARTERS CROSSING CIR PEPPERTREE DR W LISBON RD VIRGINIALN BONNIE LN KATHLEENDR EASTVIEWDR BUSINESSDR AUTUMNTRL WEYER RD K VIEW DR W NORTHVIEWCT SANDPIPERLNLANNON RD BODENLN F K GLEN RIDGE CT SEVEN STONES DR SABRINA CT DUPLAINVILLE RD TAYLORS WOODS DR RIVERRD WAUKESHA AVE GOLFVIEWDR SWAN RD LIMESTONECT DAISYCT COMMERCECENTRE DR GOETZ CT K BAYBERRYDR PEPPERTREEDRS WILLIAMDR GLENRIDGERD EXECUTIVEDR JOHANSSENCT ABERDEEN DR QUARRY CORNERS PKWY PARKVIEWDR ADA CT JK VIEW DR E WESTVIEWDR THUNDER RDNORTHVIEWDR BELSTONECT FIELDSTONEPASSCIR ROBERTADR ERVINPLSCORPORATECIR CASEYCT Arterial/150' Arterial/200' GLENBROOK DR WESTCOTDR ROSE-WOODCIR HONEY-SUCKLELN GLENCOVECT HACKBERRYHILLCT SOUTHVIEW CT GARDENTER DARTMOUTHCIR COMMERCECENTERPKWY HEDGEWOODDR OAKHILLDR OLIVECIR CORNELLCIR SANDALWOODDR GOLDEN COUNTRYDR WOODLAND PL OAK HILLTRL COYOTETRL PRINCETON DR JANESVILLERD WWOODSEDGERD HONEY-SUCKLECIR RAVENRD OAKRIDGELN SMOORLANDRD LAWNDALE PL STILLMEADOWCT O S MOORLAND RD COMMERCEDR CHAMBERLAIN HILL DR MARTINDR KOSODR BASSELN SANDALWOOD CIR QUIETWOODDR GARDENTER LYNOAK CT BRIDGEWAYCT S RAUSCHCT GOLDEN CT PRINCETONCT SUSANCT ROSEWOOD DR CHESTNUTRIDGECT SPRING LN Arterial/130' 4 2 1 3 JOSEPHINE ST NOTTINGHAMDR JEFFERSON AVE EMPIRECT WOLF CT BUSSE RD CARDINALDR SANTA MONICACIR MOREY ST BADINGER RD GASCOIGNEDR BLUEMOUND RD MANHATTANDR RIVERLN ROXBURY WAY ARCHERYDR PALMER ST BUTLERDR MOREY LN CATHERINEST SHERWOODDR GREENWAYTER GALE ST REDFORD BLVD E NORTH ST KINGSCT ATLANTICDR WOLF RD EMPIREDR WHITEROCK AVE GERTRUDEST ROBIN-HOODCT FOSTERCT OAKRIDGEDR ATLANTIC DR BLUFFCT EMORELANDBLVD ROCKST HIGHLAND AVE MARGARETST DEWITTCT GASCOIGNE DR PILOTCT F KINGS DR MURRAY AVE PEWAUKEERD OSCAR ST Arterial/200' Arterial/150' 5 CTH DR 100' width between CTH BB and CTH P CTH K 150' width between CTH JK and CTH Y CTH F 200' width from Busse Rd. to 2,500' north of CTH K CTH F 150' width from 1,700' north of W. Moreland Blvd. to Busse Rd. CTH O 130' width from 2,600' north of CTH HH to CTH L Page 10 of 103 STATE OF WISCONSIN WAUKESHA COUNTY CITY OF NEW BERLIN Resolution No. 2026-07 Resolution to Approve the Amended Established Street and Highway Width Map of Waukesha County ____________________________________________________________________________ WHEREAS, The County Board of Supervisors of Waukesha County, in accordance with the provisions of Section 66.1031, Wisconsin Statutes, did on the 19 th day of December , 2025 duly adopt an ordinance to amend the Established Street and Highway Width Map of Waukesha County, originally adopted on June 13, 1954 and; WHEREAS, parts of one or more of the highways effected by such ordinance are located within the City of New Berlin, and; NOW, THEREFORE, BE IT RESOLVED, that we, the Common Council and governing body of the City of New Berlin DO HEREBY APPROVE the said amending ordinance adopted by the Board o Supervisors of Waukesha County and that we do particularly approve the therein-contained provisions affecting highways within our municipality. Passed and adopted by the Common Council this 26 th day of May, 2026. APPROVED: _______________________________ David Ament, Mayor CERTIFICATE OF CITY CLERK STATE OF WISCONSIN COUNTY OF WAUKESHA I, Rubina Medina, Clerk of the City of New Berlin DO HEREBY CERTIFY THAT on th e 26th day of May, 2026, the Common Council of the City of New Berlin, by a majority vote adopted the foregoing resolution approving the amendment to the Established Street and Highway Width Ordinance which was adopted by the Board of Supervisors of Waukesha County on December 19, 2025. Countersigned/Certified: ________________________________ Rubina Medina, City Clerk Page 11 of 103 Page 12 of 103 Page 13 of 103 Page 14 of 103 Page 15 of 103 Page 16 of 103 Page 17 of 103 Page 18 of 103 Page 19 of 103 BPW Item: 06-26 BPW Date: 5/18/26 TMS P:\DCD\Admin\Engineering\BPW\Staff Reports\2026\ITEM 06-26 Waukesha County CTH O Project Work Hours 2027.doc STAFF REPORT EXECUTIVE SUMMARY APPLICANT/PROJECT: Waukesha County/ Moorland Road Reconstruction (2027) LOCATION: CTH O (Moorland Road) from CTH D (Cleveland Avenue) to STH 59 (Greenfield Avenue) REQUEST: Approval of the proposed construction work hours DCD RECOMMENDATION: Discussion and possible recommend to the Common Council for the approval of work hours for the reconstruction of CTH O (Moorland Road) from CTH D (Cleveland Avenue) to STH 59 (Greenfield Avenue) during the 2027 construction season from 7am to 7pm, Monday through Saturday. 1. General: a. The City’s generally accepted work hours are 7am to 7pm from Monday through Friday, and 8am to 5pm on Saturdays. b. The City does not define quiet hours in the Code. i. Per Municipal Code 171.1 – Loud and unnecessary noise prohibited. A.Generally. No person shall make, or cause to be made, any loud, disturbing or unnecessary sound or noise such as may tend to annoy or disturb a person of ordinary sensibilities in or about any public street, alley or park or any private residence. B.Operation of motor vehicles. No person shall operate a motor vehicle so as to cause the tires thereof to squeal, the horn to blow excessively or the motor to race excessively. c. If night work is needed for time sensitive tasks, the contractor is asked to contact the City’s project staff and notice is given to the Mayor and Alderman of the district. d. The 2027 Moorland Road reconstruction project is approximately 1.5 miles long and it will a challenge to complete it within one construction season with 4 signalized intersections, the industrial park traffic, and coordination with the Wimmer construction project. e. The request is for 3 additional hours of work on Saturday. Page 20 of 103 P:\DCD\Admin\Engineering\BPW\Staff Reports\2026\ITEM 06-26 Waukesha County CTH O Project Work Hours 2027.doc Page 21 of 103 REQUESTED ACTION STATEMENT DATE: May 1, 2026 TO: Mayor Common Council Parks, Buildings and Grounds Commission FROM: Josh Fabian –Parks Department Supervisor ISSUE: City of New Berlin Parks Open/Close Dates REQUESTED: Recommend to Common Council to approve establishing opening and closure dates for the City of New Berlin Parks and their respective bathrooms of April 15th and October 15th, weather dependent. FISCAL IMPACT: None RATIONALE: Every year the Parks Department is tasked with opening and closing our parks and park amenities. By setting a date in both Spring and Fall, April 15th and October 15th respectively, the public is provided clear dates for scheduling purposes. These dates may be adjusted by approximately one week before or after said date, as deemed necessary based on weather by the Parks Supervisor. Page 22 of 103 1 REQUESTED ACTION STATEMENT DATE: May 5, 2026 TO: Parks, Buildings & Grounds Commission Common Council Mayor David Ament FROM: Gregory Kessler, AICP - Director of Community Development Lucas Pichler P.E. - Director of Public Works REQUESTED ACTION: Recommend to the Common Council approval of the 2026 and 2027 Park & Athletic Field Rental Fee Structure FISCAL IMPACT: Revenue generated from these fees will be directed toward field reconditioning and long- term maintenance cycle funding. The fees do not cover administrative, scheduling, or full operational overhead costs, which continue to be supported through the City’s general budget. This new strategic program and fee structure, which should be evaluated regularly, is being put into place to reduce reliance on irregular capital repair requests and supports sustainable & responsible asset management. Under this new fee structure, the “Rental Fee” component establishes a dedicated reinvestment funding stream, while the “Field Preparation Fee” recovers only daily operational preparation costs. This structure ensures users contribute to long-term field maintenance without shifting administrative or overhead costs onto participants. Background and Process Scheduling data from 2025 shows athletic fields operating at 90-95% capacity during playable days during peak months, with evenings and weekends fully programmed. Sustained multi-program use is accelerating field wear- and-tear while long-term maintenance funding has not increased proportionally. In Summary, what this Recommended Proposal Does Issues Today What This Proposal Changes Fields are used at 90-95% capacity during peak months Establishes a 7-year maintenance cycle No dedicated funding for field reinvestment Creates a segregated rehab/reinvestment fund Maintenance is reactive and irregular Moves to planned, sustainable upkeep Costs fall unpredictably on the general budget Introduces a modest, usage-based fee structure Select teams say costs are high Local teams remain eligible for Room Tax Grants and Field Allocation Prioritization Page 23 of 103 2 Stakeholder Engagement In accordance with Council direction, staff have met with the affected organizations that are significant users of City fields including Magic, Heat, Pumas, and the New Berlin Soccer Club, to discuss field use, maintenance needs, and the proposed long-term funding framework for city-owned athletic facilities. Meetings were held: • September 23, 2025, following the Common Council meeting • January 15, 2026 (Baseball/Softball Select Teams) • February 5, 2026 (Soccer Select Team) • February 26, 2026 (Soccer Select Team) • March 26, 2026 (Baseball/Softball Select Teams) • April 9, 2026 (Soccer Select Team) These discussions focused on stability, fairness, and long-term field conditions. Staff and the select teams have worked in good faith to gather input and explain the financial and operational realities of maintaining public athletic facilities and outlined the purpose and structure of the proposed fee structure. Areas of Alignment and Common Ground Through various meetings and conversations with the select team representatives, staff identified several areas of alignment that have helped refine and strengthen the proposed fee structure and long-term funding approach. Specifically, there is consensus on the following components: • Practice Fee Structure: Agreement on establishing a standard practice fee for residents and non-residents to help offset operational and maintenance impacts associated with field use. • Tournament Fee Structure: General support for maintaining a tournament-based fee structure that reflects the intensity of use and helps to ensure field preparation and maintenance costs are appropriately recovered. • Establishment of a Segregated Reinvestment Fund: Shared recognition of the need for a dedicated funding mechanism to support long-term field maintenance and reinvestment, moving away from unpredictable or one-time contributions toward a more structured and sustainable approach. Revenue from field rental fees will be reinvested back into the fields to make improvements on a regular schedule. • Long-Term Maintenance Planning: Agreement on the importance of establishing a predictable maintenance and investment cycle to ensure fields remain safe, playable, and available for all users over time. • Outcome Understanding and Shared Work: Discussions with NBSC led to a better understanding of the outcomes desired regarding turf management, which led to a refined turf treatment plan. NBSC is also willing and able to perform line painting as opposed to City labor & materials. Both of these efforts reduce the per day preparation costs. To support a sustainable and equitable reinvestment strategy, staff have evaluated the use of two complementary segregated funding streams. Contributions generated from select team field use would be directed into a dedicated reinvestment account, while a modest per-participant fee within the City’s recreation programming would support a parallel segregated account. Together, these funding sources would provide a more stable and predictable revenue stream to implement a long-term 7-year maintenance cycle. Under this approach, the city would plan to rehab those fields most heavily used by the select teams within that cycle, while also maintaining system-wide quality for all users. This approach reflects a balanced partnership between user groups and the city. Page 24 of 103 3 How Athletic Field User Fees Support Operations and Long-Term Investment The proposed athletic field fee structure consists of two distinct components serving different purposes: 1) Rental Fee • Purpose: This fee supports long-term asset reinvestment, including field maintenance and restoration, reconditioning, and equipment replacement on a 7-year reinvestment cycle. • Where the Money Goes: Revenue is deposited into a segregated athletic field account. There would also be an annual request for a City equipment replacement contribution. Annual Reinvestment Target (Ball Diamonds) Source Amount Annual Revenue from Rental Fees (anticipated) $25,000 Annual City Budget Request (Equipment Replacement) $30,000 Combined annual reinvestment target $55,000 Annual Reinvestment Target (Soccer Fields) Source Amount Annual Revenue from Rental Fees (anticipated) $20,000 Annual City Budget Request (Equipment Replacement) $10,000 Combined annual reinvestment target $30,000 Field Use vs. Funding Reality Field Use: Near full capacity Long-term reinvestment funding: Previously unstructured Result: Accelerated wear and deferred maintenance Proposal effect: Predictable funding aligned with usage 2) Field Preparation Fee (per day, per field) • Purpose: This fee covers the City’s daily operational costs associated with preparing fields for use, including staff time, dragging, lining, materials, and other routine preparation. • Where the Money Goes: These revenues support the general operating budget (time and materials) and do not fund long-term improvements. Annual Field Preparation Fees supporting the City’s Operating Budget Source Amount Ball Diamond Field Preparation Fees $40,000 Page 25 of 103 4 Soccer Field Preparation Fees $22,000 Total annual fees (anticipated) $62,000 Local Tournament Support Mechanisms New Berlin-based tournament organizations are eligible for local tourism room tax grants through Enjoy New Berlin when hosting events within the City. These funds help offset tournament operating costs and support participation. Recent Room Tax Awards to Field User Organizations Organization 2023 2024 2025 2026 Notes New Berlin Heat $2,500 $5,000 $5,000 $7,500 Baseball / softball tournaments New Berlin Magic - $3,500 - $7,500 Baseball / softball tournaments New Berlin Pumas - $2,000 - $3,750 Baseball tournament These grants are not available when events are relocated outside the city. Most communities prioritize their own recreation programs and select teams for field scheduling. Field availability outside of New Berlin would be very limited. Policy Objectives The goal of this structure is to: • Establish a usage-based fee structure • Support a seven (7) year maintenance cycle • Create a predictable reinvestment approach • Maintain affordable community recreation access • Move from reactive funding toward responsible asset management • Implement a city baseball and softball diamond condition rating system to track field condition, prioritize improvements, and guide reinvestment decisions • Adopt city of New Berlin baseball and softball field specifications to ensure consistent construction, maintenance, and safety standards across facilities All future reinvestment and maintenance planning will be guided by this field inventory condition rating system and adopted specifications to ensure objective and transparent decision making. The Seven (7) Year Maintenance Cycle The annual budgetary target of $55,000 establishes the baseline funding needed to avoid deferred maintenance and support a structured 7-year rehabilitation cycle. Funds would be used for reconditioning, equipment replacement, and improvements to meet the City’s adopted standards. Administrative and broader operating costs remain in the city’s general budget. After the seven years is up, the cycle resets itself. Fees will take effect upon approval of this Requested Action Statement by the Common Council. Fees shall be determined by the calendar year the rental occurs, not the calendar year the request is made. Page 26 of 103 5 Access & Affordability Considerations Staff recognize concerns raised about participation costs. The proposed structure was designed to keep recreation programming affordable while applying a modest, usage-based contribution toward long-term field upkeep for higher-intensity users. Future budget requests for field improvements represent the City’s share of the improvement costs and would be proportional to the City’s usage of the facilities. New Berlin based tournaments and events remain eligible for local tourism/room tax grant opportunities, which can help offset event expenses when activities generate overnight room stays. These support mechanisms are not available when events relocate outside the city. The intent of the fee structure is not to discourage participation, but to ensure that heavily used public fields remain safe and playable for all users. Scheduling Priority Framework Consistent with practices used by surrounding communities, the city prioritizes municipal recreation programming and community-wide access when allocating field time. City-sponsored programs and broadly accessible recreation activities are scheduled first to ensure equitable access for residents. Select teams, leagues, and tournaments are scheduled thereafter based on availability and field conditions. This structure helps balance broad community benefit versus heavy demand. Teams representing 80% New Berlin membership would continue to receive priority scheduling over organizations representing non-New Berlin residents. Impacts of Not Approving Fee Structure If the proposed fee structure is not approved, the city will not have a dedicated and predictable funding source to support a structured athletic field maintenance and reinvestment cycle. Without this Framework: • Field rehab remains reactive • Funding needs fluctuate year-to-year • Deferred maintenance increases long-term costs • Field quality declines • Larger one-time capital requests become more likely • Operational costs are passed along to taxpayers Approval of this structure provides a more stable and sustainable approach to managing city-owned athletic facilities and reduces the likelihood of emergency funding needs. Participation levels and the number of teams may change from year-to-year; however, establishing a structured maintenance and reinvestment program provides stability that reduces the impact of those variations. A predictable funding framework helps ensure field conditions and safety standards can be maintained even when registration numbers change. Field wear and maintenance needs are tied to usage levels. When participation declines, demand in the fields is reduced, which helps moderate investment needs. The structured funding model provides flexibility to respond to these changes while maintaining long-term stability. Rationale These facilities serve a wide range of New Berlin residents – including recreation participants, youth programs, volunteer-led organizations, and families. The proposed structure is designed to be applied consistently and equitably across all user groups based on facility use, ensuring responsibility for maintaining these public assets is shared in a balanced and proportional way. Page 27 of 103 6 These fields are not only places to play – they are shared community assets that require ongoing maintenance and care, reinvestment, and responsible stewardship. The imbalance of irregular maintenance and unpredictable funding is no longer sustainable. The proposed fee structure is not intended to limit access, nor shift full costs to users. Instead, it establishes a balanced, usage-based fee structure which will go towards field maintenance and rehab while preserving affordable community recreation programming. Administrative overhead, scheduling operations, and broader maintenance support costs will continue to be borne by the City’s general budget. Staff have worked in good faith with the user groups to explain operational realities, field maintenance needs, and long-term reinvestment requirements. The responsibility to ensure sustainable facility conditions ultimately rests with the City. Approval of this overall structure allows New Berlin to move from reactive, condition-driven maintenance towards a predictable, transparent maintenance program that benefits all users – today and into the future. Without this framework, field quality, safety, and playability will become increasingly difficult to maintain in a consistent and equitable way. This program would need to be evaluated periodically, to ensure effectiveness based upon objectives and that it continues to reflect a commitment to: 1) Responsible asset management 2) Fair and proportional user participation 3) Long-term financial predictability 4) Continued access to high-quality recreation facilities Approval of this structure positions the City in a manner consistent with community expectations while protecting future taxpayers from increasing and irregular costs. Why? Public infrastructure – particularly athletic fields that experience routine, high-frequency use throughout the year – cannot rely on voluntary or irregular funding. Facilities of this type need to operate on predictable wear cycles and require planned reinvestment to remain safe, playable, and cost-effective. When maintenance, rehab, and reinvestment are deferred due to inconsistent funding, conditions deteriorate more rapidly, leading to higher long-term repair and replacement costs for the City and its taxpayers. A structured, usage-based funding model allows the city to address needs incrementally and predictably, reducing the likelihood of large, one-time capital requests or emergency repairs. This approach is intended to stabilize costs over time, not escalate them, while preserving field quality, safety, and community access. To summarize: City of New Berlin – Athletic Field and Park Shelter Support System Structure How facilities Are Financially Supported USER RENTAL FEES (Per Game / Practice / Tournament) ➢ Long-term reinvestment: Segregated account, 7-year cycle, field rehab, turf restoration, drainage, equipment FIELD PREPARATION FEES ➢ Daily operating costs: staff time, lining, dragging, materials ROOM TAX GRANTS (Tourism Funds) Page 28 of 103 7 ➢ Tournament support tied to hotel stays and economic activity CITY GENERAL BUDGET ➢ Administration, scheduling, utilities, maintenance RESULT: Safe, playable, sustainable athletic fields & facilities with shared responsibility 2026 Park Rental Fees (per 2024 Recreation Commission Approval) (for rentals occurring in the 2026 calendar year) Baseball and Softball Diamond Fees Rental Fee (per field) Field Preparation Fee (per field) Practices $0/day - Games $0/day $110/day Tournaments $0/day $135/day Court (Basketball, Pickleball, Sand Volleyball and Tennis) Fees Rental Fee (per court) Practices $10/hour Resident $15/hour Non-Resident Disc Golf Course Rental Fee Practices & Games $25/week of league play Tournaments $250/day, plus $100 deposit Soccer Field Fees Rental Fee (per field) Field Preparation Fee (per field) Practices $0/day - Games $0/day $130/day Tournaments $0/day $155/day Picnic Area & Park Shelter Fees Rental Fee Picnic Areas (includes new picnic areas at Malone Park and Lions Park) $30/day Resident $40/day Non-Resident Small Shelters $110/day Resident $145/day Non-Resident Medium Shelters $140/day Resident $185/day Non-Resident Page 29 of 103 8 Large Shelters (upon opening of Malone Shelter #1) (includes the new enclosed park structure at Malone Park) $400/day Resident, $200 Deposit $500/day Non-Resident, $200 Deposit 2027 Park Rental Fees (for rentals occurring in the 2027 calendar year) Baseball and Softball Diamond Fees - New Berlin Heat, New Berlin Pumas and New Berlin Magic Organizations Club Rental Fee (per season) Includes the use of the following diamonds: Buena Park #1, Calhoun Park #3, Lions Park #1, Malone Park #2, Malone Park #3 Rental Fee (per field) Excludes diamonds listed under Club Rental Fee Field Preparation Fee (per field) Practices $10/hour - Games $5,100/season $45/day $115/day Tournaments $70/day $115/day Baseball and Softball Diamond Fees Rental Fee (per field) Field Preparation Fee (per field) Practices $10/hour Resident $15/hour Non-Resident - Games $45/day Resident $65/day Non-Resident $115/day Tournaments $70/day Resident $100/day Non-Resident $115/day Court (Basketball, Pickleball, Sand Volleyball and Tennis) Fees Rental Fee (per court) Practices $10/hour Resident $15/hour Non-Resident Disc Golf Course Fees Rental Fee Leagues $25/week Events (72 people max, course remains open to public) $75/day Tournaments $250/day, plus $100 deposit Page 30 of 103 9 Soccer Field Fees - New Berlin Soccer Club Organization (self-perform lining) Rental Fee (per field) Field Preparation Fee (per field) Practices $10/day - Games $10/day $50/day Tournaments $35/day $50/day Soccer Field Fees Rental Fee (per field) Field Preparation Fee (per field) Practices $10/day Resident $15/day Non-Resident - Games $10/day Resident $15/day Non-Resident $100/day Tournaments $35/day Resident $50/day Non-Resident $100/day Picnic Area & Park Shelter Fees Rental Fee Picnic Areas (includes new picnic areas at Malone Park and Lions Park) $30/day Resident $40/day Non-Resident Small Shelters (includes Buena Park Shelter #1) $110/day Resident $145/day Non-Resident Medium Shelters (includes Buena Park Shelter #2, Calhoun Park Shelter #1, Calhoun Park Shelter #2, Calhoun Park Shelter #3, City Center Plaza Pergola & Concessions Building, Lions Park Shelter #1, Lions Park Shelter #2, ProHealth Care Park Shelter #1, ProHealth Care Park Shelter #2, Valley View Park Shelter #1, and Valley View Park Shelter #2) $140/day Resident $185/day Non-Resident Large Shelters (new enclosed park structure at Malone Park with kitchen) $400/day Resident, $200 deposit $500/day Non-Resident, $200 deposit Page 31 of 103 Committee of the Whole MEETING MINUTES May 12, 2026 - 6:00 PM Council Chambers 3805 S. Casper Drive MINUTES 1. CALL MEETING TO ORDER Mayor Ament called the meeting to order at 6:00 PM. 2. ROLL CALL; DECLARATION OF QUORUM; PUBLIC NOTICE City Clerk Rubina R. Medina took the roll call as follows: Present: Alderperson Hopkins, Alderperson Gardner, Alderperson Maxey, Alderperson Harenda, Alderperson Kroupa Excused: Alderperson Stribl, Alderperson Horbinski Staff Present: Mayor Dave Ament, City Attorney Mark Blum, City Clerk Rubina R. Medina The City Clerk confirmed that a quorum was present and that the meeting was properly posted in compliance with the open meetings law. 3. APPROVAL OF MINUTES A. April 28, 2026, Committee of the Whole Meeting Minutes MOTION: Motion to Approve Motion by: Alderperson Kroupa Second by: Alderperson Maxey VOTE: Motion Passed 5-0 4. UTILITY & FINANCE A. Discussion and possible recommendation to the Common Council to approve the May 13, 2026, Water Utility claims in the amount of $130,756.54, Sewer Utility claims in the amount of $87,714.40, and General City claims in the amount of $612,605.53, including a US Bank EFT payment of $22,012.56 and a City Water/Sewer/Storm bills EFT of $17,947.60 MOTION: Motion to Approve VOTE: Motion by: Alderperson Maxey Page 32 of 103 Second by: Alderperson Harenda Motion Passed 5-0 5. LICENSES & PERMITS A. Discussion and possible recommendation to the Common Council to approve the Extension of Premise for Mary's Caddyshack, located at 1959 S. 124th Street, for the Shackfest event to be held on June 27, 2026, contingent upon the satisfaction of all City requirements MOTION: Motion to Approve Motion by: Alderperson Hopkins Second by: Alderperson Kroupa VOTE: Motion Passed 5-0 B. Discussion and possible recommendation to the Common Council to approve the alcohol licenses, designated agents, and premise descriptions as outlined in the list as presented, for the license year expiring June 30, 2027, contingent upon the satisfaction of all City requirements MOTION: Motion to Approve Motion by: Alderperson Maxey Second by: Alderperson Gardner VOTE: Motion Passed 5-0 6. MISCELLANEOUS A. Discussion and possible recommendation to the Common Council to approve the School Resource Officer Memorandum of Understanding Agreement between the City of New Berlin and the School District of New Berlin for the term of July 1st, 2026, through June 30, 2027, with an automatic renewal for one-year terms thereafter commencing July 1 of each year for two consecutive years (July 1st, 2027, and July 1st, 2028) with the last renewal term expiring June 30th of 2029. MOTION: Motion to Approve Motion by: Alderperson Maxey Second by: Alderperson Hopkins VOTE: Motion Passed 5-0 B. Discussion and possible recommendation to the Common Council to approve Resolution No. 2026-04 amending the 2026 Capital Improvement Projects (CIP) Budget to reallocate remaining Fire Department Engine project funds for the purchase of an ambulance and tanker. MOTION: Motion to Approve Motion by: Alderperson Harenda VOTE: Second by: Alderperson Hopkins Page 33 of 103 Motion Passed 5-0 C. Discussion and possible recommendation to the Common Council to approve Resolution No. 2026-05 amending the 2026 Capital Improvement Projects (CIP) Budget to increase funding for the Citywide Radio Replacement Project by $371,600. MOTION: Motion to Approve Motion by: Alderperson Maxey Second by: Alderperson Hopkins VOTE: Motion Passed 5-0 D. Discussion and possible recommendation to the Common Council to authorize the Mayor to execute all necessary contracts and related documents with Motorola for the Citywide Radio Replacement Project in an amount not to exceed $1,371,600, contingent upon review and approval as to form by the City Attorney. MOTION: Motion to Approve Motion by: Alderperson Harenda Second by: Alderperson Kroupa VOTE: Motion Passed 5-0 E. Discussion regarding goals and directives for the development of the 2027 budget, including a potential tax levy target. No Motion. F. Discussion and possible recommendation to the Common Council to authorize staff to proceed with the process for a public safety levy limit referendum question on the November 3, 2026, ballot. MOTION: Motion to Approve Motion by: Alderperson Hopkins Second by: Alderperson Gardner VOTE: Motion Passed 5-0 7. ADJOURN MOTION: Motion to Adjourn at 6:36 PM Motion by: Alderperson Kroupa Second by: Alderperson Harenda VOTE: Motion Passed 5-0 Respectfully Submitted, Rubina R. Medina, City Clerk Page 34 of 103 RENEWAL ALCOHOL LICENSE APPLICANTS The establishments listed below hereby submit their application to the Common Council of the City of New Berlin for an alcohol license, as described herein and in their accompanying application materials, pursuant to the applicable provisions of the Wisconsin Statutes and the Ordinances of the City of New Berlin, for the licensing period ending June 30, 2027. Licenses shall be issued by the City Clerk contingent upon the fulfillment of all statutory and municipal requirements, such as, but not limited to, the successful completion of all required inspections and the payment of all applicable fees. Trade Name Agent Name Applying for LicenseInvited 1Page: 1. Ryan Voight Class C WineAir City 360 1803 Wexford Ln.5320 S. Moorland Rd Waukesha, WI 53186New Berlin, WI 53151 Location: PREMISE DESCRIPTION: BEER AND WINE WILL BE SOLD AND SERVED IN THE CAFE. Ryan Voight Class "B" - BeerAir City 360 Location: PREMISE DESCRIPTION: BEER AND WINE WILL BE SOLD AND SERVED IN THE CAFE. 2. Jerry Spencer "Class A" Retail - ComboBP Kwik Stop 3470 N Pierce St15815 W National Ave. Milwaukee, WI 53212New Berlin, WI 53151 Location: Premise Description: Gas station with beer, wine and liquor. Coolers inside establishment. 3. Dhruba Wagle "Class A" Retail - ComboBP New Berlin 1036 Pilgrim Pkwy14001 W. National Ave. Elm Grove, WI 53122New Berlin, WI 53151 4. Daniel W. Petrie "Class B" - ComboBobbleheads Pub S73 W14596 Woods Road12785 W. Janesville Road Muskego, WI 53150New Berlin, WI 53150 Location: PREMISE DESCRIPTION: TAVERN & OUTDOOR BAR (SOLD, SERVED, CONSUMED AND STORED), BASEMENT & STORAGE (STORED), DECK ON EAST SIDE OF BUILDING (CONSUMED), DESIGNATED BAGS AREA (CONSUMED) 5. Susan H. Griese "Class B" - ComboCleveland Pub & Grill 14560 W Fairfield Ct14000 W. Cleveland Ave. New Berlin, WI 53151New Berlin, WI 53151 Location: PREMISE DESCRIPTION: MAIN BUILDING, OUTSIDE STORAGE SHEDS, PATIO + 2ND FLOOR OF WEST PORTION OF BUILDING (OUTSIDE PATIO) 6. Rafael Escamilla "Class B" - ComboCocina Real 1016 N Gammon Rd15366 W. Beloit Rd. Madison, WI 53717New Berlin, WI 53151 Location: PREMISE DESCRIPTION: RESTAURANT SERVICE AREAS, BAR & PATIO AREA. OFFICE STORAGE & BAR AREAS Page 35 of 103 RENEWAL ALCOHOL LICENSE APPLICANTS The establishments listed below hereby submit their application to the Common Council of the City of New Berlin for an alcohol license, as described herein and in their accompanying application materials, pursuant to the applicable provisions of the Wisconsin Statutes and the Ordinances of the City of New Berlin, for the licensing period ending June 30, 2027. Licenses shall be issued by the City Clerk contingent upon the fulfillment of all statutory and municipal requirements, such as, but not limited to, the successful completion of all required inspections and the payment of all applicable fees. Trade Name Agent Name Applying for LicenseInvited 2Page: 7. John Checa "Class A" Retail - ComboCostco Wholesale #1212 906 E. Glenbrook Rd15300 W. Grange Avenue Milwaukee, WI 53217New Berlin, WI 53151 Location: PREMISE DESCRIPTION: ONE STORY 155,488 SQ FT BUILDING LOCATED IN THE CITY OF NEW BERLIN. PRODUCT RECEIVED THROUGH RECEIVING DOCK. PRODUCT STOCKED WITHIN 24 HRS OF RECEIVING AND MERCHANDISED WITHIN THE PERIMETERS OF THE RETAIL BUILDING. RECORDS ARE ELECTRONICALLY STORED IN RECEIVING & OFFICE AREAS. RETAIL HOURS ARE MONDAY TO FRIDAY 10AM TO 8:30PM, SATURDAY 9:30AM TO 6PM. SUNDAY 10AM TO 6PM. 8. Jennifer Halverson "Class B" - ComboGreenfield Pub W174 S6986 Hiawatha Drive16461 W. Greenfield Ave. Muskego, WI 53150New Berlin, WI 53151 Location: PREMISE DESCRIPTION: BAR AREA/KITCHEN AREA, OUTSIDE TO PATIO, BASEMENT COOLER, BASEMENT OFFICE, LIQUOR ROOM. 9. David M. Chappell "Class B" - ComboHoeppner Horn Bros VFW Post 5716 13924 W Stratford Ct17980 W. Beloit Rd. New Berlin, WI 53151New Berlin, WI 53151 Location: Sold, served, consumed, and stored in two banquet halls (one on the main level, one downstairs), and a tavern on the main level—consumption permitted on the designated patio area located outside of the establishment. Beer/alcohol is stored in a cooler on the main level and in the basement. Consumption is also permitted in the designated outdoor horseshoe and firepit areas located to the rear of the premises from April through October for horseshoe tournaments and related activities until 10 PM. Outdoor sales/consumption may also extend to designated outdoor event areas, including the establishment’s parking lot used for car shows, live music, and other special events until 10 PM on Thursdays from May through October, between 4:00 PM and 10:00 PM. Licensed bartenders shall conduct all alcohol services, and all licensed areas shall be monitored by staff. 10. Sangita Wagle "Class A" Retail - ComboHometown New Berlin 1036 Pilgrim Pkwy13996 W. National Ave Elm Grove, WI 53122New Berlin, WI 53151 Location: PREMISE DESCRIPTION: STORED IN COOLERS BEHIND THE COUNTER AND WALK-IN COOLER ON SALES FLOOR. SOLD FROM BEHIND COUNTER COOLERS AND WALK-IN COOLER. Page 36 of 103 RENEWAL ALCOHOL LICENSE APPLICANTS The establishments listed below hereby submit their application to the Common Council of the City of New Berlin for an alcohol license, as described herein and in their accompanying application materials, pursuant to the applicable provisions of the Wisconsin Statutes and the Ordinances of the City of New Berlin, for the licensing period ending June 30, 2027. Licenses shall be issued by the City Clerk contingent upon the fulfillment of all statutory and municipal requirements, such as, but not limited to, the successful completion of all required inspections and the payment of all applicable fees. Trade Name Agent Name Applying for LicenseInvited 3Page: 11. Melanie D. Sternig "Class A" Retail - ComboKwik Trip #499 6328 W Fremont Pl15700 W. Small Rd. Milwaukee, WI 53219New Berlin, WI 53151 Location: PREMISE DESCRIPTION: ONE-STORY FRAME CONSTRUCTION WITH STORAGE IN LOCKABLE WALK-IN COOLER, ON SALES FLOOR, BEHIND SALES COUNTER. 12. Samuel T. McCormick "Class A" Retail - ComboKwik Trip #534 1417 S. 88th Street13975 W Cleveland Ave West Allis, WI 53214New Berlin, WI 53151 Location: PREMISE DESCRIPTION: ONE-STORY FRAME CONSTRUCTION WITH STORAGE IN COOLERS, ON SALES FLOOR AND BEHIND SALES COUNTER 13. Eric S. Thomas "Class A" Retail - ComboKwik Trip #971 1N226S9393 Ripplebrook Ct2101 S Moorland Rd Big Bend, WI 53103New Berlin, WI 53151 Location: PREMISE DESCRIPTION: ONE-STORY FRAME WITH STORAGE IN WALK-IN COOLER, ON SALES FLOOR AND BEHIND THE SALES COUNTER. 14. Mario F. Baregi "Class A" Retail - ComboKwik Trip #977 3509 N. 93rd St.15075 W National Ave Milwaukee, WI 53222New Berlin, WI 53151 Location: PREMISE DESCRIPTION: ONE-STORY FRAME CONSTRUCTION WITH STORAGE IN WALK-IN COOLER, ON SALES FLOOR, BEHIND SALES COUNTER. 15. Andrew P. Tenaglia "Class B" - ComboLagniappe Brasserie 985 Post Rd.17001 W. Greenfield Ave. Brookfield, WI 53005New Berlin, WI 53151 Location: PREMISE DESCRIPTION: STORED IN LOCKED STOREROOM. SERVED AND CONSUMED AT BAR, IN DINING ROOM AND OUTSIDE PATIO. 16. Mary Pakula "Class B" - ComboMary's Caddyshack 15500 W Cleveland Ave1959 S 124th Street New Berlin, WI 53151New Berlin, WI 53151 Location: PREMISE DESCRIPTION: ALCOHOL SOLD FROM SPEED RAILS BEHIND BAR AND STORED IN ENCLOSED ROOM IN BASEMENT. BEER IS SOLD FROM COOLERS BEHIND BAR AND STORED IN WALK-IN COOLER AND ON SHELVES IN BASEMENT. BEER IS SERVED FROM COOLERS BEHIND BAR. Page 37 of 103 RENEWAL ALCOHOL LICENSE APPLICANTS The establishments listed below hereby submit their application to the Common Council of the City of New Berlin for an alcohol license, as described herein and in their accompanying application materials, pursuant to the applicable provisions of the Wisconsin Statutes and the Ordinances of the City of New Berlin, for the licensing period ending June 30, 2027. Licenses shall be issued by the City Clerk contingent upon the fulfillment of all statutory and municipal requirements, such as, but not limited to, the successful completion of all required inspections and the payment of all applicable fees. Trade Name Agent Name Applying for LicenseInvited 4Page: 17. Matthew L. Anderson "Class B" - ComboMatty's Bar & Grille 5405 S. Sunnyslope Rd.14460 W. College Ave. New Berlin, WI 53151New Berlin, WI 53151 Location: PREMISE DESCRIPTION: 1ST & 2ND FLOOR OF PREMISES, OUTDOOR PATIOS, PAVILLION, EVENT CENTER ON PREMISE, FRONT SIDEWALKS & SURROUNDING GRASS AREAS AND YARD 18. Murad M. Ali "Class A" Retail - ComboMy Pantry 5310 S. Old Orchard Ct.1410 S. Calhoun Rd. New Berlin, WI 53146New Berlin, WI 53151 Location: PREMISE DESCRIPTION: SOLD AND STORED IN COOLER 19. Twinkle Kaur "Class A" Retail - ComboNew Berlin BP Market 1415 S. 164th Street12401 W. Beloit Rd. New Berlin, WI 53151New Berlin, WI 53151 Location: PREMISE DESCRIPTION: FIRST FLOOR BEHIND THE COUNTER STORAGE. SOLD OVER THE COUNTER. 20. Matthew Tausig "Class B" - ComboNew Berlin Hills Golf Course 16960 Beverly Drive13175 W. Graham St. Brookfield, WI 53005New Berlin, WI 53151 Location: PREMISE DESCRIPTION: GOLF COURSE, CLUBHOUSE, PATIO, BAR AND BANQUET ROOM (SOLD, SERVED & CONSUMED), STORED IN COOLERS, KITCHEN AND BAR 21. Kim M. Cook Class "B" - BeerNew Berlin Sports Park 11409 W. Janet Ct.17980 W. Beloit Rd. Franklin, WI 53132New Berlin, WI 53151 Location: PREMISE DESCRIPTION: CONCESSION STAND AND PICNIC TABLES AT CONCESSION STAND, WALK-IN COOLER, AND SEATING AREA/BLEACHERS OF BALL FIELDS AND ALONG BALL FIELD FENCE LINES. SEASONAL APRIL-OCTOBER 22. David A. Nappier "Class B" - ComboNickels Pub 10141 W. Coldsrping Rd13915 W. Greenfield Ave. #3New Berlin, WI 53227 Greenfield, WI 53228 Location: PREMISE DESCRIPTION: BLOCK BUILDING, STORAGE IN BACK, BAR IN FRONT. Page 38 of 103 RENEWAL ALCOHOL LICENSE APPLICANTS The establishments listed below hereby submit their application to the Common Council of the City of New Berlin for an alcohol license, as described herein and in their accompanying application materials, pursuant to the applicable provisions of the Wisconsin Statutes and the Ordinances of the City of New Berlin, for the licensing period ending June 30, 2027. Licenses shall be issued by the City Clerk contingent upon the fulfillment of all statutory and municipal requirements, such as, but not limited to, the successful completion of all required inspections and the payment of all applicable fees. Trade Name Agent Name Applying for LicenseInvited 5Page: 23. Rodd M. Szmania Class "B" - BeerOjibwa Bowhunters Of Milwaukee 16301 W. Vogel Dr.P.O. Box 511306 New Berlin, WI 53151New Berlin, WI 53151 Location: PREMISE DESCRIPTION: CLUBHOUSE IS PRIMARY PLACE BEVERAGES ARE SERVED. BEVERAGES DURING LARGE EVENTS ARE ALSO SERVED IN PAVILLION NEXT TO CLUBHOUSE. 24. Sally L. Anschuetz "Class A" Retail - ComboPRP Wine International 2109 N 57th St2700 S. 163rd St. Milwaukee, WI 53208New Berlin, WI 53151 Location: PREMISE DESCRIPTION: PREMISES DIVIDED BETWEEN SALES OFFICE (FRONT OF BUILDING) AND WAREHOUSE SPACE. PRODUCT IS STORED PERMANATELY IN WAREHOUSE SPACE, SOME MAY BE STORED ON TEMPORARY BASIS IN OFFICE SPACE. 25. Diane Young "Class A" Retail - ComboPick N Save #6382 S76W2387015445 W. National Ave. Big Bend, WI 53103New Berlin, WI 53151 Location: PREMISE DESCRIPTION: SINGLE STORY GROCERY AND LIQUOR STORE; INCLUDING THE EXTERIOR PARKING STALLS SPECIFICALLY DESIGNATED FOR THE ONLINE MERCHANDISE ORDER & PICKUP SERVICE AND THE PATHWAY UTILIZED TO ACCESS THE PARKING STALLS 26. Satinder K. Dhillon "Class A" Retail - ComboQuickmart 9879 W Saint Stephan Dr19400 W. College Ave Franklin, WI 53132New Berlin, WI 53146 Location: PREMISE DESCRIPTION: FRONT COUNTER, SOUTHWEST CORNER ALONG WEST WALL, AND WALK IN COOLER 27. LaMarvon J. Jackson "Class B" - ComboRidge Cinema 431 15th Street5200 S. Moorland Rd. Racine, WI 53403New Berlin, WI 53151 Location: PREMISE DESCRIPTION: ENTIRE INTERIOR OF THE THEATRE BUILDING INCLUDING LOBBY, LOUNGE CORRIDORS AND ALL AUDITORIUMS. 28. Kevin E. Larson "Class B" - ComboSenor Luna 1901 S. Calhoun Rd.1901 S. Calhoun Rd. New Berlin, WI 53151New Berlin, WI 53151 Location: PREMISE DESCRIPTION: 1ST FLOOR, OUTDOOR DECK & BASEMENT Page 39 of 103 RENEWAL ALCOHOL LICENSE APPLICANTS The establishments listed below hereby submit their application to the Common Council of the City of New Berlin for an alcohol license, as described herein and in their accompanying application materials, pursuant to the applicable provisions of the Wisconsin Statutes and the Ordinances of the City of New Berlin, for the licensing period ending June 30, 2027. Licenses shall be issued by the City Clerk contingent upon the fulfillment of all statutory and municipal requirements, such as, but not limited to, the successful completion of all required inspections and the payment of all applicable fees. Trade Name Agent Name Applying for LicenseInvited 6Page: 29. Lee C. Chiroff RESERVE "Class B" - ComboSunny Side Up Cafe 15365 W. Mark Dr.15744 W. National Ave New Berlin, WI 53151New Berlin, WI 53151 Location: PREMISE DESCRIPTION: ALCOHOL TO BE STORED IN KITCHEN AND STORAGE ROOM. ALCOHOL TO BE SERVED IN DINING ROOM AND OUTSIDE PATIO. 30. Stu Bloom "Class B" - ComboSunnyslope Golf Course 301 Glacier Ct4285 S Sunnyslope Rd Waukesha, WI 53188New Berlin, WI 53151 Location: PREMISE DESCRIPTION: CLUBHOUSE AND PRO-SHOP OFFICES, BAR, PATIO, RANGE, GOLF COURSE. 31. Jennifer Halverson "Class B" - ComboTail Spin W174 S6986 Hiawatha Drive6290 S MARTIN RD Muskego, WI 53150New Berlin, WI 53151 Location: PREMISE DESCRIPTION: DINING ROOM, BEHIND BAR, KITCHEN, BACKROOM IN KITCHEN, PATIO AREA. 32. Jennifer Halverson "Class B" - ComboTail Spin Cafe W174 S6986 Hiawatha Drive19680 W. National Ave Muskego, WI 53150New Berlin, WI 53146 Location: PREMISE DESCRIPTION: OFFICE, KITCHEN, DINING ROOM, BEHIND BAR. 33. Justin Wallschlager "Class A" Retail - ComboTarget Store T-1311 926 5th Ave4798 S. Moorland Rd. Grafton, WI 53024New Berlin, WI 53151 Location: PREMISE DESCRIPTION: ONE STORY BUILDING; STORED IN GROCERY DEPARTMENT AISLES AND COOLERS; SOLD AT FRONT CHECKLANES AND DEDICATED CURBSIDE PICKUP PARKING SPACES IN FRONT OF LOT. 34. Susan J. Pirlot "Class B" - ComboThe 19th Hole Country Club 3762 Maplewood Ct1525 S. 124th St. Hubertus, WI 53033New Berlin, WI 53151 Location: PREMISE DESCRIPTION: Main bar and back storage room including basement. Premise description also includes an area in the establishment parking lot for a golf league which occurs every Wednesday from 6pm to 10pm from July 2025 to September 2025 and May 2026 until the expiration of said license. Page 40 of 103 RENEWAL ALCOHOL LICENSE APPLICANTS The establishments listed below hereby submit their application to the Common Council of the City of New Berlin for an alcohol license, as described herein and in their accompanying application materials, pursuant to the applicable provisions of the Wisconsin Statutes and the Ordinances of the City of New Berlin, for the licensing period ending June 30, 2027. Licenses shall be issued by the City Clerk contingent upon the fulfillment of all statutory and municipal requirements, such as, but not limited to, the successful completion of all required inspections and the payment of all applicable fees. Trade Name Agent Name Applying for LicenseInvited 7Page: 35. Steven Dunn "Class B" - ComboThe Bull Pen Sports Bar & Grill W258 S8010 Prairieside Dr.19745 W National Avenue Mukwonago, WI 53149New Berlin, WI 53151 Location: Premise Description: Beer Coolers, Behind bar, liquor rails and displays behind bar, beer cooler, downstairs, basement storage room, deck, bar and dining area. 36. Michael J. Teipner "Class B" - ComboThe Varsity Club 4450 S. Delphine Dr.12400 W. Beloit Rd. New Berlin, WI 53151New Berlin, WI 53151 Location: PREMISE DESCRIPTION: MAIN BAR AND DINNING AREA, FRONT PORCH PICNIC TABLES, LIQUOR STORE ROOM. 37. James C. Lidwin "Class B" - ComboUncle Jimmy's Bar & Grill 15100 W. Maple Ridge Rd18540 W. NATIONAL AVE New Berlin, WI 53151New Berlin, WI 53146 Location: Premise Description: Basement locked closet for all storage of product. Office that locks for all records & invoices. Sold in the Main Bar area with 28 Bar Stools & 22 Tables. Consumed in the Main Bar Area. 38. Michelle Michek "Class A" Retail - ComboWal-Mart Stores East LP 2009 N. 56th St.702 SW 8th St. Milwaukee, WI 53208Dept. 8196 Bentonville, AR 72716-0500 Location: PREMISE DESCRIPTION: One-room, one-story building approximately 152,298 square feet including stalls in parking lot specifically designated for online grocery pickup and Grab n Go area of store. Product is located in coolers and on shelves in Grocery Department and displayed in seasonal aisles. Overstock product is located in Receiving area. 39. Linda M. Wasiak "Class A" Retail - ComboWalgreens #07259 W158 S7286 Martin Rd3855 S. Moorland Rd. Muskego, WI 53150New Berlin, WI 53151 Location: PREMISE DESCRIPTION: RETAIL DRUG STORE WITH SUNDRIES IN A ONE-STORY BUILDING OF14,491 SQUARE FEET. LIQUOR IS SOLD ON SALES FLOOR AND COOLERS. OVERSTOCK IS STORED IN LOCKED STORAGE ROOM. INVOICES ARE KEPT IN A FILING CABINET IN THE MANAGERS OFFICE. Page 41 of 103 RENEWAL ALCOHOL LICENSE APPLICANTS The establishments listed below hereby submit their application to the Common Council of the City of New Berlin for an alcohol license, as described herein and in their accompanying application materials, pursuant to the applicable provisions of the Wisconsin Statutes and the Ordinances of the City of New Berlin, for the licensing period ending June 30, 2027. Licenses shall be issued by the City Clerk contingent upon the fulfillment of all statutory and municipal requirements, such as, but not limited to, the successful completion of all required inspections and the payment of all applicable fees. Trade Name Agent Name Applying for LicenseInvited 8Page: 40. Harjeet Walia "Class A" Retail - ComboWelcome Mart 9519 S. River Bend Ct.15551 W. Cleveland Ave Milwaukee, WI 53217New Berlin, WI 53151 Location: PREMISE DESCRIPTION: INSIDE COOLER & SHELVES & STORAGE IN BASEMENT. 41. Harjeet Walia "Class A" Retail - ComboWelcome Mart 9519 S. River Bend Ct.17200 W. Cleveland Ave. Milwaukee, WI 53217New Berlin, WI 53146 Location: PREMISE DESCRIPTION: INSIDE CONVENIENCE STORE & STORAGE 42. Michael J. Jost "Class B" - ComboWest Side Pub 1613 Grey Fox Trail, Unit D20385 W. National Ave. Mukwonago, WI 53149New Berlin, WI 53146 Location: PREMISE DESCRIPTION: MAIN LEVEL BAR, BACK PATIO, BASEMENT STORAGE, ATTIC. Page 42 of 103 Page | 1 LICENSE AGREEMENT This License Agreement is made and entered into this ____ day of _________________, 2026, by and between the CITY OF NEW BERLIN, a Wisconsin municipal corporation, with its principal office and place of business located at 3805 South Casper Drive, New Berlin, Wisconsin, 53151 (hereinafter referred to as the “CITY”) and the PROFESSIONAL FIREFI GHTERS OF WISCONSIN CHARITABLE FOUNDA TION, INC., a Wisconsin non-stock corporation, with its principal office and place of business located at 321 East Main Street, Suite 200, Madison, Wisconsin, 53703 (hereinafter referred to as “Professional Firefighters”). WHEREAS, the City operates Fire Station No. 7 as part of the City Public Safety Building located at 16300 West National Avenue in New Berlin; and WHEREAS, Professional Firefighters have applied to the City for a license to utilize the area adjacent to Fire Station No. 7 along Casper Dr., as well as the streets building parking lot, hereinafter referred to as the Licensed Area as the registration station and starting point for the 2026 Ride to Burn Camp, which is to occur on August 11, 2026 from 5:00 p.m. to 5:45 p.m.; and WHEREAS, the City is agreeable to permitting the use of the Licensed Area for said event subject to the approval by the City of New Berlin Common Council, as well as the terms and conditions of this Agreement. NOW, THEREFORE, for good and valuable consideration, the receipt and sufficiency of which is hereby acknowledged, the parties do hereby covenant and agree as follows: 1. Professional Firefighters, their licensees and attendees of the 2026 Ride to Burn Camp shall be permitted to use the City property referred to as the Licensed Area on August 11, 2026, between 5:00 p.m. and 5:45 p.m., solely for the purpose of accommodating the registration for and initiation point for the 2026 Ride to Burn Camp. 2. Professional Firefighters warrants and represents that the City property referenced as the Licensed Area will only be used for the purposes of the registration for the 2026 Ride to Burn Camp event and as the start off point for the Ride. 3. Professional Firefighters warrants and represents that all activities engaged on City property on said date will be in conformance with applicable City Ordinances, Wisconsin Statutes and regulations of other governmental entities with jurisdiction. 4. Professional Firefighters shall supervise the Licensed Area being used for the aforementioned purposes throughout the duration of its use and will following the event restore said areas to the conditions that existed before the commencement of the event, reasonable wear and tear excepted. Page 43 of 103 Page | 2 5. Professional Firefighters agree to hold the City, its officers, employees, agents and assigns (hereinafter referred to as the “Parties Indemnified”) harmless and will indemnify the Parties Indemnified as and against any and all claims, demands, actions or causes of action, costs and expenses, including actual attorney fees, arising from the City’s approval of this License Agreement and the use by the Professional Firefighters, their licensees and attendees of the Licensed Area provided for hereunder. 6. Professional Firefighters agree to obtain public liability insurance coverage to insure their use, as well as the use by their licensees and attendees, for the 2026 Ride to Burn Camp as provided for hereunder. Said liability insurance coverage shall provide limits of not less than $1 Million per occurrence and $2 Million in the aggregate. Professional Firefighters shall provide a valid Policy Endorsement issued by their insurer identifying the City has an Additional Insured on said Policy on a primary and non-contributory basis. Professional Firefighters shall require that any entities they may contract with to assist in the holding of this event shall carry liability insurance as provided for in this paragraph, which coverage shall also list the City as an Additional Insured on a primary and non -contributory basis. They will also be required to provide evidence of automobile liability insurance coverage relative to any vehicles being utilized in the event. 7. This Agreement shall be governed and construed in accordance with the laws of the State of Wisconsin. 8. This Agreement may be terminated in the event of a breach by either party upon ten (10) days written notice. 9. This Agreement represents the complete understanding of the parties with respect to subject matter set forth herein and may only be modified in a written agreement executed by both parties and approved by the City of New Berlin Common Council. 10. This Agreement may not be assigned without the express written consent of the City. 11. The parties acknowledge that there are no third party beneficiaries to this License Agreement. [Signature Page To Follow] Page 44 of 103 Page | 3 CITY: CITY: City of New Berlin City of New Berlin By: By: David Ament, Mayor Rubina R. Medina, City Clerk PROFESSIONAL FIREFIGHTERS: Professional Firefighters of Wisconsin Charitable Foundation, Inc. By: Print Name & Title Page 45 of 103 City of New Berlin City of New Berlin ▪ 3805 S. Casper Drive ▪ New Berlin, Wisconsin 53151-0921 ▪ (262)786-8610 ▪ www.newberlin.org REQUESTED ACTION STATEMENT DATE: May 22, 2026 TO: Mayor Ament Common Council FROM: Mark Polzin, Fire Chief Rubina R. Medina, City Clerk ISSUE: On April 14, 2026, the Common Council approved adjustments to the City’s ambulance billing fee schedule following review and recommendation by the Fire Department. Subsequent review by the City Clerk’s Office identified that the ambulance billing fee schedule is codified within the City’s Municipal Code and that an ordinance amendment is required to formally amend and codify the approved changes. The original Requested Action Statement presented to the Common Council on April 14, 2026, included the proposed fee adjustments but did not include the corresponding ordinance amendment required for codification purposes. Accordingly, the attached ordinance 2721 is being presented for Common Council consideration to formally amend the applicable Municipal Code provisions consistent with the fee schedule previously approved by the Common Council. REQUESTED: Recommend Common Council approve Ordinance 2721 amending the City of New Berlin Municipal Code related to ambulance billing fees consistent with the fee schedule previously approved by the Common Council on April 14, 2026. The previously approved fee adjustments included a $300 increase for non-resident BLS, ALS, and critical care services and a $250 increase for resident BLS, ALS, and critical care services effective July 1, 2026. In addition, effective January 1, 2027, and January 1, 2028, all base rates will increase by $50 from the previous year as outlined in the following fee schedule: Effective July 1, 2026: Non-Resident: Current Rate Proposed Rate Resident: Current Rate Proposed Rate ALS A0427 $ 1,550.00 $ 1,850.00 ALS A0427 $ 1,350.00 $ 1,600.00 ALS 2 A0433 $ 1,550.00 $ 1,850.00 ALS 2 A0433 $ 1,350.00 $ 1,600.00 BLS A0429 $ 1,300.00 $ 1,600.00 BLS A0429 $ 1,100.00 $ 1,350.00 BLS NE A0428 $ 1,300.00 $ 1,600.00 BLS NE A0428 $ 1,100.00 $ 1,350.00 NO TRANSPORT A0998 $ 600.00 $ 600.00 NO TRANSPORT A0998 $ 600.00 $ 600.00 MILEAGE A0425 $ 24.00 $ 24.00 MILEAGE A0425 $ 24.00 $ 24.00 MILEAGE ALS A0390 $ 24.00 $ 24.00 MILEAGE ALS A0390 $ 24.00 $ 24.00 MILEAGE BLS A0380 $ 24.00 $ 24.00 MILEAGE BLS A0380 $ 24.00 $ 24.00 SCT A0434 $ 1,900.00 $ 2,200.00 SCT A0434 $ 1,600.00 $ 1,850.00 Page 46 of 103 Effective January 1, 2027: Non-Resident: Current Rate Proposed Rate Resident: Current Rate Proposed Rate ALS A0427 $ 1,550.00 $ 1,900.00 ALS A0427 $ 1,350.00 $ 1,650.00 ALS 2 A0433 $ 1,550.00 $ 1,900.00 ALS 2 A0433 $ 1,350.00 $ 1,650.00 BLS A0429 $ 1,300.00 $ 1,650.00 BLS A0429 $ 1,100.00 $ 1,400.00 BLS NE A0428 $ 1,300.00 $ 1,650.00 BLS NE A0428 $ 1,100.00 $ 1,400.00 NO TRANSPORT A0998 $ 600.00 $ 600.00 NO TRANSPORT A0998 $ 600.00 $ 600.00 MILEAGE A0425 $ 24.00 $ 24.00 MILEAGE A0425 $ 24.00 $ 24.00 MILEAGE ALS A0390 $ 24.00 $ 24.00 MILEAGE ALS A0390 $ 24.00 $ 24.00 MILEAGE BLS A0380 $ 24.00 $ 24.00 MILEAGE BLS A0380 $ 24.00 $ 24.00 SCT A0434 $ 1,900.00 $ 2,250.00 SCT A0434 $ 1,600.00 $ 1,900.00 Effective January 1, 2028: Non-Resident: Current Rate Proposed Rate Resident: Current Rate Proposed Rate ALS A0427 $ 1,550.00 $ 1,950.00 ALS A0427 $ 1,350.00 $ 1,700.00 ALS 2 A0433 $ 1,550.00 $ 1,950.00 ALS 2 A0433 $ 1,350.00 $ 1,700.00 BLS A0429 $ 1,300.00 $ 1,700.00 BLS A0429 $ 1,100.00 $ 1,450.00 BLS NE A0428 $ 1,300.00 $ 1,700.00 BLS NE A0428 $ 1,100.00 $ 1,450.00 NO TRANSPORT A0998 $ 600.00 $ 600.00 NO TRANSPORT A0998 $ 600.00 $ 600.00 MILEAGE A0425 $ 24.00 $ 24.00 MILEAGE A0425 $ 24.00 $ 24.00 MILEAGE ALS A0390 $ 24.00 $ 24.00 MILEAGE ALS A0390 $ 24.00 $ 24.00 MILEAGE BLS A0380 $ 24.00 $ 24.00 MILEAGE BLS A0380 $ 24.00 $ 24.00 SCT A0434 $ 1,900.00 $ 2,300.00 SCT A0434 $ 1,600.00 $ 1,950.00 FISCAL IMPACT: Increasing the above ambulance fees will generate additional revenues. Approximately 70% of ambulance transports are reimbursed through Medicare. Under federal regulations, Medicare reimbursement rates are fixed and not directly influenced by local fee schedules. As a result, increases in the established fees will not significantly affect revenue collected from Medicare patients. RATIONALE: The increase in additional revenues can be used to offset the increase in Ambulance Supply Fees. Page 47 of 103 STATE OF WISCONSIN : CITY OF NEW BERLIN : WAUKESHA COUNTY ______________________________________________________________________________ ORDINANCE NO. 2721 ORDINANCE TO AMEND SECTION 124-20 OF THE MUNICIPAL CODE OF THE CITY OF NEW BERLIN CONCERNING REIMBURSEMENT FOR AMBULANCE FEES ______________________________________________________________________________ The Common Council of the City of New Berlin do ordain as follows: Section 124-20 of the Municipal Code of the City of New Berlin is hereby amended as follows: SECTION I Section 124-20, A, shall be modified to $1,350.00 for the conveyance of residents and $1,600.00 for the conveyance of non-residents for all basic, life-support conveyances. SECTION II Section 124- 20, B, shall be modified to provide that a base charge for paramedic conveyances shall be $1,600.00 for residents and $1,850.00 for non-residents. SECTION III Section 124-20, C, shall be modified to provide that the base charge for the conveyance of residents for critical care shall be $1,850.00 and the base charge of $2,200.00 for non-residents. SECTION IV Section 124-20, D, shall be modified to provide that in addition to the base fee a charge of $24.00 per loaded mile will be assessed for all transports. SECTION V Section 124-20, E, shall be modified to provide that a base charge of $600.00 shall be assessed where aid is rendered and requires advance treatment for all non-transport calls. SECTION VI The modifications being made to Section 124- 20, A through E, shall be effective July 1, 2026. Page 48 of 103 SECTION VII Section 124-20, H, is hereby amended to read as follows : The charges assessed pursuant to Section 124-20, A through C, shall each be increased by the sum of $50.00 effective January 1, 2027 and by an additional $50.00 effective January 1, 2028. SECTION VIII All Ordinances or parts of Ordinances contravening the terms and conditions of this Ordinance are hereby to that extent repealed. SECTION IX The several sections of this Ordinance shall be considered severable. If any section shall be considered by a court of competent jurisdiction to be invalid, such decision shall not affect the validity of the other portions of the Ordinance. SECTION X This Ordinance shall take effect upon passage and publication as approved by law, and the City Clerk shall so amend the Code of Ordinances of the City of New Berlin, and shall indicate the date and number of this amending ordinance therein. PASSED AND ADOPTED by the Common Council this 26 th day of May, 2026. APPROVED: ______________________________ David Ament, Mayor Countersigned: ____________________________ Rubina R. Medina, City Clerk Page 49 of 103 Distinct, Friendly Community - Extensive Transportation Network - Vibrant Future City of New Berlin City of New Berlin ▪ 3805 S. Casper Drive ▪ New Berlin, Wisconsin 53151-0921 ▪ (262)786-8610 ▪ www.newberlin.org REQUESTED ACTION STATEMENT May 26, 2026 TO: Mayor Ament Common Council FROM: Ralph Chipman, Matthew Uselding, Finance Department Melissa Beck, HR Director Jeff Hingis, Chief of Police Mark Polzin, Fire Chief John Hopkins, Alderperson ISSUE: Public Safety funding Referendum – November 3, 2026 REQUESTED: Recommend Council provide staff permission to begin a public awareness campaign and community outreach regarding the proposed public safety referendum. Recommend Council provide guidance to staff regarding the preliminary referendum dollar amount they would like staff to use as the basis for outreach and public engagement efforts. FISCAL IMPACT: To be determined RATIONALE: The purpose of this memorandum is to summarize the projected financial impact associated with the proposed public safety referendum currently under discussion. The referendum would support expanded public safety staffing needs. This memorandum represents staff’s recommendation regarding the operational and staffing needs necessary to maintain and enhance public safety services within the community. The proposed addition of police staffing would restore the Police Department to previous staffing levels that have been reduced over time through attrition and budget constraints. Returning to these staffing levels would improve the Department’s ability to maintain proactive policing efforts, enhance response capabilities, reduce overtime pressures, and continue providing a high level of public safety service to the community as call volumes and service expectations continue to grow. Page 50 of 103 Distinct, Friendly Community - Extensive Transportation Network - Vibrant Future The proposed addition of fire department personnel, including paramedic staffing, is intended to strengthen emergency medical response capabilities and ensure the Department can continue meeting increasing service demands. Additional staffing would improve response reliability, enhance operational coverage, reduce strain on existing personnel, and support the long-term sustainability of emergency medical and fire protection services within the community. As the Council reviews this memorandum and the associated financial projections, changes to the proposed staffing plan and referendum amount may continue to be made until a formal resolution is adopted in August. Council members are encouraged to identify what staffing levels and funding amounts they are willing to support, as well as any modifications or alternatives they would recommend for further consideration. Proposed Staffing Plan The proposed staffing model includes the following positions: Position Number of Personnel Police Officers 3 Fire Department EMTs 0 Fire Department Paramedics 12 Police Services Aides (Part-Time) 2 Crisis Worker (Contracted) 1 Division Chief 1 Lieutenant to Captain Reclassifications 3 The proposed staffing model would add 17 new FTEs, contract with Waukesha County for a Crisis Worker, and convert 3 Fire Lieutenant positions to 3 Fire Captain positions Public Safety Official Staffing Cost Projections (2027–2031) Position 2027 2028 2029 2030 2031 PD Officer $338,935 $366,647 $417,343 $470,761 $524,694 FD EMT - - - - - FD Paramedic $1,342,706 $1,458,150 $1,614,074 $1,788,121 $1,996,395 Police Services – Aides PT $36,442 $37,171 $37,914 $38,672 $39,446 Crisis Worker – Contracted $95,000 $101,650 $108,766 $116,379 $124,526 Division Chief $186,781 $190,984 $195,293 $199,710 $204,239 Lt. to Captain $54,020 $55,240 $56,485 $57,755 $59,050 Total Salaries & Benefits $2,053,884 $2,209,843 $2,429,875 $2,671,398 $2,948,349 The public safety staffing proposal reflects the full annualized cost of the requested staffing additions and associated salary and benefit projections from 2027 through 2031. Total salaries and benefits are projected to increase from approximately $2.05 million in 2027 to $2.95 million in 2031, primarily driven by contractual wage growth and benefits. Page 51 of 103 Distinct, Friendly Community - Extensive Transportation Network - Vibrant Future Estimated Tax Levy Impact – Personnel Based on current assessed valuation assumptions and estimated annual growth of approximately 1.5%, the estimated levy impact to the average single-family residence attributable to personnel costs are shown below: Position 2027 2028 2029 2030 2031 Assessed Value $7,505,772,437 $7,618,359,023 $7,732,634,408 $7,848,623,925 $7,966,353,283 Tax Rate $0.000273641 $0.000290068 $0.000314236 $0.000340365 $0.000370100 Average Single-Family Home $375,246 $380,874 $386,587 $392,386 $398,272 Levy Increase for PS Personnel $102.68 $110.48 $121.48 $133.55 $147.40 Public Safety Equipment Costs Initial implementation costs associated with the increased personnel are shown below: Item Estimated Cost Police Department Uniforms & Equipment $16,800 Fire Department Uniforms & Equipment $58,500 Police Squad Vehicle $98,500 Total Equipment Costs $173,800 The estimated levy impact associated with these initial costs is approximately $8.69 annually for the average single-family home. Total Proposed Levy & Tax Increase Position 2027 2028 2029 2030 2031 Total Additional Tax Levy $2,227,684 $2,383,643 $2,603,675 $2,845,198 $3,122,149 Avg Tax Increase $111.37 $ 119.17 $130.17 $142.24 $156.09 Page 52 of 103 Distinct, Friendly Community - Extensive Transportation Network - Vibrant Future Discussion Points / Questions 1. Changes to the proposed referendum plan can continue to be made until a resolution is formally adopted in August. 2. The Council will need to determine what staffing levels they are willing to support and ultimately place before voters as part of the referendum question by August 11th. 3. Because Wisconsin referendum questions only allow for a single levy increase amount, the City must determine the total levy authority being requested for the 2027 through 2031 period. The Council will need to decide whether to request the full projected funding amount or a reduced amount that could require future operational adjustments. Page 53 of 103 Staffing Options Personnel # of Personnel PD Officer 3 FD EMT 0 FD Paramedic 12 Police Services - Aides PT 2 Crisis Worker - Contracted 1 Division Chief 1 Lt. to Captain 3 PS Official 2027 2028 2029 2030 2031 PD Officer 338,935$ 366,647$ 417,343$ 470,761$ 524,694$ FD EMT -$ -$ -$ -$ -$ FD Paramedic 1,342,706$ 1,458,150$ 1,614,074$ 1,788,121$ 1,996,395$ Police Services - Aides PT 36,442$ 37,171$ 37,914$ 38,672$ 39,446$ Crisis Worker - Contracted 95,000$ 101,650$ 108,766$ 116,379$ 124,526$ Division Chief 186,781$ 190,984$ 195,293$ 199,710$ 204,239$ Lt. to Captain 54,020$ 55,240$ 56,485$ 57,755$ 59,050$ Total Salaries & Benefits 2,053,884$ 2,209,843$ 2,429,875$ 2,671,398$ 2,948,349$ Assessed Value 7,505,772,437$ 7,618,359,023$ 7,732,634,408$ 7,848,623,925$ 7,966,353,283$ Tax Rate 0.000273641$ 0.000290068$ 0.000314236$ 0.000340365$ 0.000370100$ Average Single Family Home 375,246$ 380,874$ 386,587$ 392,386$ 398,272$ Levy Increase for PS Personnel 102.68$ 110.48$ 121.48$ 133.55$ 147.40$ YoY Increase -$ 7.80$ 11.00$ 12.07$ 13.85$ PS Equipment Costs PD Uni & Equip 16,800$ FD Uni & Equip 58,500$ PD Squad 98,500$ Total Uni & Equip 173,800$ Levy Increase for PS Equipment 8.69$ Total Proposed Levy Increase 2,227,684$ 2,383,643$ 2,603,675$ 2,845,198$ 3,122,149$ Tax Increase 111.37$ 119.17$ 130.17$ 142.24$ 156.09$ Page 54 of 103 Analysis of Staffing and Structure at the New Berlin Police Department Presented by Chief Jeffrey Hingiss Deputy Chief Tony Pine Page 55 of 103 What is Being Requested? • 3 Additional Police Officers • Increase sworn staff from 70 to 73 • 1 Embedded Crisis Worker • Contract through Waukesha County Health and Human Services • 2 Part-Time Police Services Aides • Non-sworn positions replacing the former Police Services Technician role • 1 Marked Police Explorer Page 56 of 103 Challenges • Increased criminal investigations (scope, complexity) • Increased mental health (numbers, complexity) • Overtime, extended shifts, and staffing gaps (benefit time, injuries, FMLA) • Recruitment numbers • Training demands • Specialty positions (narcotic task force, traffic enforcement) • Administrative requirements (open records, redactions, reporting) • Retirements (20 sworn personnel at all ranks eligible by 2030) Page 57 of 103 Eligible to retire by 2030 • Retirements (20 sworn personnel at all ranks Chief 1 • 1 Deputy Chief 2 • 2 Captain 4 • 4 Sergeant 3 • 3 Detective 2 • 2 Officer 8 • 8 Page 58 of 103 New Hire Timeline (Recruit Officer) • 16 Weeks • Application posting, Testing, Interviews, Background, and Medical • 1 Week • Orientation • 18 Weeks • Recruit Academy – WCTC • 2 Weeks • In-house mini-academy • 20 Weeks • Field Training Approximately 14 months: Time required to hire and fully train a recruit police officer to count towards minimum staffing. With this timeline, referendum approved officers will not improve operational staffing until 2028. Page 59 of 103 # Sworn Law Enforcement Officers Per 1,000 People Served Wisconsin Municipalities w/ Populations 30K-50K Agency Sworn/Pop Sworn/1,000 Agency Sworn/Pop Sworn/1,000 Wauwatosa (100/49,589) 2.02 Sheboygan (88/49,981) 1.76 Beloit (74/36,729) 2.01 New Berlin (70/40,044) 1.75 Wausau (81/40,571) 2.00 Franklin (62/35,882) 1.68 Brookfield (80/41,543) 1.93 Greenfield (63/37,645) 1.67 Manitowoc (65/34,525) 1.88 Menomonee Falls (67/40,945) 1.64 West Bend (60/32,491) 1.85 Sun Prairie (63/40,079) 1.57 Oak Creek (70/38,954) 1.80 Fitchburg (54/36,197) 1.50 Fond du Lac (79/44,211) 1.79 Adding 3 sworn positions = 1.82 Sources: WiPEG Agency Information DOA Population and Housing Unit Estimates Page 60 of 103 Organizational Chart Page 61 of 103 What is the cost to outfit a new officer? • Uniform cost- $2018.31 • Pants ($105x4) • SS Shirt ($77x3) • LS Shirt ($82.57x3) • Pullover ($139) • Fleece ($100) • Jacket ($290.60) • Raincoat ($165) • Puncture resistant gloves ($40) • Boots ($150) • Uniform Belt ($31) • Hat ($70) • Knit Hat ($20) • Suspenders ($115) • Mandatory Gear $3621.95 • Ballistic Vest W/Carrier ($1400) • Traffic Vest ($69.95) • Duty Belt ($60) • Belt Keepers ($20) • Handcuffs ($65) • Baton ($91) • Tourniquet ($40) • OC Spray ($22) • Duty belt gear ($210) • Taser holster ($40) • BWC ($500) • Flashlight ($125) • Firearm W/PMO and Light($979) Page 62 of 103 Outfitting cost for Squad • Squad $45,128 • Emergency Lighting/Setup $27,170 • Police Decal $550 • Radio $5500 • Radar $2000 • Axon Fleet Camera $1500 • Computer and cradle point $7000.00 • Misc. Equipment $2200 • Stopsticks, cones, med bag, fire ext., PBT etc) • AED $2000.00 • Rifle $1500 • Ballistic Shield $2000 • Less Lethal $1900 Total Cost $98,448 Page 63 of 103 Calls for Service Calls for service continue to rise. Specifically, the number of complex calls that require either though preliminary investigation, extensive follow up, or precise evidence collection and processing 0 29,437 30,682 29,984 29,94027,687 0 5000 10000 15000 20000 25000 30000 35000 2004 2022 2023 2024 2025 Call for service compared to 2004 Page 64 of 103 Increased Complexity of Calls for Service • Motor vehicle accidents • Fatal, Personnel injury, Property Damage Only, Car vs Deer • Growing population and major thorough ways through the county • Mental health-related calls • Welfare checks, Suicide Assessment, Alcohol/Drug Incapacitation, ADRC • Critical incidents • Sexual Assaults, Possession of Child pornography, Sextortion, Child Abuse Overdose deaths • Vehicle Pursuits • Domestic violence cases • Battery, Disorderly Conduct, Harassment, Threats • Fraud and financial crime investigations • Elderly fraud, Cryptocurrency scam, Identity Theft Page 65 of 103 931 912 955 956 564 0 200 400 600 800 1000 1200 2004 2022 2023 2024 2025 Motor Vehicle Accidents compared to 2004 Page 66 of 103 78 12 25 15 Mental Commitnments Protective Placments Mental Health Informational Unclassified Mental Health Related Calls 2004 Mental Health Related Calls 2004 33 26 32 35 246 279 258 553 557 613 506 0 100 200 300 400 500 600 700 2022 2023 2024 2025 Emergency Detention and Wellbeing Check 2022 - 2025 Emergeny Detention (ED) Call to Crisis w/o ED Wellbeing or welfare check Page 67 of 103 Rise in Critical incidents 0 5 10 15 20 25 2005 2022 2023 2024 2025 Vehicle Pursuit Pursuits Page 68 of 103 Page 69 of 103 Scam/Fraud Investigations 2023-2025 Page 70 of 103 “Protecting with courage, serving with compassion” Click Here to see the complete financial breakdown for the 2026 public safety referendum. Page 71 of 103 1 | P a g e History In 2004, the police department was budgeted with 74 sworn officers. During the economic downturn of the early 2000s, the police department reduced its budgeted number of officers to as low as 67 sworn officers. By 2025, the number of sworn officers slowly increased to 70, throughout this 21-year span, 2004 to 2025, the police department has not experienced a reduction in call for service, but other factors have continued to impact our daily operations. While the volume of calls has remained steady—or increased—the nature of calls has shifted, becoming significantly more time-intensive and complex. Incidents that now require more time and resources include: • Motor vehicle accidents • Critical incidents • Mental health-related calls • Domestic violence cases • Fraud and financial crime investigations These types of calls often involve lengthy on-scene response, coordination with other agencies, detailed reporting, and in some cases, ongoing follow-up investigations. The decreased staffing, combined with the increasing complexity of calls, has placed a greater strain on officer 0 29,437 30,682 29,984 29,94027,687 2004 2022 2023 2024 2025 Call for service compared to 2004 New Berlin Police Department Jeffrey Hingiss Chief of Police Phone: (262) 782-6640 Fax: (262) 782-9033 Page 72 of 103 2 | P a g e availability, reducing their ability to remain proactive and responsive across all areas of public safety. Proactive Policing An officer’s ability to engage in proactive policing is significantly limited by the volume and complexity of time-intensive calls for service. These calls often require extensive on-scene investigation, follow-up, report writing, and coordination with external agencies. As a result, they reduce the time available for self-initiated activity such as community engagement, targeted enforcement, and preventative patrols. Common examples of time-intensive calls include: • Traffic-related complaints • Theft investigations • Fraud, identity theft, and financial crimes • OWI (Operating While Intoxicated) arrests • Domestic violence incidents • Mental health-related calls, including: o Mental health commitments o Wellbeing checks and suicide assessments 931 912 955 956 564 2004 2022 2023 2024 2025 Motor Vehicle Accidents compared to 2004 Page 73 of 103 3 | P a g e These types of calls are not only resource-demanding but also critical to public safety, often requiring multiple officers and significant time to resolve. When staffing levels are at minimum, the cumulative impact of these incidents leaves less time for proactive policing strategies, which are essential for crime prevention, community trust-building, and long-term public safety outcomes. Mental Commitments & Wellbeing Checks In 2004, the Police Department operated under a different Record Management System. The following were included in categories in 2004 that are now summarized in 2025 RMS as either mental commitments or wellbeing checks: • Mental Commitments (78)- all suicide or emergency detentions • Protective Placement (12)- protective custody due to aging or disability and all runaway or uncontrollable juvenile • Mental Health Information (25)- Any well-being check where a commitment was authorized but subject exhibited signs of mental health issues or concerns • Unclassified (15)- uncategorized mental health calls to include homeless or undetermined MH status • Since the mid-2010s, Law Enforcement in Waukesha County has worked extensively with Health and Human services to better assess individual needs and to determine proper treatment and emergency placement. In 2023, WCHHS and NBPD began tracking the number of calls to a crisis worker that resulted in Emergency Detention or a safety plan. A crisis worker responds to complete an on-scene assessment and coordinate either placement or a safety plan with police versus 2004 when the decision was left to the officer(s) on scene. 78 12 25 15 Mental Commitnments Protective Placments Mental Health Informational Unclassified Mental Health Related Calls 2004 Mental Health Related Calls 2004 Page 74 of 103 4 | P a g e Calls for service related to mental health continue to demand a significant amount of time and resources from officers. These calls often involve multiple stages of response and coordination with external agencies, including: • Initial contact and investigation • Coordination with Health and Human Services crisis workers • Medical clearance at a hospital when required • Transport and placement at a suitable facility On average: • Mental health commitments take approximately 9.5 hours from initial contact to final placement. • Mental health calls that do not result in immediate transport to a facility or result in a safety plan, still average about 2 hours to resolve. In addition to mental commitments, officers frequently respond to well-being checks, which are often more frequent and equally taxing on staffing levels. These include: • Reports of concerning or erratic behavior • Interactions with homeless individuals • Assistance requests for aging individuals or those with disabilities While critical to community safety and well-being, these calls pull officers away from proactive patrol duties and other service demands. The increasing frequency and complexity of these incidents highlight the need for additional resources, improved interagency coordination, and long-term planning around mental health response. 33 26 32 35 246 279 258 553 557 613 506 2022 2023 2024 2025 Emergency Detention and Wellbeing Check 2022-2025 Emergeny Detention (ED) Call to Crisis w/o ED Wellbeing or welfare check Page 75 of 103 5 | P a g e Current Staffing Overview The department is currently staffed with 70 sworn officers plus one authorized pre-hire intended to fill an anticipated retirement in 2026. However, 4 of these officers are not currently counting towards shift staffing due to the following reasons: • 2 officers are currently on extended FMLA or light duty o (1) modified duty along with maternity leave could be as long as 9 months o (1) serious injury or illness resulting in extended amount of time on light duty • 1 officer is currently deployed on military leave and will return at the end of 2026 • 1 officer is currently on paternity leave for an extended amount of time o 3 more officers are expected to take FMLA for an extended amount of time on paternity leave before the end of 2026. In addition, the department anticipated the retirement of one officer in 2026 and up to 5 more retirements by the end of 2027. By the end of 2030, twenty officers (35 %) will be eligible to retire. These absences have significantly impacted our ability to meet daily minimum staffing levels, leaving patrol units solely responsible for maintaining minimum patrol coverage along with an impact on our overtime budget. Operating at minimum staffing reduces officer availability for proactive policing, community engagement, and preventative efforts. Over the past three years, the department has operated with a shortfall of 5 to 10 sworn personnel due to the reasons stated above, which has either necessitated the reassignment of duties or left several key specialty positions vacant, including: • Undercover drug or other vice related crime investigator • Administrative Sergeant • Training Officer • K9 Officer • Other short-term vacancies that shift based on priorities The inability to staff these positions hinders the efficiency and effectiveness of departmental operations and limits opportunities for officer development and professional growth. Page 76 of 103 6 | P a g e Changes in Policing Since 2004 Since 2004, the role of a police officer has evolved significantly, with growing demands associated with accreditation, technology use, reporting requirements, and mandatory training. These changes, while improving transparency and officer preparedness, also add substantial time and workload to daily operations. 1. Increased Technology Requirements Officers are now expected to engage with a variety of digital systems that did not exist or were limited in 2004: • Body-Worn Cameras (BWC) and Fleet Video Systems o Require officers to log in, categorize footage, and ensure proper storage for evidentiary and legal purposes. • Real-Time GIS Data and Information Sharing o Officers now operate with real-time intelligence tools for situational awareness and deployment. • Digital Documentation o What was once jotted down in an officer’s notebook must now be entered into formal digital reporting systems, increasing documentation time and precision. 2. Expanded Reporting & Legal Demands • Public Records Requests & Litigation Readiness o Increased demand for transparency and open records compliance requires officers to ensure reports, video, and digital records are accurate, well-organized, and legally sound. • Detailed Report Writing o Even minor incidents now require extensive documentation to meet internal, legal, and public expectations. Including review of body worn cameras prior to written documentation to ensure accuracy 3. Mandatory and Specialized Training Ongoing training requirements have increased both in frequency and complexity. Officers must now complete numerous mandatory annual certifications as well as specialized tactical and situational training, including: • Use of Force, Firearms Qualification, and Legal Updates (Annual) • Crisis Intervention Training (CIT) • Taser, PepperBall, and Less-Lethal Munitions • Pursuit Intervention Techniques (PIT) • Rescue Task Force and Active Shooter Response • Training on Emerging Threats and Trends, such as: o New drug trends (e.g., fentanyl safety) Page 77 of 103 7 | P a g e o Human trafficking investigations o Technology-assisted crimes, including cell phone and digital evidence recovery These training requirements often pull officers off shift for full days at a time, further impacting staffing and shift coverage. The department has an increasing need for certified in-house trainers to manage these requirements cost-effectively and efficiently. Outlook and Future Needs To maintain effective public safety and adapt to the increasing complexity of law enforcement, the department must prioritize strategic investments in staffing, specialized units, and technology. The following key areas outline the most critical needs for sustainable operations and long-term service delivery: 1. Minimum Staffing Enhancements Current staffing levels only meet minimum patrol requirements, limiting flexibility and proactive policing. Moving forward, overall staffing levels must be increased to ensure: • Training Coverage – Allow officers to attend mandatory and advanced training without depleting patrol strength. • Field Training Officers (FTOs) – Ensure the department continues to develop experienced officers to mentor and field train new officers. • Expert Trainers and Specialists – Support the development of in-house training staff who are specialists to manage increasing certification and readiness demands. 2. Dedicated Traffic Unit With a noted increase in reckless driving and traffic accidents, the department needs to establish a dedicated traffic enforcement unit to: • Conduct targeted enforcement operations • Investigate serious or fatal crashes • Handle traffic-related community complaints • Reduce the burden on general patrol officers 3. Specialized Investigators for Financial Crimes & Human Trafficking The growing complexity and frequency of financial crimes, identity theft, and human trafficking necessitate a dedicated investigator or small unit with specialized training. These crimes often involve: • Long-term investigations Page 78 of 103 8 | P a g e • Collaboration with state and federal agencies • Digital evidence collection and analysis Without dedicated resources, these cases risk delays, limited follow-up, or non-investigation. 4. Technology Modernization To stay operationally efficient and data-driven, the department must continue to invest in modern technology solutions, including: • Upgraded Records Management System (RMS) Computer-Aided Dispatch (CAD), and a system that ties the RMS information from other agencies together • Drone capabilities for tactical support, search and rescue, crash scene mapping, and surveillance • Tools to enhance digital evidence processing, especially for crimes involving phones, cloud storage, and social media 5. Recruitment and Retention Strategy With fewer officers reaching long-term tenure, the department must develop strategies to: • Attract and retain qualified officers, including lateral hires and academy graduates • Offer professional development opportunities, including promotions and specialty positions, to boost retention • Adapt to generational workforce changes, focusing on work-life balance, wellness, and career progression By addressing these areas, the department can ensure long-term service sustainability, improve officer wellness and readiness, and better serve the community’s evolving needs. Page 79 of 103 1 | P a g e PUBLIC SAFETY REFERENDUM: Police Department • New Position Request • Rationale ___________________________________________________________________________________________ CONCERN #1: Anticipated vacancies and/or other required time off within the police department will result in staffing shortages. The following graph illustrates the number of sworn personnel who are eligible to retire by 2030. ***Note that not every officer eligible to retire will retire by 2030. *** REQUEST: Increase police department sworn staff by three from seventy (70) to seventy-three (73) police officers. Chief • 1 Deputy Chief • 2 Captain • 4 Sergeant • 3 Detective • 2 Officer • 8 New Berlin Police Department Jeffrey Hingiss Chief of Police Phone: (262) 782-6640 Fax: (262) 782-9033 Page 80 of 103 2 | P a g e RATIONALE: Prior to the previous decade’s economic challenges, the department had an authorized sworn staff of seventy-four (74) officers. That number was reduced through attrition and restructuring. The department currently has an authorized sworn staff of seventy (70) police officers. Sick leave, injuries, retirements, and other staffing challenges significantly impact our ability to maintain a healthy “counting” staff. Staffing shortages stemming from sick leave and injuries cannot be forecasted, but some shortages related to retirement or federal medical leave benefits can be anticipated. Since 2020, twenty-eight (28) of the current sworn New Berlin officers have been hired. This has resulted in a younger police force with growing families and additional FMLA benefits. The number of new officers joining the department will continue based on the anticipated retirements depicted above. As explained in recent years, replacing a retired officer with a newly trained officer is difficult to manage. With the number of hours required to complete the police recruit training and department field training, most newly hired officers do not count toward minimum staffing for at least ten months. Although we have attempted to account for retirements through “pre-hires,” the hiring timeline, in conjunction with the academy schedule, continues to leave us behind the staffing curve by five or more months. Why would raising our sworn staffing help? - If we were to raise our authorized sworn staff by three police officers to seventy- three (73), we would have the staffing necessary to overcome anticipated retirements, unanticipated resignations and other medical related challenges. In addition, it will help to reduce the number of extended shifts and then the amount of overtime required to maintain minimum daily staffing levels. As a result, the ongoing stress of long shifts will decrease. - In addition, when staffing levels are low, the department is forced to prioritize the staffing of specialty units. In recent years, the department has been unable to fully staff both federal and local narcotic task force positions. Increasing our staffing would allow us to get back to staffing both positions or the flexibility to shift staffing to meet other regional challenges that ultimately have an impact on crime in New Berlin. Lastly, the demands on law enforcement continue to rise due to professional, technological, and training related expectations. Maintaining a sworn staff of seventy- three (73) would allow the department to dedicate resources to traffic enforcement. We currently address traffic enforcement needs within our shift staffing or through grant Page 81 of 103 3 | P a g e funding. When shifts are at minimum staffing, front line supervisors are required to address calls for service and are less likely to dedicate an officer to traffic enforcement. ____________________________________________________________________________________ CONCERN #2: Ongoing/Increased mental health services and other related challenges require attention. REQUEST: Request to contract with Waukesha County Health and Human Services for one full-time embedded Crisis Worker. RATIONALE: Prior to 2010, the New Berlin Police Department staffed one full-time and one part-time police social worker to assist with a myriad of mental health concerns, sensitive crimes, critical incidents, and other related challenges. Their work bridged the gap between the patrol officers’ initial response until long-term solutions were put in place by county or private resources. We found that a police social worker helped identify resources for the individual and in return reduced the number of times a police officer had contact with the same person. The police department spends a great deal of time and resources checking on the wellbeing of citizens. During these calls, individuals often experience personal, medical, and/or a mental crisis. As a result, their actions can be unpredictable, and in some cases, violent. Having a crisis worker embedded and working directly with our staff will not only close the gap in getting citizens the help they need, but it will help reduce the stress of those involved during the crisis and reduce use of force instances. Why contract an embedded crisis worker? - Not only are costs to contract less, but we are also not responsible for the ongoing training associated with the position (county responsible). In addition, a contracted crisis worker will make these calls for service more efficient. In the moment, their communication with other county and private resources would reduce the time patrol resources are dedicated to the individual. As an example, the police department conducted 75 well-being checks with the same individual in 2024 and 31 in 2025 (YTD). A contracted crisis worker would assist with proactive case consultation and potential law enforcement diversion on these types of cases. Page 82 of 103 4 | P a g e - After the initial police response and once the scene is deemed safe law enforcement could clear the scene if no emergency detention is necessary while the crisis worker completes safety planning. - Crisis worker duties would include collaboration with local entities (city facilities, hospitals, emergency departments, school district) to build increased awareness around Crisis Intervention Services, potentially reducing inappropriate calls to law enforcement and improving crisis response time. - Crisis duties may include providing psychological first aid to traumatic death scenes or at other related calls which could benefit from a mental health professional on scene. - Crisis worker duties may include proactive follow-up services to assist with linkage to individual services and again reducing the number of 911 calls for service. ____________________________________________________________________________________________ CONCERN #3: Tasks previously handled by a police service tech are now divided up amongst sworn and non-sworn personnel. Due to budget constraints and other operational priorities, the position wasn’t immediately filled and was then cut in the 2025 budget. REQUEST: Hire non-sworn police service aides with the funds previously budgeted to complete various tasks previously handled by the police services tech and now by other sworn/non- sworn staff. RATIONALE: Within a public safety building, there are countless duties, audits, checks of equipment, and other needs. In the past, the department employed one part-time police services technician for 24 hours per week. Historically, the person who filled this position was retired and had experience in law enforcement operations. Following the retirement of the most recent technician, we divided up the responsibilities amongst sworn and non-sworn personnel until we could assess the most effective way to perform the duties moving forward. Due to other operational matters requiring attention, we maintained those assignments for a period of time without immediately filling the position. Although the assignments are getting done, they are conducted by those who could be doing other things more appropriate for their job description. The goal in 2025 was to fill the position but re-imagine how. Page 83 of 103 5 | P a g e Many departments around us currently staff several non-sworn community service officers or police aides, similar to our historical cadet program. Those non-sworn officers/aides perform many of the tasks that our police services technician performed but also conduct other administrative duties that a sworn officer wouldn’t necessarily have to perform (i.e. parking enforcement or extra patrol type reporting and/or checks). In addition to performing various tasks, these departments also use these positions as a recruiting tool. As a result, they fill the positions with those seeking a career in law enforcement. While employed as aides, the department has an opportunity to evaluate the individual’s performance and consider the individual when filling sworn vacancies. Our goal is to split the police services technician position that was previously budgeted into two police service aide positions and then add a couple hours to each position. The reasoning for two positions is due to the make-up of the assignment and those who fill it. These positions would likely be staffed for no more than 4 – 5 years while the employee was earning a degree. As a result, two positions would allow for some redundancy and succession planning. It would also give us an opportunity to evaluate more than one future police officer candidate at any one time. With the number of administrative tasks, coupled with the challenges of recruiting quality police officers in today’s employment climate, hiring police service aides would serve two purposes. If this was approved, the model is in place in other departments and could easily be tweaked to meet our needs. ____________________________________________________________________________________________ CONCERN #4: Like other city department budgets, financial restrictions have made it more difficult to get all necessary equipment covered in the operational budget. REQUEST: Purchase fully equipped police explorer to ensure an operational fleet can be maintained. RATIONALE: Certain budgetary cuts have been made over the last several years to ensure staffing and other operational needs were met. Those cuts impacted the number of marked squads purchased. Although we have been able to make necessary adjustments, similar cuts in the future can have an impact on the police department’s fleet. The inclusion of this request will ensure there are enough squads to meet future operational demands, allow Page 84 of 103 6 | P a g e for shift overlaps during busy times, account for maintenance/repair voids, and ensure a replacement schedule that avoids putting a critical tool out on the road with high milage. ____________________________________________________________________________________ CLOSING: As explained, the police department has experienced hiring challenges in the last ten years. Those challenges are not unique to New Berlin. Departments across the country have experienced retention and recruiting challenges to varying degrees. We have tried to forecast as much as possible over the years and receiving council approval to pre-hire has helped but still leaves us with additional challenges. Those challenges have increased as personnel wages and benefits continue to rise. Those increases impact the police department’s overall budget and have forced us to further scrutinize our operating expenditures, leaving us to rely on unconventional funding. As a result, certain projects such as expanding our vehicle impound and fencing our employee lot have been pushed into the future. Lastly, we also know that our body-worn/fleet camera contract will need to be renewed in 2027 and based on recent research/meetings, our mobile radios (city-wide) need replacing in the next couple of years. We have learned that the department can operate efficiently when fully staffed at seventy (70) officers, but based on all the variables explained, we struggle to stay close to that number. Considering the police department’s needs, this referendum will help buffer staffing challenges similar to those faced over recent years, address mental health challenges, and help our budget address day-to-day needs. 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