Special Common Council Meeting — Agenda Packet

Special Common Council Meeting Agenda August 13, 2026 - 6:00 PM City Hall Council Chambers 3805 S Casper Drive Agenda Published: 8/7/2026 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. NEW BUSINESS A. Discussion and Possible Action to Adopt Resolution No. 2026-14 Approving the Property Tax Levy Referendum Question, Directing the City Clerk to Certify the Referendum to the Waukesha County Clerk, and Directing that the Question be Placed on the November 3, 2026, General Election Ballot. 5. ADJOURN 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 1 of 40 Community Meeting: Public Safety Information Planning for Reliable Police, Fire, and EMS Services July 2026 Page 2 of 40 Why are We Here? Public Safety Service Demands Demands continue to evolve. Staffing Needs Planning for today and the future. Financial Considerations Balancing needs and resources. Funding Options Under Evaluation Exploring solutions for the future. Public Safety Questions We value your input and feedback. Page 3 of 40 Public Safety Planning Process 2025 Discussions Began Police, Fire, and Finance staff began evaluating funding options and planning for the future. May 2026 Committee of the Whole Staff presented information to the Common Council. July 2026 Community Information Public meetings to share information and gather feedback. August 2026 Council Consideration Common Council is expected to consider a referendum question. November 3, 2026 Election (if approved) Voters will decide at the ballot box. Since 2015 Additional Support Requested Public Safety Departments evaluate staffing needs and request personnel. Page 4 of 40 How Has New Berlin Changed? SINCE 2015 400 RESIDENTIAL UNITS ADDED 91 COMMERCIAL BUILDINGS 58 COMMERCIAL ADDITIONS Page 5 of 40 Who Does Public Safety Serve? RESIDENT POPULATION o 2010: 39,584 o 2020: 40,451 o 2025 Estimate: 39,953 Approximately 40,000 residents ESTIMATRED DAYTIME POPULATION 46,000+ 2023 Census estimate based on jobs located in New Berlin and daily activity in the community. PUBLIC SAFETY ALSO SERVES COMMUNITY DEMOGRAPHICS Employees Customers Visitors Recreational Commuters Nearly 1 in 4 residents is age 65 or older. Page 6 of 40 What Drives Public Safety Demand? Community Development Residential, commercial, and industrial growth Service Population Employees, customers, visitors, and commuters Traffic Volumes Daily traffic and major transportation corridors EMS Demand Rising medical and behavioral health calls Aging Population Nearly 1 in 4 residents is age 65 or older Community Events & Recreation Events, activities, and recreation use Overlapping Incidents Multiple calls occurring at the same time Increasing Call Complexity More complex calls require more time and resources PUBLIC SAFETY DEMAND Page 7 of 40 Fire Suppression Rapid response to all types of fire emergencies Emergency Medical Services Advanced life support and emergency medical care Rescue Services Technical rescue for all types of emergencies Hazardous Materials Response Specialized response to hazardous conditions Public Education & Prevention Community education, fire prevention, and safety programs Dedicated to protecting life, property, and our community Fire Department Overview Page 8 of 40 Fire Service Demands SINCE 2015 3,636 3,806 4,036 4,286 4,249 3,996 4,569 4,837 4,585 5,201 5,046 3,000 3,500 4,000 4,500 5,000 5,500 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 CALLS CALLS FOR SERVICE TREND +40% 3,636 calls in 2015 to 5,046 calls in 2025 INCREASE IN CALLS FOR SERVICE Total Annual Calls for Service +40% 3,636 calls in 2015 to 5,046 calls in 2025 70%+ EMS is the primary driver of the call volume 54% Reducing the availability of units to respond to other emergencies RESPONSE GOALS BECOMING MORE CHALLENGING Increasing demand and overlapping incidents impact the ability to meet national response standards INCREASE IN CALLS FOR SERVICE OF ALL CALLS ARE EMS RELATED OF EMS CALLS OVERLAP ANOTHER INCIDENT Page 9 of 40 Why Do Overlapping Incidents Matter? Emergencies do not occur one at a time. When units are committed to one call, fewer resources are available to respond elsewhere in the City. INCIDENT #1 Ambulance dispatched for a medical call. INCIDENT #3 A motor vehicle accident occurs in another area. 1 INCIDENT #2 While committed, another EMS call comes in. 2 3 911 1:05 PM 1:12 PM 1:17 PM Page 10 of 40 PROPOSED STAFFING Why Additional Staffing Matters CURRENT STAFFING Apparatus Availability More available personnel mean more units can respond simultaneously. Improved Coverage During Overlaps More personnel on duty improves availability when multiple emergencies occur at the same time. 17 MINIMUM 21 MAXIMUM Proposed Daily Staffing Cross-Staffed Apparatus Personnel may operate different vehicles depending on staffing and incident needs. Limited Availability During Overlaps When incidents overlap, resources may already be committed to another emergency. 13.98 Average Daily Staffing 2026 Projection Additional staffing strengthens response capabilities and improves community safety. More People | More Apparatus | Better Availability | Stronger Coverage Page 11 of 40 Response time and National Standards High call volumes increase demand Overlapping incidents reduce unit availability Growth and development increase response needs Meeting response goals is more difficult with limited resources CURRENT CHALLENGESEvery second counts. Response time is directly impacted by staffing levels. NFPA 1710 BENCHMARK 90% of calls should be answered within 240 seconds (4 minutes) for an effective response force. National Fire Protection Association 36% EMS GOAL MET 28% FIRE GOAL MET Current Response Goal Achievement Based on NFPA 1710 standards Page 12 of 40 +12 Proposed Fire Department Staffing STAFFING REQUEST Firefighter/ Paramedics +1 Division Chief +3 Captain Promotions Strengthen response capability. Improve availability. Plan for the future. Page 13 of 40 Why These Positions? Firefighter/ Paramedics Division Chief Captain Promotions • 6 assigned to Station 7 • 6 assigned to Station 9 • Improve coverage • Improve unit availability • Reduce response times • Oversees training for all Fire & EMS personnel • Ensures consistent, high-quality training across all shifts • Supports operational readiness • Succession planning • Leadership development • Prepare future Battalion Chiefs • Ensure continuity and stability Page 14 of 40 Police Department Overview Committed to protecting the lives and property of the people it serves and to preventing crime through partnership with the community. Patrol Services Traffic Safety Investigations Community Policing School Resource Officers Mental Health Response Page 15 of 40 Police Service Demands Calls for service remain near 30,000 annually. Demand has not declined. 0 5,000 10,000 15,000 20,000 25,000 30,000 35,000 2022 2023 2024 2025 Calls 29,437 30,682 29,984 29,940 Consistent, high demand for police services continues year after year. Page 16 of 40 Calls Becoming More Complex Today’s calls often require more time, resources, and follow-up. More time on each call = less time available for proactive policing and community engagement. TRAFFIC CRASHES • Every crash requires investigation, documentation, and traffic management • Multi-vehicle crashes require additional personnel and resources MENTAL HEALTH Assessments, coordination, and transport FRAUD & FINANCIAL CRIMES Evidence collection and complex investigations CRITICAL INCIDENTS Tactical planning, resource management, detailed investigations, and scene processing ONGOING REPORTING REQUIREMENTS Extensive reports, records, redactions, and compliance Page 17 of 40 Training & Professional Standards Modern policing requires more specialized training than in previous decades. Training keeps officers prepared, but it also requires personnel to be temporarily unavailable for patrol. De-escalation & Crisis Response • De-escalation tactics and communication • Critical Intervention Training (CIT) • Less-lethal tools training Vehicle & Pursuit Training • Pursuit decision-making and tactics • Pursuit driving techniques • Termination tactics: Stop Sticks and Pursuit Intervention Techniques (PIT) Critical Incident Response • Active assailant response • Mass casualty incidents • Police-involved shooting investigations • Meeting high expectations for rapid, professional response Specialized Investigations • Human trafficking • Fraud crimes • Digital evidence recovery • Technology-driven investigations Page 18 of 40 Staffing Challenges 70 Sworn Officers Retirements, injuries, military leave, family leave, vacations, training, and other absences reduce the number of officers available for duty each day. Hiring and training new police officers takes approximately 14 months before they are fully operational. 20 LOOKING AHEAD 30% Eligible to retire by 2030 Succession planning is essential to maintain reliable staffing and service levels. CURRENT CHALLENGES LONG-TERM PLANNING Police staffing needs have been identified through the City’s annual budget process since 2020. The department has consistently evaluated operational needs and adjusted its requests as community needs have evolved. HIRING & TRAINING PROCESS: 14 MONTHS Recruitment 2-3 Months Academy 5-6 Months Field Training 4-5 Months Fully Operational Police Staffing History 2004 74 officers 2012-2014 67 officers Recent Years 70 officers Current staffing remains below 2004 levels. Page 19 of 40 Mental Health Response 553 557 613 506 0 100 200 300 400 500 600 700 2022 2023 2024 2025 Wellbeing Checks Continue to increase 246 279 258 258 0 50 100 150 200 250 300 2022 2023 2024 2025 Crisis Worker Contacts Calls without emergency detention 33 26 32 35 0 5 10 15 20 25 30 35 40 2022 2023 2024 2025 Emergency Detentions Calls with mental health commitments Mental health commitments average 9.5 HOURS from initial contact to placement. Mental health calls are time-intensive & require significant officer resources. Page 20 of 40 Why Additional Staffing Matters Healthy staffing levels strengthen our ability to serve the community effectively. Healthy staffing levels improve service, increase flexibility, and help maintain reliable police operations throughout the community. Maintain Reliable Patrol Coverage • Meet minimum staffing levels • Reduce reliance on overtime • Maintain consistent service delivery Support Proactive Policing • More time for traffic enforcement • Neighborhood patrols • Crime prevention and community engagment Improve Workforce Sustainability • Reduce extended shifts and mandatory overtime • Help manage fatigue and burnout • Support recruitment and retention Increase Operational Flexibility • Respond to emerging crime trends • Assign personnel to specialized investigations • Maintain coverage during training, leave, and major incidents Page 21 of 40 +1 +2 +3 Proposed Police Department Staffing These positions strengthen the department’s ability to serve the community. Police Officers Increase patrol coverage, response capability, and operations flexibility. Embedded Crisis Worker Provide on-scene mental health assessment and coordination. Police Service Aides Support administration tasks and free up sworn officers for patrol. Investing in people. Investing in community safety. Page 22 of 40 Why These Positions? Increasing mental health calls and crisis situations. Staffing gaps, retirements, and growing workload. Administrative workload takes officers off patrol. These positions address today’s challenges and help maintain reliable police services now and into the future. CHALLENGES PROPOSED SOLUTIONS 1 Embedded Crisis Worker 3 Police Officers 2 Police Service Aides Page 23 of 40 We've discussed why the Police and Fire Departments have identified additional staffing needs. The next section explains the financial considerations, how public safety services are funded, and why the City is evaluating a potential referendum. Financial Considerations City of New Berlin Page 24 of 40 Funding Options Evaluated • Current budget • Service reductions • Alternative revenues • Referendum consideration Strong Financial Foundation Aaa Bond Rating Moody’s highest rating Annual Audits Demonstrates financial integrity Strong Financial Reserves Prepared for the future Lower Municipal Tax Rate Compared with Many Wisconsin Cities Aaa New Berlin remains in a strong financial position. Page 25 of 40 Understanding the Financial Challenge Over time, operating costs have grown faster than the City’s recurring property tax revenue. State Levy Limits Wisconsin law generally limits property tax levy growth. Net New Construction Levy growth is generally tied to the value of net new construction. Property Tax Levy Growth Revenue growth has not kept pace with long-term operating costs. Inflation Prices for goods, services, and wages continue to increase. Public Safety Services Demand for police, fire, and EMS services continues to rise. Personnel Recruitment, retention, training, and benefit costs are increasing. Equipment & Operations Vehicles, equipment, fuel, and other operational costs continue to rise. COSTS CONTINUE TO GROW REVENUE GROWTH IS LIMITED VS. Page 26 of 40 Can New Development Keep Pace with Rising Costs? STATEWIDE (6-YEAR AVERAGE) NEW BERLIN New construction growth has not kept pace with inflation, statewide or in New Berlin. Recent Net New Construction Growth (NNC) 2023 1.041% 2024 0.619% 2025 0.762% New Berlin has experienced even lower growth than the statewide average in recent years. 1.65% 3.75% 0% 2% 4% Across Wisconsin, new construction has not kept pace with inflation. Inflation (CPI) Growth 3.75% Net New Construction Growth (NNC) 1.65% New development helps, but by itself, it has not generated enough recurring revenue to keep pace with rising operating costs. Page 27 of 40 Funding Options Evaluated • Current budget • Service reductions • Alternative revenues • Referendum consideration Responsible Financial Planning Multi-Year ARPA Strategy Stretching one-time funds over multiple years Department Reorganizations Aligning resources and improving efficiency Operational Efficiencies Continuously reviewing processes and practices Health Insurance Review Evaluating options to manage costs New Berlin has pursued efficiencies and cost-saving measures before evaluating additional funding options. Banking Services Review Ensuring the best value for City services Page 28 of 40 Where Your Property Tax Goes 10% 11% 12% Waukesha County 42% City of New Berlin 44% School District 2% WCTC (Waukesha County Technical College) The City of New Berlin receives approximately 42% of the property tax collected. Page 29 of 40 Funding Options Evaluated • Current budget • Service reductions • Alternative revenues • Referendum consideration Limited Budget Flexibility Most of the City's budget supports essential services, leaving limited flexibility for significant reductions. Public Safety - 56% Police and Fire services and staffing General Government - 21% Administrative and support services that keep City operations running Public Works - 11% Streets, infrastructure maintenance, fleet, snow removal, and other services Culture - 10% Parks, recreation, libraries, and community events Community Development - 2% Planning, zoning, building inspections, and economic development 56% 21% 10% 11% What happens to the 42% of property tax that the City of New Berlin receives? Page 30 of 40 Funding Options Evaluated • Current budget • Service reductions • Alternative revenues • Referendum consideration Proposed Public Safety Investment 33% 20% 15% Total Estimated Annual Investment $3,122,149 (Personnel + Equipment) Position Proposed Positions Estimated Annual Police Officer 3 positions $524,694 Paramedic 12 positions $1,996,395 Police Service Aids 2 part-time $39,446 Crisis Worker 1 contract $124,526 Division Chief 1 position $204,239 Lieutenant to Captain 3 promotions $59,050 Estimated Annual Personnel Cost $2,948,349 Estimated Annual Equipment Cost Police $16,800 Paramedic $58,500 Police Squad $98,500 Estimated Equipment Cost $173,800 Page 31 of 40 Who Would Contribute to the Public Safety Levy? 11% Here’s how the additional levy requested through the referendum would be shared. Property Type Share of City’s Assessed Value Estimated Contribution to Public Safety Levy Residential 75.3% $2.35 million Commercial 20.1% $628,000 Manufacturing 4.4% $137,000 Other 0.2% $5,600 Total 100% $3.12 million All taxable property contributes toward funding City services, including residential, commercial, manufacturing, and other property classifications. Page 32 of 40 Funding Options Evaluated • Current budget • Service reductions • Alternative revenues • Referendum consideration Estimated Property Tax Impact 33% 32% 20% Average New Berlin Home: $375,246 $156 PER YEAR $13 PER MONTH $3.00 PER WEEK $0.43 PER DAY Personnel Equipment Total $39.28 per $100,000 assessed value $2.32 per $100,000 assessed value $41.60 per $100,000 assessed value Impact shown is an estimate based on current information and subject to change. EXAMPLE PROPERTY TAX IMPACT Page 33 of 40 What Happens Next? Public Safety Information Meetings July 13 & July 21 Common Council Considers Referendum August 13 Referendum on the Ballot (if approved) November 3 Voter Decision Implementation (if approved) Page 34 of 40 Our Commitment to you Transparency Providing clear, accurate information Responsibility Stewarding resources wisely Community Focus Investing in public safety for a strong future THANK YOU FOR JOINING US THIS EVENING. Questions? Page 35 of 40 PUBLIC SAFETY FAQ Planning for Reliable Police, Fire, and EMS Services City of New Berlin | Public Safety Information: Frequently Asked Questions | July 2026 Page 1 of 2 Has a referendum question been approved? No. The Common Council has not approved a referendum question or authorized placement on the ballot at this time. The proposed referendum question is anticipated to be presented to the Common Council for consideration on August 13, 2026. Why is the City discussing a referendum? Police, Fire, and Finance staff have evaluated public safety service demands, staffing needs, operational challenges, and future funding considerations. A referendum is being considered as one option to support future police, fire, and EMS staffing and operational needs to help maintain reliable public safety services for the community. Why is the City discussing this now? Public safety staffing needs have been evaluated through the City’s annual budget process for many years. Police and Fire departments have submitted staffing requests as community needs evolved. In 2025, the City began publicly discussing alternative funding options after those needs continued to exceed the funding available through the regular operating budget. Why can’t this be funded through the existing budget? New Berlin remains in strong financial standing and maintains an Aaa bond rating. However, state levy limits restrict the City’s ability to increase funding for growing operational and public safety service demands through the regular budget process. Why can’t the City borrow the money? The proposed funding would primarily support ongoing operational expenses, including salaries, benefits, training, and other costs associated with public safety staffing. These expenses occur every year and are part of the City’s operating budget. While municipalities can borrow funds for certain one-time capital expenses, such as buildings or infrastructure improvements, borrowing is generally not used to fund recurring staffing and operational costs. The proposed staffing costs and related expenses would continue year after year, requiring a sustainable long-term funding source. These questions summarize topics discussed during the Public Safety Information Meetings. Additional information, presentation materials, meeting recordings, and updates are available at: newberlinwi.gov/referendum City of New Berlin 1 2 3 4 5 Page 36 of 40 City of New Berlin | Public Safety Information: Frequently Asked Questions | July 2026 Page 2 of 2 Doesn’t new development pay for growth? Yes, new development contributes to the City’s tax base. However, Wisconsin’s levy limit law restricts how much additional property tax revenue the City can retain from that growth. As a result, revenue growth has generally not kept pace with rising operating costs and inflation. Why are additional Fire positions needed? Approximately 70% of Fire Department calls are EMS-related, and more than half of EMS incidents overlap with another emergency incident. The proposed Fire Department staffing increase is intended to improve emergency response availability, address overlapping incidents, and strengthen response capacity. Why are additional Police positions needed? The Police Department has identified staffing needs during the annual budget process since 2020. Additional staffing would help maintain minimum staffing levels, reduce reliance on overtime, support proactive policing, improve operational flexibility, and address increasing service demands. What is a Crisis Worker? A Crisis Worker is a trained professional who assists law enforcement officers during mental health-related incidents and helps connect individuals with appropriate resources and support services. A Crisis Worker can often remain engaged with individuals in crisis, so officers can return to patrol and remain available for other public safety needs. Why can’t mutual aid replace additional staffing? Mutual aid from neighboring communities is an important resource, and we are grateful for those partnerships. However, mutual aid is not always immediately available, is not intended to replace routine staffing needs, and cannot ensure the same level of response within the community. What is the estimated tax impact? The estimated annual tax impact is $41.60 per $100,000 of assessed value. For the average New Berlin home assessed at $375,246, the estimated annual impact would be approximately $156 per year, which equates to about $13 per month. Who decides whether the referendum is approved? The Common Council will decide whether to place a referendum question on the ballot. If a question is approved for the ballot, New Berlin voters will decide whether to approve or reject the referendum. 6 7 8 9 10 Frequently Asked Questions (continued) 11 Additional Questions?? Visit newberlinwi.gov/ referendum email CitizenComments@ newberlin.org Scan to visit the referendum page: Presentation slides, meeting recordings, FAQs, and updates. 12 Page 37 of 40 STATE OF WISCONSIN CITY OF NEW BERLIN WAUKESHA COUNTY RESOLUTION NO. 2026-14 A RESOLUTION AUTHORIZING A REFERENDUM FOR THE CITY OF NEW BERLIN TO ALLOW THE CITY TO EXCEED THE STATE IMPOSED LEVY LIMIT BEGINNING WITH 2026 LEVY (COLLECTED IN 2027) AND ON AN ONGOING BASIS WHEREAS, the State of Wisconsin has imposed limits on town, village, city and county property tax levies under Wis. Stat. § 66.0602; and WHEREAS, Wis. Stat. § 66.0602 limits the increase in 2026 (collected in 2027) to the local property tax levy to no more than the greater of (a) 0% of last year's actual levy or (b) a percentage equal to the percentage change in equalized value due to new construction less improvements removed plus other exceptions like new debt service; and, WHEREAS, the City of New Berlin actual levy in 2025 (collected in 2026) was $38,282,500; and, based upon the change in equalized value due to new construction less improvements removed plus new debt service, state law would limit the increase to $201,663 (0.762%) for a total allowable 2026 (collected in 2027) city tax levy of $38,484,163; and WHEREAS, the City of New Berlin is presently served by 54 full-time Fire Department personnel and by 70 full-time sworn Police Department personnel; and WHEREAS, the Common Council of the City of New Berlin desires to add additional full-time Fire Department personnel to provide 24- 7 coverage and to add additional full -time sworn Police Department personnel to provide more consistent 24-7 coverage; and WHEREAS, the City’s costs to provide these increased personnel would exceed the maximum allowable levy and, accordingly, the City Common Council believes it is in the best interest of the citizens of the City of New Berlin to exceed the state levy limit as described above by a greater percentage than allowed by statute for increased full -time staffing of the Fire and Police Departments; NOW, THEREFORE, BE IT RESOLVED that the Common Council of the City of New Berlin, Waukesha County, do hereby support an increase in the City tax levy for 2026 (collected in 2027) to exceed the state levy limit. The Common Council intends that the levy increase be applied on an ongoing basis thereafter by including it in the base used to calculate the limit going forward. Page 38 of 40 RESOLUTION NO 2026-14 Page 2 BE IT FURTHER RESOLVED that the Common Council directs that the question of increasing the city tax levy for 202 6 (to be collected in 202 7 ) by 8. 1 1%, which would increase the city levy by $3,122,149 over the past year's levy, for a city tax levy of $41,606,312, shall be submitted to the electors in a referendum election to be held on November 3, 2026, in the following form: Referendum Question Under state law, the increase in the levy of the City of New Berlin for the tax to be imposed for the next fiscal year, 202 7 , is limited to 0.762 %, which results in a levy of $ 38,484,163 . Shall the City of New Berlin be allowed to exceed this limit and increase the levy for the next fiscal year, 202 7 , and on an ongoing basis, for the purpose of increasing staffing in the police and fire departments and to purchase an additional vehicle and equipment to support those additional personnel , by a total of 8. 11 %, which results in a levy of $41,606,312, and on an ongoing basis, include the increase of $3,122,149.00 in the base levy for each fiscal year going forward? The results of the referendum shall be binding upon the City of New Berlin and certified to the Wisconsin Department of Revenue, as required by Wisconsin Statutes Section 66.0602(4)(d). BE IT FURTHER RESOLVED that the Common Council directs that the following Explanatory Statement of the vote be used where required: Explanatory Statement and Effect of Vote The City of New Berlin is presently served by 54 full-time Fire Department personnel and 70 full-time sworn Police Department personnel. In order to add additional full-time staff to provide adequate response to a growing number of calls for service, the City’s costs would exceed the maximum allowable levy. A “yes” vote allows the Common Council to exceed the state -imposed levy limits by $3,122,149 to provide additional funding to pay for expanded full-time staffing of the New Berlin Fire and Police Departments. The increased levy would apply on an ongoing basis thereafter by including it in the base used to calculate the limit going forward. A “no” vote does not allow the Common Council to exceed the state-imposed levy limits to provide additional funding to pay for additional full-time staffing of the New Berlin Fire and Police Departments. The Fire and Police Departments would continue to be staffed in the same manner they are presently staffed. Page 39 of 40 RESOLUTION NO 2026-14 Page 3 BE IT FURTHER RESOLVED that the City Clerk shall provide the County Clerk with a certified copy of this Resolution so as to ensure that the referendum question can be placed on the November 3, 2026, election ballot for all wards within the City of New Berlin RESOLUTION ADOPTED by the New Berlin Common Council this 13th day of August 2026. Kenneth A. Harenda II, Council President Countersigned: Rubina R. Medina, City Clerk Page 40 of 40