2027 Proposed Operating Budget (.PDF Version)

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20272027PROPOSEDPROPOSEDOPERATINGOPERATINGBUDGETBUDGET 2027PROPOSEDOPERATINGBUDGET C i t y M a n a g e r P r e p a r e d b y Dave Solberg The Finance Department 2027 Adopted Operating Budget Table of Contents Budget Message City Manager’s Budget Message ..................................................................................................................................................... 1 Summary of Significant Changes .................................................................................................................................................... 6 Summary of Position Changes ........................................................................................................................................................ 8 Introduction Acknowledgements ...................................................................................................................................................................... 10 Executive Management Team ........................................................................................................................................................ 11 Organizational Chart ..................................................................................................................................................................... 12 Fund Descriptions ........................................................................................................................................................................ 13 Fund Structure .............................................................................................................................................................................. 14 About Eau Claire – Community Profile............................................................................................................................................ 15 About Eau Claire – Government Profile .......................................................................................................................................... 17 Strategic Plan ............................................................................................................................................................................... 18 Budget Calendar ........................................................................................................................................................................... 21 Tax Overview ................................................................................................................................................................................ 23 GFOA Budget Award ..................................................................................................................................................................... 25 Overviews Budget Summary of All Funds ........................................................................................................................................................ 26 General Fund Budget Summary ..................................................................................................................................................... 27 General Fund Revenues Detail ...................................................................................................................................................... 28 General Fund Expenses Detail ....................................................................................................................................................... 32 Other Funds Budget Summary ....................................................................................................................................................... 34 Other Funds Expenses Detail ........................................................................................................................................................ 35 General Fund City Council .................................................................................................................................................................................. 37 Administrative Services: Overview ................................................................................................................................................. 38 City Clerk/Elections ...................................................................................................................................................................... 39 City Manager’s Office .................................................................................................................................................................... 42 Neighborhood Services ................................................................................................................................................................. 43 Information Technology ................................................................................................................................................................ 45 City Attorney’s Office .................................................................................................................................................................... 47 Finance Department: Overview ..................................................................................................................................................... 49 Finance Administration ................................................................................................................................................................. 50 Accounting Services ..................................................................................................................................................................... 52 Assessing ..................................................................................................................................................................................... 54 Financial Operations ..................................................................................................................................................................... 56 Purchasing ................................................................................................................................................................................... 58 Human Resources ........................................................................................................................................................................ 59 2027 Adopted Operating Budget Community Development: Overview .............................................................................................................................................. 62 Planning ....................................................................................................................................................................................... 63 Inspections .................................................................................................................................................................................. 65 Engineering................................................................................................................................................................................... 68 Community Services: Overview ..................................................................................................................................................... 70 Community Services - Administration ............................................................................................................................................ 71 Buildings & Grounds Maintenance ................................................................................................................................................. 73 Streets Operations ........................................................................................................................................................................ 74 Recreation .................................................................................................................................................................................... 75 Parks Maintenance ....................................................................................................................................................................... 78 Forestry ........................................................................................................................................................................................ 80 Police Department: Overview ........................................................................................................................................................ 81 Police Department - Administration/Administrative Services .......................................................................................................... 82 Police Department - Patrol ............................................................................................................................................................ 85 Police Department - Investigations & Professional Standards ......................................................................................................... 88 Police Department - Communications Center ................................................................................................................................ 91 Fire & Rescue Department: Overview ............................................................................................................................................. 94 Fire & Rescue Department - Administration ................................................................................................................................... 95 Fire & Rescue Department - Emergency Medical Services Operations ............................................................................................. 97 Fire & Rescue Department - Prevention-Community Risk Reduction ............................................................................................. 100 Fire & Rescue Department - Suppression Operations ................................................................................................................... 103 Non-Departmental ...................................................................................................................................................................... 105 Special Revenue Funds Economic Development .............................................................................................................................................................. 106 Community Enhancement .......................................................................................................................................................... 108 Cemetery Maintenance ............................................................................................................................................................... 109 Hazardous Materials Response ................................................................................................................................................... 111 L.E. Phillips Memorial Public Library ............................................................................................................................................ 113 City-County Health Department .................................................................................................................................................. 116 Community Development Block Grant ......................................................................................................................................... 122 Landfill Remediation ................................................................................................................................................................... 124 Police K-9 Fund ........................................................................................................................................................................... 126 American Rescue Plan Act .......................................................................................................................................................... 128 Downtown Fund ......................................................................................................................................................................... 129 Debt Service Fund Debt Service Fund ....................................................................................................................................................................... 130 Enterprise Funds Water Utility................................................................................................................................................................................ 132 Sewer Utility ............................................................................................................................................................................... 135 Storm Water Utility ...................................................................................................................................................................... 138 2027 Adopted Operating Budget Parking Utility ............................................................................................................................................................................. 140 Public Transit .............................................................................................................................................................................. 142 Hobbs Ice Center ........................................................................................................................................................................ 144 Fairfax Municipal Pool ................................................................................................................................................................. 146 Internal Service Funds Risk Management ....................................................................................................................................................................... 148 Central Equipment ...................................................................................................................................................................... 152 Component Units Redevelopment Authority ............................................................................................................................................................ 154 South Barstow Business Improvement District ............................................................................................................................. 155 West Grand Avenue Business Improvement District ..................................................................................................................... 157 Water Street Business Improvement District ................................................................................................................................ 159 North Barstow/Medical Business Improvement District ................................................................................................................ 161 Tax Incremental Financing Tax Incremental District Number Eight ......................................................................................................................................... 163 Tax Incremental District Number Nine ......................................................................................................................................... 164 Tax Incremental District Number Ten ........................................................................................................................................... 165 Tax Incremental District Number Eleven ...................................................................................................................................... 166 Tax Incremental District Number Twelve ...................................................................................................................................... 167 Tax Incremental District Number Thirteen .................................................................................................................................... 168 Tax Incremental District Number Fourteen ................................................................................................................................... 169 Tax Incremental District Number Fifteen ...................................................................................................................................... 170 Tax Incremental District Number Sixteen ..................................................................................................................................... 171 Tax Incremental District Number Seventeen ................................................................................................................................ 172 Adopted Capital Improvement Plan Capital Improvement Plan Overview ............................................................................................................................................ 173 Capital Funding Sources Summary .............................................................................................................................................. 174 Capital Projects by Fund ............................................................................................................................................................. 175 Summaries Fund Balance Summary .............................................................................................................................................................. 180 Position Control .......................................................................................................................................................................... 184 Policies & Glossary Budget & Finance Policies ........................................................................................................................................................... 188 Glossary ..................................................................................................................................................................................... 197 Presentation of the 2027 Operating Budget We are pleased to present to the City Council and residents of Eau Claire the 2027 Operating Budget. This budget represents nearly nine months of analysis, evaluation, collaboration, and in the end, very diﬃcult decision-making. I would especially like to extend my thanks to the Finance Administration team of Kitzie Winters, Michael Korbol, and Collin Harvotich. I appreciate the hard work of our dedicated and talented Department Directors and Division Heads to help balance this budget and begin hard work for a sustainable budget in the future. In an environment where annual inﬂationary increases are 200% greater than annual revenue increases, this budget represents a remarkable eﬀort. This Year's Accomplishments Here are the highlights of what we have accomplished over the past year: Utilities: The PFAS removal plant became operational and is removing PFAS to undetectable levels. In the Wastewater Division, major plans to ensure future top eﬃciency and provide for continued growth of our community at the Wastewater Treatment Plant were ﬁnalized and construction is scheduled to begin in 2027. Transit: Transit made signiﬁcant progress expanding access by launching free fares for K-12 which has contributed to an 77% increase in youth ridership. Overall ridership is up 4.4% compared to 2025. The Northern Lite micro-transit pilot was completed, which provided valuable data on serving lower-density areas and riders with mobility challenges. Two new hybrid diesel buses are expected to arrive later this year, replacing buses that are beyond their useful life. We recently celebrated a one-year anniversary of the opening of the new Transfer Center, which has been a huge improvement to the transit experience in the downtown area. Sustainability: Several City Council members worked with the Sustainability Advisory Committee to modernize the City's composting ordinances making it easier for residents and neighborhoods to compost and reduce organic materials going to landﬁlls. A major trash collection study was completed comparing the costs and diﬀerent operational models of trash collection in the city. Planning: The City planners began the year-long process of a major update to the City's Comprehensive Plan to help guide for the City's growth for the future. The plan focuses not only on the city itself, but how the City's growth will beneﬁt the region in the future. Neighborhood Services: Additional staﬀ have been dedicated to meeting the growing demand of calls for code enforcement. The neighborhood services case count has increased from 1,139 in 2024 to 1,299 in 2026. While addressing the increase in demand, the response times to the calls have decreased. Code enforcement plays a vital role in maintaining and improving the qualify of life in neighborhoods and the downtown area. Parking: Paid on-street parking in downtown Eau Claire was implemented on August 1, 2026 after being approved by the City Council in 2025. The revenue from on-street parking stays within the Parking Utility Fund City Manager's Budget Message FY 2027 Annual Budget 1 and is used to improve the condition of parking assets in downtown. The ﬁrst capital improvement project was the repaving of the Schlegelmilch-McDaniel Parking Lot. Future uses of the funds include the replacement of the Gibson Street parking ramp, pavement replacement in surface parking lots, and better security and cleanliness in the City’s parking assets. Downtown: The City continued its partnership with DECI both ﬁnancially and participatorily to activate our beautiful downtown. Over the past 15 years, signiﬁcant eﬀorts have been made to create a place for the entire community to gather and enjoy. Partnerships with DECI, the BID's, and our downtown community help to put life into a beautiful setting. Business Improvement Districts: The four downtown BID's continued to self-levy taxes upon themselves to invest in the physical and cultural landscape of downtown through partnerships with the rest of the City and DECI. The BID's sponsored physical improvement consisting of landscape plantings and the sound system, while also sponsoring the 2026 Fall Festival on Barstow Street and the Water Street Faire on Water Street, along with several additional events. Housing: Aﬀordable housing at all levels of the housing spectrum has remained a top issue in 2026. The City has several funds that help address housing within the City and are used in a wide range of eﬀorts ranging from winterization of existing homes up to providing ﬁnancial assistance to supplement construction of newly built low-income qualifying housing. The Housing Opportunities Commission ﬁnalized a scoring matrix to objectively evaluate projects applying for City aﬀordable housing funding and eﬃciently guide the allocation of those funds. Operational Improvements: The City’s workforce is committed to collaboration, resource sharing, and operational eﬃciency. Employees routinely support other divisions as needs arise, while process improvements and shared resources help maintain essential services with fewer resources. Our workforce remains focused on two key priorities: exceptional customer service and eﬃcient use of staﬀ and resources. As local government is fundamentally a service organization, we strive each day to meet the needs of our community eﬀectively and responsibly. Fiscal Stability: The City of Eau Claire is not alone in facing ongoing ﬁscal challenges. Local governments across Wisconsin are confronting the same diﬃcult reality: expenses, particularly for basic and required services, are growing faster than revenues. This year, the City evaluated its operations and workforce and made diﬃcult decisions to reduce expenses—not only to align 2026 spending with available revenues, but also to slow the growth of future expenses so that they more closely track revenue growth. These decisions are diﬃcult, particularly when the cost of providing essential services continues to outpace available resources. Local governments throughout Wisconsin have tightened their belts and found ways to do more with less for decades. However, there is a limit to how much can be achieved through continued eﬃciencies and reductions. Absent signiﬁcant changes to local government ﬁnancing statutes at the state level, municipalities—including the City of Eau Claire—will increasingly be forced to provide fewer services with fewer resources. The reality is that local governments across the state will have to continue doing less with less. The Year Ahead: 2027 Comprehensive Plan: The City will continue to work with all stakeholders on crafting and ﬁnalizing the draft Comprehensive Plan for the City Council to adopt and guide our City and region’s growth into the future. Farwell Street Conversion: Farwell Street from Washington Avenue to Madison Street will evaluated for a roadway reconﬁguration. Funds were allocated in 2025 to reduce the traﬃc lanes on Farwell Street and replace them with parking/bike lanes and other pedestrian amenities. Traﬃc studies are ongoing for Farwell Street to conﬁrm the street can safely be converted to a more pedestrian-friendly route without negatively impacting emergency service response times. 2 Public Safety Training Facility: Work will begin on a regional public safety training facility to replace the obsolete and aging building. This facility has the potential to expand to provide training for our Transit Division as well. When ﬁnished, it will improve training opportunities for our oﬃcers and their ability to partner and train as a joint unit with other local safety professionals. Wastewater Treatment Plant: In 2014, work completed on a large upgrade of approximately half of the wastewater treatment plant. 2027 will mark the upgrade and modernization of the other half of the plant. When ﬁnished, the plant will be capable of handling our wastewater ﬂows for decades into the future. Economic Development: We will continue to grow our City and regional economy by recruiting and attracting businesses that are consistent with the values of our community. We will work to leverage our resources with our partners’ resources to have sustainable and long lasting economic growth that will not only add tax base but will also add to our overall community with their partnership and culture. Partnerships: The City will continue to seek and participate in partnership opportunities with both public and private regional partners. There are opportunities for public/private partnerships in our parking and parks system. There are regional partnership opportunities in ﬁre protection and EMS services, as well as economic development and more. Strong partnership and participation in the Housing our Neighbors Collaborative, along with cooperation with the Eau Claire County Department of Human Services will make meaningful and compassionate progress towards improving the post-COVID unhoused crisis that our community is facing. Continuing to identify and implement operational eﬃciencies through partnerships will be a key focus in 2027. Future Opportunities and Challenges Among the greatest opportunities and challenges that we face is our continual growth, both in population and economy. The opportunity before us being one of only two major cities in Wisconsin with positive population growth is a unique opportunity in Wisconsin. This growth is key to attracting new businesses, new opportunities, and new experiences in our City and, additionally, our region. With growth, however, come challenges. Public safety resources, already stretched thin, must stretch further. Our local health care systems face similar challenges to meet the increased demand. Transportation systems that are not easily expanded need to become more eﬃcient to accommodate additional demand. The City of Eau Claire has always believed that we can and should grow, and that we welcome all people to call our community home. We have always had a “Can Do” attitude that looks at challenges as opportunities. We come together to address challenges and realize those opportunities. When Uniroyal closed their manufacturing plant in Eau Claire in the 1990s, we built a larger, more diversiﬁed economy in its wake. When HSHS closed, additional partners stepped in to ﬁll the need while also creating a world-class cardiac research facility to help shape the future of healthcare right here in Eau Claire. State-imposed levy limits and local ﬁnance reform are major issues and need to be addressed at the State level. Aﬀordable housing will remain a challenge. The mental health and housing crisis aﬀecting people experiencing homelessness after COVID-19 will persist. I am conﬁdent that we have the elected oﬃcials, staﬀ members, and dedicated community members all working together who will continue Eau Claire’s success, and will continue to help make the overall Chippewa Valley successful as well. Budget in Brief The 2027 Budget for the City of Eau Claire, not including the Capital Budget, totals $198,323,049. Compared to the 2026 Adopted Budget, this represents a $627,405 reduction, or 0.32% percent. The Operating Budget for the City of Eau Claire is comprised of various funds. The General Fund accounts for most of the City's core services and represents 52.14 percent of the total budget, followed by Enterprise Funds 3 (24.37 percent), Special Revenue Funds (10.70 percent), Debt Service (7.62 percent), Internal Service Funds (4.81 percent), and Component Units (0.36 percent). General Fund Expenses The General Fund is the largest of the City's operating funds and provides for City services most familiar to residents, with the primary source of revenue being the property tax. The majority of the budget for public safety services such as police and ﬁre protection, street repairs, snow plowing, recreation programs, park maintenance, along with the support staﬀ for those areas, is contained within the General Fund. The 2027 budget for the General Fund proposes expenses totaling $103,407,164. Compared to the 2026 General Fund Adopted Budget of $100,849,256, expenditures increased by $2.5M, or 2.54 percent. Operating expenses include payroll, contractual services, utilities, ﬁxed charges, and materials & supplies. Most of the services provided via the General Fund depend upon the dedicated work of City staﬀ. Payroll costs represent the largest category of expense at $57M, or 55.18 percent of the General Fund. 4 General Fund Revenues The 2027 General Fund Budget requires a property tax levy of $57,448,838 (City, Library, and Health). Compared to the 2026 Adopted Property Tax Levy of $56,556,068, this represents an increase of $892,770 or 1.58 percent. Property taxes make up the largest portion of the General Fund revenue categories at 59.79 percent. 5 General Fund The 2027 General Fund Budget is $103,407,164, representing a 2.54% increase over the prior year. The primary drivers of this increase are an 18.79% increase in Fixed Charges, a 6.77% increase in Utilities, a 4.45% increase in Contractual Services, a 1.80% increase in Other Financing Uses, and a 0.65% increase in payroll costs. Contributions and Other Payments was reduced by 13.89% and Supplies & Materials was reduced by 1.72%. This investment supports the City’s workforce by addressing necessary cost adjustments while ensuring the continued delivery of high-quality services to the community. Routine operating expenses across departments were carefully managed, while modest growth in net new construction provides capacity for thoughtful and sustainable operational growth. Economic Development Fund The Economic Development Fund is budgeted at $580,356 for 2027 which is a 23.60% increases compared to 2026. This reﬂects a continued commitment to supporting local business vitality, with loan revenues reinvested into the City’s Revolving Loan Fund to help strengthen and support future projects. Funding for these loans is provided through grants and interest revenues. Community Enhancement Fund The Community Enhancement Fund is budgeted at a 9.04% increase for 2027 due to increased room tax collections. The City remains committed to supporting tourism promotion and development through its long- standing partnership with Visit Eau Claire. Cemetery Maintenance Fund The Cemetery Maintenance Fund is budgeted at $487,185, which represents a 2.45% increase from the previous year. This increase is attributed primarily to increased payroll costs. This investment supports the workforce with necessary personnel and health insurance cost adjustments, ensuring that high-quality services continue to be delivered for cemetery care and maintenance. Hazardous Materials Response Fund The Hazardous Materials Response Fund is budgeted at $128,565, which represents a 8.41% increase from the prior year. The primary factors contributing to this are increased Contractual Services and Contributions and Other Payments. This investment represents the City's commitment to public health and safety, and desire to remain a regional leader in the clean up of hazardous waste spills. Summary of Signiﬁcant Changes FY 2027 Annual Budget 6 Water Utility The Water Utility budget is set at $14,539,671 for 2027, reﬂecting a 6.26% decrease. This reduction is primarily due to a lower amount required for operating income transferred for the water capital projects as approved in the 2027 CIP. Transit Fund The Transit Fund is budgeted at $7,976,813 which represents a 4.82% increase from the previous year. This supports wage and healthcare adjustments for transit employees, with the aim to strengthen public transit service throughout Eau Claire. Approved Service Modiﬁcations for 2027 Department Division Request One Time Only? General Fund Expenses Revenue Sources Projected Net Cost to City Police Department Adminstration Axon Fee Increase for body-worn cameras and dash cameras No $132,332 $6,995 $125,337 Police Department Communications Center Racom Fee Increase for communications tower equipment maintenance No $123,945 $86,762 $37,184 Community Services Parks Reduce amount of budgeted payroll for Recreation Instruction No ($10,900) - ($10,900) Community Services Streets & Fleet Tool allowance for mechanics No $2,500 - $2,500 Request One Time Only? General Fund Expenses Other Funds Expenses Revenue Sources Projected Net Cost to City Sustainability Coordinator (Eau Claire County position funded 50% by City through contracted service. Funded by $30K from Water Utility and $20K from Planning Department.) No $20,000 $30,000 - $50,000 7 The below positions will remain within the position control summary, however, they are budgeted at $0 for 2027 and are not anticipated to be ﬁlled. Position Title Department Fund FTE Fiscal Impact Administrative Associate IV Community Services Administration General Fund 1 ($106,399) Deputy Community Services Director Community Services Administration General Fund 1 ($140,410) Community Service Worker I City Building Maintenance Various 1 ($104,868) Deputy City Manager City Manager General Fund 1 ($199,140) Building Inspector Inspections General Fund 1 ($142,187) Community Service Worker I Parks Maintenance General Fund 1 ($104,868) Purchasing Technician Purchasing General Fund 1 ($101,627) Fiscal Associate II Accounting General Fund 1 ($101,627) Human Resources Specialist II Human Resources General Fund 1 ($119,591) Assistant Planner Planning/Water Utility General Fund/Water 1 ($110,583) Positions Added/Removed Position Department Fund FTE Fiscal Impact Explanation Engineering Technician Engineering General Fund 1 $139,463 New Engineering Technician position added. Fireﬁghter Fire Department General Fund (6) ($725,832)Six positions previously funded by SAFER grant removed from 2027 budget. Senior Analyst City Manager General Fund 0.5 $59,614 Senior analyst position was previously funded 50% by ARPA. This position is now fully budgeted within the City Manager's oﬃce. Constituent Services II Neighborhood Services General Fund 1 $80,286 New Constituent Services II position added to Neighborhood Services. Neighborhood Services Specialist I Parking Utility Parking 1 $110,807 Neighborhood Services Specialist I position was previously funded 100% by ARPA. This position is now fully budgeted within the Parking Utility. Position Reclassiﬁcations 2027 reclassiﬁcation requests being granted are those that have the greatest employee impact by bringing entry to mid-level positions in line with the market, are being absorbed within that Department or Division’s Summary of Position Changes FY 2027 Annual Budget 8 budget to have a net-neutral 2027 budget impact, have had reductions in FTE funded positions in their speciﬁc Departments, or have a funding source outside of the general fund. Position Department Fund FTE Fiscal Impact Explanation Community Service Worker II Parks Maintenance General Fund 0 $7,709 One Community Service Worker I position reclassed to a Community Service Worker II. Laboratory Technician Water Utility Water 0 $4,213 One Utility Operator I position reclassed to a Laboratory Technician. Fiscal Associate II's Financial Operations General Fund 0 $13,575 Two Fiscal Associate I positions have been reclassed to Fiscal Associate II's. Human Resources Specialist II's Human Resources General Fund 0 $12,439 Three Human Resources Specialist I positions have been reclassed to Human Resources Specialist II's. Program & Events Supervisor Recreation Administration General Fund 0 $6,227 Recreation Program Supervisor position reclassed to Program & Events Supervisor. Accountant II's Accounting General Fund 0 $23,999 Three Accountant I positions reclassed to Accountant II's. One Fiscal Associate II position reclassed to an Accountant II. Economic Development Specialist Economic Development Economic Development 0 $4,124 One Marketing & Communications Specialist position reclassed to an Economic Development Specialist. Utility Operator II Water Water 0 $7,479 One Utility Operator I position reclassed to a Utility Operator II. Neighborhood Services Lead Specialist Neighborhood Services General Fund 0 $6,243 One Neighborhood Services Specialist I position reclassed as Lead Specialist. Asset Management Specialist II Community Services Administration Various 0 $4,956 One Asset Management Specialist I position reclassed to an Asset Management Specialist II. 9 City Council President - Jeremy Gragert City Manager - Dave Solberg City Council District 1 - Jessica Schoen District 2 - Joyce Orth District 3 - Aaron Brewster District 4 - Clara Serrano District 5 - Andrew Werthmann At Large - Charlie Johnson At Large - Larry Mboga At Large - Joshua Miller At Large - Nate Otto At Large - Ethan Reed Prepared By Finance Director - Kitzie Winters Budget Analyst - Collin Harvotich Budget Analyst - Michael Korbol Financial Operations Manager - Christine Wagner Accounting Manager - Jennifer Pempek Aaron White Hannah Artz Matthew Jaggar Ty Fadness Todd Bohrer Greg Bowe Michelle Buss Laura Doty Cassandra North Contributors Nicholas Koerner Elizabeth Giese Nancy Kerr Christine Mohr Robert Nelson Leah Ness Patrick Newkirk Stephen Nick Aaron Nicholson Melissa Turnquist Carrie Riepl Matt Rokus Jasmine Dutton Phillip Lubke Kelly Thompson Ty Fadness Amber Willi Vicki Franson Katrina Running Acknowledgments FY 2027 Annual Budget 10 Dave Solberg - City Manager Leah Ness - Engineering Stephen Nick - City Attorney Elizabeth Giese - City/County Health Department Aaron White - Community Development Kitzie Winters - Finance Matthew Jaggar - Fire & Rescue Carrie Riepl - Human Resources Nancy Kerr - Library Matt Rokus - Police Ty Fadness - Community Services Robert Nelson - Information Technology Executive Management Team FY 2027 Annual Budget 11 Organizational Chart FY 2027 Annual Budget 12 General Fund The general fund is used for activities that constitute the core administrative and operational tasks. The general fund is budgeted on a modiﬁed-accrual basis. Special Revenue Funds Special revenue funds are used to account for speciﬁc revenues that are legally restricted to expenditures for particular purposes. Special revenue funds are budgeted on a modiﬁed-accrual basis. Debt Service Funds Debt service funds are used to account for the issuance and repayments of long-term debt and related costs. Debt Service funds are budgeted on a modiﬁed-accrual basis. Capital Projects Funds Capital projects funds are used to account for the acquisition and construction of major capital projects other than those ﬁnanced by proprietary funds. Capital projects funds are budgeted on a modiﬁed-accrual basis. Internal Service Funds Internal Service Funds are used to account for the ﬁnancing of goods or services provided by one department to other departments within the City on a cost reimbursement basis. Internal service funds are budgeted on a modiﬁed-accrual basis. Enterprise Funds Enterprise funds are self-supporting funds that sell goods and services to the public for a fee. Enterprise funds are budgeted on a full-accrual basis. Fund Descriptions FY 2027 Annual Budget 13 Fund Structure FY 2027 Annual Budget 14 Community Proﬁle The City of Eau Claire is located in west-central Wisconsin within Eau Claire and Chippewa Counties. Situated along Interstate 94, approximately 90 miles east of the Minneapolis–St. Paul metropolitan area, Eau Claire beneﬁts from strong regional transportation connections and serves as the primary population, employment, healthcare, education, and commercial center of the Chippewa Valley. Eau Claire is the largest community within the Eau Claire Metropolitan Statistical Area (MSA), which also includes Chippewa Falls and Altoona. The city’s diverse economic base includes healthcare, higher education, professional services, retail, manufacturing, technology, and other industries, supporting its role as a regional service and employment center. According to the Wisconsin Department of Administration’s January 1, 2025 population estimates, Eau Claire has approximately 74,000 residents. This represents an increase of approximately 4,600 residents, or 6.7 percent, since the 2020 Census. Eau Claire is currently the seventh-largest city in Wisconsin and has experienced stronger population growth in recent years than many of the state’s other established population centers. The Eau Claire MSA has also continued to grow, reaching an estimated population of approximately 176,600 in 2025, compared with approximately 172,200 in 2020. This regional growth contributes to increased demand for municipal services and infrastructure while reinforcing Eau Claire’s importance as the economic and population center of west-central Wisconsin. Continued population growth and regional development provide opportunities for the City of Eau Claire while also creating ongoing demands for investment in public safety, transportation, infrastructure, parks and recreation, community services, and other municipal programs. The City of Eau Claire continues to experience strong development and investment across residential, commercial, industrial, and institutional sectors. According to the Wisconsin Department of Revenue 2026 Net New Construction Report, the City of Eau Claire experienced a growth of $193.4 million, which is a 2.09% increase from the prior year. The City continues to be one of the statewide leaders in new construction and development. Education and healthcare are important components of Eau Claire’s economy and workforce. The City is home to the University of Wisconsin–Eau Claire and Chippewa Valley Technical College, which provide higher education, workforce training, and career development opportunities for residents throughout the region. Eau About Eau Claire FY 2027 Annual Budget 15 Claire also serves as a regional healthcare center, with Mayo Clinic Health System, Marshﬁeld Medical Center, and OakLeaf Medical Network providing comprehensive medical services. These institutions are signiﬁcant employers and contribute to the City's role as the healthcare hub of west-central Wisconsin. Eau Claire oﬀers an extensive network of parks, trails, waterways, and cultural amenities that contribute to the community’s quality of life. The City maintains more than 50 parks and approximately 57 miles of trails. In 2025, U.S. News & World Report ranked Eau Claire as the highest-rated city in Wisconsin and 49th nationally in its Best Places to Live rankings. Economic Overview - City of Eau Claire Retail trade, healthcare, and manufacturing are among Eau Claire’s largest employment sectors. The City is also home to the corporate headquarters of Menards, one of the nation’s largest home improvement retailers. Eau Claire’s diverse and skilled workforce supports a stable local economy and contributes to the City’s continued economic growth. Major Employers Largest Industries Major Employers Employees Menards 11,550 Mayo Clinic Health System 5,500 Eau Claire Area School District 1,400 University of Wisconsin - Eau Claire 1,275 Marshﬁeld Clinic 1,026 Nestlé 999 City of Eau Claire 650 Eau Claire County 645 Chippewa Valley Technical College 592 Market & Johnson 350 Cascades Tissue Group 241 Largest Industries Employment Retail Trade 8,294 Healthcare & Social Assistance 8,077 Manufacturing 5,536 Educational Services 3,884 Public Administration 2,708 Finance & Insurance 2,357 Professional & Technical Services 1,945 Construction 1,334 Transportation & Warehousing 1,017 Administrative & Support Services 986 Arts, Entertainment, & Recreation 942 Source: City of Eau Claire (2024) Source: ESRI Community Analytics Software (2025) 16 Government Proﬁle Mission Statement It is our mission to assure the common good through services essential for a safe, sustainable, engaged, and healthy community. Council/Manager form of government Eleven members of the City Council Council President Five members from aldermanic districts Five at-large members Residents receive a number of City services, including: Police and ﬁre protection Public transit Street construction and infrastructure maintenance Water, sewer, and storm-water management Parks and Recreation Amenities The City’s Operating Budget and Capital Improvement Plan are updated and approved by Council annually. Council workshops and public hearings provide the public with opportunities for feedback regarding the Operating Budget and Capital Improvement Plan. The City of Eau Claire welcomes and encourages feedback from the community during capital planning and budgeting processes. About Eau Claire FY 2027 Annual Budget 17 Our Vision Eau Claire is a vibrant city with exceptional quality of life and services. Our Strategic Values: We believe in making Eau Claire a great city - A place where all people feel "at home", experience a high quality of life, and can reach their potential. We believe that local government is a stewardship - We help citizens meet their needs and help the community solve problems. We cannot always do this on our own; we need and value partners who can help. We believe in sustainability - We must balance the needs of current and future generations in our decisions and investments. This aﬀects our ﬁnancial, environmental, and development decisions. Today's decisions should not come at the expense of future generations' opportunities. We believe in equity - We must create conditions for all people to thrive and proactively address disparities in health, social, and economic prosperity. Our Operational Values: The City delivers services in an ethical, professional, fair, and transparent manner. The Eau Claire City Council values each other and City staﬀ by fostering a collegial, inclusive, respectful, and engaging policy-making environment. Eau Claire's City staﬀ values innovative and responsive approaches to service delivery and embraces a culture of continuous improvement. The City values its employees and strives to recruit, retain, and support the best workforce possible. Our Mission Statement: It is our mission to assume the common good through services essential for a safe, sustainable, engaged, and healthy community. Strategic Goals & Objectives Support economic prosperity for all with diverse, creative, economic development and inclusive housing options. Support and grow the regional economy. Promote downtown development. Improve quality and quantity of aﬀordable single-family and multifamily housing stock for all income ranges. Develop Strategies and capacities for industrial and commercial land and reuse of empty retail spaces. Promote and attract employers with higher paying job opportunities and increase the pool of available talented workers in Eau Claire. 1. Strategic Plan FY 2027 Annual Budget 18 Develop innovative strategies to incentivize employers to pay living wages for all workers and promote a citywide culture of fairness, safety, and dignity for workers. Develop, understand, and reﬁne the City’s commitment to approaches to addressing and reducing poverty. Provide safe, functional and accessible infrastructure and services that are environmentally sensitive and sustainable. Provide excellent recreational parks and open spaces. Provide transportation infrastructure that supports all modes of transportation. Achieve a transition to 100% renewable energy and carbon neutrality goals by 2050. Maintain and repair existing infrastructure. Using infrastructure, connect neighborhoods and people. Reduce reliance on automobile transportation. 2. Optimize the City's organizational potential. Utilize technology to maximize eﬃciencies and eﬀectiveness. Provide training and other resources to maximize the eﬀectiveness and eﬃciency of our employees. Ensure ﬁnancial stability. Plan and prepare for natural and manmade disasters. Promote diversity and inclusion in our workplace composition that reﬂects our welcoming community. 3. Develop, nurture and revitalize safe, healthy and connected neighborhoods. Improve quantity and quality of housing stock for people experiencing low income. Develop programs that strengthen neighborhoods. Develop connected neighborhoods. Provide for safe and healthy housing and preserve the quality of existing housing. 4. Facilitate an engaged community. Develop programs that connect residents to local government. Improve transparency of local government. 5. Create engaging opportunities to make Eau Claire livable, loveable and fun. Review special event strategies and policies. Organized special programming for residents and visitors. Create venues and spaces to connect people. Review strategies and policies related to healthy and safe substance use. Promote a welcoming, inclusive and diverse community. Create a dog/pet-friendly community. 6. Nurture community-wide opportunities for personal learning, growth, and development. Provide for elected and appointed oﬃcials and volunteers training. Facilitate access to expanded opportunities for populations experiencing speciﬁc challenges. 7. 19 The City of Eau Claire's Strategic Plan is grounded in values, focused on the long-term success and sustainability of the City, yet ﬂexible and adaptive to an ever-changing world. The following table deﬁnes each element of the plan, how and when it will be reviewed, and who is responsible for or has ownership of each element of the plan. Plan Element Description Ownership/Responsibility Review Period Vision A Statement that deﬁnes where we see ourselves in the future City Council Every 7 to 20 years Mission Describes our purpose as a City City Council Every 10 to 12 years Operational Values Describe how the City desires to Operate City Manager and senior staﬀ Every 5 to 7 years Strategic Goals (Why) Broad goals that focus the highest priorities of the City to accomplish the vision City Council Every 3 years, following the at-large election Objectives (What) Statements that deﬁne areas of focus that will achieve the strategic goals Shared between the City Council and City Manager Every three years, following the at-large election Strategies/Tactics (How) Operational tasks or projects that staﬀ is working on to achieve the Objectives City Manager Every quarter with a written "score card" that notes any changes to the current strategic initiatives, next initiatives, department initiatives, and emerging or future initiatives. At least annually, a work session will be scheduled to present a status update to the Council. 20 City Council approves an annual Operating budget for the City of Eau Claire. State of Wisconsin law requires that the City of Eau Claire prepare an annual budget and hold a public hearing on it. All City departments are required to submit departmental budget requests in July. These requests form the foundation on which the Proposed Operating Budget is built upon. The Proposed Operating Budget is presented to City Council in late September. The City also has public hearings on the operating budget in which we welcome the input of the public on the operating budget. The City Council submits any amendments requested on the budget, and it is formally voted upon in November of each year. Upon adoption of the operating budget, any amendments that increase the budget amount provided to the department, or transfers between departments or funds, must be approved by the City Council and requires a 2/3 vote of the entire City Council. City Council also reviews and approves a ﬁve-year Capital Improvement Plan (CIP) annually. The Capital Improvement Plan is prepared in May of each year. The proposed Capital Improvement Plan is brought before various commissions for their review and recommendations (Plan Commission, Transit Commission, and Waterways & Parks Commission). The CIP is also presented as a public discussion in which we welcome the input of the public on the Proposed Capital Improvement Plan. The Proposed Capital Improvement Plan is ultimately brought before the City Council for adoption. Date(s) Item February 5 - March 6, 2026 Departments prepare CIP requests March 9 - March 27, 2026 City Manager reviews CIP requests March 27 - May 11, 2026 Finance Administration prepares 2027-2031 CIP document May 11, 2026 City Council receives proposed 2027-2031 CIP May 12, 2026 City Council CIP Work Session #1 May 19, 2026 Transit Commission reviews & recommends transit-related CIP items May 27, 2026 Waterways & Parks Commission reviews & recommends Parks related CIP items June 1, 2026 Plan Commission reviews & recommends CIP (ensures it is consistent with the Comprehensive Plan) June 8, 2026 Public Discussion #1 on Proposed 2027-2031 CIP June 22, 2026 Public Discussion #2 on Proposed 2027-2031 CIP June 23, 2026 City Council CIP Work Session #2 July 13, 2026 Public Discussion #3 on Proposed 2027-2031 CIP July 14, 2026 City Council adoption of 2027-2031 CIP May 6 - July 17, 2026 Departments prepare operating budget requests July 20 - July 31, 2026 City Manager reviews departments operating budget requests August 3 - October 5, 2026 Finance prepares 2027 operating budget document October 5, 2026 City Council receives Proposed 2027 Operating Budget October 13, 2026 City Council Operating Budget Work Session #1 October 16, 2026 Proposed 2027 Schedule of Fees & Licenses published Budget Calendar FY 2027 Annual Budget 21 October 26, 2026 Public Discussion on 2027 Proposed Operating Budget October 27, 2026 City Council Operating Budget Work Session #2 November 9, 2026 Public Hearing on 2027 Proposed Operating Budget November 10, 2026 City Council action on Proposed 2027 Operating Budget, Schedule of Fees & Licenses, and Tax Levy. 22 Equalized Value Ratio The equalized value ratio depicts the actual total property value of property in the City compared to the locally assessed real property value. A lower ratio means that the City’s actual property value is higher than the locally assessed value. Manufacturing property value is removed from the calculation because the State assesses such property, so it is not locally assessed. In addition, the calculation does not include property value in tax increment districts. Equalized Value Ratio by Tax Year County 2025 2026 2027 Eau Claire 78.38% 76.37% Not Yet Available Chippewa 88.86% 76.49% Not Yet Available Property Valuation Tax values are described in terms of assessed and equalized values for taxation purposes. Assessed values are used to distribute a municipality’s tax burden among individual property owners, and are re-assessed every three years. An equalized value determines the value of a city, village, or town compared to other entities within a deﬁned area. Equalized values are used for apportioning county property taxes, public school taxes, vocational school taxes, and for distributing State aid. A positive change in equalized value indicates that a community’s share of the total value in a county is growing. Property Value by Type and Year (without TID's) Valuation Type 2025 2026 2027 Percent Change (2026-2027) Assessed Value (000's) 6,690,461 6,737,422 Not Yet Available Not Yet Available Equalized Value (000's) 8,492,412 8,821,113 Not Yet Available Not Yet Available Tax Overview FY 2027 Annual Budget 23 Tax Levy and Rate Information The table below shows the total tax levy collected by various taxing entities. Assessed property values are required to determine tax rates for each taxing entity. 24 PRESENTED TO City of Eau Claire Wisconsin For the Fiscal Year Beginning January 01, 2026 Executive Director GOVERNMENT FINANCE OFFICERS ASSOCIATION Distinguished Budget Presentation Award 25 All Funds Revenues & Expenses Expenses Capital Purchases $2,472,282 $527,818 $611,031 $526,177 $408,367 Contractual Services $18,457,440 $19,308,588 $12,182,013 $18,825,315 $18,774,688 Contributions & Other Payments $3,581,579 $3,353,812 $2,400,211 $3,348,557 $3,602,200 Debt Service -$2,669,545 $15,100,000 $12,165,184 $15,100,000 $15,100,000 Depreciation $4,993,976 $0 – $0 $0 Fixed Charges $10,180,926 $15,983,361 $6,632,332 $15,890,880 $17,883,160 Non-Gaap Disbursements $21,773,968 $19,971,691 $19,365,800 $19,971,691 $17,503,241 Non-Operating $1,886,492 $1,801,182 $590,108 $1,801,357 $1,843,083 Other Financing Uses $24,871,707 $26,668,477 $16,184,050 $26,654,518 $27,122,355 Personal Services $75,105,398 $83,599,433 $55,843,746 $83,392,187 $83,580,241 Supplies & Materials $7,231,685 $8,127,053 $4,753,151 $7,857,857 $7,700,834 Utilities $3,990,617 $4,509,039 $2,264,196 $4,303,939 $4,804,880 EXPENSES TOTAL $171,876,524 $198,950,454 $132,991,821 $197,672,478 $198,323,049 Revenues Charges For Services $44,535,169 $43,157,413 $30,534,292 $41,803,524 $45,577,076 Charges For Services - Intergovernmental $16,878,502 $17,808,863 $12,886,396 $15,678,475 $18,110,203 Fines & Forfeitures $471,807 $388,200 $471,764 $451,018 $419,040 Intergovernmental Revenue $26,050,868 $21,932,843 $12,195,328 $20,843,151 $19,640,145 Licenses & Permits $3,175,711 $2,834,906 $2,749,783 $2,656,896 $3,000,600 Miscellaneous Revenue $18,234,525 $9,036,790 $4,595,313 $10,679,641 $9,650,303 Non-Operating Revenue $5,452,857 $4,901,337 $1,865,259 $4,792,033 $5,244,140 Other Budgeted Receipts (Non-Gaap) $308,281 $8,040,471 – $7,915,471 $4,460,924 Other Financing Sources $4,079,290 $24,959,511 $14,782,315 $25,783,759 $24,484,826 Other Operating Revenue $1,284,163 $1,053,875 $1,143,681 $1,101,003 $1,106,173 Program Income $91,011 $100,000 $112,950 $9,256 $100,000 Taxes $61,788,935 $64,736,245 $61,520,518 $64,630,934 $66,529,619 REVENUES TOTAL $182,351,119 $198,950,454 $142,857,599 $196,345,161 $198,323,049 Budget Summary of All Funds FY 2027 Annual Budget 2025 Actual 2026 Budget 2026 6-Month Actual 2026 Projection 2027 Budget 26 General Fund Revenues & Expenses Expenses Capital Purchases $350,732 $8,800 $9,791 $9,664 $8,800 Contractual Services $7,855,491 $9,120,082 $6,104,816 $8,925,910 $9,525,753 Contributions & Other Payments $189,735 $155,500 $179,506 $149,576 $133,900 Debt Service $485,260 $0 – $0 $0 Fixed Charges $615,040 $6,808,300 $238,612 $6,767,241 $8,087,750 Other Financing Uses $22,810,571 $24,497,562 $14,182,847 $24,483,562 $24,938,196 Personal Services $50,931,125 $56,694,100 $37,833,015 $56,617,732 $57,061,860 Supplies & Materials $1,745,303 $1,830,892 $1,218,301 $1,678,740 $1,799,435 Utilities $1,722,550 $1,734,020 $995,434 $1,637,898 $1,851,470 EXPENSES TOTAL $86,705,807 $100,849,256 $60,762,321 $100,270,325 $103,407,164 Revenues Charges For Services $6,016,516 $4,308,650 $4,116,843 $4,116,680 $5,614,100 Charges For Services - Intergovernmental $7,183,426 $7,961,770 $6,073,496 $7,160,088 $7,821,235 Fines & Forfeitures $454,523 $381,700 $456,086 $436,199 $413,500 Intergovernmental Revenue $15,657,144 $16,074,836 $8,553,692 $15,845,144 $16,033,801 Licenses & Permits $2,241,888 $2,001,106 $1,954,767 $1,888,702 $2,128,850 Miscellaneous Revenue $6,349,460 $7,551,072 $2,356,868 $8,773,052 $7,478,270 Other Budgeted Receipts (Non-Gaap) – $1,163,545 – $1,038,545 $1,142,640 Other Financing Sources $385,051 $1,092,899 $160,882 $1,047,610 $944,870 Taxes $58,357,437 $60,313,678 $58,326,645 $60,208,340 $61,829,898 REVENUES TOTAL $96,645,447 $100,849,256 $81,999,279 $100,514,359 $103,407,164 General Fund Budget Summary FY 2027 Annual Budget 2025 Actual 2026 Budget 2026 6-Month Actual 2026 Projection 2027 Budget 27 General Fund Revenues Detail Revenues Charges For Services HV Tree Fee-In-Lieu of Mitigtn – – $4,330 – – Bridge Lighting $2,180 – $439 – – Spl Chg - NSD Reinspection $9,250 $5,500 $12,041 $11,541 $5,500 Ambulance Service $3,481,890 $2,550,000 $2,222,314 $2,550,000 $3,150,000 Application Fees $35,193 $45,000 $23,700 $22,160 $25,000 Brush Disposal Fee $138,168 $120,000 $124,168 $121,064 $140,000 Carson Park Message Center – $0 $907 $827 $0 Concesssion Fee $62,484 $66,300 $33,547 $16,653 $65,000 Development Review Fee $10,070 $5,250 – $0 $5,250 Dog Park Fee $4,568 $4,500 $4,509 $4,441 $5,000 Fire Dept Fees-Non Tax $82,214 $12,000 $60,063 $44,598 $12,000 Fire Dept Fees-Taxable $8,878 $10,000 $9,864 $9,278 $10,000 Indoor Pool Admission Fees $277 $0 $5 $5 $0 Misc Service Fees $3,839 $500 $1,773 $1,574 $500 Other Pub Works Revenue $90,841 $47,500 $83,878 $73,905 $60,000 Other Rec Charges $6,369 $7,500 $1,932 $1,561 $0 Park Facility Rentals $124,265 $125,000 $131,873 $128,306 $150,000 Pawnshop Fees $11,600 $11,600 $5,800 $5,800 $11,600 Police Department Fees $191,950 $52,000 $165,036 $28,297 $52,500 Publication Fees $9,555 $6,000 $6,260 $5,570 $5,250 Recreation Program Fees $295,524 $285,000 $303,909 $188,468 $300,000 Regional Ambulance Service $1,275,382 $775,000 $750,839 $750,839 $1,400,000 Repair/Maint To Streets $4,257 $0 – $0 $0 Site Plan Fees $23,040 $15,000 $10,255 $10,255 $15,000 Soccer Maintenance Fee $0 $45,000 – $0 $59,000 Special Charge-Snow Removal $8,960 $12,000 $8,026 $8,026 $8,000 Special Charge-Trees/Weeds $11,630 $12,500 $11,315 $11,096 $12,500 Special Chg-Misc Fees $36,420 $11,500 $32,489 $31,044 $11,500 Special Events Fees $19,428 $17,500 $26,530 $11,531 $22,500 Stadium Rental Fee $0 $20,000 $7,200 $7,200 $23,000 Stadium Rental Fee-Baseball $19,276 $14,000 $33,202 $33,202 $20,000 Stadium Rental Fee-Football $33,309 $20,000 $19,700 $18,500 $25,000 Tax Exempt Report Processing – $0 $1,300 $1,300 $0 Weights & Measures Fee $15,697 $12,500 $19,638 $19,638 $20,000 CHARGES FOR SERVICES TOTAL $6,016,516 $4,308,650 $4,116,843 $4,116,680 $5,614,100 General Fund Revenues Detail FY 2027 Annual Budget 2025 Actual 2026 Budget 2026 6-Month Actual 2026 Projection 2027 Budget 28 Charges For Services - Intergovernmental Ambulance Fees-Townships $557,442 $555,000 $606,063 $606,063 $655,000 Communication Center Reimb $2,133,886 $2,411,101 $1,808,327 $2,411,101 $2,584,084 Service Charge TID $384,700 $421,300 $315,975 $280,867 $411,200 Haz Matl ""B"" Contract-E.C. C $40,800 $20,400 $42,670 $42,670 $20,400 Police Liaison-Ec School Dist. $326,307 $343,225 $323,045 $323,045 $349,777 Public Safety Bldg Shared Exp $3,746 $1,500 $3,869 $3,869 $1,960 Service Charge-Haz Mat A $3,000 $0 $2,250 $2,000 $0 Service Charge-Hobbs Ice Arena $87,600 $67,700 $50,775 $45,133 $64,400 Service Charge-Municipal Pool $59,200 $64,600 $48,450 $43,067 $61,600 Service Charge-Other $63,342 $250,000 $1,453 $1,453 $0 Service Charge-Parking Util $185,312 $173,700 $130,275 $115,800 $173,300 Service Charge-Public Housing $13,647 $0 – $0 $0 Service Charge-Public Transit $102,463 $112,100 $84,075 $74,733 $107,300 Service Charge-Sewer Utility $765,518 $796,800 $597,600 $531,200 $789,900 Service Charge-Stormwater Mgmt $1,208,068 $1,531,300 $1,148,475 $1,531,300 $1,521,700 Service Charge-Water Utility $1,036,281 $1,000,300 $750,225 $1,000,300 $1,012,300 Service Chg-Unfunded Pension $149,600 $147,000 $112,350 $99,867 $0 Shared Positions-Ec County $62,515 $65,744 $47,620 $47,620 $68,314 CHARGES FOR SERVICES - INTERGOVERNMENTAL TOTAL $7,183,426 $7,961,770 $6,073,496 $7,160,088 $7,821,235 Fines & Forfeitures Court Penalties & Costs $143,765 $125,000 $90,638 $90,638 $90,000 Other Penalties $11,182 $6,700 $4,335 $4,125 $3,500 Parking Violations $299,576 $250,000 $361,113 $341,436 $320,000 FINES & FORFEITURES TOTAL $454,523 $381,700 $456,086 $436,199 $413,500 Intergovernmental Revenue Federal Aid-Other $471,405 $495,880 $427,332 $427,332 $0 State Aid-Computer Tax Exempt $289,362 $289,362 $289,362 $289,362 $289,362 State Aid-Expend Restraint Prg $1,120,870 $1,080,313 $1,080,314 $1,080,314 $1,238,116 State Aid-Fire Insur Tax $379,538 $350,000 $389,571 $389,571 $389,000 State Aid-Local Streets $3,339,318 $3,300,000 $3,346,322 $3,300,000 $3,378,056 State Aid-Munc Services Pmt $415,846 $475,000 $485,285 $485,285 $475,000 State Aid-Other – $0 $22,687 $0 $0 State Aid-Personal Property $1,160,529 $1,160,529 $1,160,529 $1,160,529 $1,351,807 State Aid-Police Training $40,047 $50,000 $0 $0 $33,280 State Aid-Pymt For Amb Service – $161,000 – $0 $0 State Aid-Shared Taxes $7,436,575 $7,743,900 $1,093,385 $7,743,900 $7,906,634 State Aid-Utility Tax $870,034 $835,232 $125,285 $835,232 $838,926 State Aid-Video Serv Provider $133,620 $133,620 $133,620 $133,620 $133,620 INTERGOVERNMENTAL REVENUE TOTAL $15,657,144 $16,074,836 $8,553,692 $15,845,144 $16,033,801 Licenses & Permits Amusement Device License $23,970 $20,000 $25,308 $25,023 $24,000 Billboard & Sign Permits $13,698 $14,500 $10,444 $9,491 $10,000 Building Permits $765,826 $680,000 $677,009 $649,106 $650,000 Cabaret License $11,962 $11,000 $12,242 $12,242 $12,500 Cat License $32,372 $27,000 $32,798 $32,017 $31,500 Cigarette License $7,000 $7,000 $6,280 $6,180 $7,000 Dog License $57,816 $63,000 $68,859 $67,658 $66,500 Electrical Permits $208,325 $125,000 $199,397 $190,484 $136,900 Heating/Air Cond Permits $225,126 $125,000 $229,689 $218,496 $189,650 2025 Actual 2026 Budget 2026 6-Month Actual 2026 Projection 2027 Budget 29 Liquor & Malt Bev Licenses $106,401 $120,000 $130,675 $129,467 $125,000 Mobile Food Truck License $1,148 $1,000 $1,980 $1,848 $1,800 Mobile Home Park License $610 $700 $1,400 $1,400 $1,400 Other Bus/Occ License $18,775 $16,000 $14,616 $14,464 $15,000 Other Permits $7,670 $2,000 $16,809 $15,399 $15,000 Plumbing Permits $193,281 $150,000 $162,275 $155,063 $185,700 Refuse Collection License $47,393 $65,000 $65,700 $65,700 $90,900 Restaurant License $41,628 $37,000 $44,376 $43,780 $43,000 Rooming House License $6,300 – $1,400 – – Tavern Operator License $52,541 $60,000 $54,746 $52,121 $48,000 Television Franchise $420,048 $476,906 $198,763 $198,763 $475,000 LICENSES & PERMITS TOTAL $2,241,888 $2,001,106 $1,954,767 $1,888,702 $2,128,850 Miscellaneous Revenue Lease Revenue $153,329 – – – – Energy Improvement Rebate $70,920 $0 $0 $0 $0 Gifts & Donations $138,224 $46,500 $13,323 $11,582 $6,000 Interest-Advance To Other Fund $50,181 $61,000 – $0 $0 Interest-Install/Deferred S/A $190,692 $145,000 $179,543 $178,638 $143,270 Interest-Investments $2,378,134 $1,005,002 $1,665,663 $1,665,663 $1,000,000 Interest-Pooled Deposits $525,959 $65,000 $533,810 $533,810 $85,000 Miscellaneous Revenue $974,073 $6,000,000 $115,232 $6,000,000 $6,000,000 Misc Grant Revenue $14,918 $0 – $0 $0 Misc Rebates/Gift Certificates $5,409 $0 $100,095 $100,095 $0 Misc Reimbursements & Refunds $137,874 $15,200 $60,474 $60,338 $15,000 Other Interest $84,036 $0 $392 $392 $0 Other Rental $6,128 $109,000 $115,421 $105,671 $114,000 Pmt For Shared Expenses $34,735 $21,870 $35,081 $35,081 $35,000 Pro Card Rebate $88,463 $77,500 $69,003 $69,003 $75,000 Refund Of Prior Years Exp – $0 $799 $799 $0 Reimb From Empl-Uniforms $933 $0 $479 $479 $0 Sale Of Materials & Supplies $14,477 $5,000 $11,993 $11,501 $5,000 Unrealized Gain/Loss On Invest $1,480,977 $0 -$544,439 $0 $0 MISCELLANEOUS REVENUE TOTAL $6,349,460 $7,551,072 $2,356,868 $8,773,052 $7,478,270 Other Budgeted Receipts (Non-Gaap) Fund Balance-Gf Operating – $488,095 – $488,095 $0 Fund Balance Used For Cip Proj – $550,450 – $550,450 $1,017,640 Fund Bal Used-Hwy 53 – $125,000 – $0 $125,000 OTHER BUDGETED RECEIPTS (NON- GAAP) TOTAL – $1,163,545 – $1,038,545 $1,142,640 Other Financing Sources SBITA Proceeds $337,797 – – – – Sale Of Assets $7,273 $500 $18,011 $18,011 $1,000 Tsf From Cdbg $0 $51,541 $3,741 $3,741 $0 Tsf From Community Enhancemnt $24,981 $139,130 $139,130 $139,130 $943,870 Tsf From Other Funds – $886,728 – $886,728 $0 Tsf From Risk Management $15,000 $15,000 – $0 $0 OTHER FINANCING SOURCES TOTAL $385,051 $1,092,899 $160,882 $1,047,610 $944,870 Taxes Advance Payment-Install S/A $379,061 $286,240 $149,557 $131,170 $294,900 Advance Pymt-Curr Yr Const S/A $571,213 $230,070 $106,863 $70,383 $244,630 Current Special Assessments $728,450 $723,600 $651,272 $651,272 $718,430 Deferred S/A-Hardship $8,230 $0 – $0 $0 2025 Actual 2026 Budget 2026 6-Month Actual 2026 Projection 2027 Budget 30 Delinquent Personal Prop Tax $4,930 $190,000 $3,518 $3,518 $190,000 General Property Tax-City $34,569,250 $35,407,721 $35,409,790 $35,409,790 $36,258,343 General Property Tax-Health $2,084,100 $2,104,800 $2,104,800 $2,104,800 $2,145,600 General Property Tax-Library $3,854,700 $3,943,400 $3,943,400 $3,943,400 $3,943,400 Interest-Payment In Lieu Tax $236 $0 $61 $61 $100 Interest-Pp Taxes $477 $5,000 $1,951 $1,951 $2,000 Mobile Home Fees $78,596 $55,000 $89,416 $88,278 $82,000 Pmt-In Lieu Of Tax-Other $489,983 $330,000 $765,870 $765,870 $475,000 Pmt-In Lieu Of Tax-Water $1,958,258 $1,937,700 – $1,937,700 $2,374,000 Property Tax-Annexation Rebate $522 $147 $147 $147 $1,495 Prop Tax-Post 2005 Debt City $12,750,000 $15,100,000 $14,223,623 $14,223,623 $15,100,000 Prop Tax-Post 2005 Debt Hlth $17,558 $0 $17,049 $17,049 $0 Prop Tax-Post 2005 Debt Libr $861,874 $0 $859,328 $859,328 $0 TAXES TOTAL $58,357,437 $60,313,678 $58,326,645 $60,208,340 $61,829,898 REVENUES TOTAL $96,645,447 $100,849,256 $81,999,279 $100,514,359 $103,407,164 2025 Actual 2026 Budget 2026 6-Month Actual 2026 Projection 2027 Budget 31 General Fund Expenses Detail Expenses Administration Services City Manager/City Clerk/Elections $988,000 $1,544,294 $983,977 $1,513,683 $1,169,302 Information Services $2,411,518 $2,381,118 $1,825,414 $2,367,842 $2,488,859 ADMINISTRATION SERVICES TOTAL $3,399,518 $3,925,412 $2,809,391 $3,881,525 $3,658,161 City Attorney City Attorney $663,624 $721,925 $491,497 $708,970 $752,514 CITY ATTORNEY TOTAL $663,624 $721,925 $491,497 $708,970 $752,514 City Council City Council $118,920 $153,154 $100,990 $148,510 $179,281 CITY COUNCIL TOTAL $118,920 $153,154 $100,990 $148,510 $179,281 Community Development Neighborhood Services $486,209 $764,483 $530,109 $762,267 $688,393 Inspections $978,141 $1,205,321 $640,827 $1,186,732 $1,112,460 Planning $715,490 $760,934 $523,084 $741,315 $769,634 COMMUNITY DEVELOPMENT TOTAL $2,179,840 $2,730,738 $1,694,020 $2,690,314 $2,570,487 Community Services Community Services Admin $824,999 $928,454 $587,244 $887,301 $712,184 Parks/Forestry/Cemetery $5,307,099 $5,564,056 $3,517,446 $5,453,398 $5,576,582 Recreation $435,996 $551,173 $334,728 $504,673 $521,706 Streets/Fleet $5,130,598 $5,398,070 $3,502,488 $5,335,534 $5,540,919 COMMUNITY SERVICES TOTAL $11,698,691 $12,441,753 $7,941,905 $12,180,905 $12,351,391 Engineering Engineering $3,065,857 $3,091,138 $2,244,635 $3,057,505 $3,651,634 GIS Program $229,903 $253,458 $178,826 $252,129 $263,946 ENGINEERING TOTAL $3,295,760 $3,344,596 $2,423,461 $3,309,634 $3,915,580 Finance Department Accounting Services $971,975 $1,057,783 $705,874 $1,043,617 $1,010,086 Assessing $599,465 $780,548 $443,320 $776,516 $759,275 Financial Operations $911,961 $1,027,300 $664,448 $1,014,764 $1,047,092 Finance Administration $616,695 $700,183 $431,263 $693,003 $686,909 Purchasing $350,685 $382,022 $247,213 $373,670 $257,261 FINANCE DEPARTMENT TOTAL $3,450,782 $3,947,836 $2,492,118 $3,901,570 $3,760,623 Fire & Rescue Department EMS Operations $4,508,382 $4,622,359 $3,263,700 $4,625,096 $4,556,460 Fire & Rescue Administration $1,220,644 $1,552,658 $1,003,260 $1,522,686 $1,486,548 Prevention - Community Risk Reduction $454,392 $444,609 $340,264 $431,415 $496,387 General Fund Expenses Detail FY 2027 Annual Budget 2025 Actual 2026 Budget 2026 6-Month Actual 2026 Projection 2027 Budget 32 Suppression Operations $9,294,156 $9,714,601 $6,594,027 $9,708,107 $9,539,165 FIRE & RESCUE DEPARTMENT TOTAL $15,477,574 $16,334,227 $11,201,251 $16,287,304 $16,078,560 Human Resources H/R Adminstration $711,836 $836,392 $487,419 $820,647 $762,456 HUMAN RESOURCES TOTAL $711,836 $836,392 $487,419 $820,647 $762,456 Non-Departmental Non-Departmental $23,727,650 $32,563,615 $14,504,653 $32,550,376 $34,533,118 NON-DEPARTMENTAL TOTAL $23,727,650 $32,563,615 $14,504,653 $32,550,376 $34,533,118 Police Department Administrative Services $1,345,136 $1,421,122 $1,005,512 $1,409,801 $1,461,880 Communication Center $3,072,945 $3,466,751 $2,450,570 $3,458,309 $3,714,301 Detective Division $3,359,425 $3,575,933 $2,440,574 $3,573,341 $3,701,360 Patrol Division $11,763,091 $12,853,032 $8,698,835 $12,841,229 $13,327,607 Police Administration $1,799,097 $1,818,205 $1,521,367 $1,803,629 $1,874,636 Professional Services Bureau $641,919 $714,565 $498,756 $704,261 $765,209 POLICE DEPARTMENT TOTAL $21,981,614 $23,849,608 $16,615,616 $23,790,569 $24,844,993 EXPENSES TOTAL $86,705,807 $100,849,256 $60,762,321 $100,270,325 $103,407,164 2025 Actual 2026 Budget 2026 6-Month Actual 2026 Projection 2027 Budget 33 Other Funds Revenues & Expenses Expenses Capital Purchases $2,121,550 $519,018 $601,240 $516,513 $399,567 Contractual Services $10,514,544 $10,188,506 $6,043,818 $9,899,404 $9,248,935 Contributions & Other Payments $3,391,844 $3,198,312 $2,220,705 $3,198,981 $3,468,300 Debt Service $14,394,396 $15,100,000 $12,165,184 $15,100,000 $15,100,000 Depreciation $4,574,370 $0 – $0 $0 Fixed Charges $9,565,886 $9,175,061 $6,393,720 $9,123,639 $9,795,410 Non-Gaap Disbursements $21,773,968 $19,971,691 $19,365,800 $19,971,691 $17,503,241 Non-Operating $1,886,492 $1,801,182 $590,108 $1,801,357 $1,843,083 Other Financing Uses $2,061,136 $2,170,915 $2,001,203 $2,170,956 $2,184,159 Personal Services $24,174,272 $26,905,333 $18,010,732 $26,774,455 $26,518,381 Supplies & Materials $5,486,382 $6,296,161 $3,534,850 $6,179,116 $5,901,399 Utilities $2,268,067 $2,775,019 $1,268,762 $2,666,041 $2,953,410 EXPENSES TOTAL $102,212,908 $98,101,198 $72,196,122 $97,402,153 $94,915,885 Revenues Charges For Services $38,518,653 $38,848,763 $26,417,449 $37,686,844 $39,962,976 Charges For Services - Intergovernmental $9,695,075 $9,847,093 $6,812,899 $8,518,387 $10,288,968 Fines & Forfeitures $17,284 $6,500 $15,678 $14,820 $5,540 Intergovernmental Revenue $10,393,725 $5,858,007 $3,641,636 $4,998,006 $3,606,344 Licenses & Permits $933,823 $833,800 $795,016 $768,194 $871,750 Miscellaneous Revenue $11,885,064 $1,485,718 $2,238,445 $1,906,589 $2,172,033 Non-Operating Revenue $5,255,657 $4,901,337 $1,865,259 $4,792,033 $5,244,140 Other Budgeted Receipts (Non-Gaap) $308,281 $6,876,926 – $6,876,926 $3,318,284 Other Financing Sources $25,460,313 $23,866,612 $14,621,434 $24,736,149 $23,539,956 Other Operating Revenue $1,284,163 $1,053,875 $1,143,681 $1,101,003 $1,106,173 Program Income $91,011 $100,000 $112,950 $9,256 $100,000 Taxes $3,431,497 $4,422,567 $3,193,873 $4,422,594 $4,699,721 REVENUES TOTAL $107,274,546 $98,101,198 $60,858,320 $95,830,802 $94,915,885 Other Funds Budget Summary FY 2027 Annual Budget 2025 Actual 2026 Budget 2026 6-Month Actual 2026 Projection 2027 Budget 34 Other Funds Expenses Detail Expenses Governmental Funds Debt Service Funds Debt Service Fund $14,353,134 $15,117,500 $12,176,858 $15,111,675 $15,117,500 DEBT SERVICE FUNDS TOTAL $14,353,134 $15,117,500 $12,176,858 $15,111,675 $15,117,500 Special Revenue Funds Cemetery Maintenance $511,268 $475,549 $365,301 $426,660 $487,185 City-County Health $8,468,974 $7,786,600 $5,928,990 $7,636,869 $8,331,800 Comm Dev Block Grant $313,877 $656,399 $260,080 $614,944 $653,853 Community Enhancement Fund $3,089,926 $2,905,900 $2,416,579 $2,905,234 $3,168,690 Seven Mile Creek Landfill $620,959 $584,000 $461,384 $584,000 $584,000 Downtown Fund $74,571 $0 – $0 $0 Economic Development $781,562 $469,551 $525,372 $462,737 $580,356 Hazardous Materials "A" Grant $216,813 $118,586 $112,378 $102,185 $128,565 Home Grant $259,399 $247,527 $33,499 $233,038 $477,537 Landfill Remediation $130,466 $158,000 $121,057 $152,512 $188,000 Police Department K9 $35,927 $44,796 $23,595 $31,054 $44,918 Grants $3,683,438 $2,874,927 $1,435,049 $2,885,589 $0 Public Library $6,251,153 $6,555,571 $5,051,980 $6,522,790 $6,570,670 SPECIAL REVENUE FUNDS TOTAL $24,438,333 $22,877,406 $16,735,264 $22,557,611 $21,215,574 GOVERNMENTAL FUNDS TOTAL $38,791,467 $37,994,906 $28,912,123 $37,669,285 $36,333,074 Proprietary Funds Enterprise Funds Hobbs Ice Center $1,348,970 $1,110,805 $501,262 $1,062,304 $1,151,905 Outdoor Pool $586,320 $618,364 $472,963 $581,271 $604,431 Parking Utility $1,189,953 $1,423,165 $763,535 $1,355,698 $1,347,980 Public Transit $7,824,772 $7,610,150 $4,958,370 $7,579,814 $7,976,813 Sewer Utility $13,487,777 $15,930,462 $12,040,399 $15,877,220 $15,286,100 Storm Water Utility $6,513,008 $7,093,209 $5,484,292 $7,065,261 $7,423,600 Water Utility $21,529,990 $15,510,977 $12,382,339 $15,476,510 $14,539,671 ENTERPRISE FUNDS TOTAL $52,480,789 $49,297,132 $36,603,162 $48,998,077 $48,330,500 Internal Services Funds Central Equipment $5,850,816 $7,326,600 $4,535,468 $7,291,379 $6,528,985 Risk Management $4,526,937 $2,876,400 $1,930,859 $2,856,928 $3,005,836 INTERNAL SERVICES FUNDS TOTAL $10,377,753 $10,203,000 $6,466,327 $10,148,308 $9,534,821 PROPRIETARY FUNDS TOTAL $62,858,542 $59,500,132 $43,069,488 $59,146,385 $57,865,321 Fiduciary Funds Other Funds Expenses Detail FY 2027 Annual Budget 2025 Actual 2026 Budget 2026 6-Month Actual 2026 Projection 2027 Budget 35 Component Units North Barstow Bid #4 $121,950 $172,100 $55,445 $176,903 $192,100 Redevelopment Authority $233,664 $209,540 $79,273 $199,378 $273,000 South Barstow Bid #1 $175,656 $178,000 $46,960 $178,318 $197,000 Water Street Bid #3 $11,331 $30,520 $23,238 $23,213 $35,020 West Grand Bid #2 $20,297 $16,000 $9,595 $8,670 $20,370 COMPONENT UNITS TOTAL $562,899 $606,160 $214,511 $586,483 $717,490 FIDUCIARY FUNDS TOTAL $562,899 $606,160 $214,511 $586,483 $717,490 EXPENSES TOTAL $102,212,908 $98,101,198 $72,196,122 $97,402,153 $94,915,885 2025 Actual 2026 Budget 2026 6-Month Actual 2026 Projection 2027 Budget 36 Mission Statement It is our mission to assure the common good through services essential for a safe, sustainable, engaged, and healthy community. Description of Functions The City is governed by an elected City Council consisting of a Council President elected at large, ﬁve Council Members elected at large, and ﬁve Council Members elected from separate districts. All legislative power is vested in the City Council, which has the responsibility to determine community needs, establish priorities, set policies, adopt an annual budget, and appoint a full-time City Manager to serve as the Chief Executive Oﬃcer responsible for City operations. The City Council also makes appointments to boards, commissions, and committees. The City Council holds public hearing at 6 PM on the Monday night prior to the legislative sessions where are held at 4 PM on the second and fourth Tuesdays of each month. Goals and Objectives Support economic prosperity for all with diverse, creative, economic development and inclusive housing options. Provide safe, functional, and accessible infrastructure and services that are environmentally sensitive and sustainable. Optimize the city’s organizational potential. Develop, nurture, and revitalize safe, healthy, and connected neighborhoods. Facilitate an engaged community. Create engaging opportunities to make Eau Claire livable, loveable, and fun. Nurture community-wide opportunities for personal learning, growth, and development. City Council Expenses Summary Expenses Contractual Services $54,128 $63,400 $41,687 $63,748 $65,600 Fixed Charges $400 $500 $375 $333 $600 Personal Services $63,776 $88,129 $58,927 $84,429 $111,956 Supplies & Materials $616 $1,125 – $0 $1,125 EXPENSES TOTAL $118,920 $153,154 $100,990 $148,510 $179,281 City Council FY 2027 Annual Budget 2025 Actual 2026 Budget 2026 6-Month Actual 2026 Projection 2027 Budget 37 The Administrative Services Department implements the policies of the City Council and provides general management of City operations. The Administrative Services Department includes the City Manager, City Clerk/Elections, and the Neighborhood Services Division. Administrative Services Expenses Summary Expenses Contractual Services $112,548 $414,741 $240,005 $402,589 $180,715 Fixed Charges $1,600 $1,800 $1,350 $1,200 $7,500 Personal Services $1,325,871 $1,860,636 $1,236,586 $1,846,441 $1,636,880 Supplies & Materials $28,579 $26,600 $32,241 $22,294 $27,100 Utilities $5,611 $5,000 $3,904 $3,426 $5,500 EXPENSES TOTAL $1,474,208 $2,308,777 $1,514,086 $2,275,950 $1,857,695 Administrative Services: Overview FY 2027 Annual Budget 2025 Actual 2026 Budget 2026 6-Month Actual 2026 Projection 2027 Budget 38 Mission Statement City Clerk: Ensure that members of the public and City Council have access to high-quality and well-organized information which aids in their understanding of Council business and leads to informed decision-making. This information should be provided with proper notice in order to allow for the highest degree of participation possible. Elections: Facilitate elections in which each eligible voter is able to cast a ballot and have that ballot counted. Description of Functions The City Clerk is the legal custodian of oﬃcial city records and is the ﬁling agency for numerous reports and documents such as oaths, bonds, council nomination papers and candidate ﬁnancial reports. The Clerk's Oﬃce drafts the City Council agendas and packets, records the proceedings and prepares the minutes for the City Council meetings. The Clerk is legally responsible for licensing and elections. The Clerk is also a member of the Municipal Board of Review. The Elections Division is responsible for conducting all Federal, State, City, and School District elections within the City of Eau Claire. Accomplishments from Past Year Administered Two Elections 2025 Administered voting for 354 voters in Care Facilities by SVD Administered In-Person Absentee Voting for 2,042 Registered 2,117 voters Facilitated 33,053 Total votes 2024 Administered voting for 457 voters in Care Facilities by Special Voting Deputy Administered In Person Absentee Voting for 12,857 voters Registered 8,397 voters Facilitated 100,826 Total votes City Clerk Carried out pre- and post-meeting tasks for 46 City Council Meetings. Completed 386 Public Records Requests City Clerk/Elections FY 2027 Annual Budget 39 Goals and Objectives High Level Goal Speciﬁc Steps to Achieve Goal Ensure that the Council Members and residents receive the information necessary to make informed decisions regarding issues that come before them on the Council ﬂoor. Create accurate and well-organized City Council meeting agendas and packets. Allow access to public records in a timely manner. Coordinate with applicable departments to obtain all responsive documents. Ensure that eligible voters are able to exercise their right to vote in an environment where elections are eﬃciently administered according to State and Federal law. Continue providing all poll workers with the required training. Continue to ensure that all poll sites are accessible and adequately staﬀed. Metrics Activity 2025 2024 2023 2022 2021 Compile City Council meeting agendas, packets, and minutes for each Legislative Session. 46 44 46 47 48 Maintain permanent records and respond to open records requests. 386 237 300 103 25 Conduct the February/Spring Primary, April/Spring Election, August/Partisan Primary, and November/Fall General (Presidential/Gubernatorial) Election when applicable. 2 3 2 4 2 Process absentee ballot requests and voter registration forms, and maintain the voter database. 44,570 registered voters 44,766 registered voters 41,309 registered voters 42,436 registered voters 39,691 registered voters Train approximately 800 Election Oﬃcials (Election Day poll workers). Outcome Council business facilitated. 446 Resolutions and 36 ordinances (numbered) 436 Resolutions and 38 ordinances (numbered) 452 resolutions and 32 ordinances (numbered) 441 resolutions and 35 ordinances (numbered) 473 resolutions and 52 ordinances (numbered) Voter participation facilitated. ~33,036 annual voter turnout ~100,800 annual voter turnout ~30,800 annual voter turnout ~57,000 annual voter turnout ~12,800 annual voter turnout 40 City Clerk/Elections Expenses Summary Expenses Contractual Services $43,365 $91,541 $36,214 $82,183 $88,815 Fixed Charges – $0 – $0 $500 Personal Services $363,326 $666,859 $383,355 $659,926 $453,549 Supplies & Materials $11,049 $18,600 $4,525 $17,265 $13,600 Utilities $961 $2,800 $576 $509 $1,700 EXPENSES TOTAL $418,702 $779,800 $424,670 $759,882 $558,164 2025 Actual 2026 Budget 2026 6-Month Actual 2026 Projection 2027 Budget 41 Mission Statement Work with City Council, staﬀ, residents, and other community stakeholders to ensure that City operations align with Council and community values, including promotion of stewardship, equity, and sustainability and promotion of smart growth, community connectedness and engagement, and a high quality of life. Help each resident and each staﬀ member to achieve health and well-being and ensure that they are able to contribute to their community. Description of Functions Oversee City operations, including through regular check-ins and assistance with problem solving. Serve as liaison with City Council, helping them achieve their vision. Work with departments to manage major strategic initiatives. Coordinate community engagement and constituent service, including contacts with the press, maintenance of the website, and facilitation of constituent service calls and emails for general inquiries. Manage weekly resident, staﬀ, and Council newsletter. Serve as primary point of contact for relationships with municipal partners, such as the School District, the County, the Chamber of Commerce, the University and CVTC, and non-proﬁts. Manage City Clerk Functions, including oversight over all public meetings, public records requests, and elections. Manage Neighborhood Services Functions, including code and parking enforcement, and support for BIDs. Provide administrative support to the City Council, such as travel planning, calendaring, and bill payment. Coordinate the Advisory Committee of Appointments. Ensure City compliance with the Americans with Disabilities Act by overseeing accessibility in programs, services, and facilities. Handle complaints, coordinate training, and advise departments on inclusive policies and procedures. Lead the development and implementation of the city's ADA Transition Plan. City Manager Expenses Summary Expenses Contractual Services $27,660 $26,700 $46,810 $24,917 $26,700 Fixed Charges $1,600 $1,800 $1,350 $1,200 $2,000 Personal Services $536,283 $730,894 $508,562 $725,486 $577,338 Supplies & Materials $1,502 $3,500 $622 $492 $3,500 Utilities $2,253 $1,600 $1,962 $1,707 $1,600 EXPENSES TOTAL $569,298 $764,494 $559,307 $753,801 $611,138 City Manager's Oﬃce FY 2027 Annual Budget 2025 Actual 2026 Budget 2026 6-Month Actual 2026 Projection 2027 Budget 42 Mission Statement Our mission is to maintain safe, clean, and vibrant neighborhoods and business districts. We are committed to providing responsive, accurate, and seamless customer service to resolve issues for our residents, businesses, and visitors. Description of Functions Neighborhood Services is a dynamic division that centralizes community support, customer service, and enforcement into a single point of contact. We streamline City response to high-proﬁle and sensitive constituent concerns with key responsibilities: Code Enforcement1. Trash Operations – Trash Study2. Downtown City Parking3. Citywide Parking Enforcement4. Accomplishments from Past Year October 2025 – September 2026 Staﬃng & Operational Eﬃciency Expanded and streamlined division leadership, administrative operations, and ﬁeld capacity by hiring a Neighborhood Services Manager, Executive Coordinator, Business Improvement District Liaison, and a Parking Enforcement Oﬃcer. Transitioned property and sidewalk operations from contracted services to dedicated city staﬀ, which improved service accuracy, operational eﬃciency, and reduced costs for constituents. Transitioning our data asset management system, EVOLVE to Cartegraph, to standardize citywide usage and optimize data output. Parking Management & Enforcement Successfully launched downtown paid parking. Assumed citywide parking enforcement from Eau Claire Police Department. Hired a full-time Parking Administrator to implement and oversee operations. Contracted with two consulting and marketing ﬁrms to plan, support, and promote the downtown paid parking rollout. Downtown Revitalization & Community Partnerships Advanced downtown revitalization eﬀorts through joint cleanups. Established stronger collaborative partnerships throughout community. Executed and ﬁnalized CDBG housing surveys for multiple grant years. Sustainability & Environmental Initiatives Partnered with UWEC to host a successful college move-out event – served 264 students. Neighborhood Services FY 2027 Annual Budget 43 Contracted with consulting ﬁrm and currently ﬁnalizing the results of their comprehensive trash study. Goals and Objectives High Level Goal Speciﬁc Steps to Achieve Goal Sustain service levels with paid parking, parking and ordinance enforcement, and trash sustainability. Deliver eﬃcient, customer-centric parking and code enforcement services. Continuous check ins/open houses with business owners, and community members, regarding downtown paid parking and parking enforcement requests. Assist with trash study results Community Education Build civic awareness and compliance through proactive community outreach regarding updated city ordinances, parking regulations, and the ﬁndings of the recent trash study. Connect with Neighborhood Associations to centralize information, changes, and provide community education on code compliance. Downtown Revitalization Continue working with downtown business districts to deliver eﬀective customer service, cleanliness, and code enforcement. Sustain partnerships with ECPD, and build relationships with community businesses, regarding downtown cleanups enforcing code compliance eﬀorts. Metrics Activity 2025 Neighborhood Services Case Count 1,522 Parking Enforcement Cases 7,191 Outcome Parking Compliance Revenue $288,925.00 Neighborhood Compliance Revenue $36,904.66 Neighborhood Services Expenses Summary Expenses Contractual Services $41,522 $296,500 $156,980 $295,490 $65,200 Fixed Charges – – – $0 $5,000 Personal Services $426,263 $462,883 $344,669 $461,029 $605,993 Supplies & Materials $16,028 $4,500 $27,093 $4,537 $10,000 Utilities $2,396 $600 $1,366 $1,210 $2,200 EXPENSES TOTAL $486,209 $764,483 $530,109 $762,267 $688,393 2025 Actual 2026 Budget 2026 6-Month Actual 2026 Projection 2027 Budget 44 Mission Statement Sustain and strengthen city services through strategic partnerships and implementing innovative and secure solutions while striving for excellence in customer service and employee empowerment to ensure the city's continued service excellence. Description of Functions End-User Hardware/software support and management Network communication maintenance, support and development (wired, wireless, ﬁber, mobile solutions) Data Management by ensuring data quality, integrity, and accessibility as well as supporting data governance, retention and records management requirements. Manage communication systems ranging from email, cell phones, texting, VoIP, instant messaging, as well as other collaboration tools. Project management and innovation by leading and assisting in technology projects, identifying opportunities organization wide and supporting organizational modernization Accomplishments from Past Year Upgrade to mobile communications systems for public safety Converted old expensive analog phone lines to new digital alternatives Implemented new Help Desk management solution Multiple ﬁber option implementations/upgrades New payroll system project Implementing new virtual server management Switch to new anti-virus system Traﬃc switch replacements License manager conversion to new system (Evolve) Continuous security improvements Network implementation for new PFAS facility Implementation of USB security policies Goals and Objectives High Level Goal Speciﬁc Steps to Achieve Goal Reliable and uninterrupted municipal operations. Technology has become essential to daily operations. To maintain continuity and reliability, we incorporate redundancy throughout our infrastructure wherever feasible. This proactive design reduces the risk of service interruptions and helps ensure that critical Information Technology FY 2027 Annual Budget 45 services remain available even during equipment failures or unexpected outages. Eﬃcient and cost-eﬀective use of technology resources. As a team we the entire IT staﬀ looking for the most eﬃcient and cost-eﬀective way to manage all of our technology. This includes working with departments to look at continuous improvement utilizing technology. Improve employee productivity and service delivery. One of our primary responsibilities is partnering with departments to implement technology solutions that enhance service delivery. At the same time, we ensure that existing systems remain reliable, secure, and available, enabling continuous improvement and support of municipal services. Regulatory compliance and risk reduction. Regulatory compliance is a critical component of IT data management and plays a signiﬁcant role in how information is collected, stored, accessed, transmitted, and retained throughout the organization. As municipalities manage a wide range of sensitive data— including law enforcement records, health information, payment card transactions, and public records—IT must ensure that systems and processes comply with applicable regulatory and legal requirements. Continuous improvement and innovation. An eﬀective IT Department plays a key role in driving continuous improvement and innovation across the organization. By working closely with departments to understand operational challenges and service delivery needs, IT identiﬁes opportunities to streamline processes, reduce manual workloads, improve data accessibility, and enhance the overall user experience for both employees and the public. Technology is constantly evolving, and the IT Department is responsible for evaluating emerging solutions that can improve eﬃciency, security, and service quality. This includes identifying opportunities for automation, digital workﬂows, data analytics, cloud services, mobile technologies, artiﬁcial intelligence, and other tools that can help departments operate more eﬀectively. Information Technology Expenses Summary Expenses Contractual Services $716,683 $812,923 $748,698 $808,357 $857,410 Debt Service $263,382 – – – – Fixed Charges $2,100 $2,400 $1,800 $1,600 $2,700 Personal Services $1,416,626 $1,549,195 $1,068,239 $1,545,292 $1,612,149 Supplies & Materials $6,833 $6,000 $2,549 $2,434 $6,000 Utilities $5,893 $10,600 $4,127 $10,160 $10,600 EXPENSES TOTAL $2,411,518 $2,381,118 $1,825,414 $2,367,842 $2,488,859 2025 Actual 2026 Budget 2026 6-Month Actual 2026 Projection 2027 Budget 46 Mission Statement Provide excellent legal advice, counsel, and public service to our client, the City of Eau Claire. Description of Functions The City Attorney’s Oﬃce serves in an advisory capacity to the City Council, Boards, Committees, Commissions, the City Manager, and other City Departments. The City Attorney is an oﬃcer of the City with responsibility to “conduct all the law business in which the City is interested” Wis. Stat. §62.09(12). The City Attorney’s Oﬃce provides a wide array of legal services to its client, the City of Eau Claire, including: prosecuting traﬃc and ordinance violations; draft and update ordinances; negotiate, prepare, and draft contracts, development agreements, real estate documents, use agreements, and leases; provide written legal opinions; litigate claims and lawsuits; lead labor negotiations and grievance representation; consult with City employees and public oﬃcials and respond to legal inquiries from the public that relate to the City. Accomplishments from Past Year Drafted and secured major development agreement for the ABF Ingredients project, which has a potential total capital investment in Eau Claire of $274M. Collected over $710,000 in contractual payments in lieu of taxes through negotiated, mutual development agreements with approximately $1M in receivables due over the course of 2026. Successfully defended the Town of Washington incorporation Prosecuted City ordinance and traﬃc citations and provided legal advice and training on their proper issuance to provide a safe, healthy, and livable neighborhood within the City. Assisted City staﬀ on issues related to employment, labor, special assessments, and real estate matters including easements and encroachments. Provide legal opinions and advice ranging from responses to phone calls, walk-in inquiries, and e-mail questions to drafting formal opinion memos to all City staﬀ and council members to be proactive and meet legal standards prior to statutory violation or liability exposure that could result in operational delays, political embarrassment, or ﬁnancial damages. Assisted public records custodians, public oﬃcials, boards and commissions and administrative staﬀ on Open Meetings and Public Records Law issues and assisted in complex Public Records Law requests. Provided legal training and support to police oﬃcers, ﬁreﬁghters, supervisors, public oﬃcials, and employees on a variety of legal or law related issues to support lawful operations and keep the City current on civil rights, changes in the law, and best practices. Serves the City as labor negotiator and legal counsel on labor negotiations. Shared our expertise and experience outside the organization locally serving as day co-chair for the Chamber’s Leadership Eau Claire Government and Law Day. Successfully defended the City against excessive tax assessment lawsuits. Received an additional $2.8M for the City in the PFAS settlement, for a current total of $9.4M City Attorney's Oﬃce FY 2027 Annual Budget 47 Drafted and secured a development agreement including a land sale with CMJM for a future Linden Hills neighborhood with hundreds of homes focused on greater aﬀordability in a walkable neighborhood adjoining Jeﬀers Park. Drafted and secured an agreement with Habitat for Humanity to increase aﬀordable housing options throughout the City of Eau Claire now and in the future. Assisted Planning and the Plan Commission in drafting, review, and adoption of the new Land Development Ordinances as part of the Zoning Code Update Filed a class action anti-trust lawsuit against certain manufacturers of ﬁre trucks asserting unlawful price ﬁxing that increased costs for several recently purchased ﬁre trucks by at least several hundred thousand dollars. Goals and Objectives Provide excellent legal service to our client, the City of Eau Claire, through proactive representation that promotes open, honest, and lawful municipal corporate practices. Eﬀective disposition of forfeiture prosecutions and civil cases. High opinion of professionalism from the department’s constituents, including City Council, City staﬀ, judges, lawyers, citizens, court personnel, and outside organizations. City Attorney Expenses Summary Expenses Contractual Services $27,268 $33,170 $15,240 $21,098 $34,185 Fixed Charges $1,600 $1,800 $1,350 $1,200 $2,000 Personal Services $631,756 $683,155 $472,687 $684,562 $712,529 Supplies & Materials $2,543 $3,200 $1,875 $1,815 $3,200 Utilities $457 $600 $344 $295 $600 EXPENSES TOTAL $663,624 $721,925 $491,497 $708,970 $752,514 2025 Actual 2026 Budget 2026 6-Month Actual 2026 Projection 2027 Budget 48 The Finance Department provides the ﬁnancial guidance required for the eﬀective and eﬃcient management of City operations and provides ﬁnancial planning for the City's future needs. Services include ﬁnancial reporting, payroll and beneﬁts, development of the budget, assessment of all taxable properties, payroll, cash management, utility billing, and all City purchases. The Finance Department is comprised of Finance Administration, Accounting Services, Assessing, Financial Operations, and Purchasing. Finance Department Expenses Summary Expenses Contractual Services $313,655 $397,704 $230,768 $381,938 $418,785 Fixed Charges $16,200 $29,400 $13,350 $23,467 $19,700 Personal Services $3,104,338 $3,482,582 $2,239,813 $3,478,912 $3,290,288 Supplies & Materials $10,240 $28,700 $4,292 $13,854 $23,600 Utilities $6,349 $9,450 $3,894 $3,400 $8,250 EXPENSES TOTAL $3,450,782 $3,947,836 $2,492,118 $3,901,570 $3,760,623 Finance Department: Overview FY 2027 Annual Budget 2025 Actual 2026 Budget 2026 6-Month Actual 2026 Projection 2027 Budget 49 Mission Statement Our mission in the Finance Department is to enhance the ﬁnancial health of the City and provide stewardship of City resources through ﬁnancial transparency, education and support to the public, staﬀ, policymakers and City partners. Description of Functions Finance Administration develops and assists other departments with implementing the City's operating and capital budgets. In addition, Finance Administration works with other departments to connect creative ﬁnancing solutions with funding needs, while ensuring compliance with various Federal, State, and local policies and regulations. Finance Administration also coordinates and executes property transactions, administers the City's tax increment ﬁnancing, and advises other departments on opportunities for cost reductions and operating eﬃciency gains. Accomplishments from 2025 Maintained compliance with State and local debt policies Increase to the already strong fund balances. Moody's Investors Service aﬃrmed the City's Aa2 on the 2025 bond and note issues. Contract review and compliance. Successful preparation and passage of the 2026-2030 Capital Budget and 2026 Operating Budget. Expenditure Restraint compliance. Goals and Objectives High Level Goal Speciﬁc Steps to Achieve High Level Goal Implement strategies to improve the city’s long-term ﬁnancial position. Update current plan with schedule of changes from external review. Continue to explore and ﬁnd options for creative revenue sources. Continue to work with legislative oﬃcials, outside organizations and maximize innovation funding. Maximize collaboration with external stakeholders creating eﬃciencies. Continue to explore and ﬁnd options for creative revenue sources. Update operating budget and process. Optimize new payroll system to align with budgeting software in addition to enhancing the internal process for further public engagement. Finance Administration FY 2027 Annual Budget 50 Metrics Activity 2025 2024 2023 2022 2021 Expenditure Restraint Revenue $1,120,869 $1,120,869 $1,081,100 $984,700 $1,070,000 TID's Created 0 1 1 1 0 Size of General Fund Budget Administered $96M $90M $86M $79M $77M Size of Capital Budget Administered $51M $55M $40M $46M $40M Economic Development Loans Overseen 34 45 32 27 24 Payment in Lieu of Tax Agreement Tracked 25 22 18 15 15 Finance Administration Expenses Summary Expenses Contractual Services $67,102 $71,735 $36,460 $70,317 $82,510 Fixed Charges $1,100 $12,800 $900 $12,400 $1,400 Personal Services $546,240 $610,598 $393,255 $609,843 $600,599 Supplies & Materials $1,834 $3,950 $333 $175 $1,900 Utilities $418 $1,100 $315 $268 $500 EXPENSES TOTAL $616,695 $700,183 $431,263 $693,003 $686,909 2025 Actual 2026 Budget 2026 6-Month Actual 2026 Projection 2027 Budget 51 Mission Statement Accounting Services provides timely and accurate ﬁnancial information to City decision makers and City taxpayers, while ensuring compliance with State, Federal, and Government Accounting Standards Board (GASB) regulations. Accounting Services' work initiatives include preparing and publishing the Annual Comprehensive Financial Report, Report on Federal and State Awards (Single Audit), the State Financial Report, and the Annual Public Service Commission (PSC) Report. Description of Functions Provide accurate, timely accounting information according to generally accepted accounting principles. Maintain payroll records and ensure compliance with State, Federal and IRS regulations. Process payments to vendors for supplies and services provided. Maximize eﬃciency of ﬁnancial data processing systems through the use of advanced technology. Accomplishments from Past Year Prepared and published the Annual Comprehensive Financial Report. Audited and maintained grant records and published the Report of Federal and State Awards. Prepared the State Municipal Financial Report. Prepared the annual report for the Public Service Commission. Administered $30 million for long-term debt obligations. Processed payroll payments for over 1,500 employees totaling $43.6 million annually. Issued an average of 140 accounts payable checks weekly for various services and supplies. Managed the City's ﬁnancial system by utilizing over 8,600 accounts to track and record ﬁnancial transactions. Administered the Travel and Training Policy and processed an average of 400 training/travel statements. Reconciled and distributed $125.5 million of property tax and special assessment collections. Calculated four tax mill rates for properties within the City (includes two Counties and three school districts). Received Certiﬁcate of Achievement for Excellence in Financial Reporting from the Government Finance Oﬃcers Association. Accounting Services FY 2027 Annual Budget 52 Goals and Objectives High Level Goal Speciﬁc Steps to Achieve Goal Revise the Fixed Asset Policy to incorporate the most current GASB pronouncements into a procedural document for system workﬂow. Align ﬁxed asset process with current Governmental Accounting Standards Board (GASB) requirements. Using GFOA documents and guidance, complete a review of the ﬁxed asset process and related procedural documents; revise existing and eliminate outdated information; and implement the necessary updates for compliance, consistency, and system workﬂow. Research the Payables Workﬂow to create eﬃciencies across payment platforms such as Accounts Payable and P-Card processing. Review existing functionality and workﬂow to identify process strengths and weaknesses for each payment method. Analyze ﬁndings to determine improvements. Develop baseline metrics, internal controls, and operational eﬃciency across the procure-to-pay cycle. Accounting Services Expenses Summary Expenses Contractual Services $60,773 $76,884 $42,275 $71,144 $77,210 Fixed Charges $2,400 $2,300 $1,725 $1,533 $2,600 Personal Services $905,492 $972,149 $659,992 $969,165 $923,276 Supplies & Materials $2,521 $4,850 $1,343 $1,313 $6,000 Utilities $789 $1,600 $539 $462 $1,000 EXPENSES TOTAL $971,975 $1,057,783 $705,874 $1,043,617 $1,010,086 2025 Actual 2026 Budget 2026 6-Month Actual 2026 Projection 2027 Budget 53 Mission Statement Our mission is to produce equitable, impartial, and accurate property assessments in accordance with the laws of the State of Wisconsin, ensuring uniform treatment for all property owners while upholding integrity throughout the valuation process. We are committed to providing exceptional public service by embracing innovative and responsive approaches to service delivery and fostering a culture of continuous improvement. We are dedicated to honest, transparent, and consistent communication while serving as responsible stewards of public records and ﬁscal resources in service to our community. Description of Functions Address property owner concerns with a commitment to transparency, honesty, and professionalism. Inform and educate the public about the role of assessors to promote public trust in our department by maintaining an eﬀective public relations program with property owners and their agents. Adhere to statutory guidelines and generally accepted assessment practices, principles, and procedures. Maintain complete and accurate records annually. Continuous training and education for assessors in property assessment methods, standards, and technologies. Accomplishments from Past Year Complete annual review and assessment of nearly 24,000 real properties. Review all recent property transactions annually. Maintain a high degree of uniformity in our assessments. Annually, we will test our data to review it for uniformity and equity. Exterior review of 21,487 residential parcels. Goals and Objectives High Level Goal Speciﬁc Steps to Achieve Goal Produce equitable and uniform valuation of property to provide a basis for the fair distribution of property taxes. Review parcels that have not received an interior review in many years. Address property owner concerns with a commitment to transparency, honesty, and professionalism. Provide more information through our website, social media, and information handouts to the public. Develop an informational insert to accompany revaluation notices, providing property owners with additional details about their assessments and address anticipated questions. Assessing FY 2027 Annual Budget 54 Inform and educate the public about the role of assessors to promote public trust in our department. Educate residents on how the assessment process works as well as where they can ﬁnd informational materials. Adhere to statutory guidelines and generally accepted assessment practices, principles, and procedures. Continuous education and training for assessors for appraisal practices, principles, and procedures. Attending annual conferences to stay informed on trends, best practices, and supporting ongoing professional development. Maintain complete and accurate records annually. Sales veriﬁcation surveys. Annual postcards to schedule property reviews. Review interior and exterior of properties. Remodel and new construction letters. Continue to evaluate sales and data through questionnaires, interior visits, and phone calls. Metrics Activity 2025 2024 2023 2022 Postcards sent ~727 ~2900 ~2500 ~2000 Basement surveys sent 0 ~350 ~400 ~200 Residential Exterior Reviews ~21,487 Outcome Interior Reviews ~56 ~1100 ~700 ~800 Assessing Expenses Summary Expenses Contractual Services $22,406 $61,605 $10,859 $60,421 $65,665 Fixed Charges $8,700 $9,800 $7,350 $6,533 $10,500 Personal Services $563,633 $696,743 $422,924 $697,785 $674,710 Supplies & Materials $2,228 $10,000 $182 $10,000 $6,000 Utilities $2,498 $2,400 $2,006 $1,777 $2,400 EXPENSES TOTAL $599,465 $780,548 $443,320 $776,516 $759,275 2025 Actual 2026 Budget 2026 6-Month Actual 2026 Projection 2027 Budget 55 Mission Statement Provide accurate and timely ﬁnancial information that the public and City departments can rely upon that complies with Federal, State and local regulations and generally accepted accounting principles. Ensure responsible management and collection of City receivables. Description of Functions Billing and Accounts Receivable: Create and collect receivables including utility bills, licenses and other City revenue sources. Collections: Timely collection of City funds. Data Entry: Provide accurate and timely data. Eﬃciency: Use systems and process analysis to streamline activities. Provide Information: Provide straight forward and accessible information for decision making. Investments: Ensure City funds are invested with the required ﬁduciary responsibility. Banking: Provide eﬃcient receipt of City funds. Tax bills: Maintain billing information for special assessment and calculate and analyze tax bills. Licensing: Process and maintain business and animal licensing records. Accomplishments from Past Year Continued training of new and promoted employees. Successfully implemented new licensing software to streamline processes. Added QR codes for licensing to increase ease of website navigation for customers. Eliminated expense for licensing envelopes, postage and paper. Streamlined licensing renewal agenda items. Implemented Hmong and Spanish translated forms. Focused on increasing collections through review of prior unpaid balances, collaboration with other divisions and implementation of new delinquency processes. Enhanced year end checklist to be all-encompassing. Goals and Objectives High Level Goal Speciﬁc Steps to Achieve Goal Status of Goals from Past Year New Goals for 2027 that stem from High Level Goal Retain and train staﬀ. Continue to foster a positive work environment and build out the knowledgebase. Provide ﬂexibility. Retained staﬀ. Trained new and promoted staﬀ. Update process documents with software changes. Continue to build out processes. Financial Operations FY 2027 Annual Budget 56 Maximize eﬃciency through technology. Implement new software. Review release notes for software upgrades. Implementation in process. Consider implementing new pet licensing software. Leverage new functionality with current systems. Service public in an eﬀective manner. Encourage training opportunities for staﬀ. Continue to keep knowledgebase updated. Attendance at trainings. Continue to improve websites for easy access to information and applications. Provide eﬃcient online services. Analyze current systems and review options. Schedule software demonstrations. Review pet licensing software options. Continuous process improvement. Facilitate and encourage open discussion. Regular meeting scheduled to discuss operations. Full staﬀ participation in creating agendas. Add agenda item to each meeting for process improvement suggestions. Metrics Activity 2025 2024 2023 2022 2021 Pet Licenses 5,915 5,598 5,546 5,136 5,545 Tax Bills 24,916 24,867 27,421 27,056 26,606 Utility Bills 123,088 121,684 119,939 118,769 117,691 General Bills 3,225 2,959 2,982 2,822 2,874 Total Payments 130,390 127,513 128,789 N/A N/A Online Payments 80,563 76,629 75,257 N/A N/A Outcome Increased Utility Bill Revenue 37,452,726 34,596,734 34,402,964 33,168,781 29,783,484 Increase General Bill Revenue 12,689,046 10,682,042 9,777,373 9,017,164 9,380,850 Increased Online Payments 62% 60% 58% N/A N/A Financial Operations Expenses Summary Expenses Contractual Services $156,828 $175,705 $124,869 $172,561 $182,100 Fixed Charges $3,100 $3,500 $2,625 $2,333 $4,000 Personal Services $746,511 $837,395 $534,068 $837,161 $850,292 Supplies & Materials $3,202 $6,700 $2,094 $2,027 $6,700 Utilities $2,319 $4,000 $792 $682 $4,000 EXPENSES TOTAL $911,961 $1,027,300 $664,448 $1,014,764 $1,047,092 2025 Actual 2026 Budget 2026 6-Month Actual 2026 Projection 2027 Budget 57 Mission Statement Support the City’s strategic values, goals, and objectives by thoughtfully utilizing all procurement methods available, to ethically, transparently, and eﬃciently reduce costs, time, and disputes. Description of Functions Procure the goods, services, and construction needed to implement Council programs and policy. Support departments by developing and enforcing contracts for goods, services, and construction. Maintain and enhance public conﬁdence in public procurement through transparency. Ensure that the purchasing value of City funds is maximized to the fullest extent practicable. Provide necessary training to supervisors and staﬀ on purchasing policy and expectations. Maintain quality and integrity of the procurement system. Accomplishments from Past Year Advised departments on correct purchasing method to use when making a purchase. Assisted departments with writing and reviewing speciﬁcations for formal bids/requests for proposals. Prepared recommendations/resolutions for Council approval of major projects. Issued purchase orders for supplies, services, and construction. Enforced policies, procedures, statutes, and ordinances. Disposed of obsolete property. Manage City mail, phone, and copy services. Manage the procurement card system. Prepared contracts and provided project management services. Increased transparency and public awareness by adding recent bids and awards to the City’s web page. Increased transparency and participation in bid openings by adding a virtual attendance option. Purchasing Expenses Summary Expenses Contractual Services $6,544 $11,775 $16,306 $7,495 $11,300 Fixed Charges $900 $1,000 $750 $667 $1,200 Personal Services $342,461 $365,697 $229,574 $364,958 $241,411 Supplies & Materials $454 $3,200 $340 $340 $3,000 Utilities $325 $350 $243 $209 $350 EXPENSES TOTAL $350,685 $382,022 $247,213 $373,670 $257,261 Purchasing FY 2027 Annual Budget 2025 Actual 2026 Budget 2026 6-Month Actual 2026 Projection 2027 Budget 58 Mission Statement Through strategic partnerships and collaboration, the Human Resources Department attracts, develops, and retains a high performing, welcoming workforce. By fostering a healthy, safe, well-equipped, and productive work environment for employees, we optimize and expand organizational potential and position the City of Eau Claire as an employer of choice. Description of Functions Culture: Shaping and maintaining an organizational culture that promotes wellbeing, belonging, productivity, and employee engagement. Recruitment: Working to hire a diverse, competent, and motivated workforce through a full-cycle recruitment process. Training: Providing training opportunities for employees at all levels to grow and develop professionally and personally. Labor Relations: Assisting the departments with contract negotiations, grievances, and personnel matters. Discipline: Ensuring compliance with City policies, mission, and goals. Compensation & Total Rewards: Managing fair, competitive salary structures and beneﬁts. Succession Planning: Identifying and preparing future leaders to ensure leadership continuity in the City. Policy Creation & Revision: Developing policies on conduct, safety, and more to ensure equity and legal compliance. Accomplishments from Past Year Transitioned pre-employment and random chemical screens to Sanford due to the merger of Marshﬁeld and Sanford. Updated protocols and conﬁrmed compliance with state laws and statues. Moved the bi-yearly Fire Department Recruitment process to NEOGOV, creating eﬃciencies in the hiring process for Fire Fighters. Managed the ARPA-Intern project and hired 13 interns through that program. This includes recruiting and onboarding of the interns, while monitoring the budget and determining appropriate funding levels. Conducted the City Manager recruitment. Coordinated with the Finance Department to implement a new health insurance plan and additional ancillary beneﬁts. Coordinated the creation of a City-wide recruitment video. Incorporated additional trainings through the LMS for staﬀ including Harassment Training and FMLA. Organized 3 opportunities for students to participate in a job shadow of a variety of departments/divisions through the CESA 10 program. Created additional policies for inclusion in the Employee Handbook to clarify organizational policies, procedures, and expectations. Human Resources FY 2027 Annual Budget 59 Managed a wellness program to improve the health and well-being of employees and continued Wellness Activities (Traverse the Ice Age Trail, etc.). Continued retention and recognition initiatives including Rise and Shine Recognition and organization of the employee picnic. High Level Goal Speciﬁc Steps to Achieve Goal Promote employee engagement by fostering a positive work environment. Coordinate inclusive activities that promote fun employee interactions. Continue to provide and expand recognition programs. Expand the engagement events to include all of the City buildings. Continue HR ﬁeld days. Take time out of each month to spend working in other locations or going out with crews. Value, encourage, and support a diverse workforce. Provide opportunities for cultural and diversity training for all employees. Hire and retain a diverse workforce. Continue to review and implement ADA Transition Plan and update City policies. Anticipate and meet the changing needs of the employees. Implement Employee Pulse Surveys to assist with direction and changes. Work with Risk, IT, and Payroll/Beneﬁts to create a smoother onboarding experience for new employees. Align policies with current mission, vision, and values. Ongoing review and implementation of new or smaller-scale policies. Update the EO/AA Policy. Leverage the Learning Management System (LMS) to deliver bi-yearly staﬀ trainings, ensuring alignment with organizational mission, vision, and values. Evaluate positions in terms of FLSA and implement changes. Create a workforce that centers on the physical and mental wellbeing of all employees. Analyze work in collaboration with departments to create eﬃciencies to establish more sustainable workloads. Oﬀer more resources to support holistic health (professional coaching training, mental health training, etc.). Encourage participation in wellness activities. Promote EAP beneﬁts (above and beyond counseling sessions). Assist in the implementation of the new HRIS System. Work with the IT and Finance Departments to implement new system. Update policies/procedures. Goals and Objectives 60 Metrics Activity 2025 2024 2023 2022 2021 Employment applications received and processed 3,787 3,547 2,976 2,318 3,127 Recruitments administered 79 90 122 128 100 FMLA requests processed 133 111 88 74 69 Staﬀ trainings conducted (Quarterly Supervisor Training, MLK Day, etc.) in addition to oﬀering other training opportunities 9 9 5 3 * Career fairs attended 7 10 6 3 2 Employee recognition/engagement activities planned (New Hire Bus Tours, Service Awards, etc.) 16 9 9 3 * Outcome Regular positions ﬁlled (plus numerous temporary, intern, and seasonal positions) 64 66 89 129 76 Time to Hire (in days) 29.79 30.05 29.27 26 44.84 Percentage of applications started and completed/submitted 98.19 96.88 91.85 89.98 73.23 *This data wasn’t tracked at that time Human Resources Expenses Summary Expenses Contractual Services $139,346 $201,980 $101,498 $192,826 $204,253 Fixed Charges $1,600 $1,800 $1,350 $1,200 $2,000 Personal Services $566,724 $625,012 $382,890 $625,086 $548,803 Supplies & Materials $3,544 $6,000 $1,331 $1,236 $6,000 Utilities $621 $1,600 $350 $299 $1,400 EXPENSES TOTAL $711,836 $836,392 $487,419 $820,647 $762,456 2025 Actual 2026 Budget 2026 6-Month Actual 2026 Projection 2027 Budget 61 The Community Development Department provides development and land use guidance to the City Council, Plan Commission, and other citizen boards. The guidance is based on the City of Eau Claire's policies and regulations expressed primarily in the Comprehensive Plan, Zoning Ordinance, and Subdivision Code. The Community Development Department is comprised of Planning and Inspections. Community Development Expenses Summary Expenses Contractual Services $44,599 $54,800 $49,101 $45,701 $79,260 Contributions & Other Payments $1,400 $3,000 $1,600 $1,600 $3,000 Fixed Charges $18,170 $20,200 $14,189 $11,851 $22,300 Personal Services $1,611,543 $1,864,405 $1,089,493 $1,852,103 $1,751,684 Supplies & Materials $12,265 $17,550 $6,017 $13,687 $19,550 Utilities $5,654 $6,300 $3,511 $3,105 $6,300 EXPENSES TOTAL $1,693,632 $1,966,255 $1,163,911 $1,928,047 $1,882,094 Community Development: Overview FY 2027 Annual Budget 2025 Actual 2026 Budget 2026 6-Month Actual 2026 Projection 2027 Budget 62 Mission Statement Vision: To provide professional quality service on land use planning and zoning matters for current and long- term sustainable growth. Mission: To create and implement the Comprehensive Plan by collaborating with the public, appointed committees, and development stakeholders. To review all development proposals to ensure they reﬂect the Land Development Ordinance, goals and policies of the City. Description of Functions The Planning Division provides the City Council, Plan Commission and other City boards with expertise and recommendations in the areas of city planning, area and neighborhood planning, land use development, zoning, site plan review, building permit review, subdivision plat review, historic preservation, sustainability, and other land use related issues. The City of Eau Claire's policies and regulations regarding land use and physical development for the community are expressed primarily in the Comprehensive Plan, Zoning Ordinance and the Subdivision Code. Accomplishments from Past Year -Completed Century Code adoption working with City Council, Plan Commission, public and other departments -Completed 2025 New Housing Fee Report required by the State -Completed 2025 Housing Aﬀordability Analysis required by the State -During 2025, the Plan Commission reviewed the following land use applications: 9 Rezoning requests totaling 100.4 acres of land 11 Conditional Use Permits 23 Site Plans 3 Public Zoning Site Plan 21 Discussion Items High Level Goal Speciﬁc Steps to Achieve Goal Land Development Ordinance Implement, update, and provide education. Comprehensive Plan Update Begin public process in summer with issue identiﬁcation. Update Urban Sewer Service Area Plan Work with WCWRPC & staﬀ for expanded boundaries. Assistant Planner to Environmental Planner Position Clarify position. Council decision. Goals and Objectives Planning FY 2027 Annual Budget 63 Metrics Activity 2025 2024 2023 2022 2021 Annexations 5 2 3 6 7 Rezonings 9 17 14 16 25 Plats* (Not all in the city but in the ETJ) 8 8 4 7 11 Site Plans 23 27 40 40 44 Conditional Use Permits 11 16 13 14 14 Outcome Platted lots in the City 546 500 73 126 595 Annexation acres 40.8 62.4 440.8 310.9 106.2 Planning Expenses Summary Expenses Contractual Services $18,091 $26,725 $18,255 $20,492 $51,160 Contributions & Other Payments $1,400 $3,000 $1,600 $1,600 $3,000 Fixed Charges $1,800 $2,000 $1,500 $1,333 $2,300 Personal Services $688,283 $716,509 $497,804 $704,207 $698,474 Supplies & Materials $5,049 $11,700 $3,300 $13,144 $13,700 Utilities $867 $1,000 $625 $537 $1,000 EXPENSES TOTAL $715,490 $760,934 $523,084 $741,315 $769,634 2025 Actual 2026 Budget 2026 6-Month Actual 2026 Projection 2027 Budget 64 Mission Statement Provide Inspections, Permits and assistance for all types of construction and alterations for growth and improvement within the City of Eau Claire. This is achieved through fair, ﬁrm and consistent compliancy to all National, State and Local Codes. Resulting in both structural and personal safety for the community of Eau Claire. Description of Functions Issue permits for all types of construction, additions, alterations and upgrades. Perform onsite inspections for permits issued through out construction process until completion of project. Work in conjunction with multiple city and county departments in specialized license inspections. Provide interpretation of National, State and Local Codes for Architects, Engineers, Contractors, and Homeowners in a professional manner. Enforcement of National, State and Local Codes to achieve compliancy of regulation. Provide timely and accurate reports to permit holder. Maintain continuing education to ensure compliancy is maintained. Accomplishments from Past Year Continued to maintain the Inspections Department “Image” through eﬀective communication and availability to permit holders. Improved customer service by establishing a “Call Tree” that goes directly to the party the customer is seeking. Created “Pre-Inspection” Meetings prior to projects starting to discuss expectations and answer any questions. Obtained current building and electrical code books due to recent code updates. Continued to create “Standard Operating Procedures” (SOP’s) not only for Inspections Department but other City Departments. Participated in Continuing Education Training for the Chippewa Valley Home Builders Association. Continue to update Evolve procedures through new software upgrades. Begin closing out expired permits from years past. Inspections FY 2027 Annual Budget 65 Update Code of Ordinances (Title 16 – Building / Construction) & Fee Schedule Review each section to be current with standard industry requirements. Simplify Fee Schedule Update Fee Schedule to be in line with Ordinance. Training / Continuing Education Establish positive relationship with community on departmental expectations High Level Goal Speciﬁc Steps to Achieve Goal Attend Continuing Education Seminars Encourage staﬀ to take additional Inspector Certiﬁcations Create uniform "Standard Operating Procedures" on speciﬁc enforcement deﬁciencies. Create process to issue citations through Evolve software. Work with each Inspector to create "Standard Operating Procedures" for inspecting per trade. Continue to provide open and transparent communication. Create "expectation" brochures reﬂecting inspections process for developer, general contractors, architects, and homeowners. Collaborate with multiple department to establish timely communication and direction on speciﬁc needs and procedures. Goals and Objectives 66 Metrics Activity 2025 2024 2023 2022 Inspections Performed 9,900 9,649 6,885 6,370 Outcome Inspections Performed (% change) +2.5% +29% +7% N/A Inspections Expenses Summary Expenses Contractual Services $26,508 $28,075 $30,846 $25,209 $28,100 Fixed Charges $16,370 $18,200 $12,689 $10,518 $20,000 Personal Services $923,260 $1,147,896 $591,689 $1,147,896 $1,053,210 Supplies & Materials $7,216 $5,850 $2,717 $543 $5,850 Utilities $4,788 $5,300 $2,886 $2,567 $5,300 EXPENSES TOTAL $978,141 $1,205,321 $640,827 $1,186,732 $1,112,460 2025 Actual 2026 Budget 2026 6-Month Actual 2026 Projection 2027 Budget 67 Mission Statement Collaborating to build and maintain a safe, dynamic and functional community. Description of Functions Infrastructure Construction: Plan, design, inspect, and administer infrastructure construction projects and provide technical assistance on infrastructure to the public and other City departments. Record, compute, and coordinate the Special Assessment Program related to capital improvement projects. Update and maintain the pavement management system used to determine capital improvement roadway and trail projects. Planning Assistance: Provide planning assistance for subdivisions, commercial, and industrial developments as well as for future street and utility needs. Prepare and monitor development agreements for installation of utilities and streets in new developments. Land Parcel & City Infrastructure Information: Provide City property owners, developers, internal operating departments, and visitors with accurate information on land parcels and City infrastructure in a cost-eﬃcient manner. Facilitate community development and public infrastructure improvements. Provide City departments with technical support related to design projects, mapping systems, and parking operations. Coordinate contracted consulting services as needed. Building Operations: Maintain existing buildings, structures and operating systems for the function of all City department services and operations. Develop budgets and plans and coordinate with vendors and contractors for the completion of daily, weekly, monthly, and annual maintenance measures and projects. Accomplishments from Past Year Transportation and Parking: Ten traﬃc counts and one speed study were completed in 2025. Data collection allows for analysis and recommended changes to our infrastructure and control throughout the City. Two large LED lighting conversion projects related to street lighting began in 2025 and were completed in 2026. Engineering also assisted with the transition of parking operations to Neighborhood Services. Design and Construction: Designed and developed plan sets, contract awards, and provided construction oversight for 21 projects, which were carried out throughout the year. The department also worked with design consultants to complete trail design within the Water Street BID and the Music Road and Venture Drive extension projects within TID 15. Development Infrastructure Management: Five new development agreements were authorized by City Council, which resulted in $3.2 million of utility and street improvements designed, constructed, and ﬁnanced by the private sector. Building Operations: Assisted project management related to the ongoing development above the Chippewa Valley Transit Center, completed removal and installation of new cooling tower at CMF, continued radio system upgrades, and assisted with facility planning related to future CMF, Police, and Fire projects. Engineering FY 2027 Annual Budget 68 Goals and Objectives High Level Goal Speciﬁc Steps to Achieve Goal Continue to work cohesively using our knowledge in a professional manner. Keep open communications between departments, internal/external customers, contractors, and vendors. Project transparency and communication. Continue to update the Engineering website to promote information related to current and upcoming construction projects. Strive to ensure accuracy and excellence in GIS, survey, civil engineering, and customer service. - Work with new technologies and continue to improve existing technologies to ensure accurate data is provided and eﬃciently collected in all areas of engineering and construction. - Continue to mentor and train in standard practices and changes within the industry. Continue to develop and maintain relationships with our community partners. - Participate in Sewer Service Area (SSA) Plan Update. -Actively provide input on the CTH T corridor expansion. -Work with counties and local townships on expansion and development opportunities. -Meet with local neighborhood associations, Business Improvement Districts (BIDs), and others regarding current and upcoming construction projects. Metrics Activity 2025 2024 2023 2022 2021 Public hearings, design, & construction related to: local street & utilities projects alley projects 17 6 15 6 25 5 24 4 15 10 Administration & oversight of development agreements for public infrastructure 5 4 5 5 9 Outcome Private sector installation of: water main in feet sanitary in feet public streets in feet stormwater system in feet 251 0 0 0 470 0 0 0 19,558 12,787 12,762 7,570 11,269 10,594 11,475 8,134 10,300 9,600 9,200 7,200 City street & utility projects constructed 23 21 25 24 15 Engineering Expenses Summary Expenses Contractual Services $142,156 $155,585 $138,668 $152,070 $170,620 Fixed Charges $21,500 $27,500 $18,150 $24,200 $30,600 Personal Services $1,806,552 $1,722,017 $1,460,221 $1,713,826 $2,036,268 Supplies & Materials $19,456 $40,700 $10,783 $34,384 $40,200 Utilities $10,360 $10,000 $7,310 $6,549 $10,000 EXPENSES TOTAL $2,000,024 $1,955,802 $1,635,132 $1,931,029 $2,287,688 2025 Actual 2026 Budget 2026 6-Month Actual 2026 Projection 2027 Budget 69 The Community Services Department is responsible for maintaining city streets and municipal buildings, operating the public transit system, operating city water and wastewater treatment plants. The Community Services Department is comprised of Community Services Administration, Buildings & Grounds Maintenance, Street Operations, Recreation, Park Maintenance, and Forestry. Community Services Expenses Summary Expenses Contractual Services $3,427,334 $3,138,726 $2,020,544 $3,053,388 $3,304,703 Contributions & Other Payments $23,159 $16,500 – $12,000 $16,500 Fixed Charges $61,854 $190,500 -$94,761 $181,923 $215,750 Personal Services $7,214,066 $7,813,934 $5,278,893 $7,782,844 $7,701,850 Supplies & Materials $792,422 $1,225,317 $690,708 $1,135,222 $1,183,460 Utilities $1,475,593 $1,445,570 $834,850 $1,394,132 $1,557,020 EXPENSES TOTAL $12,994,428 $13,830,547 $8,730,234 $13,559,509 $13,979,283 Community Services: Overview FY 2027 Annual Budget 2025 Actual 2026 Budget 2026 6-Month Actual 2026 Projection 2027 Budget 70 Mission Statement The Community Services Administration’s Mission is to provide excellent customer service to the Public and administrative, budgetary, and technical support to staﬀ which strengthens the community by ensuring maintenance of infrastructure, construction and maintenance of facilities, recreational activities, providing aﬀordable transportation, and clean water and wastewater. In this section, you can go into further detail. Make your content more accessible by writing short sentences, choosing words and phrases you’d use when talking to a neighbor, and avoiding jargon. Description of Function Support: Provide supervision, planning, budgeting, and general services to the divisions. Assist with the submission of grant applications and grant management. Plan: Develop a ﬁve-year capital improvement plan for Streets Maintenance, Utilities, Transit, Fleet, Parks, Cemeteries, Forestry, and Recreation. Maintain master plans for all divisions in the Community Services Department. Public Service: Aid community members desiring to utilize parks, programs, bus service, and facilities. Facilitate leases for the use of City facilities. Provide public access to the authoritative bodies such as City Council, Plan Commission, Transit Commission and Waterways and Parks Commission. Community Event Coordination: Manage the special events and neighborhood events permitting processes. Guide event organizers through the permitting and approval processes. Goals and Objectives High Level Goal Speciﬁc Steps to Achieve Goal Provide excellent support to staﬀ. Improve seasonal onboarding process by shortening hiring time, creating onboarding webpage, and updating the webpage to include employee key checkouts, t-shirt sizes, policy information, etc. Provide mentoring in each division on an ongoing basis. Develop list of duties & expectations. Work with administrative staﬀ to deﬁne schedule that works with them while maintaining necessary coverage. Cross train staﬀ on customer service coverage for walk in traﬃc. Communicate via regular meetings to discuss successes and areas for improvement. Maintain ﬂexibility to adjust as needed. Community Services - Administration FY 2027 Annual Budget 71 Provide excellent customer service to the public. Work with staﬀ to develop responses to common customer services issues. Provide training opportunities for staﬀ to improve customer service skills. Meet regularly to share positive customer service interactions and problem solve negative interactions. Community Services Administration Expenses Summary Expenses Contractual Services $42,562 $56,700 $25,322 $39,786 $53,200 Fixed Charges $2,300 $2,600 $1,950 $1,733 $3,000 Personal Services $766,428 $840,754 $555,520 $836,127 $633,884 Supplies & Materials $12,696 $20,100 $3,654 $8,938 $13,800 Utilities $1,013 $8,300 $798 $716 $8,300 EXPENSES TOTAL $824,999 $928,454 $587,244 $887,301 $712,184 2025 Actual 2026 Budget 2026 6-Month Actual 2026 Projection 2027 Budget 72 Mission Statement To provide exceptional facility services that engages the community and enrich our citizens and visitors. Description of Functions The Buildings and Grounds group provides regular custodial and building maintenance and operation services for hundreds of thousands of square feet of building space throughout the City’s portfolio of buildings. Buildings maintained by this work group include City Hall, the L.E. Phillips Memorial Public Library, the Central Maintenance Facility complex, the water tower sites, ﬁre station buildings, and multiple public parking structures. Areas of focus include custodial and grounds maintenance, building repairs, seasonal snow removal, and capital project management. Goals and Objectives High Level Goal Speciﬁc Steps to Achieve Goal Develop and implement a Transfer Center maintenance plan. Inventory facility equipment and maintenance processes. Develop a routine and a preventative maintenance schedule. Train staﬀ on building maintenance plan and implement into work group operations. Optimize conﬁguration and use of Cartegraph Asset Management software. Analyze current system structure, workﬂows, and staﬀ processes. Solicit feedback from system users on ease of use and potential system structure and workﬂow issues. Prioritize adjustments to streamline workﬂows and increase ease of use by end users. Buildings & Grounds Maintenance Expenses Summary Expenses Contractual Services $419,440 $143,830 $123,004 $138,140 $152,030 Fixed Charges $45,500 $51,300 $38,475 $51,300 $57,900 Personal Services $396,277 $582,892 $237,613 $582,366 $594,250 Supplies & Materials $55,830 $58,450 $84,181 $44,601 $58,450 Utilities $117,207 $129,400 $83,865 $117,084 $137,300 EXPENSES TOTAL $1,034,254 $965,872 $567,138 $933,491 $999,930 Building & Grounds Maintenance FY 2027 Annual Budget 2025 Actual 2026 Budget 2026 6-Month Actual 2026 Projection 2027 Budget 73 Mission Statement The City of Eau Claire’s Street Division mission is to provide the highest level of public service to Eau Claire’s residents while responsibly managing cost eﬀective, quality, and sustainable projects, maintenance, and repairs. Description of Functions The Street Division is responsible for the repair and maintenance of over 358 miles of city streets, traﬃc signs, pavement markings, curb and gutter, catch basins, manholes, detention ponds, culverts, and mowing of city property and right of way. Some of the tasks that fall under this general blanket are: snow control of roads and city owned sidewalks, street sweeping, litter pickup, river bank cleanup, crack sealing, spray patching, manhole and catch basin rebuilding and repairing, repairing and making signs, mowing, brushing, weed spraying, cold patching, concrete replacement and repair, asphalt replacement and repair, hauling of bulk materials, and assisting other divisions with their tasks. The Street Division is also responsible for the annual chip seal and micro-surfacing maintenance program which helps extend the life of the roadways. Goals and Objectives High Level Goal Speciﬁc Steps to Achieve Goal Respond promptly to service requests, inquiries, and complaints. Develop tracking methods on requests, inquiries, and complaints. Take time out of each day to respond to requests. Reply to any requests within two business days. Empower employees to solve problems, think creatively, and use their knowledge to improve our services. Utilize CSWII’s in leadership roles. Allow more ﬂexibility in the way tasks are completed. Seek out input from the work group on task completion. Streets Operations Expenses Summary Expenses Contractual Services $2,084,493 $1,923,298 $1,288,739 $1,897,581 $2,068,323 Fixed Charges -$47,466 $65,700 -$180,628 $61,667 $74,200 Personal Services $3,022,052 $3,173,239 $2,246,114 $3,163,948 $3,293,768 Supplies & Materials $396,311 $750,857 $369,943 $723,056 $755,600 Utilities $970,945 $873,770 $566,649 $867,887 $976,920 EXPENSES TOTAL $6,426,334 $6,786,864 $4,290,817 $6,714,138 $7,168,811 Streets Operations FY 2027 Annual Budget 2025 Actual 2026 Budget 2026 6-Month Actual 2026 Projection 2027 Budget 74 Mission Statement To provide exceptional park, recreation, forestry, cemetery, and facility services that will engage the community and enrich our citizens and visitors. Description of Functions The Recreation Division operates as part of Eau Claire Parks, Recreation, and Forestry, previously its own department prior to the creation of the combined Community Services Department. The division has two major community facilities that it operates in Fairfax Municipal Pool and Hobbs Municipal Ice Arena. The division also oﬀers an assortment of activities for the community including year-round enrichment, educational, and activity programming for youth and adults, seasonal athletic leagues for youth and adults, year-round swim instruction, and specialized recreation programming. A partnership agreement with the ECASD and a scholarship program provide the opportunity for low to no cost participation for certain services oﬀered by the division. Additionally, the Recreation Division coordinates three major community events; the Amazing Eau Claire Cleanup, National Night Out in conjunction with ECPD, and the Clearwater Winter Parade. Further, the division also coordinates all volunteer work performed at City parks, trails, and open spaces. In the winter months, the division provides supervision of select outdoor rinks in the community. Lastly, the division coordinates scheduling of all athletic facilities owned by the City including the Carson Baseball Stadium, Carson Football Stadium, Gelein and Hobbs softball ﬁelds, the Jeers Park ballﬁelds, the Fairfax Park ballﬁelds, the Mt. Simon ballﬁelds, and the Eau Claire Soccer Park. In partnership with UWEC, the division also coordinates the scheduling of all ﬁelds at the Bollinger Athletic Complex from mid-May through mid-August. Accomplishments from Past Year Secured a $10,000 donation to the Recreation Fund of the Community Parks Association to use toward low to no-cost program oﬀerings in 2026. This donation increased available funding to use toward low to no- cost program oﬀerings. Coordinated ongoing Adopt-A-Park volunteer program and increased committed volunteers by 31% from the previous year to 29 groups and 430 individual volunteers. Coordinated ongoing activity and event volunteers increasing committed volunteers by 5% over the previous year, totaling 1,833 individual volunteers. Increased overall activity and event participation by 9% from the previous year, totaling 29,530 participants and attendees at ECPR coordinated activities and events. This does not include events or activities in the community that are coordinated by outside groups held at ECPR facilities. Increased reserved hours at Hobbs Ice Arena over the previous year by 2% for a total of 5,284.25 reserved hours. Increased advertising and sponsorship revenue to $80,281.09, a 2% increase from the previous year. Coordinated scheduling of 155 Carson Baseball Stadium games, 369 hours of Carson Football Stadium use, 542 community ballﬁeld games, and 5,630.5 hours of Soccer Park and Bollinger Athletic Complex multi- Recreation FY 2027 Annual Budget 75 purpose ﬁeld use. Improved cost recovery of overall division operations by 1.13% from the previous year. Improved cost recovery of Hobbs Ice Arena by 5.90% from the previous year. Participated in implementation project and started use of Cartegraph asset management system for Fairfax Pool and Hobbs Ice Arena. Goals and Objectives High Level Goal Speciﬁc Steps to Achieve Goal Increase awareness of and access to activities, events, and services oﬀered by the Recreation division. Continue creating multilingual program materials, signage, and promotional materials. Review and update division website, promotional materials, and program information to ensure ADA accessibility. Convert trial pavilion/shelter reservation info signage to permanent signage for 2027. Integrate Recreation division information and materials into the new City website update. Update and consolidate division information on existing website. Once new website implementation has begun, incorporate updated information into new website. After new website is live, implement use of improved customer communication functionality such as calendar subscriptions and customer request portals. Continue partnership with UWEC to improve public access to the Sonnentag Center gym and ﬁeld house spaces. Incorporate Sonnentag community membership information into Recreation division website and Prime Times materials. Develop and implement ongoing Sonnentag community membership promotional plan. Optimize use of Cartegraph asset management software for division operations after ﬁrst year of use. Assess use of system for 2026 pool operational logs and reﬁne for 2027. Assess use of system for 2026 Hobbs mechanical logs and reﬁne for 2027. Incorporate Special Event process and communication into division operations and update Special Event application process and materials in coordination with the Special Events committee. Incorporate Special Event coordination into existing Recreation Program Supervisor duties. Revise and update the Special Events application to create electronic submission functionality. Update Special Events policies and procedures and incorporate into updated Special Event materials and website info. Metrics Activity 2021 2022 2023 2024 2025 Aquatic instruction participants 1,870 2,266 2,257 2,304 3,932 Instructional program participants 3,031 3,228 2,835 2,191 2,151 Athletic program participants 1,583 3,358 3,318 2,766 2,467 Specialized recreation participants 61 92 98 118 103 Outdoor ice rink attendance 11,141 16,803 11,946 13,714 15,849 Additional programs, events, & partnerships 13,510 13,938 14,138 13,368 13,681 76 Recreation Expenses Summary Expenses Contractual Services $67,252 $96,200 $42,667 $80,565 $85,450 Contributions & Other Payments $23,159 $16,500 – $12,000 $16,500 Fixed Charges $15,772 $18,800 $13,392 $17,567 $21,000 Personal Services $261,708 $305,623 $220,753 $295,215 $312,106 Supplies & Materials $68,105 $114,050 $57,916 $99,326 $86,650 EXPENSES TOTAL $435,996 $551,173 $334,728 $504,673 $521,706 2025 Actual 2026 Budget 2026 6-Month Actual 2026 Projection 2027 Budget 77 Mission Statement To provide exceptional parks & parks facilities that engage the community and enrich our citizens and visitors. Description of Functions Parks Maintenance: The Parks work group maintains roughly 400 acres of park land and a total of 1,100 acres of open space, 57 paved recreational trail miles, 32 athletic ﬁelds, 21 sport courts, 2 stadiums, 33 reservable pavilions and shelters, 70 other park buildings in 51 parks across the city. Areas of focus include wildlife and invasive species management, grounds and landscaping maintenance, building and athletic facility maintenance, playground inspections, seasonal snow removal, and capital project management. Goals and Objectives High Level Goal Speciﬁc Steps to Achieve Goal Improve community connection to the park system. Support community, events, programs, and tourism promotion to sustain a fun and engaging city. Expand on ADA accommodations to provide universally accessible and connected parks, facilities, and amenities. Improve website information related to the park system and available services. Expand mapping and signage on the City's parks and trails to better communicate relevant information. Optimize conﬁguration and use of Cartegraph Asset Management Software. Analyze current system structure, workﬂows, and staﬀ process. Solicit feedback from system users on ease of use and potential system structure and workﬂow issues. Prioritize adjustments to streamline workﬂows and increase the use by end users. Parks Maintenance FY 2027 Annual Budget 78 Parks Maintenance Expenses Summary Expenses Contractual Services $592,079 $653,098 $399,629 $634,203 $668,700 Fixed Charges $38,300 $43,200 $29,887 $43,723 $49,550 Personal Services $2,125,011 $2,258,814 $1,613,667 $2,259,512 $2,195,614 Supplies & Materials $249,275 $260,400 $160,332 $244,849 $253,350 Utilities $383,621 $430,900 $182,429 $407,556 $431,300 EXPENSES TOTAL $3,388,286 $3,646,412 $2,385,944 $3,589,844 $3,598,514 2025 Actual 2026 Budget 2026 6-Month Actual 2026 Projection 2027 Budget 79 Mission Statement To provide exceptional forestry services that enrich the community for our citizens and visitors. Description of Functions The Forestry work group is responsible for the care of 32,305 boulevard trees and all trees in the City’s public spaces. Eau Claire has been a recognized Tree City since 1976. Areas of focus include storm response, disease response (most notably Emerald Ash Borer response), routine trimming and pruning of right of way trees, the removal, stump grinding, and replanting of public trees, consultation with the Engineering Department related to street reconstruction projects, operation of the City’s green waste facility, administration of the boulevard tree rebate program, and overall maintenance of a healthy and thriving Urban Forest canopy. Goals and Objectives High Level Goal Speciﬁc Steps to Achieve Goal Improve tree equity of the City's urban forest. Work with Engineering to promote sustainable urban forestry practices. Continue work on the boulevard ash tree removal initiative. Collaborate with commissions and City staﬀ to update policies and ordinances to include ANSI standards and urban forestry best practices. Optimize conﬁguration and use of Cartegraph Asset Management Software. Analyze current system structure, workﬂows, and staﬀ process. Solicit feedback from system users on ease of use and potential system structure and workﬂow issues. Prioritize adjustments to streamline workﬂows and increase ease of use by end users. Forestry Expenses Summary Expenses Contractual Services $221,508 $265,600 $141,183 $263,113 $277,000 Fixed Charges $7,448 $8,900 $2,163 $5,933 $10,100 Personal Services $642,590 $652,612 $405,226 $645,676 $672,228 Supplies & Materials $10,205 $21,460 $14,683 $14,451 $15,610 Utilities $2,807 $3,200 $1,109 $890 $3,200 EXPENSES TOTAL $884,559 $951,772 $564,364 $930,063 $978,138 Forestry FY 2027 Annual Budget 2025 Actual 2026 Budget 2026 6-Month Actual 2026 Projection 2027 Budget 80 The mission of the Police Department is to enhance the quality of life in Eau Claire by partnering with the community to solve problems, reduce crime and disorder, safeguard individual rights, and improve public safety. Police Department Expenses Summary Expenses Capital Purchases $12,934 $8,800 $9,791 $9,664 $8,800 Contractual Services $2,037,583 $2,156,300 $1,919,501 $2,130,581 $2,424,600 Contributions & Other Payments $54,805 $0 $54,805 $0 $0 Debt Service $221,878 – – – – Fixed Charges $161,125 $180,800 $135,600 $173,267 $204,200 Personal Services $19,157,713 $21,207,808 $14,275,557 $21,214,032 $21,910,393 Supplies & Materials $239,879 $180,300 $156,416 $157,907 $182,100 Utilities $95,695 $115,600 $63,946 $105,118 $114,900 EXPENSES TOTAL $21,981,614 $23,849,608 $16,615,616 $23,790,569 $24,844,993 Police Department: Overview FY 2027 Annual Budget 2025 Actual 2026 Budget 2026 6-Month Actual 2026 Projection 2027 Budget 81 Mission Statement To support the mission of the Eau Claire Police Department by providing organizational leadership, ensuring transparency through timely records management, maintaining the integrity of property and evidence, and managing resources that support public safety and community trust. Description of Functions Support eﬀective police service delivery and the development of crime prevention strategies. Analyze crime trends using the Incident-Based Reporting System to guide resource allocation and operational planning. Respond to and manage Freedom of Information Act (FOIA) and court discovery requests to meet legal requirements. Maintain the integrity and chain of custody for all property and evidence submitted by the Eau Claire Police Department and Eau Claire County Sheriﬀ’s Oﬃce. Manage the department's operating and capital budgets, including preparation, monitoring, and forecasting. Apply for, administer, and report on state and federal grant funding that supports departmental operations and special projects. Provide administrative support for executive-level functions, interdepartmental coordination, and internal communications. Accomplishments from Past Year Participated in the design phase of the City’s public safety facility project. Received bipartisan support of a grant for federal funding for the public safety facility project. Oﬃcial approval is pending federal government approval. Coordinated the department-wide transition to Fleet 3 cameras in department squads. Initiated and developed a physical ﬁtness incentive program for non-sworn staﬀ. Began developing a records retention schedule for police department records. Police Department - Administration/Administrative Services FY 2027 Annual Budget 82 Goals and Objectives High Level Goal Speciﬁc Steps to Achieve Goal Ensure compliance and transparency in records management Respond to non-video FOIA requests within 10 days Monitor and reduce delayed or incomplete request follow-ups Train staﬀ on any relevant changes to open records law Maintain integrity and accountability in property and evidence management Track property and evidence intake and releases through electronic logging systems Conduct periodic internal audits and purge eligible items as appropriate Coordinate with DA and detectives for disposition approvals Provide accurate and strategic ﬁnancial oversight Prepare and monitor department budget and capital improvement plan Track all grant expenditures and reporting deadlines Develop consistent internal documentation for major purchases Strengthen records retention and legal compliance practices Review records retention requirements and legal obligations Coordinate retention schedule updates with the Wisconsin Historical Society and stakeholders Ensure retention practices align with operational and legal requirements Metrics Activity 2025 2024 2023 2022 2021 Open Records Requests Completed 3,798 3,416 3,421 2,725 * % of Records Requests with Video 8.2% 8.2% 8.7% 5.5% * Crime Report Forms (CRFs) Processed 1,080 1,113 1,042 1,191 1,256 Property and Evidence Items Accepted 5,590 5,039 4,915 5,345 5,922 Property and Evidence Items Disposed 4,892 3,686 5,778 5,777 3,703 Outcome FOIA Response Time: The average response time to non-video FOIA requests was under 5 business days. Budget and Grant Administration: Grant funds continued to support essential department needs, with compliance maintained in all reporting cycles *This data wasn’t tracked at that time 83 Police Administration Expenses Summary Expenses Contractual Services $604,784 $584,500 $653,542 $575,055 $749,700 Contributions & Other Payments $54,805 $0 $54,805 $0 $0 Debt Service $72,572 – – – – Fixed Charges $2,000 $2,300 $1,725 $1,533 $2,600 Personal Services $1,052,452 $1,220,305 $806,029 $1,221,932 $1,111,636 Supplies & Materials $8,217 $6,700 $2,599 $2,494 $5,900 Utilities $4,268 $4,400 $2,667 $2,614 $4,800 EXPENSES TOTAL $1,799,097 $1,818,205 $1,521,367 $1,803,629 $1,874,636 Police Administrative Services Expenses Summary Expenses Contractual Services $113,488 $97,000 $81,015 $95,651 $97,500 Personal Services $1,174,858 $1,269,222 $871,749 $1,268,242 $1,311,880 Supplies & Materials $52,907 $49,000 $49,929 $43,297 $47,600 Utilities $3,883 $5,900 $2,820 $2,611 $4,900 EXPENSES TOTAL $1,345,136 $1,421,122 $1,005,512 $1,409,801 $1,461,880 2025 Actual 2026 Budget 2026 6-Month Actual 2026 Projection 2027 Budget 2025 Actual 2026 Budget 2026 6-Month Actual 2026 Projection 2027 Budget 84 Mission Statement To support the mission of the Eau Claire Police Department through evidence based policing strategies, partnering with community members to solve problems and making Eau Claire a safe place to live. Description of Functions The Eau Claire Police Department Patrol Division is comprised of a Deputy Chief, 3 Lieutenants, 12 Sergeants, 65 Police Oﬃcers, 4 full-time Community Service Oﬃcers, and 1 full-time Co-Responder. The Patrol Division is a 24-hour operation with oﬃcers assigned to speciﬁc geographical areas within the city as they provide a service for our community. Accomplishments of Past Year Supported a signiﬁcant transition in patrol leadership by onboarding a Deputy Chief transferring into Patrol and training and developing three recently promoted District Lieutenants and ﬁve recently promoted Patrol Sergeants for success in their new leadership roles. Police Training Program for multiple new police oﬃcer hires. Redesigned Preliminary Court Testimony by assigning Detectives and Supervisors, rather than patrol oﬃcers, to testify. This improved operational eﬃciency, reduced overtime expenses associated with preliminary hearings, and decreased oﬀ-duty court appearances—particularly for overnight oﬃcers—supporting oﬃcer wellness and improving work-life balance. Provided a strategic and ﬁscally responsible approach for training opportunities that are relevant to the patrol oﬃcer. Increase in proactive police contacts (1,169 increased contacts from 2024), regardless of an increase in demands for service. Proactive police contacts contribute to a high quality of life and crime reduction. Goals and Objectives High Level Goal Speciﬁc Steps to Achieve Goal Continue to employ a community-oriented policing philosophy prioritizing partnerships and problem- solving Continue to engage in collaborative groups Utilize the crime analyst to identify problem areas in conjunction with District Lieutenants Wellness Awareness for all employees Promote well-being through Hakes Wellness visits Critical Incident Stress Debriefs (CISD) Maintain ﬂexibility and support to utilize the Police Department gym Leadership culture promotes involvement and ownership Police Department - Patrol FY 2027 Annual Budget 85 Training and Development Identiﬁed 9 key training programs that are applicable to patrol oﬃcer functions. 40 Oﬃcers involved in training opportunities. Over 12,000 hours of training and development in 2025. Continue bi-monthly training courses that keep oﬃcers knowledgeable and proﬁcient in their duties Promote Community Engagement and Transparency District Commanders and patrol oﬃcers involvement in neighborhood associations. Oﬃcer involvement in social media and community outreach events that assists in the success of the Public Information Oﬃcer (PIO) Work collectively with outside entities and share information to resolve problems as a group. Proactive Policing Tactics that Enhance Safety and Quality of Life Increase directed patrol eﬀorts that support District goals. Collaboration with outside entities with the homelessness problem solving process. Regular monitoring of self-initiated activity monthly reports. Special assignments, i.e. bike patrol and foot patrol at special events that welcomes engagement Metrics Activity 2025 2024 2023 2022 2021 Demands for Service 54,993 50,995 49,563 48,124 48,213 Proactive Police Contacts 18,874 17,705 14,399 14,312 14,113 Co-Responder Contacts 421 428 379 273 N/A Outcome Demands for Service: Steady increase for police calls for service the past 3 years. Oﬃcers have shown to be able to provide quality customer service and still increase proactive police contacts by 1,169 from 2024. Proactive Police Contacts: Over 4,761 additional proactive police contacts from 2021 – 2025. Oﬃcers are continuously getting out of their squad cars on a variety of incidents; traﬃc stops and out checking’s, regardless of the 6,780 increase in demands for service in the same timeframe. Co-Responder Contacts: Co-Responders are becoming more comfortable and proﬁcient in their role. Co- Responders are more proactive to handle a call for service prior to a police oﬃcer being dispatched. Less than 1 % resulted in arrests, 8% resulted in voluntary admission, 5% resulted in emergency detention, 85% resulted in community resources. 86 Police Patrol Expenses Summary Expenses Capital Purchases $12,934 $8,800 $9,791 $9,664 $8,800 Contractual Services $760,568 $752,900 $568,550 $745,791 $720,500 Fixed Charges $110,625 $123,800 $92,850 $123,800 $139,800 Personal Services $10,687,079 $11,821,932 $7,912,815 $11,828,190 $12,313,307 Supplies & Materials $138,126 $87,400 $79,940 $78,814 $87,400 Utilities $53,759 $58,200 $34,890 $54,970 $57,800 EXPENSES TOTAL $11,763,091 $12,853,032 $8,698,835 $12,841,229 $13,327,607 2025 Actual 2026 Budget 2026 6-Month Actual 2026 Projection 2027 Budget 87 Mission Statement To advance the mission of the City of Eau Claire Police Department by delivering excellence in contemporary policing through education, training, and professional development. Description of Functions The Investigations and Professional Standards Division (IPSD) is responsible for investigating crime, performing community service functions, facilitating community outreach eﬀorts, training and education of members, and ensuring professional standards are upheld. The division is comprised of two separate bureaus: the Investigations Bureau and the Professional Standards Bureau (PSB). It is staﬀed by 25 members, including 3 civilian staﬀ members, 17 sworn oﬃcers, 2 Sergeants, 2 Lieutenants, and 1 Deputy Chief. Accomplishments from Past Year Detectives completed 544 investigations and achieved a high investigation resolution of 99% with over 53% of cases being resolved within 30 days. Our investigators work diligently to bring cases to successful resolve in a timely manner which best serves crime victims Digital forensic investigations in over 279 criminal investigations, including processing over 418 electronic devices for evidence. Many of these investigations included crimes against children, narcotics traﬃcking, and assaults. Facilitated over 14,000 hours of training provided to department personnel. Achieved signiﬁcant progress in the development of a Regional Public Safety Training Center. Collaborated with the Eau Claire Area School District to provide large scale Active Threat training to ﬁrst responders and district staﬀ. Hosted the 2025 Wisconsin Law Enforcement Canine Handler Association conference that brought hundreds of oﬃcers and their K9 partners to Eau Claire for 4 days of specialized training at sites across the city and greater areas. Hosted leadership courses through FBI Law Enforcement Executive Development Association; Supervisor Leadership, Command Leadership, and Executive Leadership. Recruitment eﬀorts were showcased by POLICE1 as part of an on-going series celebrating best practices in recruitment; bringing nationwide recognition to our agency. Hired 11 oﬃcers in 2025 and have a high probability of being fully staﬀed by the end of 2026. Agency wide, 50 comprehensive backgrounds were conducted, and 22 new staﬀ members were added to the Eau Claire Police Department. Launched the Five-Eau podcast to provide residents with a transparent, behind-the-scenes look into law enforcement and the Eau Claire Police Department. Police Department - Investigations & Professional Standards FY 2027 Annual Budget 88 Goals and Objectives High Level Goal Speciﬁc Steps to Achieve Goal Retention & Recruitment Strategies for Personnel Improve retention with an emphasis on culture. Recognize accomplishments, awards, milestones, and increase professional development. Explore alternative schedules. Continue our successful recruitments strategies. Promote Community Engagement and Transparency Strengthen trust and engagement through open and transparent communication, Involvement in neighborhood associations, community events, strong school district engagement through SRO program, media relations, and business partnerships. Communicate emerging crime trends, neighborhood concerns, prevention strategies, safety trainings. Policy manual and Complaint/Commend access to public. Subject policies to ongoing review. Department Professional Development Develop a highly skilled, adaptable, and engaged workforce by providing robust training and education beyond mandated requirements. Support higher education and continuous learning for department members to prepare for specialty assignments, advancement opportunities, and leadership development. Identify best policing practices and train to reinforce these. Wellness Awareness and Resiliency Promote a culture where employee wellness, resiliency, and safety are essential components of organizational readiness and long-term career success. Recognize that physical, mental, and ﬁnancial wellness are connected. Maintain access to EAP and contracted providers for mental health resources. Continue to the Peer Support Team. Encourage physical health through on-duty workouts and incentive programs. Promote safety and injury prevention and continue participation in the Joint Safety Team. Promote work-life balance. Provide education on ﬁnancial wellness. Investigation Accountability Ensure accountability through policy, best practices and oversight, maintain a high-resolution rate, continue to monitor days to resolution of cases and case assignments. Seek training, emerging best practices, and investigative tools to increase skill, eﬃciency, and eﬀective investigations. Continue victim centered and trauma informed approach to prioritize safety, privacy, and well-being of victims during investigations. 89 Metrics Activity 2025 2024 2023 2022 2021 Policy Updates 24 19 41 23 20 Police Oﬃcer Applicants 154 143 106 146 120 Police Oﬃcer Staﬃng (104 positions) 99 92 99 94 93 Outcome Training Hours 14318 11,649 10,322 3266 3119 Investigations Assigned 544 583 708 881 877 Investigation Resolution Rate 99% 94% 92% 94% 87.5% Police IPSD Expenses Summary Expenses Contractual Services $216,029 $216,200 $142,477 $211,530 $216,700 Fixed Charges $43,300 $48,800 $36,600 $44,000 $55,100 Personal Services $3,701,376 $3,990,098 $2,739,763 $3,990,816 $4,155,069 Supplies & Materials $25,019 $18,500 $10,658 $16,610 $22,500 Utilities $15,621 $16,900 $9,833 $14,646 $17,200 EXPENSES TOTAL $4,001,345 $4,290,498 $2,939,331 $4,277,602 $4,466,569 2025 Actual 2026 Budget 2026 6-Month Actual 2026 Projection 2027 Budget 90 Mission Statement To support the mission of the Eau Claire Police Department by providing professional courteous service to the callers and public safety agencies which we serve. Description of Functions The Eau Claire Emergency Communications Center provides emergency communications for all City and County of Eau Claire public safety agencies, as well as the residents and visitors. These services include 911 emergency communications as well as non-emergency communications. Eau Claire has had a consolidated communications center since 1970. The Communications Center is staﬀed 24 hours a day by public safety telecommunicators who are trained to handle a variety of situations. Some functions include: Process all non-emergency and emergency requests for public safety services received for Eau Claire County. Triage requests for emergency services while providing guidance, direction, and assistance in life-safety situations and coordinating appropriate responses to high-risk, high stress operations. Maintain radio and telephone contact with emergency services personnel throughout Eau Claire County and conduct health and safety status checks of responders Operate public safety computer aided dispatch and communications system, video display monitors, radio dispatch consoles and frequencies, telephone systems, and other associated equipment. Provide scene safety and life-saving pre-arrival and post-dispatch instructions to those requiring assistance during high-stress situations, such as cardiopulmonary resuscitation (CPR), childbirth, hemorrhaging, active shooter, and entrapments. Monitor the NAWAS direct link to the National Weather Service and activate the Severe Weather Warning System including sirens and radio alerts in addition to relaying storm data to the NWS. Maintain and enter into nationwide database ﬁles warrants, missing persons, protection orders, stolen property and transmit messages to other PSAPs nationwide related to investigations and public safety notiﬁcations. Maintain compliance with Act 296 and related requirements of PSAPs. Accomplishments from Past Year Secured grant funding for continued advanced training and continuity of operations equipment. Integration of back up center to State Contracted AT&T Emergency Services IP Network (ESINET). Update of procedure manual capacities to enhance search abilities and assist staﬀ with job responsibilities and performance eﬃciencies. Increased public education opportunities in partnership with public safety agencies. Regularly met standards that are set for compliance with WI Act 296. Processed all calls for service exceeding national performance metrics. Police Department - Communications Center FY 2027 Annual Budget 91 High Level Goal Speciﬁc Steps to Achieve Goal Implement Next Generation 911 Technologies to enhance call processing, intelligence gathering, and situational awareness for responder safety. ESINET deployment to main and backup centers has been completed. Procurement of Next Generation 911 technologies and upgrades to Prepared Live call taking ongoing. Continue utilizing technology to maximize the eﬀectiveness of resources including appropriate jurisdictional dispatching and call processing of incident related imagery and text messaging while ensuring the transition to Emergency Services IP Network call delivery provides uninterrupted service. Nurture opportunities for professional growth through revision and enhancement of quality assurance programs that guarantee appropriate service is being provided to ﬁrst responders and callers Revise and enhance Quality Assurance programs to utilize tracking and recorder software to enhance eﬃciency and identify continued ongoing training opportunities. Meeting all standards of WI Act 296- Dispatcher assisted CPR. Ensure Public Safety Telecommunicators have the training, support, and equipment necessary to provide pre-arrival life-saving care instructions and directions for emergency calls. Received Next Generation 911 grant funding for equipment and training for PSTs to enhance Emergency Medical Dispatch abilities. Continued use of training and improved equipment to enhance Telecommunicator abilities. Improve employee wellbeing and promote a positive work environment. Participate in Critical Incident Stress De-Brieﬁngs. Mandatory Annual Wellness Visits with Mental Health Professional in addition to EAP. Continued professional development opportunities. Create engaging opportunities for public safety telecommunicators to facilitate community engagement and partnerships. Participation with National Night Out, additional opportunities for community engagement through the Tree of Life and participating in special event opportunities in partnership with community organizations and schools. Opportunities oﬀered on ongoing basis for involvement and partnership in community events and training. Ensure all neighborhoods and communities served have 24/7 access to emergency services. Preventative system maintenance, equipment testing, redundant routing and equipment hardware, and continuity of operations planning eﬀorts. Engagement with Emergency Management planning and preparedness processes. Continue to strengthen public trust through recording all emergency phone calls and radio traﬃc. Implementation and use of new recorder software to capture additional data and incident information. Provide safe, functional, and accessible infrastructure for emergency call processing for eﬃcient and eﬀective communications for all we serve. Provide immediate 911 assistance to callers surpassing national standard call answering time benchmarks and provide a 24/7 non-emergency phone number for reporting additional calls for service for police, ﬁre, and EMS county-wide. Exceeded national benchmarks for call answering time. Continue to recruit, hire, and retain caring, diverse, long- term employees. Maintain high quality staﬀ members who are engaged, invested, and well rounded. Goals and Objectives 92 Metrics Activity 2025 2024 2023 2022 Emergency Calls 36,119 45,048 35,978 40,793 Non-Emergency Calls 66,342 72,725 76,154 78,439 Outgoing Calls 34,811 39,524 34,782 38,241 911 Calls Answered within 10 Seconds of Dial 98.4% 96.4% 97.3% 96.1% Outcomes In 2025, 98.4% of 911 calls were answered within 10 seconds from the time of dial with a 4 second average wait time. This exceeds the national benchmark goal of 90% of 911 calls answered within 15 seconds from the time of dial and 95% within 20 seconds. 100% staﬀ attendance at mental health annual wellness review. 4 New Telecommunicators hired in 2025. Communications Center Expenses Summary Expenses Contractual Services $342,715 $505,700 $473,918 $502,554 $640,200 Debt Service $149,306 – – – – Fixed Charges $5,200 $5,900 $4,425 $3,933 $6,700 Personal Services $2,541,948 $2,906,251 $1,945,201 $2,904,851 $3,018,501 Supplies & Materials $15,610 $18,700 $13,290 $16,693 $18,700 Utilities $18,166 $30,200 $13,736 $30,277 $30,200 EXPENSES TOTAL $3,072,945 $3,466,751 $2,450,570 $3,458,309 $3,714,301 2025 Actual 2026 Budget 2026 6-Month Actual 2026 Projection 2027 Budget 93 Eau Claire Fire & Rescue is responsible for rendering ﬁre prevention, ﬁre suppression, hazardous materials, special rescue services, and emergency medical services for the City of Eau Claire. Its emergency medical services response area includes surrounding communities consisting of 11 townships, 1 village, and 1 city. The department also manages the Hazardous Materials (HAZMAT) Response program to provide statewide hazardous materials spill response. Response is provided 24 hours a day 365 days a year from six stations. Fire & Rescue Department Expenses Summary Expenses Contractual Services $810,210 $745,800 $553,806 $730,500 $790,700 Contributions & Other Payments $26,140 $23,000 $7,110 $23,000 $23,000 Fixed Charges $141,553 $188,000 $124,387 $183,400 $181,800 Personal Services $13,754,428 $14,952,727 $10,130,662 $14,943,082 $14,639,060 Supplies & Materials $628,926 $295,400 $312,089 $295,906 $307,100 Utilities $116,316 $129,300 $73,197 $111,416 $136,900 EXPENSES TOTAL $15,477,574 $16,334,227 $11,201,251 $16,287,304 $16,078,560 Fire & Rescue Department - Overview FY 2027 Annual Budget 2025 Actual 2026 Budget 2026 6-Month Actual 2026 Projection 2027 Budget 94 Mission Statement Eau Claire Fire and Rescue's mission is to public health and safety achieved through developing, promoting, and maintaining a comprehensive network of emergency medical services, ﬁre prevention and suppression, technical rescue, and hazard mitigation. Through progressive education, diligent training, and integrated communication, our team will collectively provide sustainable, high-quality service focused on customer satisfaction and the prudent utilization of public funds. Description of Functions The Fire Department is responsible for rendering ﬁre prevention, ﬁre suppression, hazardous materials, special rescue services, and emergency medical services for the City of Eau Claire. In addition, its emergency medical services response area includes surrounding communities consisting of 12 townships, 1 village, and 1 city. The department also manages the Hazardous Materials Response program to provide statewide hazardous materials spill response. Response is provided 24 hours a day, 365 days a year from six ﬁre stations. Personnel in Fire Administration oversee and manage the department's CIP and Operating budgets at both the macro and micro levels including the purchasing cycle from inception to completion; biweekly payroll QA and special pay computations; numerous ﬁre and EMS software programs; all FOIA request fulﬁllments; and the hiring and promotion processes. Accomplishments from Past Year Establishment of Tactical Emergency Medical Services (TEMS) Started the Station 2 relocation project Met three of the four Maintenance of Eﬀort requirements Updated operational key performance indicators Completed two hiring processes Completed nine Fireside Chats Goals and Objectives High Level Goal Speciﬁc Steps to Achieve Goal Relocation of Station #2 Collaborate with City divisions to secure land and adequate funding Apply for additional grants to assist funding Plan for city expansion and service delivery needs Collaborate with City divisions regarding city development Assign department personnel to attend additional City meetings Fire & Rescue Department - Administration FY 2027 Annual Budget 95 Maintain adequate staﬃng Recruitment and retention of employees Conduct multiple hiring processes Promote employee engagement Conduct regular chief oﬃcer, staﬀ, and ﬁre chief meetings Increase station visits with chief oﬃcers Support an equitable, diverse, and inclusive workforce Provide organizational cultural and diversity training Provide internal and external opportunities for cultural and diversity training Metrics Activity 2025 2024 2023 2022 2021 Grant Monies Applied for and Received $0 $82,204 $2,202,047 $6,659 $34,700 Purchase Requisitions Completed 101 153 114 99 113 Procurement Card Transactions Reconciled 696 491 614 588 546 FOIA-EMS Report Requests Fulﬁlled 121 91 99 87 107 Chief’s Staﬀ New Hire Interviews Conducted 22 15 19 30 21 Outcome Personnel Hired 5 18 12 8 13 Personnel Promoted 8 5 14 5 0 Physical Fitness Evaluations 100 95 92 85 86 Fire & Rescue Administration Expenses Summary Expenses Contractual Services $108,505 $135,200 $103,967 $125,971 $148,000 Fixed Charges $3,600 $31,000 $3,075 $29,633 $4,600 Personal Services $994,122 $1,258,558 $831,791 $1,256,949 $1,199,648 Supplies & Materials $14,046 $16,800 $3,813 $16,917 $17,600 Utilities $100,371 $111,100 $60,615 $93,216 $116,700 EXPENSES TOTAL $1,220,644 $1,552,658 $1,003,260 $1,522,686 $1,486,548 2025 Actual 2026 Budget 2026 6-Month Actual 2026 Projection 2027 Budget 96 Mission Statement Eau Claire Fire and Rescue's mission is to public health and safety achieved through developing, promoting, and maintaining a comprehensive network of emergency medical services, ﬁre prevention and suppression, technical rescue, and hazard mitigation. Through progressive education, diligent training, and integrated communication, our team will collectively provide sustainable, high-quality service focused on customer satisfaction and the prudent utilization of public funds. Description of Functions Comprising 87% of department responses, Emergency Medical Services (EMS) remains a strong focus of department resources. The department is staﬀed with personnel licensed at the following levels: Paramedic (65), Critical Care Paramedic (6), Emergency Medical Technician (EMT) (23), and Advanced Emergency Medical Technician (AEMT) (2). Four primary ambulances are staﬀed by two paramedics at all times. Three reserve ambulances are staﬀed by EMTs or paramedics and are utilized during periods of high call volume. Personnel are involved in constant training and also participate in community education and special events to increase public knowledge about EMS issues. Accomplishments from Past Year Responded to a record volume of EMS incidents while maintaining high-quality emergency medical care. Developed and implemented a formal Field Training Oﬃcer (FTO) program to strengthen paramedic onboarding, mentorship, and competency development. Completed annual EMS refresher training, practical skills, clinical simulation, and provider certiﬁcations including BLS, ACLS, and PALS. Continued to support EMS workforce development by precepting paramedic students through regional technical college partnerships. Updated EMS policies, procedures, and clinical guidelines to reﬂect current evidence-based practices. Supported numerous community events, public education initiatives, and regional training opportunities. Placed a new Advanced Life Support (ALS) deputy chief vehicle in service to provide rapid EMS response, ﬁeld supervision, and operational support during incidents and special events. Expanded EMS operational leadership by providing on-scene ALS response, clinical oversight, and operational support during emergency incidents and special events with the addition. Fire & Rescue Department - Emergency Medical Services Operations FY 2027 Annual Budget 97 Goals and Objectives High Level Goal Speciﬁc Steps to Achieve Goal Expand EMS transport capacity to meet increasing service demand Develop a phased implementation plan to place an eighth ambulance in service including acquisition of the vehicle, procurement of equipment, and creation of nine additional paramedic positions. This is necessary to support 24/7 operations, improve system capacity, and maintain response reliability as EMS demand continues to grow. Improve out-of-hospital cardiac arrest survival Expand public education on the importance of CPR and AED use and develop and implement an AED loaner program to improve community preparedness and out- of-hospital cardiac arrest survival. Enhance Clinical Quality and Patient Safety Develop and implement a comprehensive Quality Assurance and Quality Improvement (QA/QI) program that utilizes chart reviews, case audits, and performance data to drive continuous improvement. Continuously evaluate and update EMS protocols and clinical guidelines to reﬂect current evidence-based practices and national standards while supporting ongoing provider education and clinical excellence. Promote Employee Wellness and Resilience Strengthen employee wellness initiatives by expanding peer support resources and increasing access to mental health awareness and resiliency programs. Explore implementation of a department therapy dog program as an additional wellness resource to support employee well-being, strengthen morale, and improve long-term recruitment and retention. Enhance Language Access and Communication with Patients Implement a medical interpretation service that provides immediate 24/7 access to qualiﬁed medical interpreters for patients with limited English proﬁciency through a pay-per-use language access service. Improve communication between EMS providers and patients to support accurate assessment, informed consent, and sound clinical decision-making. Metrics Activity 2025 2024 2023 2022 2021 EMS Incidents 10,129 9,493 9,273 9,244 8,544 Regional EMS incidents 2,818 2,699 2,420 2,290 2,107 EMS Training Hours 3,235 3,372 2,998 3,123 2,054 Avg. EMS Response Time (Minutes, Emergent) – First Unit on Scene: City/Regional 5 / 13.4 5 / 13.5 5 / 14 5 / 14 5 / 14 Net EMS Revenue $5,496,654 $3,524,013 $3,881,924 $3,550,114 $3,100,601 Cardiac Arrests: City / Regional 61 / 31 55 / 32 65 /29 49 / 19 65 / 27 Outcome Cardiac Arrests – Return of Spontaneous Circulation City / Regional 24 / 12 16 / 11 14 / 5 12 / 6 15 /11 98 Fire & Rescue EMS Expenses Summary Expenses Contractual Services $409,666 $388,000 $255,385 $387,711 $403,200 Contributions & Other Payments $26,140 $23,000 $7,110 $23,000 $23,000 Fixed Charges $248 $900 – $0 $900 Personal Services $3,909,551 $4,021,759 $2,859,586 $4,022,595 $3,936,160 Supplies & Materials $146,832 $170,500 $129,037 $173,589 $173,000 Utilities $15,945 $18,200 $12,582 $18,200 $20,200 EXPENSES TOTAL $4,508,382 $4,622,359 $3,263,700 $4,625,096 $4,556,460 2025 Actual 2026 Budget 2026 6-Month Actual 2026 Projection 2027 Budget 99 Mission Statement Eau Claire Fire and Rescue's mission is to public health and safety achieved through developing, promoting, and maintaining a comprehensive network of emergency medical services, ﬁre prevention and suppression, technical rescue, and hazard mitigation. Through progressive education, diligent training, and integrated communication, our team will collectively provide sustainable, high-quality service focused on customer satisfaction and the prudent utilization of public funds. Description of Functions Inspections - Oversee the bi-annual ﬁre inspections of all businesses and housing occupancies to ensure compliance with state and local ﬁre codes. Fire Investigations - Determine the cause and origin of all reported ﬁres within the city. Suspected arson ﬁres and fatal ﬁre investigations are coordinated with law enforcement. Public Safety Education - Provide ﬁre and EMS education within public and private schools. Education also is provided as requested to area businesses, organizations, and individuals through on-site presentations and ﬁre station tours. Plan Reviews/Permitting/Drills - Personnel conduct plan reviews on new construction and building alterations within the city. Permitting includes the testing of sprinkler systems, water hydro testing, tent inspections, food truck inspections, ﬁreworks displays, pyrotechnic performances, and burning permits. Drills include ensuring code compliance in all city schools and in businesses as requested. Grant Applications - Apply for grant monies in the areas of ﬁre prevention and suppression activities. City Emergency Management Team - Analysis of community threat potential and hazard mitigation for the City and establishes the Incident Command System for any natural or man-made disaster. Accomplishments from Past Year In 2025, the Prevention Division continued to strengthen community risk reduction eﬀorts through a balanced focus on ﬁre prevention, code enforcement, public education, and ﬁre investigation. Department personnel completed nearly 6,000 ﬁre and life safety inspections, helping to ensure compliance with applicable ﬁre codes and reducing risks to residents, businesses, and visitors throughout the community. Inspectors also completed plan reviews, permit inspections, and follow-up inspections to verify that identiﬁed hazards were corrected in a timely manner. Community outreach and public education eﬀorts expanded signiﬁcantly during the year. The department responded to 48 public education requests, an 81 percent increase over 2024, and delivered 147 school presentations that provided ﬁre and life safety education to students throughout the community. Additional outreach included ﬁre extinguisher training, station tours, smoke alarm installations, lock box installations, and Fire & Rescue Department - Prevention/Community Risk Reduction FY 2027 Annual Budget 100 participation in community events, further strengthening partnerships with residents and businesses while promoting ﬁre prevention and emergency preparedness. The Fire Investigation Unit investigated 90 ﬁres during 2025, an increase of 18% from the previous year, ensuring the origin and cause of ﬁres were accurately determined while supporting public safety, code enforcement, and where appropriate, law enforcement investigations. Continued collaboration among prevention staﬀ, suppression personnel, contractors, and community stakeholders contributed to safer construction practices, improved code compliance, and increased public awareness of ﬁre and life safety. These accomplishments reﬂect the division's ongoing commitment to protecting lives, property, and the economic vitality of the community through proactive prevention and risk reduction initiatives. Goals and Objectives High Level Goal Speciﬁc Steps to Achieve Goal Maintain comprehensive ﬁre code compliance and inspection coverage Complete the required inspection cycle for businesses and multi-family occupancies; prioritize higher-risk occupancies; document violations, corrective actions, and re-inspections; and use activity data to monitor workload and completion rates. Support safe community growth through timely plan review and permitting Coordinate early with City Planning-Building- Engineering personnel, developers, and contractors; review new construction and alteration plans; inspect and test ﬁre-protection systems; and track turnaround times and recurring code issues. Expand community risk reduction and public safety education Continue school-based ﬁre-safety programming; respond to community education requests; use incident and demographic data to target higher-risk populations; and provide age-appropriate prevention, evacuation, and emergency preparedness education. Strengthening ﬁre investigation capabilities and inter- agency coordination Provide timely cause-and-origin investigations; maintain investigator training and certiﬁcations; improve documentation and evidence practices; coordinate suspected arson and fatal ﬁre investigations with law enforcement; and analyze trends for prevention eﬀorts. Improve organizational readiness, resilience and resource development. Participate in City emergency management planning and exercises; update hazard and continuity plans; pursue grant funding for prevention and suppression priorities; cross-train personnel; and evaluate division metrics annually to guide staﬃng and resource decisions. Metrics Activity 2025 2024 2023 2022 2021 Fire Inspections 5,987 6,222 5,772 5,638 6,265 Plan Reviews 243 246 168 233 69 Fire Investigations 90 76 82 75 85 Fire Drills 26 24 31 49 68 Public Education Requests 48 26 40 37 14 Fire Alarm Testing 46 57 50 61 33 Water Main Hydro Tests 12 15 39 34 21 Business License Inspections 31 38 28 34 32 101 CBRF (Community-Based Residential Facility) Inspections 25 25 18 23 19 Food Truck Inspections 77 54 20 8 9 Construction Site Inspections 11 5 7 20 32 Lock Box Installs 28 48 46 17 -- Sprinkler Hydro Tests 29 45 45 47 29 Sprinkler System Inspections 31 44 29 54 38 Hood System Inspections 5 9 11 15 15 Tent Inspections 29 28 33 29 31 ECASD School Program Presentations 147 130 122 128 102 Special Events 14 18 14 14 14 Monies Received from State’s 2% Fire Dues Program $379,538 $336,361 $296,384 $265,714 $236,877 *The 2021 specialized activity total excludes lock box installs, which were not tracked separately that year. Fire & Rescue Prevention Expenses Summary Expenses Contractual Services $6,499 $6,800 $6,400 $6,202 $10,000 Fixed Charges $6,200 $7,000 $5,250 $4,667 $7,900 Personal Services $436,101 $427,609 $328,328 $420,261 $474,987 Supplies & Materials $5,593 $3,200 $286 $286 $3,500 EXPENSES TOTAL $454,392 $444,609 $340,264 $431,415 $496,387 2025 Actual 2026 Budget 2026 6-Month Actual 2026 Projection 2027 Budget 102 Mission Statement Eau Claire Fire and Rescue's mission is to public health and safety achieved through developing, promoting, and maintaining a comprehensive network of emergency medical services, ﬁre prevention and suppression, technical rescue, and hazard mitigation. Through progressive education, diligent training, and integrated communication, our team will collectively provide sustainable, high-quality service focused on customer satisfaction and the prudent utilization of public funds. Description of Functions The Suppression Operations Division assumes the overall planning and management responsibilities for ﬁre suppression, hazardous materials response, swift water rescue, ice rescue, dive rescue, high- and low-angle rescue, conﬁned space rescue, trench rescue, vehicle extrication, urban-wildland interface, and personnel training for the organization. The department recognizes that personnel are its most valuable asset, and without dedicated and cross-trained personnel the department cannot accomplish its mission of eﬀectively, eﬃciently, and safely protecting the lives and property in the community. Accomplishments from Past Year Responded to 11,598 incidents Provided ﬁre and rescue training for 96 operational personnel Facilitated multiple 160-hour recruit training academies for 5 new ﬁreﬁghters Ensured all ﬁre apparatus and equipment were properly maintained to achieve full emergency readiness including ﬁreﬁghting self-contained breathing apparatus and 14 thermal imaging cameras Coordinated annual testing of all aerial and ground ladders Conducted annual ﬁre pump testing on 8 ﬁre apparatus and pressure testing of all ﬁre hose (28,800 ft.) Goals and Objectives High Level Goal Speciﬁc Steps to Achieve Goal Full implementation of upgraded emergency radio communications equipment Receive, program, and install new station, mobile, and portable radio communications equipment Full Implementation of Lexipol policy manual Update/upload all SOGs and departmental policies with continual review process Provide emergency vehicle technician services for 8 regional partners and continue to explore future growth potential Continue to grow EVT service opportunities with local ﬁre service partners with eﬃcient balance of current workﬂows Fire & Rescue Department - Suppression Operations FY 2027 Annual Budget 103 Evaluate current ﬁre/EMS training capability and explore the addition of a stand-alone Training Division Identify current training strengths and weaknesses; outline reduction of CVTC ﬁre training availability; project future training needs Metrics Activity 2025 2024 2023 2022 2021 Respond eﬀectively and eﬃciently to emergency incidents (response time average in minutes) 5.21 5.17 5.39 5.44 5.42 Ensure personnel are adequately trained (total ﬁre, rescue, and EMS training in hours) 17,069 10,971 13,703 9,618 15,115 Maintain/repair/replace emergency ﬂeet (number of vehicles/trailers) 40 38 36 38 38 Outcome Total Incidents 11,598 10,931 10,566 10,644 9,796 Total Fire Casualties-Civilian & Fire Service [Deaths] 19 [2] 10 [0] 14 [1] 37 [0] 25 [0] Fire Loss $3.5M $0.74M $3.09M $2.99M $3.16M Fire & Rescue Suppression Expenses Summary Expenses Contractual Services $285,540 $215,800 $188,054 $210,616 $229,500 Fixed Charges $131,505 $149,100 $116,062 $149,100 $168,400 Personal Services $8,414,655 $9,244,801 $6,110,958 $9,243,277 $9,028,265 Supplies & Materials $462,456 $104,900 $178,953 $105,114 $113,000 EXPENSES TOTAL $9,294,156 $9,714,601 $6,594,027 $9,708,107 $9,539,165 2025 Actual 2026 Budget 2026 6-Month Actual 2026 Projection 2027 Budget 104 Description of Functions The Non-Departmental division includes several diﬀerent programs that have city-wide implications and are not identiﬁed with a particular department. Among the expenses paid from these accounts are payments to the Senior Center, Downtown Eau Claire Incorporation, special assessments for street and utility work abutting city owned property, payments on the City’s debt, subsidies for various operating funds, and capital project transfers. The division also includes an appropriation for unexpected events. Objectives Reconciliation of debt costs to the tax levy for debt service. Support for the ﬁve-year Capital Improvement Plan. Non-Departmental Expenses Summary Expenses Capital Purchases $337,797 – – – – Contractual Services $29,980 $944,953 $45,299 $943,115 $994,922 Contributions & Other Payments $84,230 $113,000 $115,991 $112,976 $91,400 Fixed Charges $187,338 $6,163,600 $21,472 $6,163,600 $7,398,600 Other Financing Uses $22,810,571 $24,497,562 $14,182,847 $24,483,562 $24,938,196 Personal Services $277,733 $844,500 $139,045 $847,124 $1,110,000 EXPENSES TOTAL $23,727,650 $32,563,615 $14,504,653 $32,550,376 $34,533,118 Non-Departmental FY 2027 Annual Budget 2025 Actual 2026 Budget 2026 6-Month Actual 2026 Projection 2027 Budget 105 Mission Statement The Economic Development Division exists to strengthen the region's economic vitality and work cooperatively with private industries, regional economic development partners, and governments agencies to promote investment in local projects. Description of Functions Business recruitment, business retention, workforce development, housing development, small business assistance, loan program management, community marketing and promotion, grant writing and management, data analysis, site acquisition and redevelopment, coordination with regional/state/federal partners. Goals and Objectives High Level Goal Speciﬁc Steps to Achieve Goal Business retention and expansion Grow relationships with business leaders. Grow contacts with real estate companies Business recruitment Promotion of Eau Claire as a location for new business creation or relocation. Respond to RFP for locations for business expansion. Housing development Implement strategy to create aﬀordable housing through the RDA. New redevelopment district creation. Program creation. Site acquisition. Community marketing Continue to expand the promotion of Eau Claire, capitalizing on the new website and video marketing tools. Economic Development FY 2027 Annual Budget 106 Economic Development Revenues & Expenses Expenses Capital Purchases $205,000 $182,311 $315,000 $182,311 $245,567 Contractual Services $37,420 $34,260 $29,112 $34,892 $62,900 Contributions & Other Payments $347,600 $42,600 $35,500 $42,600 $42,600 Fixed Charges $1,300 $1,900 $1,125 $1,000 $1,700 Personal Services $186,455 $207,480 $144,265 $201,624 $225,389 Supplies & Materials $3,502 $400 $212 $173 $1,800 Utilities $285 $600 $159 $137 $400 EXPENSES TOTAL $781,562 $469,551 $525,372 $462,737 $580,356 Revenues Intergovernmental Revenue $250,000 $0 – $0 $0 Miscellaneous Revenue $119,034 $64,722 $49,713 $47,372 $107,116 Non-Operating Revenue $311,060 $178,343 $234,618 $223,822 $187,081 Other Financing Sources $74,571 $226,486 $226,486 $226,486 $286,159 REVENUES TOTAL $754,665 $469,551 $510,817 $497,680 $580,356 2025 Actual 2026 Budget 2026 6-Month Actual 2026 Projection 2027 Budget 107 Description The Community Enhancement fund was created in 1992 to account for the receipt and use of room tax revenues. Since 1975, the City has levied a room tax on hotels and motels within the City limits, under the authority of Wis. Stat. §66.0615. The tax was increased to 8% of gross room rental charges in 2009 as provided for in Chapter 3.20 of the City Code of Ordinances. The City allocates 70% of collected room taxes to Visit Eau Claire (VEC) for tourism promotion and tourism development. Objectives Collect room tax revenue for convention and tourism activities. Budget room tax funds for complete distribution year related to generating overnight stays. Outputs Allocate funds to Visit Eau Claire (VEC) for tourism marketing Support for Hobbs Municipal Ice Center operations Support for Fairfax Pool operations Support for Parks projects Support for Land, Building and Equipment projects Support for Transportation Improvement projects Community Enhancement Revenues & Expenses Expenses Contractual Services $5,420 $6,610 $5,944 $5,944 $6,800 Contributions & Other Payments $2,178,194 $2,034,160 $1,545,505 $2,034,160 $2,218,020 Other Financing Uses $906,312 $865,130 $865,130 $865,130 $943,870 EXPENSES TOTAL $3,089,926 $2,905,900 $2,416,579 $2,905,234 $3,168,690 Revenues Charges For Services – – $37,917 – – Fines & Forfeitures $777 $0 $1,387 $1,233 $0 Miscellaneous Revenue $20,842 $0 $9,792 $9,675 $190 Taxes $3,107,470 $2,905,900 $2,041,544 $2,905,900 $3,168,500 REVENUES TOTAL $3,129,090 $2,905,900 $2,090,640 $2,916,808 $3,168,690 Community Enhancement FY 2027 Annual Budget 2025 Actual 2026 Budget 2026 6-Month Actual 2026 Projection 2027 Budget 108 Mission Statement To provide exceptional cemetery services for the City of Eau Claire. Description of Functions The City of Eau Claire oversees Forest Hill and Lakeview Cemeteries. These two public cemeteries cover 83.8 acres of land with 39,316 total grave sites and columbaria niches. The city cemeteries are maintained throughout the year. This work group is responsible for all lot sales, deed reconveyances, interments and disinterments, turf management, assisting the public in ﬁnding friends and relatives, and maintaining recordkeeping including stewardship of historical records. The group also maintains the historic Hoover Chapel in Lakeview Cemetery and Putnam Chapel at Forest Hill Cemetery. Goals and Objectives High Level Goal Speciﬁc Steps to Achieve Goal Increase available burial options. Identify sites at both cemeteries for new columbaria. Prepare plans for site improvements. Begin construction of new columbaria sites of both cemeteries. Research natural burial options. Optimize conﬁguration and use of Cartegraph Asset Management software. Analyze current system structure, workﬂows, and staﬀ process. Solicit feedback from system users on ease of use and potential system structure and workﬂow issues. Prioritize adjustments to streamline workﬂows and increase ease of use by end users. Cemetery Maintenance Revenues & Expenses Expenses Contractual Services $102,955 $100,190 $65,940 $87,234 $102,850 Contributions & Other Payments $5,625 – – – – Fixed Charges $6,800 $7,700 $5,775 $5,133 $8,700 Personal Services $340,456 $288,384 $268,570 $275,144 $300,560 Supplies & Materials $37,155 $49,575 $12,534 $40,351 $49,575 Utilities $18,277 $29,700 $12,481 $18,798 $25,500 EXPENSES TOTAL $511,268 $475,549 $365,301 $426,660 $487,185 Revenues Cemetery Maintenance FY 2027 Annual Budget 2025 Actual 2026 Budget 2026 6-Month Actual 2026 Projection 2027 Budget 109 Charges For Services $170,483 $183,700 $170,459 $163,137 $247,080 Licenses & Permits $123,124 $114,500 $97,511 $89,228 $126,250 Miscellaneous Revenue $2 $0 $569 $569 $0 Other Financing Sources $217,932 $177,349 $177,349 $177,349 $113,855 REVENUES TOTAL $511,541 $475,549 $445,888 $430,283 $487,185 2025 Actual 2026 Budget 2026 6-Month Actual 2026 Projection 2027 Budget 110 Mission Statement Eau Claire Fire and Rescue's mission is to public health and safety achieved through developing, promoting, and maintaining a comprehensive network of emergency medical services, ﬁre prevention and suppression, technical rescue, and hazard mitigation. Through progressive education, diligent training, and integrated communication, our team will collectively provide sustainable, high-quality service focused on customer satisfaction and the prudent utilization of public funds. Description of Functions The Hazardous Materials Response Fund was established in 1996 to account for responses to hazardous materials spills. The Northwest Wisconsin Hazardous Materials Taskforce is a joint venture between the Eau Claire Fire Department and Chippewa Falls Fire and Emergency Services. The team is contracted with the State of Wisconsin to deliver hazardous materials response to a statewide area - primarily northwestern Wisconsin. City of Eau Claire tax dollars are not used to operate the team; the State of Wisconsin provides grant funding. The team is designated as a Type 1 team (one of only two in the state) and thus capable of responding to incidents involving Weapons of Mass Destruction (WMD). Accomplishments from Past Year Provided outreach education to the Altoona Fire Department and to UWEC A team member attended HazMat/Highway Emergency Response Specialist training in Colorado Six team members attended Wisconsin Area Hazardous Materials Responders training Personnel toured the Xcel Energy Black Avenue site to gain insight on how to operate in the event of a plant emergency Team members participated in training provided by the WI State Lab of Hygiene concerning State sample protocols Team members trained with the 54 Civil Support Team at a mock incident at the Oakwood Mall Personnel participated in a full response drill concerning a white powder Participated in a training exercise including plume modeling at American Ice with community partners With $80,300 in grant monies from the WI Division of Emergency Management, purchased a $69,500 chemical identiﬁcation unit and communications equipment Participated in monthly training with topics including methane responses; plume dispersion and modeling; rail car leaks; cylinder leaks; and decontamination th Hazardous Materials Response FY 2027 Annual Budget 111 HAZMAT Revenues & Expenses Expenses Contractual Services $32,571 $24,900 $16,613 $13,563 $27,100 Contributions & Other Payments $28,989 $21,741 $34,859 $21,741 $29,000 Fixed Charges $3,000 $3,000 $2,250 $2,000 $3,000 Personal Services $50,868 $46,845 $23,727 $41,330 $46,865 Supplies & Materials $101,385 $22,100 $34,929 $23,552 $22,600 EXPENSES TOTAL $216,813 $118,586 $112,378 $102,185 $128,565 Revenues Charges For Services – $2,000 – $0 $2,000 Intergovernmental Revenue $202,980 $115,954 $146,893 $146,893 $125,954 Miscellaneous Revenue $1,350 $321 $940 $940 $300 Other Budgeted Receipts (Non-Gaap) – $311 – $311 $311 REVENUES TOTAL $204,330 $118,586 $147,833 $148,144 $128,565 2025 Actual 2026 Budget 2026 6-Month Actual 2026 Projection 2027 Budget 112 Mission Statement The library promotes lifelong learning, creates collaborative spaces, and supports open access to diverse materials and resources to enhance the quality of life in the community. Description of Functions Customer Service: Providing a welcoming environment to all who use our spaces, programs, services and materials; Spaces: Providing library spaces that promote community connections and creativity as well as places to work and study; Development of an informed and engaged community: Providing resources for personal growth and education at all levels; Fostering the joy of reading: Growing a new generation of readers through engaging programs and materials, as well as oﬀering materials for all ages and interests; Services: Attracting and nurturing new library customers as well as enhancing services valued by traditional library customers; Programs: Oﬀering educational and entertaining programs on a wide variety of topics for all ages, from infants to senior adults; Materials: Providing a curated collection of diverse materials in a variety of formats that reﬂect the community we serve. Strategic Goals and Initiatives for 2024-2026 Make the most of the new building. Evaluate space usage. Optimize use of indoor and outdoor spaces. Identify workﬂow eﬃciencies to optimize operations and improve performance. 1. Champion public access. Identify barriers to access. Evaluate building hours and usage patterns. Advocate for public parking. Connect community to services through outreach and marketing. 2. Provide a consistent experience. Encourage a positive staﬀ outlook toward change and growth. Educate customers on foundational library skills. Ensure consistent customer treatment through eﬀective staﬀ training. 3. L.E. Phillips Memorial Public Library FY 2027 Annual Budget 113 Evaluate staﬀ structure, wages, and beneﬁts. Foster good stewardship of public investment. Develop guidelines for evaluating community partnerships. Pursue and broaden funding opportunities. Assess programs and services to ensure relevance and resource eﬃciency. Advocate for fair and justiﬁable funding with an eye toward long-term sustainability. Maintain budget transparency with both staﬀ and the community. 4. Develop and maintain diverse collections. Increase collection usage. Reﬂect the unique needs of our community. Leverage usage data to drive collection growth. Interconnect collections with programs and services for mutual beneﬁt. Develop collection promotions using eﬀective strategies and evaluation methods. 5. Develop and maintain crucial programs and services. Reﬂect the needs and wants of our community. Develop eﬀective tools to evaluate community impact. Leverage usage data to ensure continuous relevance and resource eﬃciency. Develop promotions using eﬀective strategies and evaluation methods. 6. Metrics Library Metrics 2022 through June 2026 Activity 1st half 2026 2025 2024 2023 2022 Circulation (check-outs) 325,249 644,071 646,284 631,882 575,429 Electronic materials use* 112,195 247,847 192,267 171,151 191,057 Total number of programs 522 917 929 739 427 Total program attendance 19,160 41,073 40,689 33,042 15,604 Physical library materials (not online) 123,894 125,223 121,033 124,946 Room bookings (2023 onward) 5,600 5,264 4,058 n/a Reference Questions 25,754 27,502 33,239 32,071 Items loaned to other libraries 30,338 61,416 61,936 61,252 48,124 Items borrowed from other libraries 40,701 84,380 84,018 77,687 71,745 Website Engagements 1,064,054 1,981,561 1,936,308 not avail. not avail. Library Visits 118,152 249,448 264,359 266,630 not avail. Behavioral incidents 194 545 734 1022 n/a Expenditures (from CAFR) 5,382,832 5,186,495 5,057,483 5,069,753 Fund balance (rom CAFR) 1,042,341 1,048,784 923,038 847,814 The number of behavioral incidents post-pandemic has decreased since adding a highly eﬀective security monitor and oﬀering consistent staﬀ training. We also credit the opening of the Day Resource Center for positively aﬀecting our number of incidents. Sampling of Initiatives from 2025 to early 2026 Surveyed usage patterns to inform a decision to make a small reduction of hours Restructured staﬃng levels and responsibilities in multiple departments upon the retirement of long-time employees for eﬃciencies and cost savings Created of our ﬁrst library program catalog, entitled “Shelf Life” for one-stop information With assistance from Fleet and Purchasing, purchased a new library van for more reliable transportation and fewer repair bills Hosted over 41,000 program attendees in 2025 Booked event, meeting and study rooms more than 5600 times in 2025 Worked closely with City IT to make the library’s IT infrastructure better mirror that of the City for redundancy and eﬃciency 114 Appointed three new Board members to replace those whose terms had expired. Public Library Revenues & Expenses Expenses Capital Purchases $31,719 $0 $7,749 – $0 Contractual Services $421,269 $508,847 $357,596 $488,003 $473,600 Fixed Charges $30,815 $38,800 $29,100 $38,800 $39,000 Other Financing Uses $861,878 $962,328 $962,332 $962,332 $856,889 Personal Services $4,204,854 $4,379,840 $3,194,273 $4,400,911 $4,548,067 Supplies & Materials $602,797 $569,456 $433,744 $548,955 $549,274 Utilities $97,822 $96,300 $67,185 $83,788 $103,840 EXPENSES TOTAL $6,251,153 $6,555,571 $5,051,980 $6,522,790 $6,570,670 Revenues Charges For Services $12,766 $13,000 $11,163 $10,619 $14,400 Charges For Services - Intergovernmental $1,081,095 $1,028,393 $1,028,838 $1,027,838 $1,025,568 Fines & Forfeitures $6,447 $6,500 $4,579 $4,173 $5,540 Miscellaneous Revenue $112,469 $37,075 $61,935 $23,227 $53,500 Other Budgeted Receipts (Non-Gaap) – $303,000 – $303,000 $300,000 Other Financing Sources $4,716,574 $4,802,728 $4,802,918 $4,802,918 $4,800,489 Other Operating Revenue $315,360 $364,875 $365,667 $365,667 $371,173 REVENUES TOTAL $6,244,710 $6,555,571 $6,275,100 $6,537,442 $6,570,670 2025 Actual 2026 Budget 2026 6-Month Actual 2026 Projection 2027 Budget 115 Mission Statement The mission of the Health Department is to build a healthier community for all through prevention-focused programs and partnerships. Our vision is a community where everyone can live a healthier life. Our guiding principles include a focus on prevention, equity, collaboration, integrity, and quality. Description of Functions The Eau Claire City-County Health Department (ECCCHD) provides a wide range of required and essential programs and services that are aimed at preventing health issues before they impact people in our community. Investing in prevention saves lives, improves community outcomes, and saves money. The projected ECCCHD 2027 budget includes revenue from local tax levy (44%), federal and state grants and other contracts (33%), and fees and other revenue (23%) as approved by the Board of Health. The local levy investment from Eau Claire City Council and Eau Claire County Board supports the provision of mandated services as well as the capacity to respond to community needs and provides a real return on investment. For example, in 2026, ECCCHD estimates it will leverage $3.5 million of City and County tax levy to bring in $2.8 million from federal or state grant funding and $1.8 million from fee and other revenue. ECCCHD continues to be nationally accredited. The Board of Health oversees the policy and operations of the department per State Statute and local ordinance. ECCCHD collaborates closely with community partners to identify and respond to diseases and unhealthy conditions that are preventable. The department contributes to both the City of Eau Claire and Eau Claire County’s strategic plans with a focus on prevention. Our team provides programs/services mandated by public health state statutes and administrative rules, city/ county ordinance, community priorities, and grant requirements. We accomplish this work with a staﬀ of about 60 regular and temporary employees. Tax levy from the City and County support less than half of the staﬀ with the remainder of funding coming from fees and grants. Tax levy changes have not matched our cost to continue, so reductions in staﬃng and additions to fees and grants have been used to attempt to maintain needed and mandated services that the community expects. $1.9 million in direct and pass through federal funding are anticipated in 2027. Uncertainty of federal funding for core public health programs such as emergency preparedness, drug misuse prevention, radon, immunization, maternal and child health, WIC, as well as changes to Medicaid, could have signiﬁcant impact on our budget. We have reduced non-grant funded FTE over the past 5 years due to lack of funding and increasing costs. City-County Health Department FY 2027 Annual Budget 116 Accomplishments from Past Year Communicable Disease & Clinical Services Division works to prevent and control outbreaks of communicable disease and provide inclusive sexual health services, including testing, treatment, and reproductive health services. It also provides education about risk reduction and disease prevention. (10.25FTE) Prevented further disease spread by responding to 1,374 communicable disease reports. Administered 832 vaccines, helping protect community members against vaccine-preventable diseases. Continued preparedness eﬀorts for a large-scale measles response following reported cases in Wisconsin Collaborated with local and state partners to promote evidence-based childhood immunization recommendations and increase vaccine conﬁdence Became ﬁrst local health department in Wisconsin to serve as a civil surgeon under that blanket designation. Developed public-facing data dashboards to provide residents with timely information on communicable disease trends and other public health data. Provided comprehensive reproductive and sexual health services to 861 patients, including 63 pap tests,16 colposcopies, and more than 1,200 sexually transmitted infection tests at the Family Planning Clinic Successfully integrated immunization and reproductive health services into a shared clinical space, improving eﬃciency and access to care. Partnered with Prevent Blindness to provide two days of no cost vision screening to people throughout Eau Claire County. Collaborated with Chippewa Valley Free Clinic to provide Women’s Health Night through Wisconsin Well Women Program, expanding access to preventive women’s health services. Partnered with nursing programs from seven academic institutions to provide public health clinical and community-based learning experience for students. Expanded HIV prevention eﬀorts to enhance outreach, testing, linkage to care, and community engagement. Continued to facilitate partnership work around communicable diseases and public health emergency preparedness through coalitions and workgroups for communicable diseases, immunizations, healthcare associated infections, public health emergency preparedness, family assistance centers, and recruiting and training volunteers for the Eau Claire County Medical Reserve Corps. Community Health Promotion Division provides education, coordinates programs, and promotes policies and practices to impact local health priorities. Those priorities include chronic disease; mental health; community connectedness; alcohol, tobacco, and other drug misuse. (6.9FTE) Completed a needs assessment and developed a multi-year opioid settlement plan focused on prevention, harm reduction, treatment, and recovery strategies approved by the Eau Claire County Opioid Task Force and the Eau Claire County Board of Supervisors to help remediate the harm caused by opioids. Installed 3 additional sharps disposal boxes in Fairchild, Altoona, and Eau Claire. Community members now have 11 locations in the county to safely dispose of needles, lancets, syringes, and other sharps devices. Collected 1,742 pounds of sharps in 2025. Collected 1,926 pounds of medication through the medication Take-Back events and permanent medication drop boxes located in the Eau Claire County Government Center, Eau Claire County Jail, Altoona Police Department, and Augusta City Hall. Supported Students Advocating for Excellence (SAFE) student groups at middle and high schools to reach over 12,500 students and community members throughout Eau Claire County with activisms to promote mental health and prevent substance use. 117 One of 3 counties in Wisconsin to be recognized as an Age-Friendly Public Health System Advanced Department and a staﬀ member received individual certiﬁcation for being age-friendly. Convened several multi-agency groups to address local needs related to food access and healthy eating, substance use and overdose, and suicide and youth mental health, resulting in the development of new local resources and programs. Secured 5 years of competitive federal grant funding to implement and support eﬀorts to prevent and reduce youth alcohol, vaping, and cannabis use and strengthen partnerships in both the city of Eau Claire and across the county. Regulations & Licensing Division inspects and educates facilities that provide food, housing or other necessities to the public. The division also inspects lodging, recreation, and body art facilities. (6.0FTE) Completed 1639 inspections at all licensed facilities in Eau Claire County including restaurants, swimming pools, tattoo and piercing shops, poultry/beekeeping sites, manufactured home communities, schools, grocery stores, campgrounds, and hotels. Continued coordination and orientation with new City of Eau Claire Neighborhood Services Division staﬀ on complaints and human health hazards. Provided food safety education across the community including non-proﬁts, churches, Hmong events, UWEC, and local food pantries. Received CDBG Funding Grant to continue our Intensiﬁed Housing Program and conducted 129 full inspections of properties in 2025 in the City of Eau Claire. Supported safer and healthier housing in Eau Claire County through 3,738 phone consultations and 1,231 inspections related to proactive housing and preserving existing aﬀordable housing. Coordinated with organizers of local festivals and events to complete food and campground inspections at over 30 diﬀerent events, including County Jam, Reverb, Mekong Night Market, International Fall Fest, UW Meets EC, Fall Creek Fun Fest, Augusta Bean and Bacon Days, and Blue Ox. Developed a new, free tool for homeowners and renters to understand how to keep their homes up to date and functioning safely. To view a digital version of the Healthy Homes guide, visit bit.ly/EChealthyhomes. Started billing Medicaid for lead poisoning follow up to increase revenue for mandated services. Environmental Sciences Division works to enhance and protect our environment and educate about how the environment aﬀects our community's health. (6.25 FTE) Performed 16,186 in-house analyses on drinking water samples in laboratory history, including some targeted outreach to rural communities. Followed up on 204 animal bites/exposures to assure protection against rabies. Worked with UWEC on a groundwater research project and provided support for private well owners that wanted to test for PFAS. Collected 320 samples from beaches for bacteria testing and surveillance of harmful algae bloom. Conducted 201 POWTS inspections and issued 182 permits to protect our county's water from wastewater contaminants. Attained certiﬁcation for an automated bacteria analyzer for water samples to expand capacity for holiday and weekend sample analysis. Completed 576 ﬁeld visits to licensed pools, which corresponded with routine ﬁeld and laboratory testing. Performed microbiological examination of 590 samples from retail food establishments. Developed and published the public water supply data viewer dashboard on the HD website. Inspected all (new and renewed) licensed poultry keeping premises to ensure compliance with local ordinance. Assisted other Departments with the investigation of miscellaneous air pollution, noise, and odor complaints. Healthy Beginnings Division works to support families, especially maternal and child health, by facilitating a wide variety of programs and services. (11.7 FTE) Helping families and young children get a healthy start with expertise from public health nurses, dietitians, and breastfeeding counselors through our WIC and Nurse-Family Partnership programs. This includes serving 1,442 WIC clients and completing 1,260 visits with 166 NFP families in 2025. Provided 59 child passenger seats to eligible families and assisted in a community car seat check event. 118 Building oﬀ a successful program at the Augusta Senior Center, we began a new adult health clinic in Fall Creek to provide older adults health consultations and education about diet, medication, and health practices. Conducted more than 2,000 vision screenings with local students. Policy & Systems Division works with our partners to identify and communicate about health needs, gaps, resources, and support policy and system changes. (7.0FTE) Mobilizing over 250 partners in healthcare, law enforcement, education, government, the faith community, nonproﬁts, and businesses to collaborate on strategies to work on the county’s top health concerns through the Eau Claire Health Alliance, a community coalition the Health Department has provided backbone support for more than 25 years. Coordinated the distribution of nearly $100,000 in American Rescue Plan Act (ARPA) grant funding aimed at helping our communities recover from the COVID-19 pandemic. Twelve community organizations working on the top health needs in our community were awarded mini grants in areas including alcohol misuse, mental health, community connectedness, and linkages to basic needs (childcare, healthcare, and housing). Increased the department’s social media presence with a new Instagram account and 900 new followers on Facebook. Developed a new department strategic plan. Operations Division leads, supports, and oversees operations for all divisions, including human resources, ﬁnances, and technical support. Continued working with partners in the county, city of Eau Claire, and rural communities on mental health, social connection, nutrition, physical activity, substance misuse, access to basic needs like housing and childcare, and emergency planning. Kicked oﬀ a new academic partnership with UW-Eau Claire, which has strengthened existing relationships and allowed us to contribute to building the future public health workforce. Reviewed and updated over 420 health department related fees. Brought in more than $3.1 million dollars in public health grant funding to support improvements in health outcomes in Eau Claire. Oriented 4 new employee, 2 LTEs, and 13 interns. Selected as a placement site for a CDC Foundation Workforce Acceleration Initiative placement to focus on modernizing data sharing through publishing public facing dashboards. Collaborated with ECFD and other community response partners to provide ﬁrst aid support and services during the EC Marathon and the Chippewa Valley Airshow with our Medical Reserve Corp volunteers. Goals and Objectives High Level Goal Speciﬁc Steps to Achieve Goal Goal #1 (Awareness): Promote community awareness of what the Eau Claire City-County Health Department does and how it impacts health. Strategy 1: More eﬀectively communicate what the health department does. Strategy 2: Increase utilization of health department services. Strategy 3: Demonstrate how the health department impacts health outcomes. Goal #2 (Collaboration): Build and strengthen strategic collaboration for better community health. Strategy 1: Engage in strategic partnerships. Strategy 2: Involve the community in program planning, implementation, and decision-making. Goal #3 (Infrastructure): Sustain and invest in health department infrastructure to meet public health needs now and in the future. Strategy 1: Cultivate a work environment that supports individual, team, and professional well-being. Strategy 2: Ensure the ﬁnancial and programmatic integrity of the health department. 119 Metrics Activity 2025 2024 2023 2022 2021 # of Family Planning Clinic patients 462 492 501 452 427 # of communicable disease cases responded to 1,374 1,220 2,824 15,996 12,790 Pounds of medication collected through the National Prescription Drug Take Back Program 3,631 3,237 3,343 4,463 3,282 # of laboratory analyses completed 19,125 19,097 20,877 20,182 19,748 # of NFP visits/clients served 1,260/225 1422/219 1350/288 1609/251 1492/231 # of media interviews completed 65 74 83 77 134 # of housing inspections and reinspections 864 1,329 1,408 1,476 1,256 Outcomes Number of total enrollments in Wisconsin Well Women Program 98 110 77 58 69 % two-year-olds that received recommended vaccinations 68% 65% 74% 68% 76% % of retailers that pass tobacco compliance checks 88% 100% 91% 100% ** # days for beach closures/algae advisories 42/81 78/50 *Bacteria advisory added in 69/79 106/7 *Algae closure added 82/40 % of NFP babies that are born at a healthy weight 100% 87% 88% 84% 99% # of houses brought into compliance (cumulative) 6,085 (+120) 5,965 5,734 5,252 5,123 Health Department Revenues & Expenses Expenses Capital Purchases $165,151 $0 – $0 $0 Contractual Services $1,099,504 $723,800 $630,700 $693,528 $860,000 Contributions & Other Payments $9,034 $5,400 $3,471 $2,873 $5,400 Fixed Charges $18,463 $27,300 $16,250 $24,609 $27,400 Other Financing Uses $28,256 $27,400 $27,438 $27,438 $31,500 Personal Services $6,783,375 $6,728,200 $5,014,804 $6,627,678 $7,093,700 Supplies & Materials $303,220 $210,400 $175,662 $206,904 $249,500 Utilities $61,972 $64,100 $60,665 $53,840 $64,300 EXPENSES TOTAL $8,468,974 $7,786,600 $5,928,990 $7,636,869 $8,331,800 Revenues Charges For Services $232,091 $240,300 $205,233 $189,600 $225,700 Charges For Services - Intergovernmental $2,063,201 $2,154,300 $1,497,867 $1,833,380 $2,132,800 Fines & Forfeitures $2,356 $0 $3,520 $3,510 $0 2025 Actual 2026 Budget 2026 6-Month Actual 2026 Projection 2027 Budget 120 Intergovernmental Revenue $2,801,645 $2,063,200 $1,771,936 $1,416,123 $2,449,000 Licenses & Permits $810,699 $719,300 $697,505 $678,966 $745,500 Miscellaneous Revenue $245,725 $136,800 $182,485 $57,868 $165,000 Other Budgeted Receipts (Non-Gaap) – $281,351 – $281,351 $364,412 Other Financing Sources $2,182,562 $2,191,349 $2,167,729 $2,167,729 $2,249,388 REVENUES TOTAL $8,338,278 $7,786,600 $6,526,274 $6,628,527 $8,331,800 2025 Actual 2026 Budget 2026 6-Month Actual 2026 Projection 2027 Budget 121 Description of Functions The Housing Division administers the City of Eau Claire’s Community Development Block Grant (CDBG) and HOME Investment Partnership (HOME) programs. The CDBG and HOME programs are funded annually by the U.S. Department of Housing and Urban Development (HUD) to provide decent housing, suitable living environments and expanded economic opportunities, principally for persons who are low-income. Accomplishments from Past Year 0 single-family units was rehabilitated and sold to a ﬁrst time home buyer when rehabilitation was completed through the home ownership program 5 homeowners received rehabilitation loans to rehab their owner-occupied residential units, including the abatement of lead in all 5 units 5 low/mod homeowners received HOME Rehabilitation Grants 223 persons facing domestic violence sought shelter and support services 91 persons sought emergency shelter as a result of homelessness 768 received primary health care services from the Free Clinic 298 persons received meals from the Community Table soup kitchen 23 households received rental assistance with the Tenant Based Rental Assistance program Goals and Objectives High Level Goal Speciﬁc Steps to Achieve Goal Improve Housing Stock. Provide housing rehabilitation loans to homeowners and provide funding for code enforcement services. Reduce lead-based paint hazards. Provide lead remediation assistance to homeowners. Housing aﬀordability. Provide Tenant Based Rental Assistance. Provide basic needs services. Provide funding to public service organizations in the City. Metrics Activity 2025 2024 2023 2022 2021 Public services - individuals assisted 1,403 2,919 2,532 2,743 3,055 Homeownership (acquisition & rehabilitation) - # units 0 1 2 1 1 Housing rehabilitation - # units 5 5 6 5 8 Community Development Block Grant FY 2027 Annual Budget 122 CDBG Revenues & Expenses Expenses Capital Purchases $155,309 $148,619 $182,781 $148,810 $150,000 Contractual Services $68,495 $179,534 $52,270 $147,499 $181,000 Contributions & Other Payments $40,574 $155,659 $11,732 $155,659 $190,953 Fixed Charges $5,693 $14,931 – $9,931 $4,700 Other Financing Uses $31,698 $121,057 $3,179 $121,057 $81,900 Personal Services $11,073 $24,600 $9,882 $23,610 $34,000 Supplies & Materials $832 $11,199 $198 $8,378 $10,600 Utilities $204 $800 $39 $0 $700 EXPENSES TOTAL $313,877 $656,399 $260,080 $614,944 $653,853 Revenues Intergovernmental Revenue $129,351 $556,399 $178,865 $556,399 $553,853 Miscellaneous Revenue $5 $0 – $0 $0 Program Income $69,562 $100,000 $109,606 $9,256 $100,000 REVENUES TOTAL $198,919 $656,399 $288,470 $565,655 $653,853 2025 Actual 2026 Budget 2026 6-Month Actual 2026 Projection 2027 Budget 123 Mission Statement To responsibly manage fund resources for the former city-owned Blue Valley Landﬁll and Seven-Mile Landﬁll. Through transparent and eﬃcient transactions, the department monitors, assesses, and takes action to reduce environmental impacts while implementing remediation strategies and advocating for long-term sustainability on behalf of a six-organization potentially responsible party (PRP) group. Through these eﬀorts, we also ensure that all ﬁnancial activities align with our core values of environmental stewardship, accountability, and community well-being Description of Functions The City of Eau Claire owned and operated a landﬁll located oﬀ Crescent Avenue in the Town of Union from 1965 through the late 1970s. The Blue Valley landﬁll, which sits on a 100-acre site, collected household and industrial waste from Eau Claire County and the surrounding area. It was oﬃcially closed in 1982. The City of Eau Claire acts as the administrator for the PRP Group. The PRP Group has been established to respond to environmental concerns associated with the landﬁll site. Responsibilities include working with consultants and contractors to mitigate groundwater contamination along with monitoring and evaluation of the existing ground water extraction and ﬁltering system. The City of Eau Claire, City of Altoona, Town of Washington, Pleasant Valley and Brunswick owned and operated a landﬁll oﬀ Olson Drive from 1978-1981. The Seven-Mile Landﬁll was transferred to the County in 1981. Accomplishments from Past Year For Blue Valley Landﬁll, maintained monitoring and reporting requirements set forth by the Wisconsin Department of Natural Resources (WDNR). For Blue Valley Landﬁll, collected and tested more than 40 groundwater samples to monitor existing contaminate levels while identifying any potential change in volatile organic compounds (VOCs), 1,4Dioxane, or PFAS. For Blue Valley Landﬁll, worked with the WDNR, Eau Claire City/County Health Department, consultants, and contractors to test a new private domestic water well. Developed and initiated a project plan to replace up to ﬁve private residential wells currently subject to elevated levels of VOCs and 1,4Dioxane. Landﬁll Remediation FY 2027 Annual Budget 124 Goals and Objectives High Level Goal Speciﬁc Steps to Achieve Goal Comply with regulatory requirements. Compliance with regulatory requirements and reporting to the Wisconsin Department of Natural Resources. Provide appropriate environmental monitoring. Monitor private and extraction well testing. Continued evaluation of the eﬀectiveness of the existing ground water extraction system. Professionally and promptly respond to concerns raised by property owners in the vicinity of the landﬁll. Ongoing communication and updates with property owners in the area of the landﬁll and the PRP Group. Landfill Remediation Revenues & Expenses Expenses Contractual Services $70,212 $105,100 $76,890 $100,089 $125,100 Personal Services $5,880 $0 $4,036 $3,986 $5,000 Supplies & Materials $35,076 $31,000 $26,837 $26,537 $36,000 Utilities $19,298 $21,900 $13,294 $21,900 $21,900 EXPENSES TOTAL $130,466 $158,000 $121,057 $152,512 $188,000 Revenues Charges For Services $129,397 $158,000 $106,035 $104,913 $188,000 Miscellaneous Revenue $1,069 $0 $217 $217 $0 REVENUES TOTAL $130,466 $158,000 $106,252 $105,130 $188,000 2025 Actual 2026 Budget 2026 6-Month Actual 2026 Projection 2027 Budget 125 Mission Statement To support the mission of the Eau Claire Police Department through evidence based policing strategies, partnering with community members to solve problems and making Eau Claire a safe place to live. Division Description The Eau Claire Police Department has three K9s. Two of the K9s are assigned to the Patrol Division and one K9 is assigned to the Professional Standards Bureau (PSB). The two K9s in patrol are multi-purpose dogs and the K9 assigned to PSB is a therapy dog. Division Activities Patrol K9s assist with drug interdiction. Patrol K9s assist with locating suspects that have left a crime scene. Patrol K9s assist in tracking missing or lost members of our community. Patrol K9s will assist other agencies within our region for the three purposes mentioned above if requested. PSB K9 provides comfort to ECPD personnel during times of crisis. PSB K9 provides comfort for other City of Eau Claire employees, and community members impacted by violence/tragedy or traumatic events. PSB K9 also attends many community events throughout the year. Goals and Objectives High Level Goal Speciﬁc Steps to Achieve Goal Patrol K9s- maintain a minimum of two K9s assigned to two Patrol Oﬃcers called K9 Handlers. Allows better coverage and availability when one K9 is assigned the evening overlap shift and the second K9 is assigned the Midnight shift. Patrol K9s-Maintain monthly training and attend regional training. The constant training allows the K9s and Handlers to continue to become better at their skills and it allows the Handler to better utilize their K9. Patrol K9s- Be present at community events and certain special events. Allows community members to see and meet the K9 handlers and their assigned K9. Allows the community to be better informed on the K9 program. PSB K9- Be proactive internally with employees Provide opportunities for all employees to interact with the K9 and provide comfort during the stress of the job. Police K-9 Fund FY 2027 Annual Budget 126 PSB-K9 being present at numerous events throughout the year. Provides an opportunity for community members to approach police oﬃcers and interact with police oﬃcers. K-9 Bolt K-9 Manso K-9 Murphy Birthplace: Oderzo, Italy Birthday: April 13, 2020 Breed: German Shepherd First Day of Service: May 13, 2022 Birthplace: Chevennes, France Birthday: October 21, 2016 Breed: Belgian Malinois First Day of Service: November 20, 2018 Birthplace: Osseo, Wisconsin Birthday: April 17, 2022 Breed: Australian Labradoodle First Day of Service: June 13, 2022 Police K9 Fund Revenues & Expenses Expenses Contractual Services $20,807 $26,000 $10,715 $18,715 $26,000 Personal Services $13,724 $13,996 $10,057 $9,515 $14,118 Supplies & Materials $1,396 $4,800 $2,824 $2,824 $4,800 EXPENSES TOTAL $35,927 $44,796 $23,595 $31,054 $44,918 Revenues Miscellaneous Revenue $5,420 $1,200 $2,461 $2,461 $1,200 Other Budgeted Receipts (Non-Gaap) – $43,596 – $43,596 $43,718 REVENUES TOTAL $5,420 $44,796 $2,461 $46,057 $44,918 2025 Actual 2026 Budget 2026 6-Month Actual 2026 Projection 2027 Budget 127 Description The American Rescue Plan Act (ARPA) has distributed more than $360 billion in emergency funding for state, local, territorial, and Tribal governments to ensure that they are in a position to keep front-line public workers on the job and paid, while also eﬀectively distributing the COVID-19 vaccine, scaling testing, reopening schools, and maintaining other vital services. The City of Eau Claire received $13,529,002 in available funding from ARPA. Funds must be obligated by December 31, 2024, and spent by December 31, 2026. Below is an outline of the ARPA funding that has been allocated by the City of Eau Claire as approved by Council resolution in three separate phases. American Rescue Plan Act Revenues & Expenses Expenses Capital Purchases $1,495,352 $183,292 – $183,292 $0 Contractual Services $1,261,526 $1,411,774 $525,153 $1,419,728 $0 Contributions & Other Payments $76,966 $122,067 $21,558 $122,067 $0 Personal Services $388,427 $1,157,794 $258,355 $1,160,502 $0 Supplies & Materials $50 $0 – $0 $0 EXPENSES TOTAL $3,222,321 $2,874,927 $805,066 $2,885,589 $0 Revenues Intergovernmental Revenue $3,811,577 $2,874,927 – $2,874,927 $0 REVENUES TOTAL $3,811,577 $2,874,927 – $2,874,927 $0 American Rescue Plan Act FY 2027 Annual Budget 2025 Actual 2026 Budget 2026 6-Month Actual 2026 Projection 2027 Budget 128 Description Previously created in 2002, the Downtown fund supported the Downtown Eau Claire Inc. non-proﬁt entity. The purpose was to carry out the recommendations of the Hyett Palma’s Downtown Action Agenda of 2001. In 2024, DECI had made a motion to remove themselves from the City of Eau Claire to become a separate entity. Beginning in 2025, DECI was funded by the Business Improvement Districts of the City of Eau Claire and the General Fund. Downtown Fund Revenues & Expenses Expenses Other Financing Uses $74,571 – – – – EXPENSES TOTAL $74,571 $0 – $0 $0 Downtown Fund FY 2027 Annual Budget 2025 Actual 2026 Budget 2026 6-Month Actual 2026 Projection 2027 Budget 129 The Debt Service Fund accounts for the payment of principal and interest on the current portion of general obligation long-term debt and the accumulation of resources for future payments. General obligation bond issues are backed by the full faith and credit of the City and are repaid through resources of the particular fund. Funding is derived from property tax and special assessment collections. The City of Eau Claire has three types of debt issues: General Obligation Bonds & Notes are issued for capital construction projects and are backed by the full faith and credit of the City. This incorporates all G.O. debt including the TID's: Total outstanding debt as of 12/31/2026: $198,217,686 (estimate until 10/31/2026) Tax Incremental Bonds & Notes (TID only) are issued to ﬁnance TIF District improvement in the TIF project plans. Tax Incremental Bonds are paid by segregated property taxes, but are ultimately backed by the full faith and credit of the City of incremental taxes are inadequate to meet payment requirements. Total outstanding debt as of 12/31/2026: $52,326,684 (estimate until 10/31/2026) Revenue Bonds are issued by the Water and Sewer Utilities for Capital constructions projects and are backed by user fees generated from operations in the enterprise: Total outstanding debt as of 12/31/2026: $54,272,297 (estimate until 10/31/2026) Section 67.03(1) of the Wisconsin Statutes provides that the amount of indebtedness of a municipality shall not exceed 5 percent of the equalized valuation of taxable property in the municipality. The following computation compares the total debt allowable as approved by City Council for the City of Eau Claire with the oustanding indebtedness on December 31, 2026. Equalized Valuation including TID's $9,248,253,000 Debt capacity 5% $462,412,650 Unused borrowing capacity remaining $264,194,964 Percent of debt capacity remaining 57% Tax Levy for debt less 25% of operating expenses, excluding utilities $103,407,164 25% $25,851,791 Debt Levy for 2026 Taxes collectible in 2027 $15,100,000 Debt policy equalized tax rate less than $2.50/$1,000 of Equalized Value $1.48 Debt Service Fund FY 2027 Annual Budget 130 Debt Service Revenues & Expenses Expenses Contractual Services $11,484 $17,500 $11,675 $11,675 $17,500 Debt Service $14,341,650 $15,100,000 $12,165,184 $15,100,000 $15,100,000 EXPENSES TOTAL $14,353,134 $15,117,500 $12,176,858 $15,111,675 $15,117,500 Revenues Miscellaneous Revenue $27,858 $17,500 $31,120 $31,120 $17,500 Other Financing Sources $15,005,737 $15,100,000 $5,835,229 $15,986,769 $15,100,000 Taxes $27 $0 $27 $27 $0 REVENUES TOTAL $15,033,623 $15,117,500 $5,866,376 $16,017,916 $15,117,500 2025 Actual 2026 Budget 2026 6-Month Actual 2026 Projection 2027 Budget 131 Mission Statement The Water Utility is within the Utility Division and part of the Community Services Department. It is responsible for operating the City-owned water treatment facility and water distribution system; including providing a continuous portable supply of water, maintaining the pumping equipment and distribution system, and ensuring a return on investment in accordance with State guidelines. Description of Functions Compliance: Ensure all Federal & State regulations and standards are met. Capacity: Maintain current operations and plan for potential future operational changes. Training: Provide in-house and outside training opportunities to keep personnel qualiﬁed, educated, and engaged with current and future operations. Service: Ensure the community is informed of the importance of the operation and maintenance of the WTP and distribution system. Environment: Investigate technology and funding sources to promote environmentally sustainable operations. Culture: Promote a work environment that encourages cooperation, productivity, and engagement. Accomplishments from Past Year Continued with the construction of an addition to the WTP to provide the community with PFAS free drinking water. Completed interior reservoir inspections at Abbe, WTP clearwell, and WTP backwash tower. Replaced 6 butterﬂy valves at Skyline Booser Station. Continued the lead service line replacement & reimbursement program. Initial service line inventory was submitted and approved by the DNR. Continued to use Cartegraph asset management for distribution system maintenance and began using Cartegraph at the WTP. Goals and Objectives High Level Goal Speciﬁc Steps to Achieve Goal Status of Goals from Past Year New Goals for 2027 that stem from High Level Goal Maintain reliable wastewater treatment and infrastructure. Provide drinking water which exceeds State & Federal standards Work with Engineering Division for prioritizing aging infrastructure. Continue to construct PFAS removal facility at WTP. Begin design for replacement of Well #13 and relocation of lime tower Begin design of a Chippewa River water Water Utility FY 2027 Annual Budget 132 Continue valve exercising & hydrant ﬂushing programs per DNR requirements. main crossing. Complete Water Division system, supply, and treatment evaluation. Provide exemplary customer service. Update Utilities website. Continue meter testing & replacement program to ensure accurate water tracking & billing. Complete the water system, supply, and treatment evaluation in 2026. Continue with the use of Neptune 360 for meter reading & billing. Maintain trained and responsive employees. Host annual Safety Day training. Complete annual goal setting reviews with employees. Promote outside training & continuing education opportunities. Safety Day continues to be informative and successful. Continue to allow the opportunity for utility employees to become certiﬁed operators. Operations shall be ﬁscally responsible. Use data analysis to make operation changes. Monitor to ensure pertinent budget expenditures. Maintain consistent rates that are comparable to similar sized communities. Apply for DNR funding for Well #13 replacement and Chippewa River crossing projects. Operate in a way that is environmentally sustainable. Track energy usage and ﬁnd ways to reduce consumption. Complete the water evaluation. Organize and prioritize projects from the water evaluation. Metrics Activity 2025 2024 2023 2022 Water treated (billion gallons) 3.124 3.103 3.526 Water valves exercised 2,224 4,324 1,619 Fire hydrants ﬂushed & inspected 3,878 3,905 3,184 Main breaks repaired 14 4 3 Service leaks repaired 40 25 33 Locates completed 14,296 15,120 13,498 9,064 Construction bacti-samples collected & tested 441 446 342 Meter replacements 3,087 2,717 2,292 Cross-connection inspections 3,701 3,002 2,812 Meter tests 3,542 3,542 1,533 Lead service line replacements 86 118 120 209 Outcome As the result of [1] a consistent and thorough water maintenance program, [2] analyzing today’s WTP operations and data to plan for the future, and [3] cooperating and working with other Divisions, the City of Eau Claire has a water distribution system and water treatment facility that continues to provide safe drinking water and dependable and reliable service to the residents of the community. 133 Water Utility Revenues & Expenses Expenses Contractual Services $1,471,970 $820,230 $569,841 $784,309 $962,230 Debt Service $44,893 $0 – $0 $0 Fixed Charges $2,775,475 $3,153,900 $2,359,111 $3,145,167 $3,628,200 Non-Gaap Disbursements $12,128,696 $5,614,375 $6,037,457 $5,614,375 $4,335,000 Non-Operating $714,480 $757,187 $241,622 $757,187 $755,187 Other Financing Uses – $0 $14,375 $0 $0 Personal Services $2,766,866 $2,909,685 $2,161,950 $2,944,182 $3,010,054 Supplies & Materials $983,300 $1,550,400 $615,800 $1,529,543 $1,110,900 Utilities $644,310 $705,200 $382,183 $701,748 $738,100 EXPENSES TOTAL $21,529,990 $15,510,977 $12,382,339 $15,476,510 $14,539,671 Revenues Charges For Services $12,710,714 $12,417,000 $9,358,123 $12,153,627 $13,237,800 Fines & Forfeitures $7,956 $0 $6,192 $5,904 $0 Intergovernmental Revenue $2,093,162 – $1,098,763 – – Miscellaneous Revenue $8,463,635 $27,800 $203,473 $203,471 $24,300 Non-Operating Revenue $157,914 $22,000 $29,259 $25,344 $25,000 Other Budgeted Receipts (Non-Gaap) – $2,749,177 – $2,749,177 $957,571 Other Financing Sources $74,516 $0 $36,975 $150 $0 Other Operating Revenue $358,823 $295,000 $121,457 $115,432 $295,000 REVENUES TOTAL $23,866,719 $15,510,977 $10,854,242 $15,253,105 $14,539,671 2025 Actual 2026 Budget 2026 6-Month Actual 2026 Projection 2027 Budget 134 Mission Statement The Sewer Utility is within the Utility Division and part of the Community Services Department. It is responsible for operating the City-owned wastewater treatment facility and sewage collection system; including providing wastewater treatment to the City of Eau Claire, City of Altoona, and a portion of the former Washington Heights Sewer District, maintaining lift station equipment and sewer collection system, and maintaining comparable sewer rates. Description of Functions Compliance: Ensure all Federal & State regulations and standards are met. Capacity: Maintain current operations and plan for potential future operational changes. Training: Provide in-house and outside training opportunities to keep personnel qualiﬁed, educated, and engaged with current and future operations. Service: Ensure the community is informed of the importance of the operation and maintenance of the WWTP and collection system. Environment: Investigate technology and funding sources to promote environmentally sustainable operations. Culture: Promote a work environment that encourages cooperation, productivity, and engagement. Accomplishments from Past Year Met all eﬄuent standards required in the WPDES permit. Achieved a 4.0 score on the annual Compliance Maintenance Annual Report (CMAR). Completed an update to the WWTP Facilities Plan for planning future projects, rehabilitation, and upgrades. Added a 3 tanker truck to the biosolids spreading process which improved spreading eﬃciency. Inspected and cleaned biosolids digester #2. Continued to use Cartegraph asset management for collection system maintenance and started using Cartegraph at the WWTP. rd Goals and Objectives High Level Goal Speciﬁc Steps to Achieve Goal Status of Goals from Past Year New Goals for 2027 that stem from High Level Goal Maintain reliable wastewater treatment and infrastructure. Operate the WWTP meeting the WPDES permit eﬄuent limits. Update the Facilities Plan. Completed WWTP Facilities Plan update. Replaced sewer maintenance vehicle #250. In the design phase of a project to upgrade the equipment in the headworks building and disinfection process. Sewer Utility FY 2027 Annual Budget 135 Worked with Engineering to create a sewer main lining project. Provide exemplary customer service. Update the Utilities website. Review the Eau Claire Sewer Ordinance. Updating Pre-treatment section of the Sewer Ordinance. Achieved a 4.0 on the CMAR report. Develop the Utilities Share Point page. Maintain trained and responsive employees. Host annual Safety Day training. Complete annual goal setting reviews with employees. Promote outside training and continuing education opportunities. Safety Day continues to be informative and successful. Schedule outside vendors for short trainings for credit. Continue to allow the opportunity for utility employees to become certiﬁed operators. Operations shall be ﬁscally responsible. Use data analysis for making operational changes. Follow guidance of updated Facilities Plan. Reduce environmental impact fees. Annual CMAR 4.0 score at WWTP. Plan WWTP rehab projects with Finance Div. Apply for DNR Clean Water funding with principal forgiveness for the headworks/disinfection project. Operate in a way that is environmentally sustainable. Investigate opportunities for alternative power sources. A solar array has been considered within the Facilities Plan as a stand-alone project. Work to develop opportunities for energy savings. Metrics Activity 2025 2024 2023 2022 2021 CCTV pipe inspection (miles) 15.9 17.2 14.8 15.9 16.2 Sewer main jetting (miles) 308.7 359.3 334.3 339.1 342.5 Sewer main root cutting (miles) 88.6 68.2 61.8 43.7 89.3 Biosolids spread onto ag ﬁelds (MG) 6.300 7.500 5.691 6.282 7.078 Average daily ﬂow at WWTP (MGD) 7.096 6.897 7.211 7.044 7.424 After hour calls (sewer backup investigation) 36 12 24 41 29 Outcome As a result of [1] a consistent and thorough sewer maintenance program, [2] analyzing today’s operations to plan the future, and [3] cooperating and working with other Divisions, the City of Eau Claire has a sewer collection system and wastewater treatment facility that continues to provide dependable and reliable service to the residents of the community. 136 Sewer Utility Revenues & Expenses Expenses Contractual Services $1,482,262 $1,643,100 $837,771 $1,625,066 $1,768,000 Depreciation $3,363,745 $0 – $0 $0 Fixed Charges $875,700 $956,200 $714,992 $953,292 $969,500 Non-Gaap Disbursements $3,250,000 $7,671,773 $7,657,398 $7,671,773 $6,911,985 Non-Operating $553,296 $493,031 $174,277 $493,031 $432,651 Other Financing Uses – $0 $14,375 $0 $0 Personal Services $2,668,312 $3,541,158 $1,820,132 $3,523,747 $3,549,364 Supplies & Materials $733,842 $786,800 $502,775 $780,343 $801,700 Utilities $560,619 $838,400 $318,680 $829,968 $852,900 EXPENSES TOTAL $13,487,777 $15,930,462 $12,040,399 $15,877,220 $15,286,100 Revenues Charges For Services $14,751,527 $14,932,700 $9,096,644 $14,522,025 $14,556,100 Miscellaneous Revenue $1,429,710 $106,000 $719,821 $719,821 $500,000 Non-Operating Revenue $15,354 $0 – $0 $0 Other Budgeted Receipts (Non-Gaap) – $679,762 – $679,762 $0 Other Operating Revenue $285,248 $212,000 $332,177 $330,399 $230,000 REVENUES TOTAL $16,481,839 $15,930,462 $10,148,643 $16,252,007 $15,286,100 2025 Actual 2026 Budget 2026 6-Month Actual 2026 Projection 2027 Budget 137 Mission Statement The Storm Water Utility Fund provides for the operation of, maintenance of, and improvements to the stormwater drainage system. Description of Functions Permit Compliance: Compliance with the Wisconsin Pollution Discharge Elimination System NR 216 water discharge permit. Detention Basin Operations: Acquisition, construction, and maintenance of stormwater detention basins. Development Plan Approval: Review and approval of development plans for compliance with City regulations. Drainage Assistance: Respond to citizen concerns regarding drainage issues. Accomplishments from Past Year The City’s consultant is conducting the stormwater model for the City overall, which assists in complying with standards for MS4 (Municipal Separate Storm Sewer System) communities. Its expected completion date is Fall 2026. This is regulated by the Wisconsin DNR. Public storm facility inspections now occur every even year; inspections were completed in 2026. The inspections review pond structure, drainage systems, stability of embankments, vegetation, sediment depths, and identify any other issues to ensure optimal functionality. Sediment clean out of ten storm ponds and erosion repair of ﬁve ponds was contracted out in 2026. High Level Goal Speciﬁc Steps to Achieve Goal Continue to work cohesively using our knowledge in a professional manner. - Keep open communications between departments, internal/external customers, contractors, and vendors. Strive to ensure accuracy and excellence. - Work with new technologies and continue to improve existing technologies to ensure accurate data is provided and eﬃciently collected in all areas of engineering and construction. Continue to develop and maintain relationships with our community partners. - Actively participate in Rain to Rivers, which includes regional communities and agencies working together on stormwater management issues. Goals and Objectives Storm Water Utility FY 2027 Annual Budget 138 Metrics Activity 2025 2024 2023 2022 2021 Frequency of Street Sweeping (Half Moon) 20 20 24 13 20 Total Construction Sites with one acre or more of land disturbances activity 23 32 27 33 36 Outcome Private sector installation of stormwater system in feet 0 0 7,690 8,267 7,355 Public utility projects including storm sewer replacement (length of storm pipe installed in feet) 7,723 18,679 13,831 12,781 16,044 Erosion control inspections completed by the City (at sites with one acre or more of land disturbance) 54 66 93 76 164 Street Sweeping Material Removal (tons) 3,585 6,102 6,099 5,296 5,955 Storm Water Utility Revenues & Expenses Expenses Contractual Services $914,009 $796,805 $479,649 $787,332 $798,500 Fixed Charges $1,000,000 $1,541,700 $1,162,125 $1,536,167 $1,532,900 Non-Gaap Disbursements $3,259,000 $2,954,975 $2,955,600 $2,954,975 $3,027,256 Non-Operating $248,269 $291,759 $97,480 $291,759 $326,600 Other Financing Uses – $0 $114,375 $0 $75,000 Personal Services $884,486 $1,333,450 $579,636 $1,326,451 $1,387,224 Supplies & Materials $54,082 $64,100 $91,464 $62,014 $64,100 Utilities $153,163 $110,420 $3,963 $106,564 $212,020 EXPENSES TOTAL $6,513,008 $7,093,209 $5,484,292 $7,065,261 $7,423,600 Revenues Charges For Services $6,779,044 $6,950,900 $4,548,666 $6,950,900 $7,361,600 Miscellaneous Revenue $114,572 $27,000 $72,158 $72,158 $27,000 Non-Operating Revenue $64,800 $0 – $0 $0 Other Budgeted Receipts (Non-Gaap) – $83,309 – $83,309 $0 Other Operating Revenue $45,120 $32,000 $21,196 $21,197 $35,000 REVENUES TOTAL $7,003,536 $7,093,209 $4,642,020 $7,127,564 $7,423,600 2025 Actual 2026 Budget 2026 6-Month Actual 2026 Projection 2027 Budget 139 Mission Statement The Parking Utility provides for the operation and maintenance of the downtown parking ramps, city-owned surface public parking lots, and on-street parking. Description of Functions Service: Provide safe, convenient, and quality parking operations with good customer service. Maintenance: Provide for the daily operation and maintenance of parking ramps and surface public parking lots. Downtown Parking: Assure the proper operation and enforcement of the downtown parking program. Accomplishments from Past Year Onboarded a full-time Parking Administrator and successfully launched a paid on-street parking initiative. Partnered with external parking consultants and marketing teams to ensure seamless implementation and community awareness. High Level Goal Speciﬁc Steps to Achieve Goal Keep open communications between departments, internal/external customers, contractors, and vendors for exceptional parking service. Continue strong working relationships with BIDs – Parking Administrator attend meetings to listen and address downtown parking concerns. Partner with Engineering, Police, and Community Services to address issues related to parking concerns in surface lots, ramps, citywide, and downtown. Presentations to Council regarding updates on downtown paid parking, changes requested by constituents, and downtown businesses. Maintain excellent service level with all partners for city wide parking. Consistency with vendors, maintain properly operating parking and enforcement equipment, and continue building enforcement and implementation procedures. Preservation of Parking Ramps Work to maintain cleanliness and ensure ramp maintenance issues are addressed in a timely manner. Goals and Objectives Parking Utility FY 2027 Annual Budget 140 Metrics Activity 2025 2024 2023 Monthly Passport Permits Issued 405 450 438 Contracted Permits Issued 7704 Parking Transactions (Passport) 32,394 23,921 17,349 Parking Transactions (FLOWBIRD) 12,687 Outcome Parking Transaction Revenue (Ramps and Lots) APP, Coin, and Card 96,612.46 Passport Permit Revenue 108,303.95 Contracted Permit Revenue 401,767.69 Total Revenue 606,684.10 577,097 533,146 Parking Utility Revenues & Expenses Expenses Contractual Services $185,603 $242,600 $173,621 $218,788 $196,900 Debt Service $7,853 $0 – $0 $0 Depreciation $33,949 $0 – $0 $0 Fixed Charges $183,100 $191,700 $139,800 $187,167 $189,400 Non-Gaap Disbursements $400,000 $223,800 $231,710 $223,800 $210,000 Non-Operating $47,602 $58,600 $10,670 $58,600 $49,700 Other Financing Uses $143,422 $180,000 – $180,000 $180,000 Personal Services $108,856 $392,365 $163,641 $373,767 $387,280 Supplies & Materials $10,079 $15,000 $4,004 $3,249 $14,300 Utilities $69,489 $119,100 $40,090 $110,326 $120,400 EXPENSES TOTAL $1,189,953 $1,423,165 $763,535 $1,355,698 $1,347,980 Revenues Charges For Services $581,738 $1,065,886 $505,788 $974,606 $1,045,100 Fines & Forfeitures -$180 $0 – $0 $0 Miscellaneous Revenue $15,602 $10,500 $17,507 $6,345 $10,500 Other Budgeted Receipts (Non-Gaap) $308,281 $130,000 – $130,000 $292,380 Other Financing Sources $354,861 $216,779 $216,780 $216,780 $0 REVENUES TOTAL $1,260,301 $1,423,165 $740,075 $1,327,731 $1,347,980 2025 Actual 2026 Budget 2026 6-Month Actual 2026 Projection 2027 Budget 141 Mission Statement To provide safe, reliable, and environmentally friendly transportation services that enhance the quality of life for the residents and visitors of Eau Claire. Description of Functions Safety: Implementation of safety protocols and security measures to protect passengers and staﬀ. Customer Service: Providing information and assistance to passengers, including route planning and fare information. Outreach and Education: Engaging with community members to adapt our transit services to meet the needs of our changing community. Educating community members to show how transit may ﬁt into their lives. Planning: Long-term planning for transit system expansion, improvement, and sustainability. Advocate for transit oriented development. Compliance and Reporting: Ensure adherence to federal, state, and local regulations governing public transportation and securing grants to support transit. Equity and Accessibility: Ensuring transit services are accessible and equitable for all community members, including those with disabilities and underserved populations. Accomplishments from Past Year Relocated bus services into the new transfer center including opening a lobby for riders with a ticket window. Implemented K-12 free fares and provided outreach and learning opportunities for schools, daycares, and youth groups. Ridership drastically increased. Completed the microtransit pilot program serving the northside of Eau Claire: Northern Lite. Attended community events and facilitated free ride days to promote transit use. Made minor route changes that have improved experiences of riders and created more access to essential services including Mayo Hospital. Hired a marketing intern who has created promotional materials, made connections within the community, and worked to improve the website. Goals and Objectives High Level Goal Speciﬁc Steps to Achieve Goal Go above and beyond to create an excellent rider experience. Continue to make updates to rider guide, innovate service to meet the needs of the changing community, and educate riders on detours, service changes, and policies. Public Transit FY 2027 Annual Budget 142 Create new community partnerships and maintain current ones. Continue engaging with new groups of prospective riders, attend and seek out meetings where transit can help others accomplish their goals, and attend community resource events. Increase transit ridership by reducing barriers to entry for ﬁrst-time and infrequent users. Simplify service oﬀerings to lower the learning curve of using the system, create low-stress learning environments for residents to get familiar with the buses, increase public feedback for bus stop locations, improvements, and overall use of the system. Metrics Activity 2025 2024 2023 2022 2021 Operating expenses per revenue hour $158.73 $152.19 $85.14 $97.46 $79.40 Passengers per revenue hour (including paratransit riders) 14.48 14.23 9.79 8.7 7.14 Passenger revenue to operating cost (Including UW contract) 15% 14.5% 19.6% 13% 17% Public Transit Revenues & Expenses Expenses Contractual Services $2,005,153 $2,586,645 $1,244,968 $2,573,151 $2,589,620 Depreciation $1,169,279 $0 – – $0 Fixed Charges $212,938 $261,200 $195,900 $261,200 $275,700 Non-Gaap Disbursements $0 $0 $230,000 $0 $220,000 Non-Operating $28,830 $0 $9,998 $0 $29,020 Personal Services $3,551,774 $3,753,724 $2,716,835 $3,745,783 $3,842,673 Supplies & Materials $804,811 $955,281 $522,830 $949,612 $946,400 Utilities $51,987 $53,300 $37,839 $50,069 $73,400 EXPENSES TOTAL $7,824,772 $7,610,150 $4,958,370 $7,579,814 $7,976,813 Revenues Charges For Services $1,179,235 $1,162,177 $1,014,601 $984,256 $1,136,221 Fines & Forfeitures -$72 $0 – $0 $0 Miscellaneous Revenue $107,098 $60,000 $34,660 $31,874 $56,280 Non-Operating Revenue $4,556,303 $4,700,994 $1,601,382 $4,542,868 $5,032,059 Other Financing Sources $1,167,389 $495,312 $495,312 $495,312 $560,586 Taxes – $1,191,667 $827,302 $1,191,667 $1,191,667 REVENUES TOTAL $7,009,954 $7,610,150 $3,973,257 $7,245,977 $7,976,813 2025 Actual 2026 Budget 2026 6-Month Actual 2026 Projection 2027 Budget 143 Division Narrative Hobbs Municipal Ice Arena has been open to the public since 1975. It is the home rink of the University of Wisconsin – Eau Claire (UWEC) NCAA Division III men’s and women’s hockey teams, Eau Claire North and Memorial high school boy’s hockey teams, the ECA Stars girls high school hockey team, Eau Claire Youth Hockey Association, and the Eau Claire Figure Skating Club. These organizations participate in the Hobbs Ice Arena consortium, providing input on future planning for the facility. Description of Functions Opportunity: Provide high quality, safe, and aﬀordable ice time, meeting spaces, and facility amenities. Collaborate with Eau Claire Youth Hockey to provide instructional and league play opportunities. Coordinate facility use agreements and scheduling of ice and meeting room time for numerous users. Attract and host outside tournaments and events which contribute to the community’s economic impact. Safety: Operate all ice sheets and rink spaces at US Ice Rink Association recommended standards. Provide concession operations that follow safe food management practices and oﬀer a variety of product selections. Maintenance: Plan and coordinate a comprehensive annual preventative plan. Implement and maintain an ongoing ﬁve-year capital improvement plan. Accomplishments from Past Year Increased reserved hours at Hobbs Ice Arena over the previous year by 2% for a total of 5,284.25 reserved hours. Improved cost recovery of Hobbs Ice Arena by 5.90% from the previous year. Metrics Activity 2021 2022 2023 2024 2025 Rink Hours Rented 4,355 5,119 5,167 5,133 5,284 Room Hours Rented 1,390 2,211 2,190 2,431 1,676 Drop-in Skating Attendance 4,753 6,366 7,099 8,076 7,625 Drop-in Skate Rentals 807 1,880 1,856 1,922 1,870 Full-time Employees 2 2 1.5 1 1 Part-time Employees 20 36 36 56 43 Hobbs Ice Center FY 2027 Annual Budget 144 Hobbs Revenues & Expenses Expenses Contractual Services $78,218 $94,385 $62,239 $82,847 $93,885 Fixed Charges $97,153 $79,700 $58,930 $74,920 $77,800 Non-Gaap Disbursements $315,000 $325,000 $85,000 $325,000 $340,000 Non-Operating $82,184 $73,565 -$2,498 $73,565 $59,200 Personal Services $460,292 $199,155 $163,783 $185,665 $228,020 Supplies & Materials $49,410 $35,850 $17,350 $33,856 $45,750 Utilities $266,712 $303,150 $116,458 $286,452 $307,250 EXPENSES TOTAL $1,348,970 $1,110,805 $501,262 $1,062,304 $1,151,905 Revenues Charges For Services $849,559 $766,600 $428,133 $710,950 $992,475 Miscellaneous Revenue $74,701 $70,000 $73,095 $65,500 $81,691 Other Financing Sources $256,145 $274,205 $274,205 $274,205 $77,739 REVENUES TOTAL $1,180,405 $1,110,805 $775,433 $1,050,655 $1,151,905 2025 Actual 2026 Budget 2026 6-Month Actual 2026 Projection 2027 Budget 145 Division Narrative Fairfax Pool includes a 450,000-gallon main pool and a 150,000-gallon diving well, which were constructed in 1991. Features include a bathhouse, concessions stand, diving boards, zero depth play feature, water slide, playground equipment, picnic pavilion, shaded deck area, zero depth area, 50-meter 8-lane competitive pool, mechanical building and maintenance garage. Description of Functions Opportunity: Provide clean, safe, and supervised swimming opportunities for the community. Provide low- cost access to the pool. Limit closures due to weather or for public safety. Oﬀer competitive swimming opportunities through an agreement with the YMCA. Safety: Promote aquatic safety and educational opportunities. Provide concession operations that follow safe food management practices and oﬀer a variety of product selections. Maintenance: Plan and coordinate a comprehensive annual preventative maintenance program for all facility operations equipment. Implement and maintain an ongoing ﬁve-year capital improvement plan. Accomplishments from Past Year Completed several Fairfax Pool CIP projects including installation of security fencing for the pool mechanical building, restoration of the waterslide ﬁberglass and repainting/gel coating of the waterslide ﬂume, and replacement of a space heater for the pool mechanical building. In partnership with the Transit division, provided City bus rides to Fairfax Pool for 1,629 community members during the pool season, an increase of 14% over the previous year. Provided 75% discount on registrations and pool memberships to 221 community members through the Recreation scholarship program with a value of $26,038.82 of assistance. Metrics Activity 2021 2022 2023 2024 2025 Fairfax Attendance 61,336 54,561 62,929 53,137 54,534 Fairfax Pavilion Rentals 31 56 75 68 79 Fairfax Pool Transportation 629 1,724 2,148 1,247 1,629 Full-time Employees 0.5 0.5 0.5 0.5 0.5 Part-time Employees 55 66 96 88 97 Fairfax Municipal Pool FY 2027 Annual Budget 146 Fairfax Revenues & Expenses Expenses Contractual Services $30,487 $42,250 $20,274 $29,797 $32,850 Depreciation $7,397 $0 – – $0 Fixed Charges $66,979 $73,900 $55,358 $71,066 $71,600 Non-Gaap Disbursements – $0 $5,000 $0 $5,000 Non-Operating $112 $0 $131 $175 $125 Personal Services $326,761 $347,314 $304,662 $338,493 $351,656 Supplies & Materials $90,732 $81,200 $61,860 $74,097 $73,200 Utilities $63,851 $73,700 $25,678 $67,642 $70,000 EXPENSES TOTAL $586,320 $618,364 $472,963 $581,271 $604,431 Revenues Charges For Services $312,357 $372,500 $334,298 $321,820 $372,500 Miscellaneous Revenue $24,431 $23,000 $12,820 $12,810 $23,191 Other Financing Sources $204,331 $222,864 $222,864 $222,864 $208,740 REVENUES TOTAL $541,120 $618,364 $569,982 $557,494 $604,431 2025 Actual 2026 Budget 2026 6-Month Actual 2026 Projection 2027 Budget 147 Mission Statement To protect the City’s human and ﬁnancial assets, reduce risk, promote safety and prevent losses through proactive, collaborative loss control and claim management in a manner that encourages and strengthens attainment of key objectives. Description of Functions Insurance Management: Acquire adequate insurance policies to transfer certain risks to insurers, ensuring coverage for potential losses: Workers Compensation, Excess Workers Compensation, Crime Policy, Cyber Liability, Auto Physical Damage, Contractors Equipment, Property, General Liability, and Transit. Risk Mitigation Through Claims and Litigation Oversight: Oversee all aspects of liability, workers' compensation, and litigation claims to ensure timely and eﬀective resolution. Implement strategic claims management practices that minimize ﬁnancial exposure, ensure regulatory compliance, protect the organization's reputation, and support fair and defensible outcomes. Coordinate with legal counsel, insurers, and internal stakeholders to manage costs and maintain adherence to applicable laws and procedures. Compliance and Reporting: Adherence with Federal, State, and local safety regulations: DWD self-insured reporting, Tier II reporting (for chemicals), mandatory OSHA and Department of Safety and Professional Services (DSPS) log, and stringent DSPS regulations. Financial Management: Safeguarding the City’s ﬁnancial stability, strategic objectives and long-term goals by maintaining adequate reserves to cover unexpected losses and ensure the organization’s ﬁnancial resilience. Emergency Preparedness: Ensuring the City can eﬀectively prepare, protect, manage, mitigate, respond to and recover from natural disasters and other emergencies. Risk Assessment: Identify and reduce risk within the organization: Recognize, evaluate, analyze and identify potential risk, develop implementation plan, incorporate risk response actions into projected plan, and track, monitor and revise the plan. Risk Mitigation: Strategize and prepare to lessen the eﬀects of inevitable risks: Provide proper safety tools and plans necessary to meet stringent OSHA and DSPS safety standards. Ensure compliance and increase safety prevention initiatives through training and safety protocols. Risk Culture: The values, beliefs, knowledge, attitudes and understanding about risk shared by the city with a common purpose. Fosters an environment that recognizes the reality of risks and promotes a proactive safety culture to mitigate risk. Review Contracts/Leases/Grants: Identify, assess, and mitigate potential risks that could impact the City by reviewing contract liability, ﬁnancial risks, regulatory compliance and operational risk. Risk Management Practices and Policies: Implement risk management practices, guidelines and procedures that ensure a safe, productive, and legally compliant workplace. Safety Training: Assist with ensuring proper safety training programs contribute to enhancing employee awareness of the hazards and risks associated with their duties and ways to control those hazards to protect themselves from potential harm, creating a safe workplace. Risk Management FY 2027 Annual Budget 148 Accomplishments from Past Year Continued reabsorption of the Safety Coordinator position which ensures compliance with required safety training, provides awareness of changing safety regulations, and aﬀords stability in sustaining a long-term culture of safety. Continued implementation of a new Learning Management System (LMS), including staﬀ training and onboarding. Maintained RAVE training for improved emergency communication and preparedness. Updated mandatory compliance materials within the Safety Manual, including: Bloodborne Pathogens Drug and Alcohol Policy Audiograms Post Accident Policy language Emergency Management Plan Safety Shoe Poicy Prepared, generated and executed safety documentation and legal notices. Organized mandatory safety training to ensure compliance with DSPS stringent regulations. Generated and reviewed necessary documentation for annual ﬁnancial reporting. Proactively engaged in litigation preparation to handle legal requests and to maximize desirable outcomes. Eﬀectively acquired adequate insurance policies to safeguard the City’s interests. Eﬀectively utilized and managed insurance policies to reimburse the City. Implemented Safety Enhancements & Suggestions tracking system for the City. Successfully hosted an OSHA Safe and Sound event. Organized Loss Control visits to help identify safety needs and recommendations. Reviewed and approved portions of legal contracts verifying compliance with State Statutes. Goals and Objectives High Level Goal Speciﬁc Steps to Achieve Goal Status of Goals from Past Year New Goals for 2027 that stem from High Level Goal Ensuring a safe workplace Hire a Safety Coordinator Provide adequate safety training, orientations, and committee meetings Conduct annual safety drills Striving to improve and maintain a healthy safety culture Attended Quarterly safety team meetings Conducted annual safety drills Continue to coordinate adequate safety training, orientations, committee meetings and the ability to track the training. Expand training opportunities to ensure safe workplace Successfully manage all claims Identify and reduce risk within the organization by being proactive rather than reactive by conducting internal and external risk assessments to help identify unseen risk factors Continue implementation and usage of the Risk Management System by proper reporting and accountability Continue to work with safety teams to reduce risk factors associated with claims. Implement Safety Enhancement Plan Tracking. Created a Safety Suggestion Tracking system Create eﬃciencies and better processes in recuperating costs associated with claims Continual review and improvements on eﬃcient reporting and documenting claims Provide further training for supervisors to eﬀectively handle and manage situations that result from claims focusing on prevention 149 Issue partial reimbursement for Police and Fire Departments to continue their subscription to a policy management system that provides state- speciﬁc policies based on nationwide standards and best practices while incorporating state and federal laws and regulations where appropriate Continue to support the Police and Fire Department with their subscription to policy management Review Risk Fund allocation with Finance Work with Finance to optimize the use of ﬁnancial resources while minimizing risk and ensuring long-term ﬁnancial stability Ongoing training to optimize ﬁnancial resources Continue ongoing review to improve ﬁnancial resources Comply with Federal, State, and Local Safety Regulations Hire a Safety Coordinator to stay in compliance with state regulations Update Safety Manual Update required manuals to be compliant with accepting federal grants: Accident Incident Management Blood Exposure Control Program Chemical Management Program Continuity Plan Safety Manual Storm Water Management Emergency Management Plan Adhere to safety inspections of all facilities Generate reports to be in compliance with state regulation Update the Safety Manual. Implement safety inspections of all facilities Metrics Activity 2025 2024 2023 2022 2021 Average Work Comp Cost per Claim $11,070 $13,671 $10,825 $24,415 $7,136 150 Frequency 58 45 51 33 45 Average Work Comp Events – No Medical 105 72 57 69 68 Average Cost per Liability Claim (not including Tax Assessments) $3,807 $9,682 $1,903 $6,891 $6,927 Frequency 21 22 31 16 21 Total Liability, Property Loss, WC Events Managed 468 335 345 345 341 Outcome Number of Policies Renewed 8 8 8 7 7 CorVel Savings (WC Billing Case management savings) $167,370 $250,413.79 $51,373.94 $28,577.12 * Risk Management Revenues & Expenses Expenses Contractual Services $228,077 $88,480 $67,815 $78,792 $87,180 Fixed Charges $4,110,420 $2,615,000 $1,544,560 $2,612,657 $2,734,230 Other Financing Uses $15,000 $15,000 – $15,000 $15,000 Personal Services $165,543 $151,420 $311,845 $144,171 $160,326 Supplies & Materials $7,668 $6,100 $6,493 $6,183 $8,700 Utilities $229 $400 $144 $125 $400 EXPENSES TOTAL $4,526,937 $2,876,400 $1,930,859 $2,856,928 $3,005,836 Revenues Charges For Services - Intergovernmental $2,028,350 $2,210,400 $1,234,662 $1,724,879 $2,402,500 Miscellaneous Revenue $132,187 $164,200 $102,068 $101,426 $138,265 Other Budgeted Receipts (Non-Gaap) – $351,800 – $351,800 $290,071 Other Financing Sources $973,473 $0 – $0 $0 Other Operating Revenue $279,613 $150,000 $303,183 $268,307 $175,000 REVENUES TOTAL $3,413,623 $2,876,400 $1,639,913 $2,446,412 $3,005,836 2025 Actual 2026 Budget 2026 6-Month Actual 2026 Projection 2027 Budget 151 Mission Statement Central Equipment is committed to providing safe, reliable, eﬃcient, and cost-eﬀective equipment and ﬂeet services that support the City of Eau Claire in delivering essential public services. We strive to maintain and manage City equipment to the highest standards through responsible stewardship, preventative maintenance, timely service, and sound ﬁscal management. Description of Functions The Fleet Division provides maintenance on all the owned city vehicles, equipment, attachments, and other assets. From ﬁre trucks to snowplows and street sweepers to police cars, we do it all. The Fleet Division prides itself on the variety of equipment that we can maintain and keep moving. Goals and Objectives High Level Goal Speciﬁc Steps to Achieve Goal Focus on continuous improvement of the ﬂeet by seeking feedback. Look for ways to equip the ﬂeet with multi-use equipment. Implement various technologies and expand on those technologies. Encourage staﬀ to write up deﬁcient equipment in a timely manner. Central Equipment Revenues & Expenses Expenses Contractual Services $357,829 $528,560 $292,948 $509,178 $524,950 Fixed Charges $124,679 $203,800 $107,319 $199,530 $227,200 Non-Gaap Disbursements $2,421,272 $3,111,768 $2,093,635 $3,111,768 $2,384,000 Non-Operating $28,609 $0 $51,492 $0 $0 Personal Services $1,253,058 $1,421,323 $857,948 $1,441,829 $1,329,285 Supplies & Materials $1,434,020 $1,741,350 $943,090 $1,723,245 $1,741,350 Utilities $231,349 $319,799 $189,036 $305,830 $322,200 EXPENSES TOTAL $5,850,816 $7,326,600 $4,535,468 $7,291,379 $6,528,985 Revenues Charges For Services - Intergovernmental $4,522,430 $4,454,000 $3,051,533 $3,932,290 $4,728,100 Miscellaneous Revenue $745,220 $739,600 $567,327 $505,279 $966,000 Non-Operating Revenue $150,226 – – – – Central Equipment FY 2027 Annual Budget 2025 Actual 2026 Budget 2026 6-Month Actual 2026 Projection 2027 Budget 152 Other Budgeted Receipts (Non-Gaap) – $2,083,000 – $2,083,000 $799,885 Other Financing Sources $140,222 $50,000 $56,047 $56,047 $35,000 REVENUES TOTAL $5,558,099 $7,326,600 $3,674,907 $6,576,617 $6,528,985 2025 Actual 2026 Budget 2026 6-Month Actual 2026 Projection 2027 Budget 153 Mission Statement The mission of the RDA is to identify blighted areas in the City of Eau Claire and take actions to remove the blight and encourage redevelopment that lifts neighborhoods and provides needed development projects and services to improve the well-being of our residents. Description of Functions The RDA identiﬁes areas of the community that meet the statutory deﬁnition of blighted. The RDA then implements the process to designate those areas as redevelopment districts and creates a plan to support and promote redevelopment. Once approved by Council, the RDA acquires blighted and rundown properties, removes the blight, and sells the spaces oﬀ for redevelopment projects that meet the RDA’s identiﬁed goals for the district. Goals and Objectives High Level Goal Speciﬁc Steps to Achieve Goal Approval of new redevelopment districts Work with RDA Board to create new district boundaries. Create workplan for blight removal and redevelopment with boundaries. Present to Council for review and approval. Redevelopment Authority Revenues & Expenses Expenses Contractual Services $239 $5,400 $2,113 $2,113 $5,500 Fixed Charges $49,980 $1,500 – $0 $1,500 Non-Gaap Disbursements $0 $70,000 $70,000 $70,000 $70,000 Non-Operating $183,111 $127,040 $6,935 $127,040 $190,600 Supplies & Materials – $100 – $0 $100 Utilities $335 $5,500 $225 $225 $5,300 EXPENSES TOTAL $233,664 $209,540 $79,273 $199,378 $273,000 Revenues Other Budgeted Receipts (Non-Gaap) – $100,000 – $100,000 $165,000 Other Financing Sources $92,000 $109,540 $109,540 $109,540 $108,000 REVENUES TOTAL $92,000 $209,540 $109,540 $209,540 $273,000 Redevelopment Authority FY 2027 Annual Budget 2025 Actual 2026 Budget 2026 6-Month Actual 2026 Projection 2027 Budget 154 Mission Statement The South Barstow Business Improvement District (BID) was created in 1984 to allow business and property owners to develop, manage, and promote downtown Eau Claire and to establish an assessment method to fund these activities. The District has been in existence for over 30 years. A 15-member board guides the district. Description of Functions Encourage and promote the development and vitality of the downtown area Encourage convenient access to downtown via highways, urban traﬃc, pedestrian arterials and public transit Promote an eﬃcient system of public and private parking in the downtown area Ensure that future downtown development achieves a high standard of environmental quality and urban design Encourage appropriate government agencies to locate in downtown Promote downtown as an employment center with a proper mix of oﬃce, retail, ﬁnancial, health and professional services Actively market downtown as an attractive setting for conventions, community activities and events Provide and encourage development of entertainment, cultural, and civic activities and facilities in downtown Encourage high-density residential development in downtown Market downtown as a desirable place to live, work, shop and be entertained Accomplishments from Past Year Enhance the downtown area with summer ﬂowers and winter greens in planters. Fund the banner program throughout downtown Eau Claire. Fund pedestrian amenities, such as benches, kiosks, and music and pedestrian shelters. Fund decorative lights on trees along Barstow as an enhancement. Fund trash collection from on-street receptacles. Fund a snow removal program, coordinated with City Streets dept. to clear snow from the boulevards in the district to improve pedestrian access and safety. Host downtown events such as the International Fall Festival, Trick-or-Treat, and the Eau Claire Jazz Festival. South Barstow Business Improvement District FY 2027 Annual Budget 155 South Barstow BID Revenues & Expenses Expenses Contractual Services $6,698 $200 $6,034 $76 $11,200 Contributions & Other Payments $45,000 $45,000 $40,000 $45,000 $55,000 Fixed Charges $400 $400 $300 $267 $400 Supplies & Materials $100,955 $110,850 $0 $110,850 $106,850 Utilities $22,604 $21,550 $626 $22,126 $23,550 EXPENSES TOTAL $175,656 $178,000 $46,960 $178,318 $197,000 Revenues Miscellaneous Revenue $6,788 $0 $1,386 $1,386 $0 Other Budgeted Receipts (Non-Gaap) – $0 – $0 $17,611 Taxes $178,000 $178,000 $178,000 $178,000 $179,389 REVENUES TOTAL $184,788 $178,000 $179,386 $179,386 $197,000 2025 Actual 2026 Budget 2026 6-Month Actual 2026 Projection 2027 Budget 156 Mission Statement The West Grand Avenue Business District was created in 1987 to allow business and property owners in the West Grand Avenue business community to develop, manage and promote their business district and to establish an assessment method to fund these activities. The West Grand Avenue BID comprises the commercial area on the west bank of the Chippewa River from First Avenue to Second Avenue. A 7-member board guides the district. Description of Functions Maintain convenient access to West Grand Avenue and First Avenue via existing urban traﬃc, pedestrian arterials, and public transit. Encourage and promote the development and vitality of the district. Promote an eﬃcient system of public and private parking. Actively market the district as an attractive, desirable place to live, work, shop and be entertained. Ensure that future development achieves a high standard of environmental quality and urban design. Work in harmony with other business districts, government agencies, and neighborhood associations on the west side. Provide and encourage development in the district. Accomplishments from Past Year Maintain pedestrian level lighting and amenities within the district and along First Avenue south to Lake Street. Enhance the district with ﬂower planters, ﬂags and holiday season decorations within the district. Promote a zero-interest loan program for commercial properties within the district for improvements. Support promotional activities for the district, Grand Evening on the Bridge, and the Clearwater Day Parade. West Grand Avenue Business Improvement District FY 2027 Annual Budget 157 West Grand BID Revenues & Expenses Expenses Contractual Services $13,135 $11,600 $3,292 $3,292 $12,820 Contributions & Other Payments $1,200 $3,600 $2,700 $1,800 $3,600 Fixed Charges $300 $300 $225 $200 $300 Supplies & Materials $5,663 $0 $3,378 $3,378 $3,000 Utilities – $500 – $0 $650 EXPENSES TOTAL $20,297 $16,000 $9,595 $8,670 $20,370 Revenues Miscellaneous Revenue $1,452 $0 $627 $627 $0 Other Budgeted Receipts (Non-Gaap) – $0 – $0 $4,370 Taxes $15,000 $16,000 $16,000 $16,000 $16,000 REVENUES TOTAL $16,452 $16,000 $16,627 $16,627 $20,370 2025 Actual 2026 Budget 2026 6-Month Actual 2026 Projection 2027 Budget 158 Mission Statement The Water Street Business Improvement District was formed in 1990 to allow business and property owners in the Water Street business community to develop, manage and promote their business district and to establish an assessment method to fund these activities. The Water Street BID stretches along both sides of Water Street from the Chippewa River west to Seventh Avenue. An 11-member board guides the district. Description of Functions Promote the area as a complete neighborhood/community shopping and service area with a pleasant pedestrian atmosphere. Encourage and promote the development and vitality of the district. Promote an eﬃcient system of public and private parking. Market Water Street as an attractive, desirable place to live, work, shop and be entertained. Promote development, which achieves a high standard of environmental quality and urban design. Promote improvements to the riverfront as a resource, which beneﬁts Water Street and the community. Promote the physical rehabilitation of the district that incorporates elements of its history, contemporary design and environmental aesthetics. Encourage activities that promote Water Street as a destination for visitors. Accomplishments from Past Year Provide trash containers, trash collection and public amenities such as benches. Support merchant association activities, such as street festivals and holiday promotions. Support and promote the use of the Chippewa River State Trail through the district. Provide holiday decorations on the street. Explore extending the BID west to allow interested businesses to beneﬁt from the BID activities. Water Street Business Improvement District FY 2027 Annual Budget 159 Water Street BID Revenues & Expenses Expenses Contractual Services $5,431 $11,020 $14,013 $11,013 $6,020 Contributions & Other Payments $2,700 $12,000 $9,000 $12,000 $20,000 Fixed Charges $300 $300 $225 $200 $300 Supplies & Materials $2,900 $3,200 – $0 $4,700 Utilities – $4,000 – $0 $4,000 EXPENSES TOTAL $11,331 $30,520 $23,238 $23,213 $35,020 Revenues Miscellaneous Revenue $1,036 $0 $380 $380 $0 Other Budgeted Receipts (Non-Gaap) – $19,520 – $19,520 $10,000 Taxes $11,000 $11,000 $11,000 $11,000 $25,020 REVENUES TOTAL $12,036 $30,520 $11,380 $30,900 $35,020 2025 Actual 2026 Budget 2026 6-Month Actual 2026 Projection 2027 Budget 160 Mission Statement The North Barstow/Medical Business Improvement District was formed in 2005 to allow business and property owners in the North Barstow and Medical District of downtown to develop, manage and promote their respective district and to establish an assessment method to fund these activities. This district extends from North Farwell Street west to include the Mayo Clinic Health System Eau Claire Hospital-Luther Campus. An 11- member board guides the district. Description of Functions Encourage property owners to make improvements to their properties. Promote and encourage the creation of distinctive and visually appealing entryways to downtown via Cameron, Madison, and Galloway Streets. Ensure and promote the feeling of safety in the area. Provide for and encourage the cleanup and maintenance of the riverbanks, riverfront park and trail systems. Enhance the beautiﬁcation and cleanup of this area of downtown to make it attractive to visitors. Encourage the maintenance and upgrade of streets and parking areas in the district. Provide and encourage development of housing, entertainment, cultural and civic activities and facilities downtown, including Phoenix Parkside. Promote this part of downtown as an attractive, desirable place to live, work, shop and be entertained. Encourage and promote the development and vitality of downtown. Ensure that future development achieves a high standard of environmental quality and urban design. Actively recruit businesses that accomplish these goals. Accomplishments from Past Year Support events within the District and engage in eﬀorts to provide a positive visitor experience, such as with parking. Fund pedestrian amenities such as benches, trash receptacles, bike racks, and kiosks throughout the district. Fund a banner program, placing N. Barstow/Medical BID branded banners throughout the district. Expanding partnerships for activities within the District. North Barstow/Medical Business Improvement District FY 2027 Annual Budget 161 North Barstow BID Revenues & Expenses Expenses Contractual Services $21,520 $70,100 $73 $70,073 $80,100 Contributions & Other Payments $35,003 $50,000 $54,997 $54,997 $50,000 Fixed Charges $500 $500 $375 $333 $500 Supplies & Materials $59,430 $45,000 – $45,000 $55,000 Utilities $5,496 $6,500 – $6,500 $6,500 EXPENSES TOTAL $121,950 $172,100 $55,445 $176,903 $192,100 Revenues Miscellaneous Revenue $4,248 $0 $1,899 $1,899 $0 Other Budgeted Receipts (Non-Gaap) – $52,100 – $52,100 $72,955 Taxes $120,000 $120,000 $120,000 $120,000 $119,145 REVENUES TOTAL $124,248 $172,100 $121,899 $173,999 $192,100 2025 Actual 2026 Budget 2026 6-Month Actual 2026 Projection 2027 Budget 162 Tax Incremental District (TID) # 8 was approved eﬀective January 1, 2002, for the purpose of acquiring and demolishing blighted properties and constructing a community park with riverfront amenities. In addition, the TID provides for street and utility work to foster development in the North Barstow Redevelopment District. In 2007, TID #8 was ﬁrst amended by adding project costs for streets and utilities as well as providing development incentives. In 2013 TID #8 was amended a second time to add project costs for a downtown parking structure and additional street and utility improvements. The amendment also included a boundary expansion. In 2014, the TID was amended for a third time to include a $1.5 million contribution to the future Community Arts Facility and additional boundary expansion. In 2020, the TID was amended for a fourth time to extend the life of the TID by 3 years which will allow cash grants to be made by the City to owners, lessees, or developers of property to reimburse project costs that might otherwise be public costs. TID #8 will terminate in 2032. TID #8 Equalized Value 2025 Base $11,430,400 Increment $151,476,100 Total Equalized Value $162,906,500 Percent Change 1325% Tax Incremental District Number Eight Budget Summary Revenues & Expenses 2027 Budget Revenues & Other Financing Sources Taxes $ 2,582,373 Other 310,545 Long-Term Debt - Total Revenues & Other Financing Sources 2,892,917 Expenses & Other Financing Uses Project Costs 400,000 Debt Service 1,075,970 Admin Service & Other Costs 972,120 Total Expenses & Other Financing Uses 2,448,090 Operating Surplus/(Deﬁciency) $ 444,827 Tax Incremental District Number Eight FY 2027 Annual Budget 163 In 2008, the City Council approved the creation of TID # 9, for the purpose of ﬁnancing infrastructure improvements in the Gateway Northwest Business Park. TID # 9 includes undeveloped sections of TID #5. Through the TID, the city contemplated infrastructure development for utilities and street improvements to prepare for industrial development. The TID has been amended twice. First in 2017 to acquire land for the TID and again in 2020 to make a territorial amendment to include additional parcels in the district. TID #9 Equalized Value 2025 Base $13,260,800 Increment $32,028,600 Total Equalized Value $45,289,400 Percent Change 242% Tax Incremental District Number Nine Budget Summary Revenues & Expenses 2027 Budget Revenues & Other Financing Sources Taxes $ 589,361 Other 3,061 Long-Term Debt - Total Revenues & Other Financing Sources 592,422 Expenses & Other Financing Uses Project Costs

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Source: City of Eau Claire website. First collected Oct 20, 2026.