City Council Meeting - May 20, 2026

City of Amery COMMON COUNCIL MEETING AGENDA - AMENDED The City of Amery does not discriminate on the basis of race, color, national origin, sex, religion, age or disability in employment or provision of services, programs or activities. NOTE: Upon reasonable notice, the City of Amery will accommodate the needs of disabled individuals through aids or services. For additional information or to request this service, contact the Clerk-Treasurer’s office at (715) 268-3410 by Noon the previous day so that arrangements can be made. Pursuant to Wisconsin Statutes 19.84, Notice is hereby given to the public that a meeting of the Common Council of the City of Amery will be held on: May 20, 2026 at Amery City Hall - 104 Maple St. W, Amery, WI at 5:00 PM. Call to Order Pledge of Allegiance Roll Call Adoption of Agenda *Although the public may speak on any item that is not included on this agenda as a “Public Hearing or Forum” the Council will not respond or discuss the issue brought forward at this time. In accordance with open meeting laws the Council must notice an item on the agenda to take action on that matter. Your comments will be considered and may be placed on a future agenda for further discussion. Any person wishing to submit a public comment digitally may email them to Cityhall@amerywi.gov until noon of the day of the meeting. Although your comments will be presented to the Council they may or may not be read aloud or discussed during the meeting. The Public Comment Portion will be limited to 3 minutes total per speaker with the total duration to be at the Chair’s discretion. The council may act on any item that is noticed on the agenda. Taylor Larson Clerk/Treasurer **Posted: May 14, 2026 and amended on May 18, 2026 on the City Website (www.amerywi.gov); and at Amery City Hall, Amery Public Library, and the Amery Police Department. Order of Items Agenda Item 1 Public Comment 2 Resolution 10-2026 Authorizing the submission of an application to the WEDC investment grant program 3 Developer’s Agreement between Amery Depot, LLC and the City of Amery 4 Pay App #22 for the Wastewater Treatment Plant 5 MSA Project Update 6 Ordinance 06-2026 An Ordinance Amending Chapter 193 Building Construction of the Municipal Code 7 2027 Budget Kickoff 8 Council Comment 9 Closed Session – Wis. Stat. §19.85(1)(e) Deliberating or negotiating the purchasing of public properties, the investing of public funds, or conducting other specified public business, whenever competitive or bargaining reasons require a closed session -Nominal Payment Parcel Report for Hillcrest Drive 10 Open Session – Action on Closed Session Agenda 11 Adjournment. 104 Maple Street W., Suite A Office: 715.268.7486 Amery, WI 54001 Fax: 715.268.4870 TO: The Common Council of Amery FROM: Alex Mansfield, City Administrator DATE: May 20, 2026 RE: Resolution No. 10-2026 – WEDC Community Development Investment (CDI) Grant Application; Amery Depot Project – 118 Keller Ave. N. Summary: The Common Council is asked to adopt Resolution No. 10-2026, authorizing the City of Amery to submit an application to the Wisconsin Economic Development Corporation (WEDC) Community Development Investment (CDI) Grant program on behalf of Amery Depot, LLC, and to authorize the Mayor to execute all related documents. The Council is also asked to authorize the City Administrator to execute a Development Agreement between the City and Amery Depot, LLC, which formalizes the partnership, establishes the terms of CDI grant administration, and sets developer obligations in connection with the redevelopment of the former Amery Theater at 118 Keller Ave. N. Background: Jenna Barclay, through her entity Amery Depot, LLC, is proposing to redevelop the former Amery Theater at 118 Keller Ave. N. into a multi-use indoor entertainment venue to be known as “Amery Depot.” The project would transform the long -vacant downtown building into a year -round community and entertainment destination offering axe throwing, an indoor multi -sport simulator, interactive dart boards, a flexible event and lounge space, and a specialty beverage program. The project is intended to serve a broad range of residents and to contribute to downtown revitalization by activating a prominent, underutilized landmark. The WEDC CDI Grant program provides reimbursable grant funding to municipalities, which in turn partner with private developers to support eligible building construction and renovation costs in downtown or commercial districts. The City serves as the appli cant and grant administrator; if awarded, CDI funds are disbursed to the developer upon completion of eligible construction work and submission of supporting documentation. The developer is required to provide matching funds in at least a 1:1 ratio relative to CDI- eligible project costs, and CDI grant dollars may only be applied to building construction expenses (not soft costs). The requested CDI grant amount is $182,000. The Development Agreement, prepared by the City’s legal counsel establishes the binding terms governing the City -developer partnership. Key provisions include: (1) the City’s agreement to apply for and administer the CDI grant if awarded; (2) the developer ’s obligation to obtain all required permits and provide evidence of sufficient financing; (3) construction commencement and completion requirements with a project completion deadline of July 1, 2027; (4) insurance requirements including $1,000,000 general liability and builder’s risk coverage during construction, with the City named as an additional insured; (5) transfer restrictions on the development property prior to issuance of a Certificate of Completion; and (6) developer indemnification of the City. Amery Depot, LLC has already executed the Development Agreement, as evidenced by the notarized signature of Jenna Barclay dated May 18, 2026. The project has received letters of support from the Amery Economic Development Corporation (AEDC), Old National Bank, and the Amery Area Public Library, and the developer has assembled contractor estimates totaling approximately $278,000 in CDI -eligible b uilding construction costs from Hainstock Construction, JETA Electric, and Countryside Plumbing & Heating, along with additional estimates for simulator buildout (Design2Golf) and safety infrastructure (JCB Construction). A detailed budget narrative and project business plan have been submitted as part of the application package. 104 Maple Street W., Suite A Office: 715.268.7486 Amery, WI 54001 Fax: 715.268.4870 Fiscal Impact: There is no fiscal impact to the City in connection with this action. The CDI grant is a pass - through program in which the City serves as the applicant and administrator; all grant funds, if awarded, flow through to the developer and are conditioned upon t he developer’s submission of verified construction cost documentation. The City is not required to appropriate or advance any municipal funds. Recommendation: Staff recommends that the Common Council take the following actions: 1. Adopt Resolution No. 10-2026, authorizing the submission of a WEDC CDI Grant application in the amount of $182,000 for the Amery Depot project at 118 Keller Ave. N., and authorizing the Mayor to sign all documents and take all necessary actions related to the submission and, if awarded, acceptance of the grant; and 2. Authorize the Mayor to execute the Development Agreement between the City of Amery and Amery Depot, LLC, in substantially the form presented. RESOLUTION NO. 10-2026 A RESOLUTION AUTHORIZING THE SUBMISSION OF AN APPLICATION TO THE WISCONSIN COMMUNITY DEVELOPMENT INVESTMENT GRANT PROGRAM WHEREAS, the City of Amery, Wisconsin will pursue grant funding from the Community Development Investment Grant program through the Wisconsin Economic Development Corporation (WEDC); WHEREAS, the Common Council wishes to support the submittal of the application to pursue grant funding for the Amery Depot projection located at 118 Keller Ave. N. NOW, THEREFORE, BE IT RESOLVED, that the Common Council of the City of Amery, Wisconsin does hereby authorize the submission of an application to the WEDC Community Development Investment Grant program to pursue a $182,000 reimbursable grant which would assist in the development of the property located at 118 Keller Ave. N. BE IT FURTHER RESOLVED, that the City Council authorizes the Mayor to sign all documents and take necessary actions relating to the submission and acceptance if awarded a WEDC Community Development Investment Grant application. DATED this 20th day of May, 2026. APPROVED: Rick Van Blaricom Mayor ATTEST: Taylor Larson City Clerk DEVELOPMENT AGREEMENT This Development Agreement (this "Agreement") is made and entered into on - - - - -~ 2026, by and between the City of Amery, a Wisconsin municipality (the "City") and Amery Depot, LLC, a Wisconsin limited liability company (the "Developer") . Recitals A. WHEREAS, the Developer has proposed a development, as hereinafter described, within the City of Amery located at 118 Keller Avenue North ("Development Property"); and B. WHEREAS, the City has determined that the proposed development by the Developer will promote and carry out the development objectives of the City, provide needed services to City residents, promote the redevelopment of downtown, and support the health and welfare of individuals within the City; and C. WHEREAS, the City has agreed to partner with Developer to apply for a Community Development Investment Grant from the Wisconsin Economic Development Corporation ("CDI Grant or CD!") pursuant to a Community Development Investment Grant Agreement ("Grant Agreement"). Agreement NOW THEREFORE, the parties agree as follows: 1. REPRESENTATIONS AND WARRANTIES 1.1 Representations and Warranties by the City. The City represents and warrants that: 1.1.1 The City is a municipal corporation and political subdivision organized under the laws of Wisconsin. 1.1.2 The City has the power to enter into this Agreement and carry out its obligation pursuant to the powers granted to it by the Wisconsin Constitution and State law. 1.2 Representations and Warranties by the Developer. The Developer represents and warrants that: 1.2.1 The Developer is duly organized, validly existing and in good standing under the laws of the State of Wisconsin and licensed to do business in the State of Wisconsin, has full authority to enter into this Agreement and to perform its obligations contained · in this Agreement. The Developer shall upon request provide documents to City evidencing its status and authority. 1 1.2.2 The Developer will construct, operate and maintain those building improvements as shown on the plans submitted to the City and attached as Exhibit A ("Project"). 1.2.3 The Developer will obtain, in a timely manner and at its sole cost, all required permits, licenses and approvals, and will meet, in a timely manner, all requirements of all applicable local, state and federal laws and regulations which must be obtained or met before any improvements may be lawfully constructed and occupied. 1.2.4 Neither the execution and delivery of this Agreement, the consummation of the transactions contemplated hereby, nor the fulfillment of or compliance with the terms and conditions of this Agreement is prevented or limited by, in conflict with, or will result in a breach of, the terms, conditions or provisions of any indebtedness, agreement or instrument of whatever nature to which the Developer is now a party or by which it is bound, or will constitute a default under any of the foregoing. 2. COMMUNITY DEVELOPMENT INVESTMENT GRANT (CDI) 2.1 2.2 Community Development Investment (CDI) G:z¼nt ~onditions. The City agrees to apply for aol)e 4,MJreJ e,1¼ -/wo ~nd No/100 Dollars ($ J!J2 /)()() .00) CDI Grant from the Wisconsin Economic Development Corporation (hereinafter referred to as the "WEDC") for the Project. If a CDI is awarded for the Project, the City agrees to administer/disburse the CDI funds in cooperation with Developer as set forth herein but shall not be liable to Developer if the City does not receive the same from the WEDC. Developer acknowledges and agrees that the City's disbursement of a CDI Grant would be conditioned upon the satisfaction of each of the following: 2.2.1 Developer shall provide all required Matching Funds in a ratio of 1:1 as compared to CDI funds for all CDI-eligible Project costs (described below). The Matching Funds may not be in-kind. 2.2.2 Developer shall comply with all applicable terms and conditions of the CDI Grant including but not limited to those contained in the Grant Agreement. The CDI grant dollars shall only be utilized for CDI­ eligible Project costs. For the purposes of this Agreement, "CDI­ eligible Project costs" means building construction expenses for the Project. Other Project costs (including soft costs for the construction) are not CDI-eligible Project costs. 2.2.3 Developer shall submit documentation to the City of all CDI - eligible Project costs incurred against the requested disbursement of CDI grant funds, as required by the WEDC. Such documentation may include, but not be limited to, purchase orders or invoices. 2 2.2.4 Developer shall request all CDI grant funds no later than tJ 7 fet /47. I 2.3 Developer Obligations. 2.3.1 The Developer shall provide the City, its Planning Commission, and the City engineer with building elevations, construction and site plans in compliance with City ordinances. The construction of the Project on the Development Property shall be in compliance with the site plan as recommended for approval by the City Planning Commission and approved by the City Council. 2.3.2 The Developer will pay any impact fees and utility hook-up fees, if any, as required by City ordinances prior to the issuance of a building permit. 2.3.3 The Developer shall reimburse the City for its actual costs of associated engineering, legal and administrative fees relating to the approval and development of the Development Property, whether or not incurred prior to or after the execution of this Agreement. 2.3.4 The Developer shall provide to the City, in a form satisfactory to the City, evidence that it has the necessary financial resources either through third party lending or internal resources to complete construction of the Project. 3. CONSTRUCTION OF IMPROVEMENTS 3.1 Construction of the Project. The Developer agrees that it will construct the Project on the Development Property in conformance with plans and specifications approved by the State of Wisconsin (if required) and the City. The Developer agrees that the scope and scale of the Project to be constructed shall not be significantly less than the scope and scale of the Project detailed and outlined in Exhibit A and the construction plans. 3.2 Commencement and Completion of Construction. Subject to Unavoidable Delays, the Developer shall promptly comm~1ce/construction of the improvements and complete the Project prior to 07 f_pt _:)..(} . 3.2.1 "Unavoidable Delays" means delays, outside the control of the party claiming its occurrence, which are the direct result of strikes or similar labor actions, unusually severe or prolonged bad weather, acts of God, fire or other casualty to the improvements being constructed, litigation commenced by third parties which, by injunction or other similar judicial action, directly results in delays, or acts of any federal, state or local government unit ( other than the City) which directly result in delays. Unavoidable Delays shall not include delays for financial reasons. 3 3.3 Certificate of Completion. Upon request by the Developer, after completion of the Project in accordance with the provisions of this Agreement, the City will furnish the Developer with a "Certificate of Completion." Such certificate shall be a conclusive determination of the satisfaction and termination of the agreements and covenants in this Agreement with respect to the construction of the improvements by the Developer. 4. INSURANCE 4.1 Insurance. 4.1.1 The Developer shall, at all times during the construction process, maintain a minimum of $1,000,000 general liability insurance of for each occurrence. 4.1.2 The Developer shall maintain "builder's risk insurance", or equivalent, equal to 100% of the insurable value of the Project at the date of completion. Alternatively, an irrevocable letter of credit or other security, in a form satisfactory to the City and equal to 110% of construction cost, may be used to satisfy this builder's risk insurance obligation. 4.1.3 The City shall be named as an additional insured on both the general liability and the builder's risk insurance, and the interest of the City shall be protected with a clause in form and content satisfactory to the City. 4.1.4 Upon completion of construction of the Project and while any financing incentives are in place, the Developer shall maintain, or cause to be maintained, at its cost and expense, insurance against loss and/or damage to the private improvements under a policy or policies covering such risks as are ordinarily insured against by similar businesses, including (without limiting the generality of the foregoing) fire, extended coverage, vandalism and malicious mischief, explosion, water damage, demolition cost, debris removal, and collapse in an amount not less than the full insurable replacement value of the private improvements, and from time to time at the request of the City, and shall furnish proof of the payment of premiums on said insurance policies to the City. No policy of insurance shall be so written that the proceeds thereof will produce less than the minimum coverage required by the preceding sentence, by reason of co-insurance provisions or otherwise, without the prior consent thereto in writing by the City. All policies evidencing insurance required by this subparagraph with respect to the private improvements shall be carried in the names of the Developer, the City, and the holder of any mortgagee, as their respective interests appear. 4 4.1.5 All insurance required in this Article 4 shall be taken out and maintained with responsible insurance companies selected by the Developer which are authorized under the laws of the State of Wisconsin to assume the risks covered thereby. The Developer will deposit annually with the City copies of policies evidencing all such insurance, or a certificate or certificates or binders of the respective insurers stating that such insurance is in full force and effect. Unless otherwise provided in this Article 4, each policy shall contain a provision that the insurer shall not cancel or modify it without giving written notice to the Developer and the City at least 30 days before cancellation or modification becomes effective. 4.2 Reconstruction. During the period any financing incentives are in place, in the event the private or public improvements or any portion thereof are destroyed or damaged, the Developer shall forthwith repair, reconstruct and restore, the private or public improvements to substantially the same scale and condition, quality and value as existed prior to the event causing damage or destruction. 5. PROHIBITION AGAINST ASSIGNMENT AND TRANSFER; INDEMNIFICATION 5.1 Prohibition Against Transfer of the Development Property and Assignment of Agreement. 5.1.1 The Developer represents and agrees that prior to the City's issuance of the Certificate of Completion, except only by way of security for financing the development of the Project, it will not make, create or suffer to be made, any total or partial sale, assignment, conveyance, transfer, or lease (other than rentals in the ordinary course of business) of its interest in the Development Property or this Agreement or any part thereof, without the written approval of the City. 5.2 Release and Indemnification. 5.2.1 The Developer releases from and covenants and agrees that the City and the governing body members, officers, agents, servants and employees thereof (hereinafter, for purposes of this Section 5.2, the "indemnified parties") in actions taken in their official capacity to perform the terms of this Agreement shall not be liable for and agrees to indemnify and hold harmless the indemnified parties for actions taken in their official capacity to perform the terms of this Agreement against any loss or damage to Development Property or any injury to or death of any person occurring at or about or resulting from any defect in the Project except for damage, injury or death resulting from any willful misrepresentation or any willful or wanton misconduct of any of the indemnified parties. 5 5.2.2 Except for any willful misrepresentation or any willful or wanton misconduct of any of the indemnified parties, the Developer agrees to protect and defend the indemnified parties, now or forever, and further agrees to hold the indemnified parties harmless from any claim, demand, suit, action or other proceeding whatsoever by any person or entity whatsoever arising or purportedly arising (a) from any violation of any agreement or condition of this Agreement ( except with respect to any suit, action, demand or other proceeding brought by the Developer against the City to enforce its rights under this Agreement), or (b) the transactions contemplated hereby or the acquisition, construction, installation, ownership, and operation of the Project. 6. EVENTS OF DEFAULT 6.1 Events of Default Defined. The following shall be "Events of Default" under this Agreement and the term "Event of Default" shall mean, whenever it is used in this Agreement, any one or more of the following events: 6.1.1 Failure by the Developer to commence and complete construction of Project pursuant to the terms, conditions and limitations of Article 3. 6.1.2 Failure by the Developer to reconstruct the private improvements pursuant to Section 4.2. 6.1.3 Transfer of any interest in the Project in violation of the provisions of Article 5. 6.1.4 Failure by the Developer to substantially observe or perform any material covenants, condition, obligation or agreement on its part to be observed or performed under this Agreement, the Grant Agreement or the Fa9ade Grant program including payment of any amounts owed to the City under this Agreement. 6.1.5 The holder of any mortgage or lien holder on the project or any portion thereof, exercises any remedy provided by the mortgage documents or lien or exercises any remedy provided by law or equity in the event of a default in any of the terms or conditions of the Mortgage or construction contracts relating to the Project. 6.1.6 Developer is in default, after any cure period, under the terms of the Grant Agreement entered into by the City associated with this Project. 6.2 Remedies on Default. Whenever any Event of Default referred to in Section 6.1 of this Agreement occurs, the City, as specified below, may take any one or more of the following actions after provision of 10 days' written notice to the Developer of the Event of Default by the City, but only if the Event of Default has not been cured within said 10 days, or the Developer does not provide assurances to the 6 City reasonably satisfactory to the City that the Event of Default will be cured as soon as reasonably possible. 6.2.1 The City may suspend its performance under the Agreement, including payment of funds, until it receives assurances from the Developer, deemed adequate by the City, that the Developer will cure its default and continue its performance under the Agreement. 6.2.2 The City may withhold the Certificate of Completion or occupancy permits for Project. 6.2.3 The City may take whatever action, including legal or administrative action, which may appear necessary or desirable to the City to collect any payments due under this Agreement, or to enforce performance and observance of any obligation, agreement, or covenant of the Developer under this Agreement. 6.2.4 The City may suspend or cancel any payments due Developer of CDI funds and/or Fa9ade Grant funds. 6.2.5 Refund to the City all grant funds provided to Developer. 6.3 No Remedy Exclusive. No remedy herein conferred upon or reserved to the City is intended to be exclusive of any other available remedy or remedies, but each and every such remedy shall be cumulative and shall be in addition to every other remedy given under this Agreement or now or hereafter existing at law or in equity or by statute. No delay or omission to exercise any right or power accruing upon any default shall impair any such right or power or shall be construed to be a waiver thereof, but any such right and power may be exercised from time to time and as often as may be deemed expedient. 6.4 No Additional Waiver Implied by One Waiver. In the event any agreement contained in this Agreement should be breached by any party and thereafter waived by any other party, such waiver shall be limited to the particular breach so waived and shall not be deemed to waive any other concurrent, previous or subsequent breach hereunder. 7. ADDITIONAL PROVISIONS 7.1 Notices and Demands. Except as otherwise expressly provided in this Agreement, a notice, demand or other communication under this Agreement by either party to the other shall be sufficiently given or delivered if it is dispatched by certified mail, postage prepaid, return receipt requested, or delivered personally; and 7.1.1 In the case of the Developer, is addressed to or delivered personally to: AMERY DEPOT, LLC 7 744 130th Street Amery, WI 54001 Attn: Jenna Barclay Email: barclayj79@gmail.com In the case of the City, is addressed to or delivered personally to: With a copy to: City of Amery 104 Maple St W, Ste A Amery, WI 54001 Attn: City Administrator Email:alex.mansfield@amerywi.gov Bakke Norman, S.C. P.O. Box 308 New Richmond WI 54017 Attn: Paul H Mahler Email: pmahler@bakkenorman.com At such other address as either party may, from time to time, designate in writing. 7.2 Counterparts. This Agreement may be executed in any number of counterparts, each of which shall constitute one and the same instrument. 7 .3 Severability. If any part, term, or provision of this Agreement is held by the courts to be illegal or otherwise unenforceable, such illegality or unenforceability shall not affect the validity of any part, term, or provision and the rights of the parties will be construed as if the part, term or provision was never part of this Agreement. 7.4 Immunity. Nothing contained in this Agreement constitutes a waiver of the City's sovereign or statutory immunities under applicable law. 7.5 Wisconsin Law. This Agreement shall be construed and enforced in accordance with the laws of the State of Wisconsin. 7.6 Amendments. Neither this Agreement, nor any other document to which the Developer and the City are a party relating to the development contemplated by this Agreement, may be effectively amended, changed, modified, altered or terminated, except upon the written agreement of the City and the Developer. 7.7 Attorney's Fees. In the event either party is required to enforce the terms of this Agreement through legal action, the prevailing party, as determined by a court of competent jurisdiction, shall be entitled to recover its reasonable attorney's fees and expenses. 8 IN WITNESS WHEREOF, the City has caused this Agreement to be duly executed in its name and behalf and the Developer has caused this Agreement to be executed in its name and behalf, on or as of the date first above written. [Signatures and Acknowledgements appear on following page.] 9 Dated: STATE OF WISCONSIN ) )ss. COUNTY OF POLK ) CITY OF AMERY By: Rick Van Blaircon Its: Mayor By: Taylor Larson Its: City Clerk Personally came before me this ~- day of _ _ __ 2026, the above-named, Rick Van Blaircom, Mayor, and Taylor Larson, City Clerk, to me known to be the persons and officers who executed the foregoing instrument and acknowledged that they executed the same as such officers by the authority of the City of Amery. Notary Public, State of Wisconsin Dated: AMERY DEPOT, LLC <J,::.# Its: Member STATE OF WISCONSIN ) )ss. COUNTY OF POLK ) Personally came before me this ~ day of HA.""f 2026, the above-named J"etJNA @Apq,,Ay , to me known to be the person and officer who executed the foregoing instrument and acknowledged that he executed the same as member of Amery Depot, LLC. Notary Publi c, State of Wisconsin Oo/l'l/2.c:>2-~ EXHIBIT "A" Project Plans 1 Amery Depot Business Plan Jenna Barclay, Owner Created on 01/25/2026 2 Executive Summary Executive Summary Amery Depot is a multi-use indoor entertainment venue located in downtown Amery, Wisconsin, designed to provide year-round recreation, social engagement, and community-centered programming. The business will operate within the former Amery Theater, revitalizing a recognizable downtown property into a flexible entertainment destination serving families, adults, youth groups, and local organizations. Service Amery Depot will offer multiple activities under one roof, creating a flexible entertainment space that serves families, friend groups, leagues, and private events. Core services include: • Axe throwing experiences, including open play, leagues, and membership options • An indoor multi-sport simulator offering golf, bowling, cornhole, target sports, and other interactive games suitable for all ages • Interactive social dart boards (Dartsee), offering app-based gameplay, leagues, and casual competitive play • A flexible entertainment lounge and event space for private rentals, themed programming, and community gatherings • Puzzle-based competitions, game nights, and rotating themed events designed to drive repeat visits • Community-focused team-building and private group bookings • Beverage offerings including a specialty “dirty soda” and mocktail program, positioning Amery Depot to operate sustainably in a rural market while serving as a long-term community asset. These offerings are designed to provide accessible, year-round indoor recreation while supporting recurring revenue through leagues, memberships, private events, and repeat visitation. Customers Amery Depot serves a broad customer base that includes: • Local families and youth-serving organizations • Teens and young adults seeking recreational and social activities • Adults and seniors interested in casual entertainment and community events • Local schools, booster clubs, sports teams, and small businesses seeking private gatherings In addition to year-round local residents, the business is expected to attract visitors from surrounding lake communities during peak seasonal months. This blend of local and regional customers supports consistent traffic throughout the year while maintaining a strong community focus. Future of the Company Amery Depot is intended to operate as a long-term, sustainable business and a valued community asset. The business does not rely on a single attraction to succeed; axe throwing, the entertainment lounge/event space, and beverage sales each contribute independently to revenue, creating balance during slower periods. Future growth will be measured and demand-driven, with an emphasis on: • Increasing utilization through leagues, memberships, and recurring programs 3 • Expanding structured youth and community programming • Selectively adding new offerings in future phases as cash flow allows Financial Financing is being sought through an SBA 7(a) loan to support property acquisition, build-out, equipment purchases, and initial working capital. The business is structured to support a conservative ramp-up period, with a focus on achieving sustainable, cash-flow-positive operations while maintaining strong cost control. Financial Highlights (Year 1 Stabilized) • Estimated Monthly Revenue: ~$14,800 • Diversified revenue streams across entertainment, events, and beverage sales • Lean, owner-operated model with demand-based staffing Company Description Amery Depot is a locally owned, community-focused entertainment venue in Amery, Wisconsin, designed to provide a year-round, indoor space where residents, families, youth, and visitors can gather, connect, and engage in shared experiences. The concept is intentionally built to reduce reliance on weather and seasonality while supporting consistent community activity. At its core, Amery Depot is designed to function as a third space, a social environment between home and work that is currently limited in rural communities. Many residents travel 30–45 minutes for modern entertainment; this project is designed to capture that outbound spending and reinvest it locally while creating a consistent, activity-based destination in downtown Amery. The facility brings together multiple complementary activities in one location, including axe throwing, an indoor multi-sport simulator, interactive darts, and a flexible entertainment lounge used for movies, gaming events, and private rentals. This multi-use model, often described as a, Swiss Army Knife of Entertainment, supports a wide range of use cases, including casual visits, leagues, private events, fundraisers, corporate outings, and community programming, ensuring strong utilization throughout the week and across seasons. A key need in the local market is the limited availability of structured, supervised recreational options, particularly for youth outside of traditional school athletics. Amery Depot is designed to fill that gap by offering safe, inclusive, and age-appropriate programming, creating a positive and welcoming alternative for families and non-athlete youth, especially during evenings, weekends, and off-season months. In addition to entertainment, the business includes a streamlined food and beverage program featuring beer, wine, and a specialty non-alcoholic “dirty soda” and mocktail bar. These offerings are designed to complement the guest experience, increase per-visit spending, and support extended stays while maintaining operational simplicity. By combining multiple revenue streams within a single, adaptable space, Amery Depot is positioned to drive consistent year-round activity while supporting downtown revitalization. The project will 4 activate a long-underutilized building, increase foot traffic, and contribute to a more connected local economic ecosystem. Programming & Guest Experiences Amery Depot is designed to serve both youth-inclusive groups and adult-focused guests, with programming intentionally structured by activity type, time of day, and group needs. Youth-Inclusive Experiences • Scheduled youth-inclusive activities and special events held after school hours • Multi-sport simulator sessions designed for youth and family play • Interactive social dart board play designed for youth and beginner-friendly gameplay (with safety features and digital scoring) • Birthday parties and celebrations for youth and mixed-age groups • Youth-appropriate axe throwing experiences with structured instruction and supervision • School-affiliated events, team celebrations, and community fundraisers • Optional photography services and customized souvenirs for parties and group events Adult & Group Experiences • Adult leagues and casual open-throw sessions • Multi-sport simulator play, including hourly sessions, leagues, and group bookings • Interactive dart leagues, casual play, and social competitions • Date nights, social gatherings, and group outings • Corporate and team-building events • Private rentals for celebrations, fundraisers, and special occasions • Branded merchandise and souvenirs • Flexible booking options supporting evenings, weekends, and seasonal demand • Signature event programming, including “Tap Takeover Nights” and “Mocktail Mingle” Programming is intentionally structured by activity type, time of day, and age group, with youth- inclusive and age-restricted hours managed through formal operating policies outlined in the Ownership & Operations section. Location & Competitive Advantage Amery Depot will operate in the former Amery Theater, a centrally located and well-known building in the heart of downtown Amery. For generations, the theater served as a community gathering place, and revitalizing this space allows that role to continue in a modern and relevant way. This positioning allows Amery Depot to capture existing outbound entertainment spending while providing a centralized, year-round indoor venue designed to serve both youth-inclusive groups and adult guests, supporting consistent utilization across seasons. Key competitive advantages include: • Established, recognizable location in a historic downtown building with strong visibility and walkability 5 • First dedicated indoor entertainment venue in the immediate area offering axe throwing and group-based recreation • Multi-use business model combining casual recreation, leagues, private events, and community programming under one roof • Intentional youth-inclusive and adult-focused programming, structured by time and activity type • Limited local competition, with residents currently traveling 30–45 minutes for similar entertainment options • Demonstrated community demand, supported by informal surveys, conversations, and outreach with families, schools, and local organizations • Ability to retain local discretionary spending by providing a high-quality option close to home Owner & Management Experience The owner brings more than 10 years of professional experience in healthcare information technology, consulting, training, operations, and project coordination. Professional experience has included managing complex projects, coordinating multidisciplinary teams, developing training programs, and supporting large-scale operational initiatives for healthcare organizations across the country. This background includes extensive work within Epic Systems environments, with specialized experience in pharmacy operations, workflow optimization, instructional design, and client support. Responsibilities have required strong communication, scheduling, budgeting, problem-solving, and organizational skills while managing competing priorities and delivering results in fast-paced environments. Additional experience includes leading training initiatives, mentoring teams, coordinating system upgrades, and supporting large-scale go-live events. Prior to healthcare consulting, the owner worked as a Certified Pharmacy Technician and also spent approximately 13 years in retail environments supporting operations, customer service, team coordination, and leadership responsibilities. These experiences helped build a strong foundation in communication, accountability, adaptability, and service-focused operations. The concept for Amery Depot was developed through both personal experience and ongoing conversations within the community identifying a need for accessible, year-round indoor entertainment options in the area. The owner’s background in operations, customer experience, project execution, and team management provides a strong foundation for launching and operating Amery Depot as a sustainable, community-focused business serving both local residents and regional visitors. Managing People The owner brings extensive experience managing people, teams, projects, and day-to-day operations in both retail and consulting environments. Previous experience includes approximately 13 years with Target, where responsibilities included team support, operations management, customer service, 6 problem-solving, and working within fast-paced environments requiring adaptability and communication. Additional professional experience in healthcare consulting and project-based work has required ongoing coordination with multidisciplinary teams, operational leadership, training support, workflow management, and self-directed project execution. These roles require strong communication, organization, accountability, and the ability to work collaboratively with a variety of departments, leadership structures, and team dynamics. Amery Depot will operate under a hands-on, team-oriented management approach focused on communication, consistency, safety, and customer experience. Staff will receive structured training, clear expectations, and ongoing support designed to create a positive work environment while maintaining strong operational and safety standards across all entertainment areas. Leadership will prioritize being approachable, present during operations, and willing to work alongside staff to support both employees and guests. Ownership & Operations Amery Depot will be structured as a Limited Liability Company (LLC) and operated under an owner- managed model, with daily oversight handled on site. The business is designed to maintain strong operational control, consistent guest experience, and disciplined financial management. Key ownership and operational strengths include: • Direct owner involvement with hands-on, on-site management • Commitment to safety and quality, including formal axe-throwing instruction and league participation to build firsthand operational experience • Clear operational oversight, reducing reliance on layered management in early stages • Multiple revenue streams supporting diversified income and reduced dependency on any single activity • Advance programming and scheduled events that improve predictability and cash flow • Flexible operating model allowing hours, offerings, and staffing to adjust based on demand and seasonality Amery Depot is intended to operate as a long-term, community-focused business. Growth will be measured and demand-driven, with an emphasis on strengthening core offerings, expanding structured programming, and maintaining financial stability while continuing to serve as a trusted gathering place for the community. Operating Hours & Age-Based Access Policy Amery Depot will operate under a structured, age-based access model and seasonal operating schedule designed to balance adult, family, and teen-appropriate programming with adult-focused evening operations while maintaining safety, supervision, and cost control. Policies are intended to 7 support appropriate guest experiences across different times of day while allowing flexibility for private events and community programming. Access & Supervision Guidelines • Adult, family, and teen-appropriate access is scheduled during daytime and early evening operating periods. • Evening age-restricted access begins at 5:30 p.m. on select days to support a 6:00 p.m. adult league start time. • Minimum age thresholds may vary by: o Activity type o Event format o Insurance or licensing requirements • Supervised exceptions may be approved for special circumstances, including: o Fundraisers o School-sponsored or school-affiliated events o Private group rentals and community events • All access policies will align with insurance requirements, safety standards, and local regulations. Policy Intent These policies allow Amery Depot to offer structured, supervised adult, family, and teen programming during appropriate hours while preserving a controlled, adult-oriented environment during peak evening operations. Final age thresholds and enforcement procedures will be established in coordination with insurance providers and local regulatory guidance and adjusted as operational best practices are refined. Mission Statement Our mission is to provide a safe, welcoming place for our community to connect, unwind, and enjoy shared entertainment. Legal Structure Amery Depot will be organized as a Limited Liability Company (LLC) under the legal name Amery Depot LLC and will be owner-operated. Principal Members Jenna Barclay — Owner and Designer 8 Business Goals & Objectives Year 1 Goals • Complete renovation and launch operations within the former Amery Theater building • Establish consistent weekly traffic through leagues, events, and community programming • Build awareness within Amery and surrounding communities through partnerships, local events, and word-of-mouth marketing • Maintain lean, owner-managed operations while achieving stable monthly revenue growth • Develop recurring private event, youth programming, and group booking opportunities • Gather ongoing feedback from community members to better understand what types of entertainment, events, and programming they would like to see offered at Amery Depot Year 2 Goals • Increase repeat visitation through expanded leagues, memberships, and themed programming • Grow partnerships with schools, booster clubs, local organizations, and tourism-related businesses • Expand entertainment offerings based on community interest and customer feedback, including options such as live music, themed game nights, tournaments, seasonal events, and additional social programming • Increase utilization of the multi-sport simulator, darts, and flexible event space during off-peak periods • Continue improving operational efficiency and long-term financial sustainability Year 3 Goals • Establish Amery Depot as a recognized year-round entertainment destination within the region • Evaluate opportunities for expanded offerings, additional event programming, or space enhancements based on demand • Increase recurring revenue through memberships, leagues, and private bookings • Continue contributing to downtown activity, local partnerships, and community engagement • Maintain sustainable growth while preserving a strong customer experience and community- focused atmosphere Market Research Industry Amery Depot will operate within the location-based entertainment and experiential recreation industry, which includes indoor entertainment venues such as boutique cinemas, axe throwing facilities, and community event spaces. Consumer demand continues to favor experience-based, locally accessible entertainment that is social and not dependent on weather. In rural and small-town markets, successful venues often 9 combine multiple offerings under one roof to serve a broad audience and maximize use of the space throughout the week. Affordable local entertainment tends to remain resilient during economic fluctuations, as customers favor nearby experiences over longer-distance travel. Businesses that offer flexible programming, group activities, and community-focused events are well positioned for consistent demand. This multi- use model is particularly well suited for rural markets, where demand must be aggregated across multiple customer segments to support consistent utilization. Customer Analysis Amery Depot’s primary customer base includes families, teens, young adults, working professionals, adults, seniors, and local organizations within approximately 30–45 minutes of Amery. The business is designed to serve a broad range of customers by offering flexible entertainment options that appeal to multiple age groups and interests. Primary customers are expected to include: • Families with children and teens looking for safe, local entertainment options, birthday parties, and group activities • Young adults and working professionals seeking social entertainment, leagues, date nights, and group outings • Adults and seniors interested in accessible indoor recreation, community events, and casual social experiences • Schools, booster clubs, youth organizations, sports teams, and small businesses seeking private events and team-building opportunities Customers are expected to range across multiple income levels, including middle-income households and dual-income families common throughout the surrounding rural communities. Many customers value affordable entertainment options that allow them to stay local rather than traveling to larger metropolitan areas for recreation. The business is designed to appeal to both married and single adults, families with children, friend groups, tourists, and seasonal lake visitors. Customers are expected to include both year-round residents and seasonal visitors who travel to the area during peak tourism months. Amery Depot’s customer base is expected to include repeat visitors through leagues, memberships, seasonal programming, and community events. While some guests may visit only occasionally for private events or celebrations, other customers are expected to participate regularly through league play, recurring events, simulator use, and themed programming. Customers are increasingly seeking experience-based entertainment that encourages social interaction and community engagement rather than passive entertainment alone. Amery Depot is designed to meet this demand by offering flexible, activity-based experiences that encourage repeat visitation and community involvement. 10 Competitive Analysis Currently, residents in Amery and surrounding communities often travel outside the immediate area for indoor entertainment experiences such as axe throwing, escape rooms, and interactive group activities. The nearest comparable entertainment options are primarily located in the Stillwater area, approximately 40 minutes from Amery. In rural communities, it is common for families and groups to travel 45 minutes to over an hour for entertainment experiences, which demonstrates existing demand for activity-based recreation within the region. One regional competitor includes entertainment venues in the Stillwater area that offer axe throwing and escape room experiences. These businesses benefit from larger population density, tourism traffic, and established downtown entertainment districts. Their strengths include brand recognition, destination-based traffic, and access to a broader customer base. However, these venues require additional travel time for local residents and are not positioned as convenient, community-centered gathering spaces serving the Amery area and surrounding rural communities. Traditional entertainment options within the broader region, including bowling alleys, bars, and limited recreational venues, provide some local entertainment opportunities but generally focus on a single activity or demographic. Many do not offer the combination of interactive entertainment, flexible event space, youth-inclusive programming, and community-focused experiences planned for Amery Depot. Amery Depot’s competitive advantage comes from offering multiple entertainment options under one roof in a centrally located downtown facility. The business is designed to provide accessible, year- round recreation for families, teens, adults, and local organizations while reducing the need for residents to travel outside the area for modern entertainment experiences. Key competitive advantages include: • Multi-use entertainment offerings within a single venue • Youth-inclusive and adult-focused programming • Flexible event space supporting leagues, private events, and community gatherings • A centrally located and recognizable downtown property • Reduced travel time for local families and groups seeking entertainment • Community-focused programming designed around local feedback and interests This multi-use approach allows Amery Depot to serve a broad audience while supporting repeat visitation through leagues, events, seasonal programming, live entertainment opportunities, and community partnerships. Company Advantages Amery Depot has several advantages • Limited direct competition within the primary trade area, with no dedicated axe throwing venues and limited multi-activity indoor entertainment options within approximately a 40-minute drive. Residents currently travel outside the area for similar experiences. • Multiple entertainment offerings under one roof, including axe throwing, a multi-sport simulator, social and interactive darts, flexible event space, beverage service, and private 11 group programming. This diversified model supports broader demographic appeal and consistent year-round utilization. • Broad age appeal, serving families, youth, adults, and community organizations. • Community-focused positioning, designed as a local gathering place rather than a destination requiring long-distance travel. • Flexible programming and pricing, supporting repeat visits, group bookings, and seasonal events. • Hands-on, owner-operated management, providing daily oversight, disciplined cost control, and a consistent customer experience. • Operational flexibility driven by owner proximity, allowing the business to quickly adjust hours and programming in response to local conditions such as snow days, inclement weather, or reduced outdoor recreation. This flexibility supports capturing incremental demand for indoor entertainment during weather-driven opportunities. Regulations Amery Depot will comply with all applicable federal, state, and local regulations related to indoor entertainment venues, food and beverage service, and public assembly spaces. These include, but are not limited to: • Wisconsin building, fire, and occupancy codes • Health department regulations for beverage service • Alcohol licensing requirements for beer and wine, if applicable • Insurance and safety standards related to axe throwing operations • ADA accessibility requirements • Local zoning and permitting requirements The business will work closely with local inspectors and licensing authorities to ensure full compliance prior to opening and throughout ongoing operations. Service Line Service The business provides indoor entertainment services through the following offerings: • Axe Throwing Experiences – walk-in and reserved lane sessions for adults, teens, and supervised youth programming • Axe Throwing Leagues – organized seasonal leagues with scheduled weekly play to support recurring participation • Multi-Sport Simulator Experiences – reservation-based and walk-in access to an indoor multi-sport simulator offering golf, bowling, cornhole, target sports, and other interactive games • Simulator Leagues and Youth Programming – seasonal league opportunities and structured youth or group-based play • Interactive Dart Experiences (Dartsee) – walk-in and reservation-based access to app- enabled social dart boards featuring automated scoring, a variety of game formats, and beginner-friendly gameplay for individuals and groups • Dart Leagues and Social Play – organized leagues, casual competitions, and team-based play designed to drive repeat visits and league participation 12 • Flexible Event Programming – themed events, puzzle competitions, game nights, and rotating programming hosted within the adaptable lounge-style event space • All-Access Memberships – monthly membership options providing structured usage allowances across axe throwing, simulator access, and select programming • Team-Building and Group Events – structured and casual group experiences for businesses, organizations, clubs, and social groups • Private Events and Space Rentals – private or semi-private rentals for celebrations, gatherings, and special events • Beverage and Concession Service –specialty “dirty soda” and mocktail bar, along with beer, wine, and curated “Snacklebox” shareable concessions Pricing Structure Pricing Strategy Summary Amery Depot utilizes a flexible but simplified pricing structure designed to remain accessible to the local community while supporting sustainable revenue across diversified entertainment offerings. Pricing varies by activity type, time of day, and booking format (walk-in, reservation, league, membership, or private event), allowing the business to optimize utilization during both peak and off- peak hours. Axe Throwing Axe throwing is priced primarily on a lane-based hourly structure, with options for walk-in and reserved sessions. Pricing supports small groups while accommodating larger parties through structured lane capacity limits. Seasonal leagues and membership participation provide recurring access opportunities. Rates reflect staff supervision, safety instruction, and lane availability. Youth- inclusive and promotional programming is intentionally scheduled during non-peak hours to support efficient utilization and community accessibility. Interactive Darts (Dartsee) Interactive dart experiences are priced on a per-board, time-based structure, with options for walk-in play and reservations. Pricing is designed to support individuals, small groups, and casual drop-in participation, offering a lower barrier to entry compared to traditional lane-based activities. The Dartsee system includes automated scoring, multiple game formats, and app-based tracking, allowing for flexible session lengths and high turnover during peak periods. Leagues, social competitions, and membership access are structured to encourage repeat visits and consistent utilization, while also integrating seamlessly into group events and private bookings. Multi-Sport Simulator The indoor multi-sport simulator is priced on hourly usage, with blended weekday and weekend rates reflecting demand patterns. Access is available through reservations, limited walk-in availability, leagues, and structured programming. The simulator supports golf as well as bowling, cornhole, and other interactive formats, expanding accessibility beyond traditional golf users and reducing seasonal dependency. League and membership offerings are designed to support consistent utilization while maintaining availability for private bookings and event integration. 13 Flexible Event Space & Programming The lounge-style event space operates primarily as a flexible programming and rental environment rather than a traditional full-time cinema model. Pricing for themed events, puzzle competitions, and community programming is structured to reflect staffing and operational needs. Private rentals are priced based on duration, activity integration, and group size. Memberships All-access membership options provide structured monthly access allowances across axe throwing, darts, and simulator use. Membership pricing supports recurring revenue while maintaining appropriate usage limits to protect peak-time availability. Team-Building & Group Events Team-building events and group experiences are offered to businesses, schools, clubs, and organizations. Pricing is based on group size, duration, and activity selection and may combine axe throwing, simulator play, and event space access. Optional beverage and concession packages are available. These offerings are structured to maximize per-visit revenue while efficiently utilizing reserved time blocks. Beverage & Concessions Beverage pricing includes a specialty “dirty soda” and mocktail program, along with beer and wine service and curated “Snacklebox” shareable concessions designed for groups and private events. Event-based beverage programming, including mocktail-focused events and partnered tap takeovers, is designed to increase average transaction value and extend guest duration. Overall pricing is structured to balance affordability, operational efficiency, and revenue sustainability, while allowing adjustments based on demand, seasonality, and community response. Detailed pricing structures and revenue modeling assumptions for each core service line are provided in the Appendix. Sample Pricing & Estimated Direct Costs Offering Retail Price Estimated Direct Cost Axe Throwing (Adult 1 Hour) $20 $3–$5 Youth Axe Throwing Session $15 $2–$4 Multi-Sport Simulator Hour $35 $4–$6 Interactive Dart Session $10/person $1–$2 Dirty Soda Beverage $5 $1.50–$2 14 Marketing & Sales Growth Strategy Amery Depot will pursue measured, community-driven growth focused on repeat visitation, local partnerships, and scalable programming. Growth efforts are designed to match the pace of demand in a rural market while allowing flexibility to expand offerings over time. Key growth strategies include: • Hosting themed events, puzzle competitions, simulator tournaments, mocktail-focused social events, and seasonal programming designed to encourage repeat visits and community engagement. • Expanding structured league play across axe throwing and the multi-sport simulator to support weekday and off-peak utilization. • Developing youth programming, school-affiliated events, and partnerships with local teams and organizations to build recurring bookings and community integration. • Participating in local parades, festivals, and community events to build brand awareness and establish Amery Depot as a local gathering space. • Partnering with local restaurants and food vendors to enhance the guest experience without adding kitchen overhead, maintaining operational simplicity and cost control. • Joining the World Axe Throwing League (WATL) to support league credibility, structured competition, and regional visibility. • Collaborating with local businesses and tourism partners to cross-promote programming and expand reach within the surrounding lake and recreational communities. Customer Communication Strategy Amery Depot will communicate with customers through a combination of digital, print, and in-person channels designed to support local engagement and word-of-mouth marketing. Customer communication methods include: • A business website with clear information and an easy-to-use online reservation system. • Active participation in local Facebook community and word-of-mouth pages, along with a dedicated business Facebook page. • Email communication for event announcements, league sign-ups, and seasonal promotions. • Advertising and flyers in local newsletters, lake-area publications, and community bulletins. • Branded signage, apparel, and promotional materials used at parades and local events. • Cross-promotion with partner businesses, schools, and organizations. Sales & Reservations Sales and reservations will be managed through a combination of online booking and on-site transactions. Guests may reserve axe throwing sessions, multi-sport simulator play, leagues, private events, and structured programming through the business website or in person. The system is designed to support both advance reservations and walk-in participation while maintaining efficient capacity management across activity areas. 15 The booking process is intentionally simple and transparent to encourage accessibility and repeat visitation. Lane and simulator reservations allow structured scheduling during peak hours, while flexible availability supports off-peak utilization and spontaneous traffic. Private events and team-building experiences will be pre-booked to ensure staffing alignment and efficient space usage. Membership usage will be tracked through the reservation system to maintain availability controls during high-demand periods. Staffing Model Amery Depot will operate under a lean, owner-managed staffing model designed to control labor costs while maintaining a safe and high-quality guest experience. Day-to-day operations will be overseen on site by the owner, with part-time floor and event staff scheduled primarily during peak hours, league nights, and confirmed private bookings. The business will utilize QR code ordering and an integrated point-of-sale and reservation system to streamline transactions and reduce reliance on traditional table service. This allows staff to focus on guest supervision, safety instruction, simulator oversight, event support, and overall experience management rather than order taking. Staffing levels will flex based on reservations, time of day, and programming demand. Labor will be added only when supported by league participation, simulator bookings, or confirmed private events, limiting fixed payroll exposure during slower periods. Daytime staffing will be event-driven, with no standing labor scheduled unless demand supports recurring programming. This scalable staffing structure allows Amery Depot to operate efficiently during the initial ramp-up period while providing a clear path for gradual expansion as utilization and recurring demand increase. Initial staffing will include: • Part-time Event & Floor Staff o Guest check-in and customer service o Interactive dart board (Dartsee) assistance, game setup, and basic troubleshooting o Multi-sport simulator assistance and session transitions o Axe throwing supervision and safety monitoring o Event setup, transitions, and breakdown o Support during leagues, private rentals, and group events • Event-Based Staffing for Daytime Programming o Additional staff scheduled only for pre-booked daytime events, school functions, and private rentals o No standing daytime staffing unless demand supports regular programming • Staffing levels will vary by: o Time of day o Age-restricted vs youth-inclusive hours o League nights and private bookings o Seasonal demand and special events 16 Training & Safety All staff will receive training in: • Axe throwing safety procedures and lane supervision • Providing mandatory throwing instruction and safety orientation to every participant, regardless of prior experience or skill level including: o Proper stance, grip, and throwing technique o Lane rules and safety expectations o Ongoing coaching and supervision during sessions • Monitoring active lanes and enforcing safety rules consistently • Interactive dart board (Dartsee) operation, including safe gameplay guidelines, proper use of equipment, and basic troubleshooting of the digital scoring system • Multi-sport simulator oversight, including safe equipment use, proper gameplay transitions, and responsible supervision of youth participants • Guest flow management and age-based access enforcement • Emergency procedures and incident reporting The owner will pursue formal axe-throwing instruction and participate in leagues to ensure best practices are implemented consistently across all staff training and guest interactions. Staffing Plan & Scalability Amery Depot will operate under a lean, demand-driven staffing model designed to control labor costs while maintaining a safe and consistent guest experience. Initial operations will be supported directly by the owner, with part-time staff scheduled primarily during peak hours, league nights, and confirmed private bookings. Labor will be added incrementally based on demonstrated utilization rather than projected growth. This approach ensures that staffing expansion follows consistent revenue performance, preserving financial discipline during the early stages of operation. Staffing Ramp • Initial operations will prioritize part-time staffing to minimize fixed payroll obligations • Additional staff hours will be scheduled only when supported by reservations, league participation, or recurring programming • Expanded roles or additional personnel will be considered only after sustained utilization supports consistent coverage needs • Daytime staffing will remain event-driven until recurring demand justifies standing hours This scalable staffing structure aligns with the business’s conservative financial projections and break-even analysis, ensuring that labor growth remains proportional to revenue growth. Detailed payroll assumptions are outlined in the Personnel Plan within the Financial Section. 17 Managing the Books & Records Amery Depot plans to utilize integrated software systems to manage reservations, point-of-sale transactions, customer activity, memberships, reporting, and financial tracking. Current software being evaluated includes Square and Checkfront for point-of-sale, reservations, payment processing, and operational management. Additional venue-management platforms, including Roller, have also been reviewed through product demonstrations and discussions to evaluate long-term operational fit and scalability. These systems are intended to support daily transaction tracking, sales reporting, inventory oversight, customer reservations, memberships, and operational reporting while helping streamline business operations and improve the customer experience. Financial records, expenses, payroll documentation, and tax-related records will be maintained electronically and reviewed regularly to support budgeting, cash flow monitoring, and financial planning. The business also plans to work with an accountant or tax professional for business tax preparation, financial guidance, and ongoing bookkeeping support as operations grow. Maintaining organized and accurate financial records will remain a priority to support responsible financial management, operational decision-making, and long-term business sustainability. Financial Assumptions Personnel Plan Assumptions Labor assumptions for Amery Depot are structured to support safe operations while maintaining tight control over payroll costs during the early stages of operation. The business will operate under an owner-managed model, with part-time staff scheduled only during periods of demonstrated demand such as peak hours, league play, and pre-booked private events. The owner will actively manage day-to-day operations and will not draw a full-time salary during the initial ramp-up period. Owner compensation is assumed in later years as cash flow stabilizes and revenue supports ongoing management costs. Staffing Structure – Year 1 (Ramp-Up Phase) Owner-Operator • Provides on-site management, scheduling, supervision, and administrative oversight • No full-time salaried management assumed in Year 1 Part-Time Event / Floor Staff • Scheduled primarily during evenings, weekends, leagues, and private events • Responsibilities include guest check-in, safety instruction, axe lane supervision, simulator oversight, beverage service, event transitions, and general facility Labor Assumptions (Year 1) ● Average part-time hourly wage: $14–$16 per hour ● Average staff on duty during operating hours: 1–2 employees, depending on activity level ● Staffing hours flex based on reservations and programming; no standing daytime labor assumed unless supported by booked events ● Payroll taxes and statutory labor burdens included in financial projections 18 ● Labor costs are modeled as a variable expense, increasing only as utilization grows Staffing Ramp – Years 2 and 3 • Part-time staffing hours increase proportionally with growth in leagues, events, and repeat visitation • Expanded hours or additional roles are considered only after consistent demand is demonstrated • No full-time non-owner positions are assumed until revenue levels justify sustained staffing expansion This phased approach allows the business to maintain service quality while protecting cash flow and limiting fixed payroll obligations during early-stage operations. Axe Throwing Revenue Assumptions Axe throwing is the primary anchor attraction and initial traffic driver for Amery Depot. Revenue assumptions are based on conservative booking levels, modest group sizes, and blended per-person pricing that reflects a mix of adult and youth participation. Utilization assumptions are intentionally moderate during the initial ramp-up period and increase gradually as community awareness and repeat visitation grow. Operating Assumptions • Number of axe lanes: 3 lanes (6 targets) • Session formats: 30-minute and 60-minute options • Average group size: 3–4 participants per lane (modeled at 3.5) • Operating days: 5–6 days per week • Axe throwing offered during evenings, weekends, league nights, and pre-booked events The introduction of a 30-minute “Quick Throw” option is designed to capture shorter visits, including parents attending youth sports practices and casual drop-in guests. This option increases scheduling flexibility and supports incremental off-peak utilization without expanding operating hours. Utilization Assumptions – Year 1 Revenue projections assume 25 total bookings per week across all lanes, representing a moderate utilization level appropriate for a new entertainment venue in a small-market community. • Average weekly bookings: 25 groups per week • Average booking duration: 1 hour • Monthly bookings: ~108 groups per month • Average participants per group: 3.5 This results in approximately 376 participant visits per month during stabilized Year 1 operations. 19 Demand is expected to concentrate primarily during weekend evenings, organized league nights, and private group bookings, with lighter weekday utilization during early operations. Pricing Assumptions Axe throwing is priced on a per-participant basis to maintain accessibility for small groups while supporting revenue growth as group size increases. Pricing structure: • $20 per adult participant • $15 per youth participant (under 18) A blended average price of $18 per participant is used for financial modeling to reflect a typical mix of adult and youth participants. Average revenue per booking: 3.5 participants × $18 blended rate = $63 per group Projected monthly revenue: 108 bookings × $63 ≈ $6,772 per month Growth Assumptions Revenue growth over time is expected to be driven by: • League participation and repeat visitation • Birthday parties and private group bookings • Increased weekend traffic and word-of-mouth awareness • Short-format “Quick Throw” sessions supporting incremental weekday demand • Community programming and youth participation Additional utilization can be supported using existing staffing levels before incremental labor expansion is required. Multi-Sport Simulator Revenue Assumptions The indoor multi-sport simulator provides a complementary, weather-independent revenue stream that supports year-round utilization and broadens the customer base beyond axe throwing. Revenue assumptions are based on conservative hourly utilization, blended weekday and weekend pricing, and a mix of open play, leagues, youth programming, and private bookings. Utilization assumptions are intentionally modest during the initial ramp-up period and increase gradually as awareness and repeat participation grow. 20 Operating Assumptions • Number of simulator bays: 1 multi-sport simulator • Simulator supports golf, bowling, cornhole, target-based games, and interactive youth programming • Average session length: 1 hour per booking • Operating days: 5–6 days per week • Simulator use offered during evenings, weekends, leagues, private bookings, and select daytime programming Utilization Assumptions – Year 1 • Average utilization: 2–3 hours per day • Estimated monthly utilization: approximately 60–75 total booked hours • Utilization driven primarily by evenings, weekends, and private events • No assumption of full-day or continuous use during the first year • No reliance on heavy lesson or training-based revenue Pricing Assumptions • Weekday hourly rate: approximately $30 • Weekend hourly rate: approximately $40 • Average blended revenue per hour modeled conservatively at ~$35 • Pricing reflects a mix of: • Open hourly play • Seasonal leagues • Membership usage • Youth and family programming • Private events and group bookings Revenue projections are based on blended pricing rather than peak or premium rates to maintain conservative financial assumptions. Growth Assumptions • Gradual increases in league participation and repeat bookings drive utilization growth • Multi-sport functionality expands accessibility beyond traditional golfers • Private event integration supports incremental off-peak utilization • Increased utilization is supported by existing staffing levels prior to labor expansion 21 Interactive Darts (Dartsee) Revenue Assumptions Interactive dart boards provide a high-turnover, low-barrier-to-entry entertainment option that complements both axe throwing and simulator usage. This offering supports consistent daily utilization, particularly during short-duration visits, casual drop-in play, and group events. Revenue assumptions are based on per-person pricing, conservative participation levels, and a mix of walk-in play, leagues, memberships, and private bookings. Utilization assumptions are intentionally modest during the initial ramp-up period and increase gradually as awareness and repeat participation grow. Operating Assumptions • Number of dart boards: 2 Dartsee interactive dart boards • Dartsee system includes automated scoring, multiple game formats, and app-based gameplay • Pricing structure: per person, per hour • Average session length: 30–60 minutes • Average group size: 2–3 participants per session • Operating days: 5–6 days per week • Dart play offered during all operating hours, with strong alignment to short-duration visits, waiting periods, and group events Utilization Assumptions – Year 1 • Average players per session: 2–3 participants • Estimated monthly utilization: approximately 90–180 total player sessions • Utilization driven primarily by evenings, weekends, and event-based traffic • Incremental usage from walk-in availability and add-on participation during axe throwing or simulator sessions • No assumption of continuous or fully booked usage during the first year Pricing Assumptions • Standard pricing: $10 per person per hour • Average revenue per session (1 hour): approximately $20–$30 per board • Blended average revenue per session modeled conservatively at ~$25 • Pricing reflects a mix of: • Walk-in play and casual drop-in participation • Seasonal leagues • Membership usage • Group and event add-on experiences Revenue projections are based on blended participation levels rather than maximum capacity to maintain conservative financial assumptions. 22 Growth Assumptions • Gradual increases in daily participation as awareness and repeat visits grow • High repeat participation driven by league play and social competition formats • Lower skill barrier increases accessibility and first-time participation • Short session format supports increased turnover potential as demand grows • Strong integration into group events and private bookings increases utilization without requiring dedicated time blocks • Increased utilization supported within existing staffing levels due to low operational complexity Flexible Lounge Cinema & Event Space Revenue Assumptions The lounge-style cinema is designed as an intimate, flexible space supporting curated movie screenings, themed programming, and private rentals. With a maximum seating capacity of 25 guests, the space emphasizes atmosphere and experience over high-volume ticket sales. Operating Assumptions • Maximum seating capacity: approximately 20 guests • Average event duration: 2–3 hours • Programming offered during select evenings, weekends, and pre-booked daytime events • Not modeled as a daily or high-frequency cinema operation The lounge supports curated movie nights, puzzle competitions, gaming events, and private gatherings within a controlled scheduling model. Utilization Assumptions – Year 1 • 2–4 curated movie or themed events per month • 2–3 private rentals or specialty gatherings per month • Total projected events: 4–6 per month • No assumption of weekly recurring cinema programming during Year 1 Ticket Sales & Attendance Assumptions • Average attendance per ticketed event: 10–15 guests • Average ticket price: $8–$10 per guest • Attendance varies based on event type (classic films, marathons, themed nights, etc.) Ticketed programming is modeled conservatively and is supplemental to private rental revenue. 23 Private Rentals & Specialty Events • Private rentals and small-group events priced at approximately $250 per booking • Optional bundled beverage or activity packages may increase per-event revenue • Rental revenue modeled conservatively within overall projections Growth Assumptions • Repeat attendance and themed programming increase event consistency over time • Private rentals provide predictable, pre-booked revenue • Growth driven by booking frequency rather than expanded seating capacity Beverage & Concessions Revenue Assumptions Beverage and concession sales provide a high-margin ancillary revenue stream designed to complement entertainment activities while also supporting standalone purchases and event-based spending. Revenue assumptions are based on conservative participation rates, moderate per-visit spending, and gradual growth tied to repeat visitation, private events, and recurring programming. The beverage program includes specialty “dirty soda” beverages, mocktails, beer, wine, and curated “Snacklebox” shareable concessions designed for groups and social experiences. The offering is intentionally streamlined to maintain operational simplicity while supporting strong margin potential and extended guest duration. Operating Assumptions • Beverage and concession service offered during all operating hours • Beverage offerings include dirty soda beverages, mocktails, beer, wine, and concessions • Sales generated through walk-in purchases, entertainment bookings, leagues, private events, and themed programming • Event-based beverage programming includes recurring “Mocktail Mingle” events and “Tap Takeover Nights” featuring local brewery and winery partnerships • Limited preparation complexity and minimal additional labor requirements support operational efficiency Utilization Assumptions – Year 1 Revenue projections assume moderate participation and conservative average spending levels appropriate for a new entertainment venue in a rural market. Assumptions include: • Average beverage/concession attachment rate across entertainment bookings • Incremental sales during leagues, private events, and community programming • Additional beverage purchases during themed events and extended guest stays 24 The beverage program is expected to benefit from repeat visitation, social gatherings, and group- based experiences that encourage incremental purchases throughout a guest visit. Pricing Assumptions Pricing reflects a mix of specialty beverages, concessions, and alcohol sales designed to remain accessible while supporting strong ancillary margins. Modeled beverage and concession sales include: • Dirty soda beverages and mocktails • Beer and wine service • Snacklebox-style shareable concessions • Event and group beverage purchases Average per-visit spending assumptions are intentionally conservative during Year 1 operations and increase gradually as recurring programming and customer awareness expand. Projected monthly revenue: Approximately $1,900 per month during stabilized Year 1 operations Growth Assumptions Revenue growth over time is expected to be driven by: • Increased repeat visitation and league participation • Growth in private events and group bookings • Expansion of recurring event programming such as “Mocktail Mingle” and “Tap Takeover Nights” • Increased beverage attachment rates during entertainment activities • Seasonal tourism and community event traffic The beverage and concession program is designed to scale efficiently alongside entertainment operations without requiring significant additional staffing or infrastructure investment. Year 2 & Year 3 Growth Assumptions Year 2 and Year 3 projections assume gradual growth driven by increased repeat visitation, stronger league participation, expanded private event bookings, recurring themed programming, and increased food and beverage attachment rates. Growth assumptions remain conservative and are based primarily on improved utilization of existing space and programming rather than major facility expansion or significant increases in fixed operating costs. Indoor entertainment demand, recurring programming, league activity, event programming, and simulator utilization are expected to support winter stabilization following the initial launch period, while seasonal tourism and lake-community traffic continue to drive stronger summer utilization. 25 Financing Request Amery Depot is seeking debt financing to support the acquisition, renovation, and launch of a multi- use entertainment venue located in Amery, Wisconsin. The requested funding will cover a defined startup and stabilization period and is structured to support conservative early operations while the business ramps to sustainable cash flow. The requested financing will be used for the following purposes: • Property acquisition and closing costs • Interior renovation and buildout, including construction, safety improvements, and accessibility upgrades • Equipment and furnishings, including axe throwing infrastructure, golf simulators, lounge cinema equipment, seating, and point-of-sale systems • Initial inventory and supplies • Working capital, including payroll, utilities, insurance, and operating expenses during the early ramp-up period The financing request is intended to support operations through initial startup and early growth until the business reaches stable, recurring revenue. The owner will remain actively involved in day-to-day operations to help control costs and support early profitability. Financing Needs Detailed use of proceeds is included in the accompanying financial documentation. 26 Appendix A: Operating Schedule & Seasonal Hours Standard Operating Hours Amery Depot will operate under a structured schedule designed to balance youth-inclusive programming with adult-focused evening operations. Standard operating hours reflect regular public access, while additional flexibility is built in to accommodate leagues, private events, and community demand. Day Winter Hours Summer Hours Monday 2:00 PM – 9:00 PM 10:00 AM – 9:00 PM Tuesday Closed (events only) Closed (events only) Wednesday 2:00 PM – 9:00 PM 10:00 AM – 9:00 PM Thursday 2:00 PM – 9:00 PM 10:00 AM – 9:00 PM Friday 10:00 AM – 10:00 PM 10:00 AM – 10:00 PM Saturday 10:00 AM – 10:00 PM 10:00 AM – 10:00 PM Sunday 2:00 PM – 9:00 PM 10:00 AM – 9:00 PM Operating hours will be reassessed approximately 6–9 months after opening to evaluate utilization trends, customer demand, staffing efficiency, and seasonal traffic patterns, with adjustments made as needed to support operational sustainability and guest experience. Access & Supervision Guidelines • Youth-inclusive programming is offered during daytime and early evening hours • Evening age-restricted access begins at 5:30 p.m. on select days • Age thresholds may vary by activity type, event format, or licensing requirements • Family and Adult will have non-restricted access • All operating hours and access policies will align with insurance requirements, safety standards, and local regulations Daytime Events & On-Demand Programming While standard operating hours reflect regular public access, Amery Depot will also open outside of posted hours to accommodate: • Pre-scheduled private events and group rentals • School-affiliated activities and community programs • Special daytime movie screenings or gaming events based on demand Daytime movie screenings may be added selectively in response to private bookings, school schedules, seasonal demand, or special programming opportunities. These events will be scheduled in advance and staffed appropriately. This flexible approach allows Amery Depot to maximize use of the facility while maintaining efficient staffing, cost control, and a consistent guest experience. 27 Appendix B: Detailed Revenue Stream Detailed support for the revenue assumptions presented in the financial projections for Amery Depot. The information included is intended to illustrate how projected revenue is generated across each core service line, including axe throwing, interactive darts, simulator experiences, and event-based programming, based on anticipated pricing ranges, capacity utilization, operating hours, and program structure. Revenue streams are presented by activity type and include walk-in usage, reserved sessions, leagues, memberships, and facilitated group experiences. Assumptions are intentionally conservative and reflect a phased ramp-up approach appropriate for a rural market, with utilization increasing as brand awareness, repeat visitation, and community partnerships develop. Pricing examples and participation models included in this appendix are representative and may be adjusted based on seasonality, demand patterns, staffing levels, and operational experience following opening. Axe Throwing – Walk-In / Open Play (Target: $6,000/month) • Facility: 3 total lanes (6 targets); only 2 lanes modeled for walk-in usage • Hours: 4 peak walk-in hours per day (evenings/weekends only) • Operating days: 26 days/month; only ~8–10 peak-utilization days modeled • Group size: 3–4 participants per lane (modeled at 3.5) • Price: $25 per participant (blended rate) • Hourly revenue: 2 lanes × 3.5 × $25 = $175/hour • Daily peak revenue: $175 × 4 hours = $700 • Monthly walk-in revenue: ~$6,000 (conservative utilization during peak periods with ramp-up assumptions) Leagues & Memberships (Target: $2,000/month) • One to two leagues with partial lane and facility utilization • 16–20 participants per league session • Average league fee: $80–$100 per participant (blended monthly) • Early-stage membership adoption with controlled capacity • Conservative Year 1 participation levels • Includes access across axe throwing, darts, and simulator usage • Estimated monthly revenue: $2,000 Multi-Sport Simulator (Target: $2,664/month) • Facility: 1 multi-sport simulator • Price: ~$35 blended hourly rate 28 • Utilization: ~2–3 hours per day • Operating days: 26 days per month • Daily revenue: ~$100–$105 • Monthly revenue: ~$2,664 • Includes: • Open play • Limited league play • Youth and group programming • Private event integration Interactive Darts (Dartsee) (Target: $800/month) • Facility: 2 Dartsee interactive dart boards • Price: $10 per participant per hour • Average group size: 2–3 participants (modeled at 2.5) • Average revenue per session: ~$25 • Utilization: ~1–2 sessions per day (combined across both boards) • Operating days: 26 days per month • Daily revenue: ~$30 • Monthly revenue: ~$800 (conservative early-stage participation below full capacity) • Includes: • Walk-in and casual play • League and social competition participation • Membership usage • Add-on experiences during other activities and events Private Events & Team-Building (Target: $1,500/month) • Early-stage event volume with limited bookings • Average event price: $300–$400 • Modeled volume: ~4–5 events per month • Mix of axe throwing, darts, simulator, and combination events • Estimated monthly revenue: $1,500 Food and Beverage (Target: $1,900/month) • Dirty soda, mocktails, limited beer/wine, and Snacklebox-style offerings, including potential community partnership-supported catering options • Average spend per guest: ~$4–$6 29 • Approximately 350–450 transactions per month • Includes soda, mocktails, limited beer/wine, and Snacklebox offerings • Estimated monthly revenue: $1,900 Total Stabilized Monthly Revenue Reconciliation Axe Throwing – Walk-In / Open Play: $6,000 Leagues & Memberships: $2,000 Multi-Sport Simulator: $2,664 Private Events & Team-Building: $1,500 Interactive Darts (Dartsee): $800 Food and Beverage: $1,900 Total Stabilized Monthly Revenue: $14,864 30 APPENDIX C – Tap Takeover Nights Tap Takeover Nights – Community Partnership Event Series Amery Depot will host a recurring monthly event series titled “Tap Takeover Nights,” featuring rotating local craft breweries, wineries, and regional beverage producers. These events are designed to drive customer traffic, increase repeat visitation, and strengthen community partnerships while maintaining a cost-effective entertainment model. Concept Overview Each Tap Takeover Night will highlight a featured partner offering a curated selection of 2–4 beverages. The event integrates beverage offerings with Amery Depot’s core entertainment experiences, including axe throwing, interactive darts, and multi-sport simulator activities. Rather than functioning as a standalone bar event, Tap Takeover Nights are structured as interactive social experiences, encouraging longer guest stays and higher per-visit spending. Revenue Model Revenue is generated through bundled experiences and à la carte sales: • Experience Bundles o Throw + Flight Package (axe throwing + tasting flight) o Date Night Package (lane rental, drinks, and snack box) o Social Pass (darts/simulator access + drink) • À La Carte Sales o Individual beverage purchases o Additional activity time o Snacklebox offerings These bundled offerings are designed to increase average transaction value and maximize utilization across all entertainment areas. Financial Impact Tap Takeover Nights are expected to generate incremental revenue through increased traffic and extended guest duration. • Estimated attendance: 30–60 guests per event • Average spend per guest: $25–$40 • Estimated revenue per event: $1,200–$2,300 As the event series gains traction, hosting 1–2 events per month is projected to contribute an additional $2,000–$4,000 in monthly revenue. Community & Marketing Benefits • Cross-promotion with local breweries and wineries • Access to new customer bases through partner marketing • Strengthening of local business relationships • Creation of consistent, repeatable monthly events These partnerships reduce marketing costs while increasing visibility and engagement within the community. 31 Operational Structure • All alcohol is purchased and sold under Amery Depot’s licensing • Featured partners participate in a promotional capacity only • Events are scheduled during off-peak or shoulder periods to maximize utilization • Staffing remains consistent with standard operations, minimizing additional labor costs Strategic Value Tap Takeover Nights align with Amery Depot’s mission to serve as a community-centered entertainment hub by combining local partnerships, social experiences, and diversified revenue streams in a scalable and repeatable format. 32 Appendix D – Mocktail Mingle Event Series Mocktail Mingle – Interactive Community Event Series Amery Depot will host a recurring event series titled “Mocktail Mingle,” designed as an interactive, non-alcohol-centered social experience. These events are intended to drive customer traffic, increase repeat visitation, and generate incremental food and beverage revenue while supporting a community-focused environment. Concept Overview Each Mocktail Mingle event is structured as a hands-on group experience where participants both prepare and create mocktails. Guests are organized into small groups of 5–6 and participate in two rounds: • Guided Round: Groups prepare one mocktail from a curated menu (3–4 options total) • Creative Round: Groups create and name one original mocktail using a controlled ingredient selection At the conclusion of the event, participants vote on their favorite creations. Winning mocktails are featured on the Amery Depot menu for a limited time, creating ongoing engagement and repeat visits. Rather than functioning as a traditional beverage tasting, Mocktail Mingle is designed as an interactive social experience that encourages participation, creativity, and extended guest stays. Revenue Model Revenue is generated through group participation and additional on-site purchases: Group-Based Entry • $50 per group (recommended 4–6 participants) À La Carte Sales • Snackleboxes and light food offerings • Additional mocktail purchases • Extended participation in axe throwing, darts, or simulator activities This model encourages group attendance while increasing overall spend per visit through add-ons and cross-utilization of entertainment offerings. Financial Impact Mocktail Mingle events are expected to generate incremental revenue while increasing overall guest engagement. • Estimated participation: 3–5 groups per event • Average revenue per event: $250–$350 • Estimated monthly contribution (1–2 events): $500–$700 Additional impact includes increased food and beverage sales and extended guest duration, contributing to higher overall per-visit spending. Community & Marketing Benefits • Provides a non-alcohol-focused social event option 33 • Appeals to a broad demographic, including non-drinkers and social groups • Encourages group participation and word-of-mouth promotion • Creates consistent, repeatable programming for local marketing channels These events support community engagement while diversifying the business’s event offerings. Operational Structure • Utilizes existing soda and beverage infrastructure • Ingredient selection is limited to ensure cost control and consistency • Events are designed to operate within current staffing levels • Scheduled during off-peak or shoulder periods to maximize utilization This structure allows for efficient execution without requiring additional labor or significant operational changes. Strategic Value Mocktail Mingle supports Amery Depot’s positioning as a community-centered entertainment venue by offering an interactive, inclusive experience that is not dependent on alcohol sales. The event provides a scalable and repeatable format that drives engagement, supports revenue growth, and enhances the overall customer experience. 34 Appendix E – Snacklebox Partnership & Community Collaboration Program Amery Depot’s “Snacklebox” concession concept is designed to provide simple, shareable food offerings that complement entertainment activities while maintaining operational simplicity and minimizing kitchen overhead. Rather than operating a full-service kitchen, the business intends to utilize pre-assembled and catered Snackleboxes featuring snack-style foods suitable for groups, private events, leagues, and social gatherings. Offerings may include items such as popcorn, candy, baked goods, snack mixes, charcuterie-style assortments, and themed event packages. As part of the community-focused operating model, Amery Depot plans to explore partnership opportunities with the local high school Family and Consumer Sciences (FCS) program and FCCLA student leadership organizations. These partnerships may support the preparation or catering of select Snacklebox offerings for events and special programming opportunities. Potential benefits of the partnership model include: • Supporting local student leadership and career-development programs • Providing hands-on hospitality and food-service experience opportunities • Strengthening community engagement and school partnerships • Maintaining operational simplicity without requiring a full commercial kitchen buildout • Allowing flexible and scalable food offerings tied to events and group programming Snacklebox offerings may vary seasonally and by event type and will be implemented in compliance with all applicable health department and food-service regulations. 35 Appendix F: Community Testimonials & Letters of Support Community Support & Local Feedback Community input and informal outreach have played an important role in shaping the concept, programming, and operating approach of Amery Depot. Feedback from residents, parents, local organizations, and business owners indicates strong demand for a structured, indoor entertainment venue serving both youth-inclusive and adult audiences. Community Feedback: • City Council Member “The community needs and wants a space like this, especially for the youth. I think it’s a great idea.” • PTA Member “Make sure to advertise in the hockey and wrestling booster newsletters. As parents, we’re always looking for something quick and local to do while kids are at practice.” • Local Contractor “I’d love to throw some axes in a space like this and help see the vision come to life.” • Local Business Owner “You could advertise in our lake newsletter at no cost to help promote events and bring people downtown.” • Community Member “I love your idea, there certainly isn’t something in the area like it.” • Industry Professional “You’re thinking of buying the theater? I have so many ideas for the movie space based on living in Los Angeles and working in film, I’d love to help.” Letters of support and references are available upon request. 6 0 6 8 611 4 0 H O 110 5 2 F X 3 2 5 2 F X 275 0 F X 3 0 5 0 F X U P E 1 E 1EL E V A T I O N 1 E 2 E 2EL E V A T I O N 2 E 3 E 3 E L E V A T I O N 3 E 4 E 4EL E V A T I O N 4 E 7 E 7 E L E V A T I O N 7 E 8 E 8 E L E V A T I O N 8 3 0 ' - 0 1 2 " 2 ' - 6 " 6 ' 1 ' - 1 1 3 1 6 " 7 ' - 4 " 2 ' - 2 1 2 " 1 0 ' - 5 3 1 6 " 2 ' - 5 7 1 6 " 7 ' - 7 3 8 " 3 0 ' - 0 1 2 " 61' - 3 " 32' - 3 " 93' - 6 " 1 0 ' 2 9 ' - 1 "7'-1 0 1 1 6 " 7 ' - 2 " 3 ' - 8 " 1 ' - 8 7 1 6 " 5'-3 "5'-3 " 1 3 ' - 6 " 1 0 ' 13' - 5 " 9 ' - 4 " 6' 6' 6' 6' 6' 6' 1 5 ' 1 2 ' - 4 " 1 0 ' 1 5 ' - 2 " 31' - 5 " AXE THROWING GOLF/MULTI-SPORT SIMULATOR SERVING AREA DART AREA U P R 6 R 6 R 6 R 6 R 6 R 6 R 6 R 6 R 6 R 6 R 6 R 6 R 6 R 6 R 6 R 6 R 6 R 6 R 6 R 6 R 6 R 6 R 6 R 6 R 6 R 6 R 6 P-1 RE V I S I O N T A B L ENU M B E RDA T ERE V I S E D B YDE S C R I P T I O N SHEET: SCALE: DRAWINGS PROVIDED BY: DATE:4/27/2026 Project Overview GENERAL PROJECT NOTES Project consists of the adaptive reuse of an existing historic theater into a multi-use indoor entertainment venue. Proposed uses include axe throwing lanes, golf/multi-sport simulators, darts areas, lounge seating, and a beverage/bar service area. Drawings are provided for permitting purposes and indicate general layout and design intent only. Final dimensions, quantities, and site conditions shall be verified prior to construction. All work shall comply with applicable local building codes, fire codes, accessibility requirements, and all regulations of the Authority Having Jurisdiction (AHJ). Occupant load, means of egress, fire protection systems, and life safety requirements shall be designed and coordinated in accordance with code requirements. All equipment and activity areas shall be installed per manufacturer specifications and applicable safety standards. Contractor shall coordinate all architectural, structural, mechanical, electrical, and plumbing systems. Any discrepancies between drawings and field conditions shall be reported prior to commencement of work. Design may be subject to revisions based on permitting review, field verification, and regulatory requirements. No work shall begin without obtaining all required permits and approvals. Electrical plan viewFloor plan view 6 1 5 1 6 " 2 9 ' - 1 1 " 6 2 ' - 7 " 6 1 5 1 6 "2" C L2'-4 3 8 " C L2'-9 1 1 6 "4'-8 3 1 6 " 2" 9'-9 5 8 " 17' - 9 " E 1 E L E V A T I O N 1 1 / 4 I N = 1 F T E 1 E L E V A T I O N 1 1 / 4 I N = 1 F T 6'-4 3 4 " 4 ' - 5 7 1 6 " 3 1 ' - 5 1 2 " 10' - 3 5 8 " E 2 E L E V A T I O N 2 1 / 4 I N = 1 F T E 2 E L E V A T I O N 2 1 / 4 I N = 1 F T RE V I S I O N T A B L ENU M B E RDA T ERE V I S E D B YDE S C R I P T I O N SHEET: SCALE: DRAWINGS PROVIDED BY: DATE:4/27/2026 3'-1 0 " 7 ' - 2 1 2 " E 7 E L E V A T I O N 7 1 / 4 I N = 1 F T E 7 E L E V A T I O N 7 1 / 4 I N = 1 F T 3' 3'-4 3 8 " 3 ' - 8 " E 8 E L E V A T I O N 8 1 / 4 I N = 1 F T E 8 E L E V A T I O N 8 1 / 4 I N = 1 F T 10' 1 1 ' - 3 " 2 9 ' - 1 1 2 " 17' - 8 " 1 1 ' - 1 1 "20' - 2 " E 3 E L E V A T I O N 3 1 / 4 I N = 1 F T E 3 E L E V A T I O N 3 1 / 4 I N = 1 F T E 4 E L E V A T I O N 4 1 / 4 I N = 1 F T E 4 E L E V A T I O N 4 1 / 4 I N = 1 F T RE V I S I O N T A B L ENU M B E RDA T ERE V I S E D B YDE S C R I P T I O N SHEET: SCALE: DRAWINGS PROVIDED BY: DATE:4/27/2026 MOVABLE WALL 1Disclosure here. | XX21-XXX 102 Keller Ave S., Amery, WI 54001 April 14, 2026 To Whom It May Concern, I am writing to express my support for the Amery Depot redevelopment project proposed by Jenna Barclay in downtown Amery, Wisconsin. In my role as a Vice President and Commercial Relationship Manager with Old National Bank, I have had the opportunity to work directly with Jenna as she explored financing options and evaluated the feasibility of redeveloping the former theater property. Through that process, I have gained meaningful insight into the project’s vision, planning, and overall approach. The proposed redevelopment into a multi -use entertainment and event space —including interactive recreation, performance areas, and family -friendly gathering spaces —represents a thoughtful and well-considered reuse of an existing downtown asset. The concept is clearly designed to drive foot traffic, encourage repeat visitation, and contribute positively to the long -term vitality of the Amery business district. Beyond the physical redevelopment, what stands out most is the intentional focus on community impact. The project emphasizes creating local, accessible entertainment options for families, young people, and couples—particularly for high-school-aged youth and residents who currently must travel outside the area for similar experiences. As both a banker in the community and a parent of seven, I recognize the value of projects that provide constructive, inclusive spaces that strengthen small -town communities and enhance quality of life. Jenna has approached this project with diligence, persistence, and a willingness to engage professional advisors to move the concept forward responsibly. Based on my interactions with her and my understanding of the project to date, I believe this redevelo pment has the potential to be a meaningful addition to downtown Amery. Thank you for your consideration of this project and its potential benefit to the community. Sincerely, Josh Warren Commercial Relationship Manager | Vice President t: 715.246.8180 | c: 715.441.8586 josh.warren@oldnational.com Engineers | Architects | Planners | Sci entists Short Elliott Hendrickson Inc., 8 09 North 8 th Street, Suite 205, Sheboygan, WI 53081 SEH is 100% employee-owned | sehinc.com | 920.287.0828 | 800.472.5881 | 888.90 8.8166 fax May 7, 2026 RE: City of Amery WWTP Improvements SEH Project No. AMERY 178514 Taylor Larson City of Amery Clerk/Treasurer 104 Maple St W, Suite A Amery, WI 54001 Dear Taylor: Attached is a signed Application for Payment No. 22 from Market & Johnson for work completed from April 1, 2026 – April 30, 2026. This application includes payment for work primaril y consisting of joint sealants, tiling, site electrical, erosion control/restoration, site grading, crushed aggregate, storm sewer system, exterior process piping, concrete sidewalks, fencing, and work associated with Change Orders 1, 5, and 6. I have reviewed this application for payment and believe it to accurately represent the work completed as presented by the contractor through th e above-mentioned date. In accordance with the contract, after 50% of the work is completed, no further retainage is required on completed work. However, retainage of 2.54% of comp leted work is being held for this pay period. Additionally, retainage of 5% of stored materials is still being held. The itemized retainage percenta ges are shown on page one of the attached payment reque st. The total requested amount is $313,339.50 for which I recommend payment. If you have any questions regarding this application for payment, please call me at 414-892-4761. Sincerely, Kate Healy Project Manager 5/7/26 Progress Estimate - Lump Sum Work B C D Materials Presently Total Completed Balance to Finish Stored (not in C or D) and Stored to Date (B - F) (C + D + E) 01 99 00 5,000.00 - - 5,000.00 01 99 10 5,000.00 850.00 850.00 17% 4,150.00 01 99 20 50,000.00 - - 50,000.00 00 10 00 181,666.47 181,666.47 181,666.47 100% - 01 21 00 31,482.00 29,907.90 29,907.90 95% 1,574.10 02 41 16 110,086.00 110,086.00 110,086.00 100% - 02 41 16 926,786.99 889,715.52 889,715.52 96% 37,071.47 02 41 16 102,053.44 102,053.44 102,053.44 100% - 03 30 00 610,401.77 610,401.77 610,401.77 100% - 03 30 00 899,897.00 899,897.00 899,897.00 100% - 03 30 00 188,256.00 188,256.00 188,256.00 100% - 03 30 00 44,972.00 44,972.00 44,972.00 100% - 03 30 00 3,232.00 - 3,232.00 3,232.00 100% - 03 30 00 84,334.00 84,334.00 84,334.00 100% - 03 20 00 21,787.00 21,787.00 21,787.00 100% - 03 20 00 42,395.18 42,395.18 42,395.18 100% - 03 20 00 101,562.50 101,562.50 101,562.50 100% - 03 20 00 197,679.69 197,679.69 197,679.69 100% - 03 20 00 6,786.00 6,786.00 6,786.00 100% - 03 20 00 13,208.17 13,208.17 13,208.17 100% - 03 20 00 1,274.00 1,274.00 1,274.00 100% - 03 20 00 2,479.69 2,479.69 2,479.69 100% - 03 20 00 3,841.50 3,649.43 192.07 3,841.50 100% - 03 20 00 7,477.04 7,477.04 7,477.04 100% - 03 20 00 670.24 670.24 670.24 100% - 03 41 00 311,498.00 311,498.00 311,498.00 100% - 03 41 00 133,881.00 133,881.00 133,881.00 100% - 04 22 00 85,245.00 85,245.00 85,245.00 100% - 05 12 00 185,124.00 179,662.84 5,461.16 185,124.00 100% - 05 12 00 52,625.75 52,625.75 52,625.75 100% - 06 10 53 104,240.07 102,155.27 1,042.40 103,197.67 99% 1,042.40 07 13 00 20,104.00 20,104.00 20,104.00 100% - 07 27 00 2,000.00 2,000.00 2,000.00 100% - 07 61 00 35,948.00 35,948.00 35,948.00 100% - 07 61 00 20,514.00 20,514.00 20,514.00 100% - 07 61 00 236,751.00 236,751.00 236,751.00 100% - 07 61 00 29,795.00 25,325.75 25,325.75 85% 4,469.25 07 92 00 16,280.00 6,512.00 4,884.00 11,396.00 70% 4,884.00 08 11 13 & 08 16 00 & 08 71 00 40,876.00 40,876.00 40,876.00 100% - 08 31 13 13,665.00 13,665.00 13,665.00 100% - 08 36 13 16,731.00 16,731.00 16,731.00 100% - 08 43 00 & 8 80 00 5,213.00 4,170.40 1,042.60 5,213.00 100% - 08 45 00 47,217.00 47,217.00 47,217.00 100% - 09 30 00 6,000.00 - 6,000.00 6,000.00 100% - 09 51 13 2,460.00 2,460.00 2,460.00 100% - 09 97 20 3,660.00 3,660.00 3,660.00 100% - 09 97 20 10,540.00 10,540.00 10,540.00 100% - Precast Wall and Plank Supply and Install Treatment Building (10) Structural Steel Install Sectional Steel Overhead Doors Supply and Install Contractor's Application Testing of Concrete Mobilization Temporary Facilities, Safety, Trucking, Equipment Demolition Existing Structure Per Spec Concrete Foundation Administration/Treatment Building (50) G % (F / B) Concrete Foundation Treatment Building (10) Concrete Foundation Thin WAS and Centrate Storage (30) Concrete Foundation SBR (15) Concrete Foundation TWAS Storage (40) Concrete Foundation Pumping Building (20) 22 5/5/2026 Bond & Insurances A Electric Service Upgrades Stated Allowance Application Period: 4/1/2026 - 4/30/2026 Application Date: Gas Service Modifications Stated Allowance F Project: Amery Wastewater Treatment Plant Improvements Application Number: Rebar Labor Administration/Treatment Building (50) Precast Wall and Plank Supply and Install Pumping Building (20) Aluminum-Framed Storefront & Translucent Wall and Roof Assemblies and Glazing Acoustical Panel Ceilings Joint Sealants Hollow Metal & Corrosion Resistant Doors, Frames, and Hardware Material Rebar Labor Treatment Building (10) Rebar Material Treatment Building (10) Rebar Labor SBR (15) Rebar Material SBR (15) Rebar Labor Pumping Building (20) Rebar Material Administration/Treatment Building (50) Rebar Material for CMU City Shop SCADA Systems Allowance Specification Section No. Description Scheduled Value ($) From Previous Application (C+D) This Period E Work Completed Rebar Material Pumping Building (20) Access Doors and Frames Material Sheet Waterproofing Air Barriers Masonry Material & Labor Treatment Building (10) Miscellaneous Rough Carpentry Administration/Treatment Building Roofing (50) Painting and Coating Treatment Building (10) Labor Tiling Rebar Labor Thin WAS and Centrate Storage (30) Rebar Material Thin WAS and Centrate Storage (30) Administration/Treatment Building Metal Wall Panels (50) Structural Steel Framing Aluminum-Framed Storefront & Glazing Painting and Coating Treatment Building (10) Material Treatment Building Roofing (10) Pumping Building Roofing (20) Progress Estimate - Lump Sum Work B C D Materials Presently Total Completed Balance to Finish Stored (not in C or D) and Stored to Date (B - F) (C + D + E) Contractor's Application G % (F / B) 22 5/5/2026 A Application Period: 4/1/2026 - 4/30/2026 Application Date: F Project: Amery Wastewater Treatment Plant Improvements Application Number: Specification Section No. Description Scheduled Value ($) From Previous Application (C+D) This Period E Work Completed 09 97 20 9,900.00 9,900.00 9,900.00 100% - 09 97 20 26,700.00 26,700.00 26,700.00 100% - 10 14 19 1,884.00 942.00 942.00 1,884.00 100% - 10 14 23 1,795.00 - 1,795.00 1,795.00 100% - 10 44 00 893.00 893.00 893.00 100% - 10 53 00 12,700.00 3,877.84 8,822.16 12,700.00 100% - 23 00 00 305,800.00 302,742.00 302,742.00 99% 3,058.00 23 00 00 650,000.00 643,500.00 643,500.00 99% 6,500.00 40 23 00 5,000.00 5,000.00 5,000.00 100% - 40 23 10 185,360.00 185,360.00 185,360.00 100% - 40 23 20 116,700.00 116,700.00 116,700.00 100% - 40 23 20 93,940.00 93,940.00 93,940.00 100% - 40 23 10 53,550.00 53,550.00 53,550.00 100% - 40 23 20 6,800.00 6,800.00 6,800.00 100% - 40 23 20 22,400.00 22,400.00 22,400.00 100% - 40 23 10 20.2B 95,300.00 95,300.00 95,300.00 100% - 40 23 10 20.2B 58,520.00 58,520.00 58,520.00 100% - 40 23 10 70,770.00 70,770.00 70,770.00 100% - 40 23 30 38,850.00 38,850.00 38,850.00 100% - 40 23 20 46,200.00 46,200.00 46,200.00 100% - 40 23 10 8,700.00 8,700.00 8,700.00 100% - 40 23 30 23,940.00 23,940.00 23,940.00 100% - 40 23 10 35,660.00 35,660.00 35,660.00 100% - 40 23 30 8,800.00 8,800.00 8,800.00 100% - 40 23 10 32,260.00 32,260.00 32,260.00 100% - 40 23 30 5,000.00 5,000.00 5,000.00 100% - 40 23 20 26,400.00 26,400.00 26,400.00 100% - 26 00 00 432,180.00 338,482.20 33,192.60 371,674.80 86% 60,505.20 26 00 00 425,320.00 425,320.00 425,320.00 100% - 26 00 00 197,470.00 197,470.00 197,470.00 100% - 26 00 00 167,090.00 165,419.00 165,419.00 99% 1,671.00 26 00 00 60,760.00 60,152.00 60,152.00 99% 608.00 26 00 00 45,570.00 45,114.00 456.00 45,570.00 100% - 26 00 00 288,610.00 274,179.50 274,179.50 95% 14,430.50 31 22 10 37,670.00 37,670.00 37,670.00 100% - 02 41 19 127,025.00 120,673.69 6,351.31 127,025.00 100% - 31 25 10 13,690.00 10,443.00 3,247.00 13,690.00 100% - 31 22 10 408,965.00 290,564.68 85,683.12 376,247.80 92% 32,717.20 31 22 10 74,400.00 46,171.36 11,200.20 57,371.56 77% 17,028.44 31 23 16 86,290.00 86,227.75 62.25 86,290.00 100% - 31 23 16 129,445.00 129,445.00 129,445.00 100% - 31 23 16 45,385.00 45,385.00 45,385.00 100% - 31 23 16 25,125.00 25,125.00 25,125.00 100% - 31 23 16 26,840.00 26,840.00 26,840.00 100% - 31 23 19 273,100.00 273,100.00 273,100.00 100% - 31 23 20 118,175.00 118,175.00 118,175.00 100% - 32 11 26 29,000.00 13,961.12 15,038.88 29,000.00 100% - Process Valves Material Building (50) Process Piping Install Building (50) Process Valves Install Building (30) Process Valves Material Building (15) Painting and Coating Treatment Building (50) Labor Site Demo Dimensional Letter Signage and Plaques Material Process Valves Material Building (10) Safety Specialties Material Panel Signage Material Process Piping, Valves, Pump Install Building (10) Process Piping Material Building (20) St-A Hvac Mobilization & General Conditions Process Piping Material Building (10) Process Piping & Valves Install Building (15) McCabe Mob Charge Dewatering Preparing the Foundation Earth Retention Process Piping Material Building (40) Process Valves Install Building (40) Stainless Piping Material Building (15) Stainless Piping Material Install Building (15) Process Valves Material Building (20) Building 50 - Fill Cells Weir Box Excavation & Backfill Erosion Control/Restoration Site Grading - Labor & Equipment Site Grading - Material Building 10 Excavation & Backfill Building 15 Excavation & Backfill Crushed Agg. Base Course - Labor and Equipment Electrical Building 30 Electrical Building 40 Building 20 Excavation & Backfill Electrical Building 50 Electrical Building 20 Site Electrical Process Piping Material Building (15) Electrical Building 15 Electrical Building 10 Process Piping, Valves, Pump Install Building (20) Process Piping Material Building (30) Painting and Coating Treatment Building (50) Material Plumbing Building (10) Labor Process Piping Material Building (50) Architectural Canopies Supply and Install Progress Estimate - Lump Sum Work B C D Materials Presently Total Completed Balance to Finish Stored (not in C or D) and Stored to Date (B - F) (C + D + E) Contractor's Application G % (F / B) 22 5/5/2026 A Application Period: 4/1/2026 - 4/30/2026 Application Date: F Project: Amery Wastewater Treatment Plant Improvements Application Number: Specification Section No. Description Scheduled Value ($) From Previous Application (C+D) This Period E Work Completed 32 11 26 15,000.00 7,192.20 7,807.80 15,000.00 100% - 33 05 20 73,920.00 73,920.00 73,920.00 100% - 33 05 20 7,000.00 7,000.00 7,000.00 100% - 33 11 00 25,185.00 24,398.66 486.82 24,885.48 99% 299.52 33 11 00 13,300.00 13,077.22 222.78 13,300.00 100% - 33 31 00 50,000.00 48,500.64 48,500.64 97% 1,499.36 33 31 00 50,000.00 48,500.65 48,500.65 97% 1,499.35 33 41 00 5,880.00 3,110.00 2,593.60 5,703.60 97% 176.40 33 41 00 4,500.00 2,380.00 1,985.00 4,365.00 97% 135.00 33 42 20 8,550.00 8,550.00 8,550.00 100% - 33 42 20 12,000.00 12,000.00 12,000.00 100% - 40 23 00 279,610.00 265,635.13 13,974.87 279,610.00 100% - 40 23 00 80,000.00 72,952.51 7,047.49 80,000.00 100% - 32 12 18 42,890.00 42,890.00 42,890.00 100% - 32 12 18 98,925.00 - - 98,925.00 32 18 40 64,860.39 31,781.59 23,349.75 55,131.34 85% 9,729.05 32 92 12 20,000.00 6,000.00 6,000.00 30% 14,000.00 32 31 13 39,781.00 11,272.50 7,822.38 19,094.88 48% 20,686.12 40 05 59 25,040.00 25,040.00 25,040.00 100% - 40 23 00 275,435.12 275,435.12 275,435.12 100% - 41 22 00 92,224.00 92,224.00 92,224.00 100% - 43 21 15 87,640.00 87,640.00 87,640.00 100% - 43 21 36 89,970.00 89,970.00 89,970.00 100% - 46 21 39 171,960.00 171,960.00 171,960.00 100% - 46 23 63 322,000.00 305,900.00 305,900.00 95% 16,100.00 46 23 63 69,000.00 69,000.00 69,000.00 100% - 46 53 53 2,387,822.00 2,352,753.24 2,352,753.24 99% 35,068.76 46 66 00 169,000.00 169,000.00 169,000.00 100% - 46 71 33 379,879.00 379,879.00 379,879.00 100% - 98 00 00 32,136.36 12,101.03 13,608.06 25,709.09 80% 6,427.27 98 00 01 8,228.25 8,228.25 8,228.25 100% - 98 00 02 7,089.55 7,089.55 7,089.55 100% - 98 00 03 27,041.22 27,041.22 27,041.22 100% - 98 00 04 27,695.38 27,695.38 27,695.38 100% - 98 00 05 1,675.40 1,675.40 1,675.40 100% - 98 00 06 12,205.62 12,205.62 12,205.62 100% - 98 00 07 1,853.38 1,853.38 1,853.38 100% - 98 00 08 3,621.27 3,621.27 3,621.27 100% - 98 00 09 1,833.94 1,833.94 1,833.94 100% - 98 00 10 210,798.22 210,798.22 210,798.22 100% - 98 00 11 (2,015.02) (2,015.02) (2,015.02) 100% - 98 00 12 18,249.00 18,249.00 18,249.00 100% - 98 00 13 5,265.24 5,265.24 5,265.24 100% - 98 00 14 16,577.46 16,577.46 16,577.46 100% - 98 00 15 12,825.88 12,825.88 12,825.88 100% - 98 00 16 (8,545.87) (8,545.87) (8,545.87) 100% - 98 00 17 8,026.41 8,026.41 8,026.41 100% - Change Order #02 - COR 12 Change Order #02 - COR 13 Change Order #02 - COR 14 Change Order #02 - COR 15 Change Order #02 - COR 17 Grit Removal Equipment Pipe Culverts - Labor & Equipment Pipe Culverts - Materail Exterior Process Piping - Labor & Equipment Exterior Process Piping - Material Strom Sewer System - Labor & Equipment Turf Establishment HDD Pipe Installation - Labor & Equipment Change Order #01 - COR 03 Water Utilities - Labor & Equipment Water Utilities - Material Ultraviolet Light Disinfection Equipment Lift Station - Labor & Equipment Concrete Side Walks, Safety Isalnds and Steps Chain Link Fence Material & Install Equipment Install Rotary Lobe Pumps Fine Screening Equipment TWAS Storage Tank Mixing System SBR Treatment System Crushed Agg. Base Course - Material Sanitary Sewerage Utilities - Labor & Equipment Sanitary Sewerage Utilities - Material Monorails, Hoists, Trolleys and Davit Cranes Strom Sewer System - Material Submersible Pumps Hydraulic Gates and Stop Plates Rotary Drum Thickening Equipment HDD Pipe Installation - Material Hot Mix Asphalt Pavement Change Order #04 - COR 24 Change Order #04 - COR 25B Change Order #04 - COR 25C Change Order #04 - COR 26 Change Order #05 - COR 21 Realign 4" Yard Piping Change Order #04 - COR 19 Change Order #04 - COR 20 Change Order #01 - COR 06 Change Order #01 - COR 07 Change Order #03 - COR 11A Change Order #01 - COR 05 Change Order #02 - COR 11B Progress Estimate - Lump Sum Work B C D Materials Presently Total Completed Balance to Finish Stored (not in C or D) and Stored to Date (B - F) (C + D + E) Contractor's Application G % (F / B) 22 5/5/2026 A Application Period: 4/1/2026 - 4/30/2026 Application Date: F Project: Amery Wastewater Treatment Plant Improvements Application Number: Specification Section No. Description Scheduled Value ($) From Previous Application (C+D) This Period E Work Completed 98 00 18 2,299.23 2,299.23 2,299.23 100% - 98 00 19 34,685.08 33,297.67 33,297.67 96% 1,387.41 98 00 20 3,996.81 3,996.81 3,996.81 100% - 98 00 21 6,612.89 6,612.89 6,612.89 100% - 98 00 22 8,928.59 - - 8,928.59 98 00 23 3,970.09 3,970.09 3,970.09 100% - 98 00 24 17,068.34 17,068.34 17,068.34 100% - 98 00 25 645.64 645.64 645.64 100% - 98 00 26 1,276.50 1,276.50 1,276.50 100% - 98 00 27 (634.70) (634.70) (634.70) 100% - 98 00 28 3,979.43 3,979.43 3,979.43 100% - 98 00 29 6,564.11 6,564.11 6,564.11 100% - 98 00 30 8,898.07 - - 8,898.07 98 00 31 2,563.78 2,563.78 2,563.78 100% - 98 00 32 5,720.89 5,720.89 5,720.89 100% - 98 00 33 12,118.11 12,118.11 12,118.11 100% - 98 00 34 21,954.63 21,954.63 21,954.63 100% - 98 00 35 5,637.48 5,637.48 5,637.48 100% - 98 00 36 700.56 - - 700.56 98 00 37 21,341.95 - 12,805.17 12,805.17 60% 8,536.78 98 00 38 (34,048.76) (34,048.76) (34,048.76) 100% - 98 00 39 5,340.25 - - 5,340.25 98 00 40 2,576.71 2,576.71 2,576.71 100% - 98 00 41 10,636.44 2,659.11 4,041.85 6,700.96 63% 3,935.48 98 00 42 7,883.19 7,883.19 7,883.19 100% - 98 00 43 6,118.54 - - 6,118.54 98 00 44 1,878.23 1,878.23 1,878.23 100% - 98 00 45 586.95 586.95 586.95 100% - 98 00 46 37,555.71 37,555.71 37,555.71 100% - 98 00 47 1,840.43 - 1,840.43 98 00 48 (1,112.08) - (1,112.08) 98 00 49 8,239.94 8,239.94 8,239.94 100% - 98 00 50 4,603.93 4,603.93 4,603.93 100% - 98 00 51 3,829.81 3,829.81 3,829.81 100% - 98 00 52 29,775.17 - 29,775.17 98 00 53 (13,117.76) (13,117.76) (13,117.76) 100% - 98 00 54 3,176.54 - 3,176.54 98 00 55 4,024.96 - 4,024.96 98 00 56 7,371.76 - 7,371.76 98 00 57 1,017.76 - 1,017.76 98 00 58 1,817.39 - 1,817.39 98 00 59 3,947.90 - 3,947.90 98 00 60 1,361.96 - 1,361.96 98 00 61 3,062.87 3,062.87 3,062.87 100% - 98 00 62 2,104.78 - 2,104.78 98 00 63 3,976.83 - 3,976.83 98 00 64 25,572.68 - 25,572.68 Change Order #05 - COR 67 RFI #125 Painting Mechanical Room Change Order #06 - COR 57R1 Accessories for FCV 5-81-1 CO5 Adjustment Change Order #06 - COR 59 RFI #110 Process Piping Changes in Chemical Room Change Order #06 - COR 62 RFI #108 Water Heater Building 50 Change Order #06 - COR 63A RFI #123 Exposed Site Piping Change Order #06 - COR 64 RFQ #18 Driveway to Street Change Order #06 - COR 65 RFI #131 Building 40 Stairs Change Order #06 - COR 68 RFQ #17 Office Annex Receptacles Change Order #05 - COR 49 RFI 113 Fuel Run from Building 50 to Building 20 Change Order #05 - COR 22 SN-15 and Sewer Pipe Location Change Order #05 - COR 27R3 RFQ#07 Building 50 Doors and Openings Change Order #05 - COR 28 RFI#97 Influent Sampler Location in Building 10 Change Order #05 - COR 29R1 FO #09 Flow Meter in Building 20 Change Order #05 - COR 32 RFI #80 SBR Winch Outlets Change Order #05 - COR 33 RFI #81 Grit Equipment FV 1-11-1 Change Order #05 - COR 34 RFI #83 Panel 1-3-1 Level Transmitter Change Order #05 - COR 35 RFI #82 Screening & Grit Room Fixture Location Change Order #05 - COR 36 RFI #94 NPW Line from Building 10 to Building 50 Change Order #05 - COR 37 RFI 102 Beam in north garage crawl space Change Order #05 - COR 38 RFI #100 Water Line Connection in Building 50 Change Order #05 - COR 39 RFQ #08 WAS line to Building 30 Reroute Change Order #05 - COR 41 RFI #107 Existing Garage Power Feed Change Order #05 - COR 42 Additional Gas Piping on Building 50 Roof Change Order #05 - COR 45 RFI 98&106 Sanitary hook-up and added trench drains Change Order #05 - COR 46 RFI 86 Sludge Removal 30 and 60 Change Order #05 - COR 47 RFI 88 Existing Digester and Contaminated Soil Change Order #05 - COR 48 RFI 99 Thin WAS Connection to RDT Change Order #06 - COR 77 Workshop Receptacles Change Order #06 - COR 78 UV Lifting Hooks Change Order #06 - COR 79 Filtrate to Blue Silo Change Order #06 - COR 76 Fencing Removal Change Order #05 - COR 52R1 RFQ 15 Driveway and Bollards Change Order #05 - COR 53 RFQ 13 Keep blue silos and pump house Change Order #05 - COR 54 RFQ 14 Fence Privacy Slats Change Order #05 - COR 55 RFQ 12 RPZ Drain line in building 50 Change Order #05 - COR 56 RFQ 10 Trench drain in bldg 10/Rm 1012, including RPZ drain Change Order #05 - COR 57 Needed reducers & spool piece for FCV 5-8-1 Change Order #05 - COR 58 Added 18” RCP and 48” Storm Manhole Change Order #05 - COR 66 RFI #125 Painting Electrical Room Change Order #06 - COR 75 Labor/Markup for COR #38 Water Line Connection Bldg 50 Change Order #06 - COR 70 Remove Existing 6" Valve Change Order #06 - COR 71 Sludge Load Out Over Pressure Switch Change Order #06 - COR 72 Building 10 LCS Power Source Modifications Change Order #06 - COR 73 RFI #120 Control Panel Cut Outs in Building 10 Change Order #06 - COR 74 RFI #132 Power to Building 70 Pump House Change Order #06 - COR 40R2 RFQ #9 Building 20 Sludge Loadout Pipe Change Order #06 - COR 44 RPZ Bypass Line in Building 10 Progress Estimate - Lump Sum Work B C D Materials Presently Total Completed Balance to Finish Stored (not in C or D) and Stored to Date (B - F) (C + D + E) Contractor's Application G % (F / B) 22 5/5/2026 A Application Period: 4/1/2026 - 4/30/2026 Application Date: F Project: Amery Wastewater Treatment Plant Improvements Application Number: Specification Section No. Description Scheduled Value ($) From Previous Application (C+D) This Period E Work Completed 98 00 65 (2,707.70) - (2,707.70) 98 00 66 2,024.80 - 2,024.80 98 00 67 3,497.51 - 3,497.51 98 00 68 1,708.01 - 1,708.01 - - 15,627,433.92 14,716,369.34 313,339.50 15,225.32 15,044,934.16 96% 582,499.76 Totals Change Order #06 - COR 80 Doorway Saw Cutting Deduct Change Order #06 - COR 81 Power Pole Access Gate Change Order #06 - COR 84 Filtrate FM Insulation 50 Driveway Change Order #06 - COR 86 Effluent Sampler Flow Pacing Signal City of Amery, WI UPDATE Page 1 of 2 PROJECT UPDATE  A Review of MSA’s Commitment to Your Community CLIENT LIAISON: Drew Lindh, PE Phone: (715) 304-0310 Cell: (715) 338-5416 dlindh@msa-ps.com DATE: May 20, 2026 HILLCREST DRIVE SIDEWALK DESIGN Final design for the Hillcrest Drive project is currently on hold pending completion of the property acquisition process. Once this process is finalized, any necessary updates will be incorporated into the project plans. The project team is continuing to move forward with design and coordination efforts in preparation for the next major milestone—the 90% design submittal, scheduled for June 2026. In the coming months, work will focus on coordinating with utilities, refining plan details, preparing construction specifications, completing required coordination (including railroad coordination), and updating cost estimates. One utility conflict that has been identified is the City’s fire hydrants along the corridor. One specific fire hydrant will require the City’s Utility to relocate the utility in advance of the construction project. MSA will assist the Utility in receiving a proposal for this work from the City’s contractor that is selected for construction. Following the June submittal, the plans will be reviewed by both WisDOT and the City. Any feedback received will be addressed before submitting final plans, which are currently anticipated in August 2026. At this time, overall construction costs remain consistent with previous estimates, with updated figures to be included in the June submittal. Property acquisition efforts are also progressing:  A key study supporting property valuation has been completed and approved.  The Sales Study and Nominal Payment Parcel Report have been completed, and the documents were delivered to the City for their review and final approval.  Once approved, the next step will be making offers and meeting directly with property owners. There are no changes to the project schedule at this time. PROJECT UPDATE Page 2 of 2 \\msa-ps.com\fs\Project\00\00528\! City of Amery\2026\Project Update May 2026.docx PROJECT UPDATE City of Amery, WI May 20, 2026 Report Title Date 30% P.S. & E. December 2024 Public Involvement January 2025 Environmental Document May 2025 Design Study Report / 60% P.S. & E June 2025 90% P.S. & E June 2026 Final P.S. & E. August 2026 Letting December 2026 ZONING CODE REWRITE The City is nearing completion of Phase 1 of its zoning code update. During this phase, the project team collaborated with the Planning Commission and City Council to develop recommendations for the overall structure of the updated zoning code and proposed new zoning districts. Both groups have reviewed the approach and provided direction to move forward. Input from the community and stakeholders has also been an important part of this phase. Interviews have been conducted as schedules allow, and the project team has worked with City staff at key milestones to ensure alignment throughout the process. The team has completed analysis of development standards, such as lot sizes and dimensional requirements, and has reviewed this with the Planning Commission as well as a draft zoning map with the new districts. The project is now moving into Phase 2, which will focus on preparing a draft of the updated zoning code and making updates to the zoning map. This phase will include:  Drafting a clearer, more user-friendly zoning code with updated language and visuals  Reviewing the draft for compliance with Wisconsin law  Coordinating with the City Attorney to address any legal considerations  Ensuring consistency with the City’s broader municipal code Upcoming work at the May Planning Commission will include an updated map based on Planning Commission and Staff Comments, draft district standard visuals, a discussion on accessory structure requirements, and uses. As Phase 2 progresses, the project team will continue to meet with City staff and leadership at key milestones to review progress, gather feedback, and refine the draft before moving forward. 104 Maple Street W., Suite A Office: 715.268.7486 Amery, WI 54001 Fax: 715.268.4870 TO: The Common Council of Amery FROM: Alex Mansfield, City Administrator DATE: May 13, 2026 RE: Building Code Update – DSPS Commercial Delegation and Chapter 193 Amendment Summary. The City of Amery has received delegation approval from the Wisconsin Department of Safety and Professional Services (DSPS) for commercial building code enforcement authority, effective May 7, 2026. This delegation closes a longstanding gap in the City’s regulatory authority that was identified during the transition to West Wisconsin Inspection Agency (WWIA). Council action is requested to adopt an updated Chapter 193 – Building Construction of the Amery Municipal Code that formalizes this authority and incorporates updated code references. Background. During the transition to a new building inspector, Benjamin Campbell of West Wisconsin Inspection Agency, LLC (WWIA), it was identified that the City of Amery had not previously obtained formal delegation of commercial building code enforcement authority from DSPS. While the City held commercial electrical delegation, structural and HVAC plan review authority for commercial projects and corresponding inspection authority had not been established. The City immediately initiated an application to DSPS to remedy this. DSPS issued four delegation approvals on May 6, 2026, each effective May 7, 2026: 1. Commercial Building (Structural and HVAC) Plan Review and Inspections – Per Wis. Stat. 101.12(3)(b) and (g), the City may now perform structural and HVAC plan review for small commercial buildings (under 50,000 cubic feet) and conduct commercial building inspections of all sizes without limitation. Inspector: Ben Campbell, WWIA (Credential #658622). 2. Fire Suppression and Fire Alarm (FS/FA) Plan Review – Per Wis. Stat. 101.12(3)(b), the City may perform FS/FA plan review for small commercial building projects. Inspector: Ben Campbell, WWIA (Credential #658622). 3. Commercial Electrical Permitting and Inspections – Per Wis. Stat. 101.02(5) and (15) and 101.82(2m), this delegation was previously held by the City and has been updated to reflect a change in the contracted inspector. Inspector: Joshua Melstrom, Melstrom Inspections, LLC (Credential #976538-CEI). 4. Uniform Dwelling Code (UDC) and Camping Units – Per Wis. Stat. 101.65(1)(a) and (2m), and 101.63(1), this delegation covers permitting and inspections for new one - and two -family dwellings and camping units. Inspector: Ben Campbell, WWIA (UDC Credential #030500029). In addition to formalizing the new delegation authority, Chapter 193 requires two substantive code updates: (1) the addition of Wis. Admin. Code Chapter SPS 327 (Camping Units) to the adopted UDC chapters in § 193 -3, consistent with the UDC delegation appr oval; and (2) the update of adopted international code edition references in § 193 -6 from the 2015 editions of the IBC, IECC, IMC, IFGC, and IEBC to the current 2021 editions, consistent with current DSPS -adopted standards. The attached ordinance reflects both changes. Fiscal Impact. Adoption of the ordinance has no direct fiscal impact. Permit and inspection fees are established in the City’s adopted Schedule of Fees and are collected at the time of permit issuance. The commercial building inspection services are provided under the C ity’s contract with West Wisconsin 104 Maple Street W., Suite A Office: 715.268.7486 Amery, WI 54001 Fax: 715.268.4870 Inspection Agency; costs and fee-sharing arrangements are governed by that agreement. The commercial electrical inspection services are provided under the WWIA’s arrangement with Melstrom Inspections, LLC. No additional appropriation is required. Recommendation. Staff recommends that the Common Council adopt the attached Ordinance amending Chapter 193 – Building Construction of the Amery Municipal Code to: (1) add SPS 327 (Camping Units) to the adopted Uniform Dwelling Code chapters in § 193 -3; and (2) update the adopted international code edition references in § 193 -6 from 2015 to 2021. Adoption will bring the ordinance into alignment with the City’s new DSPS delegation authority and with current state code standards. CITY OF AMERY, WISCONSIN ORDINANCE NO. 6-2026 AN ORDINANCE AMENDING CHAPTER 193 – BUILDING CONSTRUCTION OF THE AMERY MUNICIPAL CODE TO ADOPT UPDATED CODE REFERENCES AND CAMPING UNIT PROVISIONS WHEREAS, the City of Amery ("City") maintains Chapter 193 – Building Construction of the Amery Municipal Code, which establishes minimum standards for the design, construction, and use of buildings and structures within the City; and WHEREAS, the Wisconsin Department of Safety and Professional Services (DSPS) has, effective May 7, 2026, granted the City delegation of commercial building code enforcement authority, including structural and HVAC plan review for small commercial buildings, fire suppression and fire alarm plan review for small commercial buildings, commercial building inspections without size limitation, commercial electrical permitting and inspections, and permitting and inspections of one- and two-family dwellings and camping units under the Uniform Dwelling Code; and WHEREAS, SPS Chapter 327 of the Wisconsin Administrative Code, governing camping units, has been adopted by the Department and is incorporated into the City's delegation for Uniform Dwelling Code permitting and inspections, and Chapter 193 should be updated to reflect this adoption; and WHEREAS, Section 193-6 of the current Chapter 193 incorporates the 2015 editions of the International Building Code, International Energy Conservation Code, International Mechanical Code, International Fuel Gas Code, and International Existing Building Code by reference; and WHEREAS, DSPS has since adopted the 2021 editions of those international codes as the applicable standards under the Wisconsin Commercial Building Code, and Chapter 193 should be updated to reference the current editions; and WHEREAS, the Common Council of the City of Amery finds it in the public interest to amend Chapter 193 to reflect these updates; NOW, THEREFORE, BE IT ORDAINED by the Common Council of the City of Amery, Polk County, Wisconsin, as follows: SECTION 1. Amendment to § 193-3(A)(1) – UDC and Camping Units Adoption. Section 193-3(A)(1) of the Amery Municipal Code is hereby amended to read as follows: (1) The Wisconsin Uniform Dwelling Code, Chapters SPS 320 to SPS 325 and SPS 327 Camping Units of the Wisconsin Administrative Code, and subsequent revisions are adopted for municipal enforcement. SECTION 2. Amendment to § 193-3(C) – Uniform Dwelling Code Definition. The definition of "UNIFORM DWELLING CODE" in Section 193-3(C) of the Amery Municipal Code is hereby amended to add the following chapter to the list of included Administrative Code provisions: Chapter SPS 327, Camping Units SECTION 3. Amendment to § 193-6(B) – International Code Edition References. Section 193-6(B) of the Amery Municipal Code is hereby amended to update the edition years of the adopted international codes from "2015" to "2021" in each subsection, as follows: (1) IBC. The International Building Code® 2021, subject to the modifications specified in Chs. SPS 361 and SPS 362, Wis. Adm. Code. (2) IECC. The International Energy Conservation Code® 2021, subject to the modifications specified in Chs. SPS 361 and SPS 363, Wis. Adm. Code. (3) IMC. The International Mechanical Code® 2021, subject to the modifications specified in Chs. SPS 361 and SPS 364, Wis. Adm. Code. (4) IFGC. The International Fuel Gas Code® 2021, subject to the modifications specified in Chs. SPS 361 and SPS 365, Wis. Adm. Code. (5) IEBC. The International Existing Building Code® 2021, subject to the modifications specified in Chs. SPS 361 and SPS 366, Wis. Adm. Code. SECTION 4. Consistency. All other provisions of Chapter 193 – Building Construction of the Amery Municipal Code not expressly amended by this Ordinance shall remain in full force and effect. SECTION 5. Codification. The City Clerk-Treasurer is authorized and directed to cause this Ordinance to be incorporated into the Amery Municipal Code. SECTION 6. Effective Date. This Ordinance shall take effect upon passage and publication as required by law. SECTION 7. DSPS Notification. The City Administrator shall provide a certified copy of this Ordinance to the Wisconsin Department of Safety and Professional Services, Division of Industry Services, in accordance with the conditions of the City's delegation approvals. ADOPTED by the Common Council of the City of Amery, Polk County, Wisconsin, this _____ day of _____________, 2026. ___________________________________ Mayor, City of Amery ___________________________________ City Clerk-Treasurer, City of Amery Published: _____________________________ R.10/2/2024 Commercial Building (Structural and HVAC) Plan Review SECTION 1: Check one. ☐ 1. Plan review of small commercial buildings, as defined below. [Wis. Stat. § 101.12(3)(b) and Wis. Admin. Code § SPS 361.60(2)(d)1] ▪ A new building or structure containing less than 50,000 cubic feet of total volume. ▪ An addition to a building or structure where the area of the addition results in the entire building or structure containing less than 50,000 cubic feet of total volume. ▪ An addition containing no more than 2,500 square feet of total floor area and no more than one floor level, provided the largest roof span does not exceed 18 feet and the exterior wall height does not exceed 12 feet. ▪ An alteration of a space in a building containing less than 100,000 cubic feet of total building volume. ☐ 2. Second-Class City Only: Plan review for all size buildings within the City. [Wis. Stat. § 101.12(3am)] ☐ 3. Plan review of building sizes other than those described above. [Appointed Agent per Wis. Stat. § 101.12(3g)] Fill in the desired enforcement responsibilities below: SECTION 2: Code Enforcement Information. Municipalities performing the above responsibilities must utilize certified commercial building inspectors to perform the plan examination functions. Include this information below. Name of Certified Inspector: Contracted Agency that Employs Certified Inspector (if applicable): Commercial Building Inspector Credential #: Phone: Email: Expanded Plan Review: Municipalities performing plan reviews of buildings larger than those defined as “small commercial buildings” must utilize at least one individual that is a) registered as a Wisconsin architect or professional engineer, b) certified as a commercial building inspector, and c) performs or directly supervises the plan examinations. Include this information below. Name of Wisconsin Architect or Professional Engineer: Architect or Professional Engineer Credential #: Commercial Building Inspector Credential #: SECTION 3: Required Documentation. ☐ Current ordinance showing a) adoption of the Wisconsin State Code applicable chapters, b) duty of owners to submit for plan review, c) fee schedule or reference to fees, d) appeals process, and e) fines and penalties. A model ordinance is available, if needed. SECTION 4: Proceed to Last Page. Benjamin Campbell West Wisconsin Inspection Agency, LLC 658622 7159283895 ben.wwia@gmail.com R.10/2/2024 Fire Suppression and Fire Alarm (FS/FA) Plan Review SECTION 1: Check one. ☐ 1. Plan review of small commercial buildings, as defined below. [Appointed Agent per Wis. Stat. § 101.12(3g) and Wis. Admin. Code § SPS 361.60(2)(d)1] ▪ A new building or structure containing less than 50,000 cubic feet of total volume. ▪ An addition to a building or structure where the area of the addition results in the entire building or structure containing less than 50,000 cubic feet of total volume. ▪ An addition containing no more than 2,500 square feet of total floor area and no more than one floor level, provided the largest roof span does not exceed 18 feet and the exterior wall height does not exceed 12 feet. ▪ An alteration of a space in a building containing less than 100,000 cubic feet of total building volume. ☐ 2. Plan review of all commercial buildings, without size limitations. [Appointed Agent per Wis. Stat. § 101.12(3g)] SECTION 2: Code Enforcement Information. Municipalities performing any of the above FSFA responsibilities must utilize certified commercial building inspectors and/or certified fire detection, prevention, and suppression inspectors to perform the plan examination functions. Include this information below. Name of Certified Inspector: Contracted Agency that Employs Certified Inspector (if applicable): Commercial Building Inspector or Fire Detection, Prevention, and Suppression Inspector Credential #: Phone: Email: SECTION 3: Required Documentation. ☐ Current ordinance showing a) adoption of the Wisconsin State Code applicable chapters, b) duty of owners to submit for plan review, c) fee schedule or reference to fees, d) appeals process, and e) fines and penalties. A model ordinance is available, if needed. SECTION 4: Proceed to Last Page. Benjamin Campbell West Wisconsin Inspection Agency, LLC 658622 7159283895 ben.wwia@gmail.com R.10/2/2024 Commercial Building (Structural, HVAC, Fire Suppression, and Fire Alarm) Inspection SECTION 1: Check one. ☐ 1. Inspection of small commercial buildings, as defined below. [Wis. Admin. Code § SPS 361.60(2)(d)1] ▪ A new building or structure containing less than 50,000 cubic feet of total volume. ▪ An addition to a building or structure where the area of the addition results in the entire building or structure containing less than 50,000 cubic feet of total volume. ▪ An addition containing no more than 2,500 square feet of total floor area and no more than one floor level, provided the largest roof span does not exceed 18 feet and the exterior wall height does not exceed 12 feet. ▪ An alteration of a space in a building containing less than 100,000 cubic feet of total building volume. ☐ 2. Inspection of all commercial buildings, without size limitations. [Wis. Admin. Code § SPS 361.60(2)(d)2] SECTION 2: Code Enforcement Information. Municipalities performing any of the above inspection responsibilities must utilize qualified individuals, as described herein. Do not submit this page without completing the below information. Commercial Building: Individuals performing commercial building inspections must hold the Commercial Building Inspector credential. Name of Certified Inspector: Contracted Agency that Employs Certified Inspector (if applicable): Commercial Building Inspector Credential #: Phone: Email: FSFA: Individuals performing fire suppression or fire alarm inspections must hold the Commercial Building Inspector credential or the Fire Detection, Prevention and Suppression Inspector credential. Name of Certified Inspector: Contracted Agency that Employs Certified Inspector (if applicable): Commercial Building Inspector or Fire Detection, Prevention, and Suppression Inspector Credential #: Phone: Email: HVAC: Individuals performing HVAC inspections must hold the Commercial Building Inspector credential. Name of Certified Inspector: Contracted Agency that Employs Certified Inspector (if applicable): Commercial Building Inspector Credential #: Phone: Email: SECTION 3: Required Documentation. ☐ Current ordinance showing a) adoption of the Wisconsin State Code applicable chapters and b) fee schedule or reference to fees. A model ordinance is available, if needed. SECTION 4: Proceed to Last Page. Benjamin Campbell West Wisconsin Inspection Agency, LLC 658622 7159283895 ben.wwia@gmail.com Benjamin Campbell West Wisconsin Inspection Agency, LLC 658622 7159283895 ben.wwia@gmail.com Benjamin Campbell West Wisconsin Inspection Agency, LLC 658622 7159283895 ben.wwia@gmail.com R.10/2/2024 Commercial Electrical SECTION 1: Check to Request Commercial Electrical Delegation. ☐ Permitting and inspection for electrical wiring at farms, public buildings, places of employment, campgrounds, manufactured home communities, public marinas, piers, docks, wharves, and recreational vehicle parks . [Wis. Admin. Code § SPS 316.011] SECTION 2: Code Enforcement Information. Municipalities must utilize a certified commercial electrical inspector or contract with an inspection agency to perform the inspection functions. Include this information below. Name of Certified Inspector: Contracted Agency that Employs Certified Inspector (if applicable): Commercial Electrical Inspector Credential #: Phone: Email: SECTION 3: Electrical Inspection Agency Credential. Municipalities and contracted inspection agencies shall each hold a valid Electrical Inspection Agency credential. See the DSPS Credential site for information. [Wis. Admin. Code §§ SPS 305.629 and 316.011(1)(a)1] Municipality’s Electrical Inspection Agency Credential #: Agency’s Electrical Inspection Agency credential # (if contracting with an agency) : SECTION 4: Required Documentation. ☐ Current ordinance showing a) adoption of the Wisconsin State Code Chapter SPS 316, b) permitting requirements, c) electrical requirements, and d) fee schedule or reference to fees. A model ordinance is available, if needed. SECTION 5: Proceed to Last Page. Joshua Melstrom Melstrom Inspections, LLC 976538 - CEI 480-261-9014 jmelstrominspect@gmail.com 288124 - EIA 1467832 - EIA R.10/2/2024 One- and Two-Family Dwelling (UDC) SECTION 1: Check to Request UDC Delegation. ☐ Permitting and inspections of one- and two- family dwellings and camping units. [Wis. Admin. Code §§ SPS 320.06 and 327.06(1)] SECTION 2: Code Enforcement Information. Check ONE method of enforcement to be used by the municipality and complete the required information. Note a municipality must utilize enforcement staff that maintains credentials for a) UDC Construction Inspector, b) UDC Electrical Inspector, c) UDC HVAC Inspector, and d) UDC Plumbing Inspector. ☐ Individual municipal enforcement. ☐ Joint municipal enforcement. ☐ Contract with certified UDC inspector(s) or independent inspection agency. ☐ Contract with another municipality. Name of Certified Inspector: Contracted Agency that Employs Certified Inspector (if applicable): UDC Construction Inspector Credential #: ☐ The UDC Inspector listed herein also holds active credentials for UDC-Plumbing, UDC-Electrical, and UDC-HVAC. Phone: Email: SECTION 3: Act 211 Permitting System Option. As a municipality exercising UDC delegation, you are required to report certain permitting information directly to the Department. The Department understands the method of this report may vary depending on your UDC permitting process. Check ONE of the following permit reporting optio ns. See the UDC program website for more information about these options. ☐ Option 1. Customers submit permit applications electronically to the municipality through the DSPS system. The municipality also reviews applications through the DSPS system. Permit information is automatically provided to the DSPS. ☐ Option 2. Customers submit permit applications directly to the municipality, often via a paper application. The municipality uses a spreadsheet, provided by DSPS, to record applicable permit data. The municipality uploads this document to the DSPS system each month. The municipality can also view the permit information in the DSPS electronic system. ☐ Option 3. Municipalities that utilize a 3rd party permit system may interface directly with the DSPS electronic system to automatically provide the required permit data. SECTION 4: Required Documentation. ☐ Current ordinance showing a) adoption of the Wisconsin State Code Chapters SPS 320-325 and SPS 327, b) permitting requirements, c) building requirements, and d) fee schedule or reference to fees. A model ordinance is available, if needed SECTION 5: Proceed to Last Page. Benjamin Campbell 7159283895 ben.wwia@gmail.com 030500029 - UDC R.10/2/2024 Primary Contact. The Department will identify the delegated municipality/agency contact(s) on its public delegated agency lists. List individual(s) employed by the municipality overseeing the delegated responsibilities. DO NOT list individuals that are not directly employed by the municipality/agency. Name of Municipality’s Primary Contact: Position Title: Programs Managed: Phone: Email: Name of Municipality’s Contact: Position Title: Programs Managed: Phone: Email: Note additional information may be requested to complete delegation application review. Municipal Responsibilities. • I understand the applicable responsibilities and expectations for the type of delegation we are requesting and that they are municipal/agency responsibilities, regardless of how we provide staffing for our enforcement program. • I understand that we will promptly notify the Department of changes in enforcement staff. • I understand that if we are to relinquish a delegated responsibility, we will provide the Department with the required notice as described in the appropriate Wis. Admin. Code chapter. • I understand the reporting and fee submission requirements of the specified program for which I’m receiving delegation. Fees are described under Wis. Admin. Code § SPS 302. • I understand it is a municipality/agency responsibility to ensure there is no conflict of interest between project submitters/designers and the reviewing/inspecting agency. This includes not permitting a plan review/inspection agency to perform delegated responsibilities on a project for which the agency also submitted or designed. • I understand the Department has authority to audit and revoke delegation for failure to perform required duties. Signature of authorized Municipal/Agency Official Title Date Name (printed) Municipality/Agency Email Address Phone Number Address, City, Zip Code Submit completed form and required documentation to: Alex Mansfield City Administrator All Programs including Building and Zoning (715) 268-3411 alex.mansfield@amerywi.gov Alex Mansfield City of Amery alex.mansfield@amerywi.gov (715) 268-3411 104 Maple St W, Suite A , Amery, WI 54001 City Administrator 4/21/2026 R.10/2/2024 Etta Strey, Division of Industry Services, at Etta.Strey@wisconsin.gov State of Wisconsin Department of Safety and Professional Services Division of Industry Services 4822 Madison Yards Way, Madison, WI 53705 608.266.2112 | 877.617.1565 | dsps.wi.gov Tony Evers, Governor Dan Hereth, Secretary May 6, 2026 Alex Mansfield, Administrator City of Amery 104 Maple Street W, Suite A Amery, WI 54001 Alex.mansfield@amerywi.gov Re: City of Amery Jurisdiction for Plan Review of Small Commercial Buildings and Inspections of All Commercial Buildings Dear Alex Mansfield, I am pleased to inform you that as of May 7, 2026, your municipality has been delegated commercial building code enforcement authority per your request. Per Wis. Stat. 101.12(3)(b), the Department delegates your municipality the responsibility to perform structural and HVAC plan review of small commercial building projects, as defined below, to be constructed within the limits of your municipality. A small commercial building includes the following: • New structures containing less than 50,000 cubic feet total volume. • Additions to existing structures where the total volume after construction of the addition is less than 50,000 cubic feet. • Additions to existing structures containing no more than 2,500 square feet of floor area and no more than one floor level provided an 18-foot maximum roof span and 12-foot maximum exterior wall height. • Alterations of spaces involving less than 100,000 cubic feet of volume. In addition, the Department delegates your municipality under Wis. Stat. 101.12(3)(g) to perform structural, HVAC, fire suppression, and fire alarm inspections of commercial buildings without size limitations. An exception to this delegation is that the Department retains jurisdiction of all state-owned buildings, as well as projects for which the owner chooses to submit plans to our agency. Note the Department retains jurisdiction on all plans submitted and subsequently reviewed by the Department prior to issuance of this letter. As a condition of the delegation, your municipality is required to comply with the following: • Provide the Department with a copy of any revisions to the ordinance adopting this code. • Apply the corresponding requirements in Wis. Admin. Code SPS 361.60 (5)(d)-(h) and (6). • Notify the Department, in writing, immediately of any personnel changes to plan review or inspection staff. The Department will periodically monitor municipalities and request activity reports to ensure that the delegated responsibilities are being properly fulfilled by the municipality. The Department requires delegated municipal code officials to hold the Wisconsin Commercial Building Inspector certification and attend agency-approved continuing education to maintain their certification. In accordance with 2017 Wisconsin Act 198, the Department will be implementing a five-year electronic renewal process. Please continue to monitor department correspondence as further details regarding this process are communicated. If your municipality decides to relinquish jurisdiction, follow the provisions of Wis. Admin. Code SPS 361.60(2)(b)4 by providing the Department with a 30-day notice prior to the day upon which your municipality intends to relinquish jurisdiction. Your municipality is expected to continue responsibility for these services throughout the 30-day period. The Department understands that the primary code enforcement contact for your municipality, Ben Campbell with West Wisconsin Inspection Agency, has the proper certification to do so. For additional resources on your delegated responsibilities, see the Department’s Delegated Agent website and Welcome Packet. This packet contains links to the Wisconsin Administrative Code, sample plan review application, submission and inspection checklists, sample letters, and a list of FAQs that may be helpful in this delegated agent role. Our commercial building inspector for your area, Joe Merchak at 715-821-1928, is available to assist in any questions or concerns your municipality may have with these commercial building services. The Division of Industry Services looks forward to working with you. Sincerely, Branden Piper, Division Administrator cc: West Wisconsin Inspection Agency State of Wisconsin Department of Safety and Professional Services Division of Industry Services 4822 Madison Yards Way, Madison, WI 53705 608.266.2112 | 877.617.1565 | dsps.wi.gov Tony Evers, Governor Dan Hereth, Secretary May 6, 2026 Alex Mansfield, Administrator City of Amery 104 Maple Street W, Suite A Amery, WI 54001 Alex.mansfield@amerywi.gov Re: City of Amery Jurisdiction for Commercial Electrical Permitting and Inspecting Dear Alex Mansfield, The Department has reviewed your most recent ordinance and I am pleased to inform you that your municipality has met all the requirements under the provisions of Wisconsin Administrative Code SPS 316.011(1) to exercise jurisdiction over the inspection of electrical wiring installations at farms, public buildings, places of employment, campgrounds, manufactured home communities, public marinas, piers, docks, or wharves and recreational vehicle parks. Pursuant to Wis. Stat. 101.02 (5) and (15) and 101.82 (2m), the Department delegates your municipality the primary responsibility to perform commercial electrical permitting and inspecting for all installations under Wis. Admin. Code § SPS 316.012(1)(a) to be constructed within the limits of your municipality. An exception to this delegation is that our agency retains jurisdiction for permitting and inspecting for all state-owned buildings pursuant to Wis. Stat. 13.48(13). Note that the Department retains jurisdiction on all projects submitted to the Department for permit prior to issuance of this letter. As a condition of the delegation, your municipality is required to comply with the following: • Maintain your municipality’s registration as an inspection agency. • Provide the Department with a copy of any revisions to your municipality’s electrical ordinance. • Employ or contract with certified commercial electrical inspectors or independent inspection agencies. • Provide the Department with any changes to the names of its certified commercial electrical inspectors and independent inspection agencies employed or contracted by the municipality. Please note that Section 193-1, C, (2), of your ordinance specifies that the scope of the code does not apply to agricultural buildings however commercial electrical permitting and inspection under SPS 316 shall apply to the installations identified under Wis. Admin. Code SPS 316.012(1)(a). If your municipality decides to relinquish jurisdiction, follow the provisions of Wis. Admin. Code SPS 316.011(1)(c) by providing the Department with a 60-day notice prior to the day upon which your municipality intends to relinquish jurisdiction. Your municipality is expected to continue responsibility for these services throughout the 60-day period. The Department understands that as of May 7, 2026, Joshua Melstrom with Melstrom Inspections, LLC, is responsible for enforcement within your municipality and that they have the proper certification to do so. Our electrical consultant for your area, Craig Mulder at 608-444-5701, is available to assist in any questions or concerns your municipality may have with these commercial electrical services. The Division of Industry Services looks forward to working with you. Sincerely, Branden Piper, Division Administrator cc: Melstrom Inspections, LLC West Wisconsin Inspection Agency State of Wisconsin Department of Safety and Professional Services Division of Industry Services 4822 Madison Yards Way, Madison, WI 53705 608.266.2112 | 877.617.1565 | dsps.wi.gov Tony Evers, Governor Dan Hereth, Secretary May 6, 2026 Alex Mansfield, Administrator City of Amery 104 Maple Street W, Suite A Amery, WI 54001 Alex.mansfield@amerywi.gov Re: City of Amery Jurisdiction for Fire Suppression and Fire Alarm Plan Review Dear Alex Mansfield, I am pleased to inform you that as of May 7, 2026, your municipality has been delegated fire suppression and fire alarm code plan review authority per your request. Per Wis. Stat. 101.12(3)(b), the Department delegates your municipality the responsibility to perform fire suppression and fire alarm plan review of small commercial building projects, as defined below, to be constructed within the limits of your municipality. A small commercial building includes the following: • New buildings containing less than 50,000 cubic feet total volume. • Additions to existing buildings where the total volume after construction of the addition is less than 50,000 cubic feet. • Additions to existing buildings containing no more than 2,500 square feet, no more than one floor level, 18-foot maximum roof span and 12-foot maximum exterior wall height. • Alterations of spaces involving less than 100,000 cubic feet of volume. An exception to this delegation authority is that the Department retains jurisdiction for all state-owned buildings, as well as projects for which the owner chooses to submit plans to our agency. Note the Department retains jurisdiction on all plans submitted and subsequently reviewed by the Department prior to issuance of this letter. As a condition of the delegation, your municipality is required to comply with the following: • Provide the Department with a copy of any revisions to the ordinance adopting this code. • Apply the corresponding requirements in Wis. Admin. Code SPS 361.60(5) (d)-(h). • Notify the Department, in writing, immediately of any personnel changes to plan review staff. The Department will periodically monitor municipalities and request activity reports to ensure that the delegated responsibilities are being properly fulfilled by the municipality. The Department requires delegated municipal code officials to hold the Wisconsin Commercial Building Inspector certification, or the Fire Detection, Prevention, and Suppression Inspector credential, and attend agency-approved continuing education to maintain their certification. In accordance with 2017 Wisconsin Act 198, the Department will be implementing a five-year electronic renewal process. Please continue to monitor department correspondence as further details regarding this process are communicated. If your municipality decides to relinquish jurisdiction, follow the provisions of Wis. Admin. Code SPS 361.60(2)(b)4 by providing the Department with a 30-day notice prior to the day upon which your municipality intends to relinquish jurisdiction. Your municipality is expected to continue responsibility for these services throughout the 30-day period. The Department understands that the primary fire suppression and fire alarm plan reviewer for your municipality, Ben Campbell with West Wisconsin Inspection Agency, has the proper certification to do so. For additional resources on your delegated responsibilities, see the Department’s Delegated Agent website and Welcome Packet. This packet contains links to the Wisconsin Administrative Code, sample plan review application, submission and inspection checklists, sample letters, and a list of FAQs that may be helpful in this delegated agent role. The Department’s fire suppression and fire alarm plan review staff is available at dspssbfireprotech@wisconsin.gov to assist in any questions or concerns your municipality may have with these plan review services. The Division of Industry Services looks forward to working with you. Sincerely, Branden Piper, Division Administrator cc: West Wisconsin Inspection Agency State of Wisconsin Department of Safety and Professional Services Division of Industry Services 4822 Madison Yards Way, Madison, WI 53705 608.266.2112 | 877.617.1565 | dsps.wi.gov Tony Evers, Governor Dan Hereth, Secretary May 6, 2026 Alex Mansfield, Administrator City of Amery 104 Maple Street W, Suite A Amery, WI 54001 Alex.mansfield@amerywi.gov Re: City of Amery Jurisdiction for Uniform Dwelling Code (UDC) and Camping Units Permitting and Inspecting Dear Alex Mansfield, The Department has reviewed your most recent ordinance and I am pleased to inform you that your municipality has met all the requirements under the provisions of Wisconsin Administrative Code SPS 320.06(1) and SPS 327.06(1) to exercise jurisdiction over construction and inspection of new one- and two-family dwellings and camping units. Pursuant to Wis. Stat. 101.65(1) (a) and (2m), 101.651(2m), and 101.63(1), the Department delegates your municipality the primary responsibility to perform permitting and inspecting for all installations under Wis. Admin. Code SPS 320.08(1) and SPS 327.09(1) to be constructed within the limits of your municipality. An exception to this delegation is that our agency retains jurisdiction for permitting and inspecting for all state- owned buildings pursuant to Wis. Stat. 13.48(13). Note that the Department retains jurisdiction on all projects submitted to the Department for permit prior to issuance of this letter. As a condition of the delegation, your municipality is required to comply with the following: • Provide the Department with a certified copy of all adopted ordinances and subsequent amendments within 30 days of adoption by the municipality. • Maintain an approved method of enforcement as identified in Wis. Admin. Code 320.06(1)(b). • Notify the Department, in writing, immediately of any personnel changes to inspection staff. • File a copy of each Uniform Dwelling Code permit to the Department, in accordance with Wis. Stat. 101.65(4). Please note that Section 193-2, I, of your ordinance specifies that a building permit shall become void if work is not commenced within 6 months or if construction has not been completed within 18 months. Wis. Admin. Code SPS 320.09(9)(a)5 specifies that a UDC permit shall expire 24 months from issuance if the dwelling exterior is not complete. If your municipality decides to relinquish jurisdiction, follow the provisions of Wis. Admin. Code SPS 320.06(1)(c)3 by providing the Department with a 30-day notice prior to the day upon which your municipality intends to relinquish jurisdiction. Your municipality is expected to continue responsibility for these services throughout the 30-day period. The Department understands that as of May 7, 2026, Ben Campbell with West Wisconsin Inspection Agency is the primary code enforcement contact for your municipality and that they have the proper certification to do so. Our UDC consultants are available at DSPSSBUDCTech@wisconsin.gov to assist in any questions or concerns your municipality may have with UDC or camping unit permitting and inspecting services. The Division of Industry Services looks forward to working with you. Sincerely, Branden Piper, Division Administrator cc: West Wisconsin Inspection Agency 104 Maple Street W., Suite A Office: 715.268.7486 Amery, WI 54001 Fax: 715.268.4870 TO: The Common Council of Amery FROM: Alex Mansfield, City Administrator DATE: 5/13/2026 RE: 2027 Budget Kick-Off Summary: This memo initiates the FY 2027 budget process. The accompanying budget kick-off presentation provides a high-level overview of the budget preparation process and key factors affecting the upcoming fiscal year. This is an opportunity for members of the Common Council to provide early direction on their priorities for the 2027 operating budget for staff's consideration during budget preparation. Background: As we begin development of the FY 2027 City Budget, staff seeks your early input to ensure that the proposed budget aligns with your priorities for the year ahead. This memo outlines the proposed budget calendar and includes discussion questions designed to guide our conversation. Several factors will shape the FY 2027 budget environment:  Financial Management Plan (FMP) obligations: The City continues to implement the FMP framework to address the S&P bond rating concerns, including reserve replenishment and structural budget improvements.  2027 CIP projects: Key capital projects scheduled include the Airport Terminal Building construction ($190K), Hillcrest Safe Routes to School ($84k), Street Sweeper replacement ($350K), North Park Redesign master plan ($25K), Squad Car regular replacement ($75k) and continued annual programs in streets, utilities, and public safety.  Personnel cost pressures: Health insurance, WRS pension contributions, and salary adjustments are expected to drive a 4–6% increase in personnel costs, the City's largest budget category.  Levy limit constraints: Wisconsin levy limits will continue to constrain property tax revenue growth. Staff will build revenue projections consistent with allowable growth once equalized value data is available. Proposed Budget Calendar: Date Milestone May 20 Council Budget Kick-Off & Priority Discussion June 26 Department Budget Submissions Due July – August Staff Review and Baseline Budget Preparation August 25 Preliminary Budget Workshop with Finance Committee September 8 Budget Workshops with Finance, Personnel & Public Safety Committees October 21 Budget Presentation to the Common Council November 18 Public Hearing on Proposed Budget 104 Maple Street W., Suite A Office: 715.268.7486 Amery, WI 54001 Fax: 715.268.4870 Council Discussion Questions  Strategic Focus o What are your top 3 priorities for the upcoming fiscal year? o Are there any Council goals that should be emphasized in this budget?  Service Levels and Programs o Are there any services you believe should be expanded, reduced, or newly introduced? o Are there operational challenges or community concerns you would like addressed?  Capital Investments o What infrastructure, facility, or equipment investments should be prioritized this year? o Should we adjust the pace of capital improvement projects given current debt service obligations?  Financial Policy and Sustainability o Are there areas where you'd like to see stronger investment (e.g., reserves, debt reduction, revenue diversification)? o How should we approach property tax rates, utility fees, or other revenue options for FY 2027? Your feedback at this stage will help staff develop a draft budget that reflects Council's vision and priorities. Please don't hesitate to reach out to me prior to the meeting with any questions or early input. CITY OF AMERY, WISCONSIN FY 2027 Budget Kick-Off Annual Budget Development – Priorities & Process Overview May 20, 2026 | Common Council Presented by: Alex Mansfield, City Administrator OVERVIEW Introduction PURPOSE OF TODAY'S MEETING • Officially commence the FY 2027 City budget development process • Review the budget calendar and key milestones for the year • Discuss key priorities, opportunities, and challenges for the upcoming fiscal year • Gather Council input to guide staff budget preparation BUDGET GOAL To develop a fiscally responsible budget that ensures the continued delivery of essential services to the residents of Amery while advancing Council priorities and strengthening the City's long-term financial position. CONTEXT The Importance of the Budget Policy Document Reflects the Common Council's priorities and goals Fiscal Plan Guides City spending and revenue collection Operations Guide Allocates resources to departments and services Communication Tool Informs residents how public funds are used Guiding Principles: Transparency & Accountability | Fiscal Sustainability | Efficiency & Effectiveness | Alignment with Community Needs PROCESS The Budget Process & Calendar May 20 Budget Kick-Off & Council Priority Discussion June 26 Department Budget Submissions Due July – August Staff Review & Baseline Budget Preparation August 25 Preliminary Budget Workshop — Finance Committee September 8 Budget Workshops — Finance, Personnel & Public Safety October 21 Budget Presentation to Common Council November 18 Public Hearing on Proposed Budget All Council and committee meetings subject to confirmation. Dates may shift based on scheduling. FINANCIALS Operating Revenue Assumptions – FY 2027 Preliminary projections to guide budget development. Final levy and aid figures will be confirmed later in the year. Revenue Source FY 2026 Actual / Est. FY 2027 Projection Est. Change General Property Tax Revenue (Operations / Debt Service) $2.52M $2.56M +1.5% Intergovernmental Revenues (State Aid / Shared Rev.) $1.07M $1.11M +4.0% Water Utility Revenue $498K $516K +3.5% Sewer Fund Revenue $1.22M $1.26M +3.0% Key Assumptions & Context: Levy limit increases remain constrained to allowable percentage growth. Wisconsin shared revenue stabilized following Act 12 (2023) increases. Utility rate adjustments reflect service costs and CIP debt obligations. Actuals will be confirmed once equalized value assessments are finalized. FINANCIALS Expenditure Pressures & Cost Drivers Personnel Costs Salaries, health insurance premiums, and WRS pension contributions continue to be the largest cost driver. Capital Obligations WWTP debt service entering full repayment; 2027 CIP includes Airport Terminal, Hillcrest Drive Safe Routes to School Project, Street Sweeper Replacement, and continued street repairs. Reserve & Rating Recovery Ongoing commitment to rebuild fund reserves and address S&P bond rating factors through the Financial Management Plan (FMP) framework. Contractual & Operational Finished WWTP , ongoing deferred maintenance, and rising supply/materials costs. GUIDANCE Departmental Guidance & Expectations DIRECTION TO CITY DEPARTMENTS • Maintain essential service levels as the budget baseline • Identify efficiencies and cost-saving opportunities where possible • Justify all requests with clear rationale, especially new funding asks • Align requests with Common Council priorities established today • Submit complete and accurate budget data by June 26, 2026 • Coordinate with City Administrator on any significant new initiatives BASELINE APPROACH The FY 2027 budget will be built from an established baseline reflecting current service levels. Requests for new or expanded programs must demonstrate clear need, Council alignment, and funding source. The budget must support the City's ongoing bond rating recovery and reserve replenishment goals. COUNCIL Council's Role & Input Opportunities 1 Provide Policy Direction: Set the priorities and goals that will guide every line item in the budget. 2 Review & Scrutinize: Examine the proposed budget thoroughly at workshops and Council meetings. 3 Represent the Community: Ensure the budget reflects the needs and values of all Amery residents. 4 Adopt a Balanced Budget: Fulfill the legal obligation to adopt a balanced budget by year -end. Input Opportunities: Today's Kick-Off · Committee Workshops · Ongoing Conversations with City Administrator · Public Hearing (Nov. 18) COUNCIL DISCUSSION City Council Priorities Discussion Strategic Focus • What are your top 3 priorities for FY 2027? • Are there any Council goals that should be emphasized in this budget? Service Levels & Programs • Are there services to expand, reduce, or newly introduce in 2027? • Operational challenges or community concerns to address? Capital Investments • Which CIP projects should be prioritized or accelerated? • Should we adjust the pace of capital spending given debt service levels? Financial Sustainability • Where should we invest in reserves, debt reduction, or revenue diversification? • How should we approach property tax rates, utility fees, or other revenue options?