Finance Committee

AGENDA OF THE FINANCE COMMITTEE TUESDAY, JULY 14, 2026, 4:30 PM In person at City Hall, Room 207. Virtual attendance also available via Zoom. A. Zoom Meeting Information. 1. Join Zoom Meeting Online: https://us02web.zoom.us/j/87567737346?pwd=WchWqTRhEEbe9eyr6iioqfEayqPHHK.1 Or call in by phone: +1 312 626 6799 Meeting ID: 875 6773 7346 Passcode: 630553 If you wish to leave a comment for this public meeting, please fill out the online Comment Form prior to the meeting. More detailed Zoom Instructions can be found online. B. Roll Call. 1. Members: Jennifer Grant, Kathy Hinkfuss, Joey Prestley, Jon Shelton C. Approval of the Agenda. 1. Approval of the agenda for the Tuesday, July 14, 2026, meeting of the Finance Committee. D. Approval of Minutes. 1. Approval of the minutes from the June 30, 2026, Finance Committee meeting. E. Regular Business. 1. Consideration with possible action for the approval of a contract per RFP solicitation to Berry, Dunn, McNeil and Parker LLC for consulting services for the City of Green Bay’s Efficiency and Organizational Review #2025-36. 2. Consideration with possible action on the general fund overtime report for 2026 through June compared to budget. 3. Consideration with possible action to approve a 36-month contract with Cellcom. This Agenda of the Finance Committee July 14, 2026 Page 1  request was referred to staff from the May 12, 2026, Finance Committee meeting. F. Informational. 1. 2026 Contingency Account: $100,000 2. Next Meeting: August 11, 2026 G. Adjournment. 1. Adjournment of the Tuesday, July 14, 2026, meeting of the Finance Committee. 1) THIS MEETING IS RECORDED: THE VIDEO OF THIS MEETING AND MINUTES ARE AVAILABLE ONLINE AT www.greenbaywi.gov 2) ACCESSIBILITY: Any person wishing to attend who requires special accommodation because of a disability, should contact the City Safety Manager at 920-448-3125 at least 48 hours before the scheduled meeting time so that arrangements can be made. 3) QUORUM: Please take notice that a majority or quorum of the Common Council will attend this Finance Committee meeting and will constitute a meeting of the Common Council for purposes of discussion and information gathering relative to this agenda. 4) REPRESENTATION: The party requesting the communication, or their representative, should be present at this meeting. Agenda of the Finance Committee July 14, 2026 Page 2  Report to the Finance Committee of the City of Green Bay MEETING DATE PREPARED BY July 14, 2026 AGENDA ITEM # D.1 Approval of the minutes from the June 30, 2026, Finance Committee meeting. BACKGROUND RECOMMENDATION FISCAL IMPACT ATTACHMENTS 1. MINUTES 063026 (1) 100 North Jefferson Street, Green Bay, Wisconsin 54301-5026 greenbaywi.gov  MINUTES OF THE FINANCE COMMITTEE TUESDAY, JUNE 30, 2026, 4:30 PM In person at City Hall, Room 207. Virtual attendance also available via Zoom. A. ZOOM MEETING INFORMATION. 1. Join Zoom Meeting Online: https://us02web.zoom.us/j/87567737346?pwd=WchWqTRhEEbe9eyr6iioqfEayqPHHK.1 Or call in by phone: +1 312 626 6799 Meeting ID: 875 6773 7346 Passcode: 630553 If you wish to leave a comment for this public meeting, please fill out the online Comment Form prior to the meeting. More detailed Zoom Instructions can be found online. B. ROLL CALL. 1. Members: Jennifer Grant, Kathy Hinkfuss, Joey Prestley, Jon Shelton Present: Kathy Hinkfuss, Jennifer Grant, Joey Prestley, Jon Shelton Excused: Absent: C. APPROVAL OF THE AGENDA. 1. Approval of the agenda for the Tuesday, June 30, 2026, meeting of the Finance Committee. Moved by Ald. Jon Shelton, seconded by Ald. Jennifer Grant to approve the agenda for the June 30, 2026, meeting of the Finance Committee.  Motion Passed. Yes-Kathy Hinkfuss, Jennifer Grant, Joey Prestley, Jon Shelton, No-None, Abstain-None. D. APPROVAL OF MINUTES. 1. Approval of the minutes from the June 9, 2026, Finance Committee meeting. Moved by Ald. Joey Prestley, seconded by Ald. Jon Shelton to approve the minutes from the June 9, 2026, Finance Committee meeting. Motion Passed. Yes-Kathy Hinkfuss, Jennifer Grant, Joey Prestley, Jon Shelton, No-None, Abstain-None. E. REGULAR BUSINESS. 1. Consideration with possible action to accept the CLG Subgrant from the State Historic Preservation office of $20,000 with no local match. Moved by Ald. Jennifer Grant, seconded by Ald. Joey Prestley to approve the acceptance of the CLG Subgrant from the State Historic Preservation office of $20,000 with no local match. Motion Passed. Yes-Kathy Hinkfuss, Jennifer Grant, Joey Prestley, Jon Shelton, No-None, Abstain-None. 2. Consideration with possible action on the Memorandum of Agreement between the Oneida Nation and City of Green Bay regarding funding for community programs and infrastructure in the amount of $300,000 for the JBS Redevelopment Project-Urban and Food Production Barn. Moved by Ald. Jon Shelton, seconded by Ald. Joey Prestley to approve the Memorandum of Agreement between the Oneida Nation and City of Green Bay regarding funding for community programs and infrastructure in the amount of $300,000 for the JBS Redevelopment Project-Urban and Food Production Barn. Motion Passed. Yes-Kathy Hinkfuss, Jennifer Grant, Joey Prestley, Jon Shelton, No-None, Abstain-None. 3. Consideration with possible action to revise General Ordinance No. 12-26, responsible bidder approval threshold from $25,000 to $50,000 to let contract to lowest responsible bidder. Moved by Ald. Jon Shelton, seconded by Ald. Joey Prestley to approve revision of General Ordinance No. 12-26, responsible bidder approval threshold from $25,000 to $50,000 to let contract to lowest responsible bidder. Motion Passed. Yes-Kathy Hinkfuss, Jennifer Grant, Joey Prestley, Jon Shelton, No-None, Abstain-None. 4. Consideration with possible action regarding a 2026 budget amendment resolution for unbudgeted overtime for special events. Moved by Ald. Jennifer Grant, seconded by Ald. Joey Prestley to approve a 2026 budget amendment resolution for unbudgeted overtime for special events. Motion Passed. Yes-Kathy Hinkfuss, Jennifer Grant, Joey Prestley, Jon Shelton, No-None, Abstain-None. F. INFORMATIONAL. 1. 2026 Contingency Account: $100,000 2. Next Meeting: July 14, 2026 G. ADJOURNMENT. 1. Adjournment of the Tuesday, June 30, 2026, meeting of the Finance Committee. Moved by Ald. Joey Prestley, seconded by Ald. Jon Shelton to adjourn. Motion Passed. Yes-Kathy Hinkfuss, Jennifer Grant, Joey Prestley, Jon Shelton, No-None, Abstain-None.  Report to the Finance Committee of the City of Green Bay MEETING DATE PREPARED BY July 14, 2026 Thomas Walenski AGENDA ITEM # E.1 Consideration with possible action for the approval of a contract per RFP solicitation to Berry, Dunn, McNeil and Parker LLC for consulting services for the City of Green Bay’s Efficiency and Organizational Review #2025-36. BACKGROUND The City recognizes that evolving community needs, workforce changes, technology opportunities, and fiscal constraints all require an adaptive, data-driven approach to government operations. To that end, the City of Green Bay seeks to conduct a comprehensive Organizational Efficiency Review to first and foremost (1) identify cost savings or tax reductions and (2) identify opportunities for improving internal processes, optimizing staffing structures, leveraging technology and enhancing interdepartmental coordination. RECOMMENDATION To approve the contract for the City of Green Bays Efficiency and Organizational. FISCAL IMPACT Efficiencies will have a direct impact on fiscal funding and expenses. Until implemented, these improvements will not be able to be quantified. Contract will be funded through the innovation fund. ATTACHMENTS 1. Letter of Intent 2025-36 Signed 7-8-2026 2. Efficiency and Organizational Review Cost Proposal 3. 2025-36 Bid Summary Final Scores 4. Contract Award Discussion Slides 100 North Jefferson Street, Green Bay, Wisconsin 54301-5026 greenbaywi.gov 7/7/2026 RE: Notice of Intent to Award 2025-36 Efficiency and Organizational Review Dear Sir/Madam: The evaluation of proposals received for this RFP has been completed and the following is recommended for award: The City of Green Bay is recommending awarding the Efficiency and Organizational Review to Berry Dunn. In the amount of $184,500 + $15,000 over estimated travel. The recommended award will be brought for approval before the next Finance Committee meeting scheduled for July 14, 2026 at 4:30pm. The meeting is open to the public and attendance is not required. As the room and time may change, please confirm the date, time, and location if you plan to attend. Please see the summary of bids received for this project. Thank you for your continued interest in doing business with the city of Green Bay. If you have any questions, or require additional information, please feel free to contact me at 920-448-3049. Sincerely, Thomas J. Walenski Procurement Manager City of Green Bay Attachment CC: Joseph Faulds COST PROPOSAL FOR THE: City of Green Bay IN RESPONSE TO RFP 2025-36 FOR AN: Efficiency and Organizational Review SUBMITTED BY: Berry, Dunn, McNeil & Parker, LLC 2211 Congress Street, Portland, ME 04102 Seth Hedstrom, Project Principal Berry, Dunn, McNeil & Parker, LLC shedstrom@berrydunn.com Michelle Kennedy, Project Manager Berry, Dunn, McNeil & Parker, LLC mkennedy@berrydunn.com February 19, 2026, before 2:00 p.m. CST berrydunn.com Cover Letter February 19, 2026 City of Green Bay Attn: Thomas J. Walenski, Purchasing Agent 100 North Jefferson Street, Room 410 Green Bay, WI 54301 Dear Thomas J. Walenski: On behalf of Berry, Dunn, McNeil & Parker, LLC (“BerryDunn,” “we,” “our”), I am pleased to submit this cost proposal in response to the City of Green Bay’s (the City’s) request for proposals (RFP) Number 2025-36 for an Efficiency and Organizational Review. The City will find our full technical proposal included as a separate document. We have read the City’s request and reviewed its terms, conditions, and the contents presented therein. Our proposal is a firm and irrevocable offer valid for 90 days from the submission deadline of February 19, 2026, before 2:00 p.m. CST. As the City will learn more about in our technical proposal, BerryDunn is a nationally recognized professional services firm headquartered in Portland, Maine, with nine office locations across the country. We specialize in meeting the needs of state and local governments, and we have 52 years of experience dedicated to helping local agencies succeed across the full spectrum of local government services and operations. We are focused on inspiring organizations to transform and innovate and have lived our core values and preserved our reputation for excellence throughout our history. Our firm’s culture is centered on a deep understanding of our clients’ commitment to serving the public. We collaborate closely with clients to identify and develop solutions that align with your environment, resources, and priorities, tailoring each of our projects to strengthen the essential services local governments provide. We care about what we do, and we care deeply about the impact of our work and the people it serves—including those at the City and its stakeholders. We are confident that if we are chosen to partner on this important initiative, the City will realize the cost savings, internal process improvements, optimized staffing structures, enhanced application of technology, and enhanced interdepartmental coordination it desires. We appreciate the opportunity to propose, and the time and consideration taken by the City to review our submission. As a principal and leader in our Local Government Practice Group, I can attest to the accuracy of our materials, and I am legally authorized to bind, negotiate, make presentations on behalf of, and commit our firm and our resources. If you have any questions regarding our proposal or updates on the evaluation process, please consider me your primary point of contact and feel free to contact me directly. Sincerely, Seth Hedstrom, PMP®, LSSGB, Principal Berry, Dunn, McNeil & Parker, LLC t: 207.541.2212 | e: shedstrom@berrydunn.com BerryDunn is the brand name under which Berry, Dunn, McNeil & Parker, LLC and BDMP Assurance, LLP, independently owned entities, provide services. Berry, Dunn, McNeil & Parker, LLC provides tax, advisory, and consulting services. BDMP Assurance, LLP, a licensed CPA firm, provides attest services. Fees and Expenses Our proposed fixed-fee services cost to complete the City’s desired project is broken down by phase in Table 1. Our costs are based on our experience conducting projects of similar size and scope, and the assumption that satisfying a deliverable is based on the City’s signed acceptance. That said, the City will not incur any additional costs associated with the process of reaching deliverable acceptance. We will utilize our hybrid methodologies through collaborative planning with the City to limit travel expense to the City as appropriate. Table 1: Cost by Project Phase Effort in Fixed-Fee Phase Hours Services Cost Phase 1: Project Planning and Management 92 $24,500 Phase 2: Organizational Review and Staffing Analysis 312 $87,200 Phase 3: Operational and Process Review 120 $34,300 Phase 4: Future State Recommendations 140 $38,500 Total Fixed-Fee Services Cost 664 $184,500 Travel expense estimated allocation* $15,000 OPTIONAL Task 4.5: Detailed Implementation Action Planning 102 $28,200 *This travel expense allocation represents our best estimate to provide a hybrid approach to service delivery for our non-optional phases. We would be happy to further discuss and refine this estimate with the City. While our services are proposed as a fixed fee, we propose to only invoice the City for actual travel expenses incurred.  Form E: Cost Proposal RFP #: 2025-36 This form must be returned with your response. Prepare the fee proposal as all inclusive, not-to-exceed, fixed fees: • All Inclusive – Covers all direct and indirect necessary expenses including but not limited to; travel, telephone, copying and other out-of-pocket expenses. Any pricing increases or additions must be agreed upon in writing by both parties. Item DESCRIPTION OF ITEMS Extended Cost (USD) No. 1 Please use proposal for this detail Reference Cost Document here and list proposed total cost on this page Fixed fee services for Phases 1-4 Cost Proposal File $184,500 Travel expense estimated allocation Cost Proposal File $15,000 Optional Task 4..5 services Cost Proposal File $28,200 TOTAL COST Questions: Upon notice of award 1. What is the lead time after notice to proceed? . Proposal Should Include: a. Describe the approach and methodology the Consultant will employ in carrying out the work described in Section III. b. Include any services the Consultant may require from the City of Green Bay to perform the work described in the proposal. Berry, Dunn, McNeil & Parker, LLC COMPANY NAME  “BerryDunn” is the brand name under which Berry, Dunn, McNeil & Parker, LLC and BDMP Assurance, LLP, independently owned entities, provide professional services in an alternative practice structure in accordance with the AICPA Code of Professional Conduct. BDMP Assurance, LLP is a licensed CPA firm that provides attest services, and Berry, Dunn, McNeil & Parker, LLC, and its subsidiary entities provide tax, advisory, and consulting services. The entities falling under the BerryDunn brand are independently owned and neither entity is liable for the services provided by the other entity. Our use of the terms “our firm” and “we” and “us” and terms of similar import denote the alternative practice structure of Berry, Dunn, McNeil & Parker, LLC and BDMP Assurance, LLP. We will be utilizing generative AI programs where appropriate and permissible under client contracts and relevant laws. These AI tools are designed to support our team in various aspects of our work, including data analysis and project management. The integration of AI enables us to provide more accurate insights and streamline our processes, ultimately benefiting our clients through enhanced service delivery. This proposal is the work of Berry, Dunn, McNeil & Parker, LLC and is in all respects subject to negotiation, agreement, and signing of specific contracts. ©2026 BerryDunn | All rights reserved. berrydunn.com  CITY OF GREEN BAY BID SUMMARY RFP #2025-36 Efficiencey and Organizational Review ISSUED: 1/7/2026 DUE: 2/19/2026 CC: 3291158 Scoring Criteria & Points Highest Score (Avg.) ----> ----> ----> ----> ----> Evaluation Team Total Berry Dunn Matrix MGT Baker Tilly Public Consulting Group Evergreen Solution Possible Points Categories Option #1 Option #2 Option #3 Option #4 Option #5 Option #6 EV1 EV2 EV3 EV4 EV1 EV2 EV3 EV4 EV1 EV2 EV3 EV4 EV1 EV2 EV3 EV4 EV1 EV2 EV3 EV4 EV1 EV2 EV3 EV4 25 Organizational Capabilities 18 23 23 24 25 23 23 22 25 23 23 19 25 23 23 15 25 23 23 24 20 21 23 21 25 Staff Qualifications 25 23 24 24 25 23 23 22 25 23 23 20 25 23 23 15 25 23 23 23 25 21 23 20 15 Proposal Requirements 15 14 14 15 15 13 14 12 15 15 15 11 12 13 13 12 15 13 15 14 10 10 14 11 25 Price 25 21 21 22 20 23 25 21 20 23 25 23 20 23 25 25 20 10 20 5 15 15 24 15 10 References 8 10 10 10 8 10 10 7 8 8 10 6 10 7 8 6 10 7 10 9 8 5 10 8 Vendor Score(s) 100 (Total Possible Points = 100) 91 91 92 95 93 92 95 84 93 92 96 79 92 89 92 73 95 76 91 75 78 72 94 75 92.25 91.00 90.00 86.50 84.25 79.75 Highest Score (Cont.) ----> ----> ----> Lowest Score (Avg.) Evaluation CGR (Center for Team Total KLSA Pulbic Works LLC Baton Global The Strategy Huddle Governmental Research) Possible Points Categories Option #7 Option #8 Option #9 Option #10 Option #11 EV1 EV2 EV3 EV4 EV1 EV2 EV3 EV4 EV1 EV2 EV3 EV4 EV1 EV2 EV3 EV4 EV1 EV2 EV3 EV4 25 Organizational Capabilities 15 10 23 23 20 21 22 20 25 24 23 22 10 10 22 19 10 5 23 18 25 Staff Qualifications 25 15 23 22 25 15 22 21 25 23 24 21 25 10 22 18 25 10 24 19 15 Proposal Requirements 9 10 14 12 12 10 13 14 15 14 15 13 10 10 15 13 15 5 13 13 25 Price 20 15 24 17 20 10 20 10 5 0 15 9 20 10 21 12 20 10 20 9 10 References 10 5 10 8 10 5 10 6 8 3 10 8 8 5 10 5 8 0 9 6 Vendor Score(s) 100 (Total Possible Points = 100) 79 55 94 82 87 61 87 71 78 64 87 73 73 45 90 67 78 30 89 65 77.50 76.50 75.50 68.75 65.50 Recommendation: Award (Option #1) as the highest scoring vendor that provided the best overall solution and value to the City of Green Bay.  City of Green Bay Efficiency and Organizational Review May 27, 2026 1 Keys to Successful Outcomes Local government leaders and We apply a proven, structured subject matter experts bring methodology that is thoughtfully firsthand experience, practical insight, tailored to each engagement, and deep expertise to deliver realistic, adapting tools and approach to defensible recommendations through align with your priorities and deliver an engaging and accessible process. practical, actionable results. We develop recommendations We will identify innovative grounded in real-world opportunities to advance experience and that reflect performance within a real-world operational realities, stakeholder framework, calibrating solutions to needs, and resource constraints; your context and resources to the result is achievable solutions, deliver accessible improvements aligned with your environment. that build from where you are today. 2 Components of High-Functioning Local Government Agencies VISION AND STRATEGY Enterprise-wide vision, goals, and priorities:  Comprehensive Plan  Strategic Plan Financial Strength Customer Satisfaction Are there adequate resources? Are residents and internal stakeholders happy with the services? ORGANIZATIONAL EXCELLENCE Service Optimized Workforce Are there documented and consistent Are your human strategy, structures, and processes that are understood? systems supporting operational needs? ORGANIZATIONAL IMPROVEMENTS Steps an organization can take to improve one or more of the four key indicators or organizational health:  Department work plans  Technology implementations  Workforce assessments  Succession planning  Business process design  Fee and rate methodology studies  Project Approach Phase 1 Phase 2 Phase 3 Phase 4 Project Planning and Organizational Review Operational and Future State Management and Staffing Analysis Process Review Recommendations Tools and Techniques Tools and Techniques Tools and Techniques Tools and Techniques  Background research and  Conduct interviews and  Facilitate business process  Develop future state orientation employee discovery sessions reviews and functional recommendations  Develop information request analysis sessions  Early engagement of key  Evaluate workflows, tools,  Develop implementation  Facilitate benchmarking stakeholders performance metrics, and roadmap  Review documents, data, service delivery practices  Ongoing and frequent and stakeholder input  Review and refine  Identify opportunities for status meetings and  Analyze organization and improvement recommendations with updates services leadership  Review findings Outcomes Outcomes Outcomes Outcomes We deliver a Project We deliver a data-driven We develop a targeted We deliver recommendations Work Plan and Schedule Current State Assessment analysis of key operations and an implementation that is tailored to the that reflects stakeholder input and processes and identify roadmap that position the City’s specific needs. and benchmarking insights. improvement opportunities. City for success. Questions and Discussion berrydunn.com  Report to the Finance Committee of the City of Green Bay MEETING DATE PREPARED BY July 14, 2026 AGENDA ITEM # E.2 Consideration with possible action on the general fund overtime report for 2026 through June compared to budget. BACKGROUND See the attachment of the general fund overtime actual for 2026 through June. 2026 through June General Fund summary with 13 of 26 payrolls complete, or 50% of the budget. Admin Services The clerks department was down staff members at the beginning of the year. Elections on budget after the first election. Information Technology & Services -On budget Community & ED -On budget Police – report to follow Fire – report to follow Public Works We are projecting to be at or above our overtime budget by the end of the year due to several significant storm events within the first 6 months of the year (Winter Storm Elsa, 2 flooding events). We will continue to minimize overtime to the extent practical. Some activities require overtime, such as after- hours emergency calls, Special Events, Holiday week Solid Waste and Recycling collections, and Snow/Storm events. Parks Parks $8,107 overtime driven by snow removal, Triangle Hill weekend mechanic, park maintenance worker vacancies and a special event on June 13th. Admin $3,437 overtime for cleaner coverage at WLS after hours and weekends. RECOMMENDATION Receive and Place on file. FISCAL IMPACT 100 North Jefferson Street, Green Bay, Wisconsin 54301-5026 greenbaywi.gov ATTACHMENTS 1. Q2 2026 OVERTIME SUMMARY 2. m071026-Davis(OT Report) 3. Final OT Justification (2) page 2 of 2  Actual thru June Row Labels Revised Budget Available Budget 2026 10 - CLERKS $1,300 $1,218 $82 10 - ELECTIONS $7,000 $3,859 $3,141 10 - FINANCE $400 $0 $400 12 - INFORMATION TECH AND SERVICES $4,000 $480 $3,520 25 - C&ED & INSPECTIONS $4,000 $603 $3,397 30 - POLICE $1,450,411 $793,712 $656,699 40 - FIRE $1,360,152 $979,097 $381,055 50 - DEPT OF PUBLIC WORKS $312,787 $201,601 $111,186 60 - PARKS, REC AND FORESTRY $38,875 $11,279 $27,596 Grand Total $3,178,925 $1,991,851 $1,187,074 % Used 93.70% 55.13% 0.00% 12.01% 15.09% 54.72% 71.98% 64.45% 29.01% 62.66% July 10, 2026 To: Common Council Finance Committee From: Chris Davis Chief of Police Subject: 2026 Q2 Overtime Report As of June 30, 2026, the Green Bay Police Department has incurred a total General Fund overtime expense of $793,712.39. This includes $219,411 in overtime reimbursable by grants, special events, and other revenue sources. Total overtime expenditure to date represents approximately 54.7% of our total 2026 General Fund overtime budget. The top ten drivers of overtime expenditure to date are: • Patrol Backfill – Vacation/Comp/Personal Leave ($114,883.78): When an officer’s use of paid leave pushes a shift below its minimum staffing level, overtime is required to meet the requirement. Officers must be given the opportunity to use accrued leave throughout the year, and each shift has a maximum number of officers who can be allowed off on such leave on any given day to avoid excessive overtime expense. • Patrol Backfill – SWAT ($63,544.13): Special Weapons and Tactics (SWAT) team officers are required to attend regular bi-weekly and annual training, as well as ad hoc training related to the team’s various roles. These training requirements have increased in 2024 due to changes in National Tactical Officers Association (NTOA) standards. In addition, SWAT officers are often needed to conduct planning for upcoming missions. SWAT is a detached assignment, and most SWAT officers serve in patrol, which has union contract-mandated minimum staffing levels. Therefore, when a SWAT member’s absence pushes a patrol shift below its minimum, overtime is required to meet the requirement. • Late Call ($62,368.20): Officers sometimes receive calls for service that require them to stay past the end of their regularly scheduled work hours. These include emergency situations, arrests that need to be processed, or cases in which reports are required to be completed before the officer leaves work for the day. • Patrol Backfill – Sick Leave ($49,836.45): When an officer’s use of sick leave pushes a shift below its minimum staffing level, overtime is required to meet the requirement. • SWAT Call-In ($43,279.05): Certain types of incident require a SWAT response. The most common SWAT call-ins are for search warrant services and barricaded persons who are suspected to be armed. SWAT officers called to respond to such events while off duty are paid overtime. • Circuit Court – Jury Trial ($27,891.61): Officers required to attend court pursuant to a subpoena during their off hours are paid overtime. • Patrol Backfill – Overhire ($26,713.95): When call loads reach a level that exceeds available resources, such as during a major incident, patrol supervisors have the option of calling in additional  staff on overtime. This typically means calling in the oncoming shift early. We have restricted this practice this year. • Patrol Backfill – Discretionary Training ($25,997.07): Patrol officers occasionally have the opportunity to attend non-mandatory training to develop skills that will benefit them and the community. In cases where an officer’s attendance at such training causes patrol shift staffing to fall below contract-mandated minimum staffing levels, overtime is used to backfill the vacancy. • Inversed ($21,281.23): This category covers mandatory overtime backfill to cover shifts where the actual staffing drops below the contract mandated minimum staffing level, regardless of reason, when there are no employees willing to work the overtime assignment on voluntary basis. In such situations, officers are ordered to work overtime by inverse seniority per the union contract. • Circuit Court – Preliminary Hearing ($19,358.42): Officers are required to attend court for preliminary hearings in cases where an arrest is made. We have implemented a program to have a detective attend such hearings during their regular hours, but there are still cases where the arresting officer is required for the hearing. At this point, overtime expenses are on pace to be within or slightly over our overtime budget. Ongoing overtime control efforts include bi-weekly reviews of spending by senior department leadership, restricting the use of overhire in Patrol, and strictly limiting the use of overtime for any discretionary purpose. Our overtime burn rate tends to be higher in the summer, so we anticipate a slower rate of expenditure later in the year. As has been the case for some time, shortages in the number of fully deployable officers drive a significant amount of overtime expenditure. While increased recruiting helps, the lag between when an officer is hired and when they become fully deployable means a delay in seeing a reduction in overtime from increased staffing.  GBMFD Response to 2026 Overtime Budget Status Summary and Corrective Action Plan TO: Mayor and Common Council, City of Green Bay FROM: Ray Fuiten, Fire Chief — Green Bay Metro Fire Department DATE: July 12, 2026 RE: FY2026 overtime budget status and department action plan PURPOSE The Green Bay Metro Fire Department is closely monitoring its FY2026 budget, and overtime in particular. Based on year-to-date spending, GBMFD is projected to exceed its 2026 overtime budget. This memo summarizes current overtime spend against budget, identifies the largest contributing factors — chief among them the March 2026 blizzard and the Green Bay Converting fire — and outlines eight department action items already underway to reduce and monitor overtime spending for the remainder of the year. 2026 OVERTIME BUDGET STATUS As of July 11, 2026 — with 52.6% of the calendar year elapsed — GBMFD has incurred an estimated $1,004,284 in overtime against a 2026 budget of $1,360,152, or 73.8% of the full-year budget already spent. Figures are estimates only. Actual incident and FLSA-posting costs are drawn from payroll worksheets; general floor and order- in overtime are estimated using a blended average overtime rate applied uniformly across personnel, since the underlying payroll export does not include individual pay rates. See the department’s companion Overtime Justification Memorandum (Parts 1–5) for the full supporting detail and methodology behind each figure. Category Amount % of Budget 2026 Overtime Budget $1,360,152.00 100.0% Overtime Spent, Year-to-Date (est.) $1,004,284.01 73.8% Remaining Budget $355,867.99 26.2% PROJECTED YEAR-END TREND At the current pace — 73.8% of budget consumed with 52.6% of the year elapsed — a simple run-rate projection puts full-year overtime spend near $1.9 million, roughly 40% over the $1,360,152 budget. This projection is illustrative, not a forecast: it assumes the year’s spending pattern stays flat, which is unlikely since the March blizzard and Green Bay Converting fire were a one-time event unlikely to recur, and several of the action items below are specifically intended to bend this curve downward. It is presented to size the concern, not to predict the outcome. PRIMARY CONTRIBUTING FACTOR: BLIZZARD & GREEN BAY CONVERTING FIRE March 2026 — A fifth-alarm structure fire at Green Bay Converting, fought during a concurrent blizzard that dropped over 26 inches of snow, required emergency callback of nearly the full off-duty roster plus interdivisional mutual aid from Winnebago County, Outagamie County, and Shawano County, and drove a single-event overtime cost of $122,602.49 — 9.0% of the full-year budget and 12.2% of overtime spent to date, incurred in less than two weeks. Full incident detail is provided in Part 1 of the department’s Overtime Justification Memorandum. The remaining year-to-date overtime is driven predominantly by day-to-day minimum-staffing coverage (general floor and order-in overtime), which together account for $807,105.87 — 59.3% of the full-year budget and 80.4% of overtime spent to date. Unlike the blizzard and fire, this is a recurring, structural cost tied directly to daily staffing levels, sick leave, vacation, FMLA leave, and specialty-team backfill — which is precisely where the action items below are targeted. 2026 OVERTIME SPEND BY CATEGORY Category Amount % of Budget % of Spent General floor overtime (est.) $758,305.57 55.8% 75.5% Green Bay Converting fire & blizzard $122,602.49 9.0% 12.2% Order-in overtime (est.) $48,800.30 3.6% 4.9% Specialty team training $46,363.07 3.4% 4.6% January FLSA shift-posting payout $28,212.58 2.1% 2.8% TOTAL SPENT, YEAR-TO-DATE $1,004,284.01 73.8% 100.0% Full supporting detail for each category — hours, personnel counts, and cost methodology — is documented in the corresponding part of the department’s Overtime Justification Memorandum. STAFFING LEVELS BEHIND THE OVERTIME The overtime documented above does not happen in isolation — it tracks closely with how far actual staffing has run below authorized strength. Since live roster tracking began in late February 2026, the department has been 4 to 14 positions short of its 195-person authorized strength (65 per shift across A/B/C) in every month recorded. Vacancies stem from injury, illness, FMLA, military leave, light duty, and training/paramedic-school assignments — not discretionary staffing choices. Figures reflect 12 live-tracking roster snapshots taken whenever staffing changed (retirements, returns from leave, light duty, new hires), day-weighted to a monthly average. Authorized strength is 65 per shift (195 department-wide). The correlation is direct: April and May, the two months with the deepest staffing shortfall (12.7–13.7 positions short), also produced the two highest months of vacancy-driven overtime (3,063.8 and 3,332.8 hours). As staffing recovered in June, vacancy-driven overtime fell by nearly half. Figures reflect 2,756 overtime records January 1 through July 12, 2026. Vacancy-driven OT is shift-coverage overtime (callback, regular, and order-in) filling open seats; Emergency/Incident OT is the March blizzard and Green Bay Converting fire response; Other OT covers training, USAR/TEMS/Hazmat, investigations, special events, and paramedic-school backfill. This is a monthly rollup from a separate department tracking export and groups categories more broadly than the incident-level breakdown in the attached Overtime Justification Memorandum (Parts 1–5); the two are complementary views of the same underlying overtime, not duplicate figures. PROACTIVE OVERTIME AVOIDANCE: CROSS-SHIFT COVERAGE Not every staffing gap has been filled with paid overtime. Since February 26, 2026, the department has cross-assigned two personnel (Kott and Corbley, both A-Shift to C-Shift) to cover chronic vacancies on C-Shift directly, rather than paying callback overtime to fill those seats. Estimated savings — over the 84 days this coverage was in effect (February 26 through May 21), the two reassignments avoided an estimated 1,344 hours ($69,726.72) in overtime that would otherwise have been required to fill those seats through callback — equivalent to roughly 16% of all vacancy-driven overtime paid over the same period. This estimate assumes each covered seat, on a 24-hour, 3-platoon (A/B/C) cycle, avoids one 24-hour callback shift every third duty day. This is a direct, working example of Action Item 2 (Shift Balance) below: using the Live Roster Tracking Form to continually reassess shift staffing and shift personnel to reduce overtime wherever the roster allows it. 2026 ACTION ITEMS TO REDUCE AND MONITOR OVERTIME The following eight action items are underway across the department for 2026 to reduce discretionary overtime drivers and improve real-time budget visibility. # Focus Area 2026 Action Item Reinstituted and focused application of the Sick Leave 1 Sick Leave Use Verification Policy. Continually assessing each shift’s staffing and adjusting levels 2 Shift Balance to decrease overtime where possible, using the Live Roster Tracking Form. Specialty Team Overtime Battalion Chiefs given a defined budget and tracking 3 Tracking Accountability spreadsheet for each specialty team. Prioritization of Overtime Trainings and other overtime-creating situations evaluated 4 Importance individually to ensure the best approach to each situation. 5 Military Leave Monitoring return dates and discussing over-hire.  # Focus Area 2026 Action Item Workplace movement training; assessing commonalities and 6 FMLA / Injuries trends with GB Safety (Nick Wirgau). Addressing a workforce age trending toward younger family 7 FMLA – Family Bonding formation. 8 Budget Trends Weekly budget reviews. The department will continue to track these action items against weekly budget reviews and will report progress and any material change in the year-end overtime projection as the year progresses. Respectfully submitted, _____________________________ Ray Fuiten Fire Chief, Green Bay Metro Fire Department  ATTACHMENT Overtime Justification Memorandum (Parts 1–5) Supporting detail for the overtime figures summarized in the preceding response memo.  OVERTIME JUSTIFICATION MEMORANDUM Incident, Training, and Minimum-Staffing Overtime — 2026 Year-to-Date TO: Finance Director, City of Green Bay FROM: Ray Fuiten, Fire Chief — Green Bay Metro Fire Department DATE: July 11, 2026 RE: Justification of overtime expenditures — (1) Green Bay Converting fire, Incident #2603840 (CAD #26GN03796); (2) January 2026 FLSA shift-posting payout; (3) 2026 specialty team training overtime; (4) 2026 general floor overtime; and (5) 2026 order-in overtime PURPOSE This memorandum documents and justifies five distinct, non-discretionary overtime expenditures incurred by the Green Bay Metro Fire Department. The five are separate in cause and are presented separately below: 1. Green Bay Converting fire — emergency overtime for response to a major structure fire at 2200 Larsen Road during a blizzard, totaling $122,602.49 (1,870.43 hours / 105 personnel). 2. January 2026 FLSA shift-posting payout — overtime required under the Fair Labor Standards Act when personnel change shifts during the department’s annual posting, totaling $28,212.58 (600 hours / 41 personnel). 3. 2026 specialty team training overtime — overtime required to train and maintain proficiency for the TEMS, Drone, USAR, and Hazmat specialty teams, totaling $46,363.07 year-to-date (833.83 hours across three teams, plus a Hazmat reporting cost). 4. 2026 general floor overtime — callback overtime required to maintain minimum staffing when line personnel are on sick leave, vacation, FMLA leave, or specialty-training backfill, totaling $758,305.57 year-to-date (11,568.75 hours / 159 personnel), fully loaded using the Part 1 methodology. 5. 2026 order-in overtime — mandatory overtime assigned when the voluntary callback list under Part 4 is exhausted, totaling $48,800.30 year-to-date (744.50 hours / 43 personnel), fully loaded using the Part 1 methodology. PART 1 — GREEN BAY CONVERTING FIRE (INCIDENT #2603840) INCIDENT OVERVIEW At 07:36 on Monday, March 16, 2026, Engine 4 was dispatched to a waterflow alarm at Green Bay Converting. Crews arrived to find smoke and fire showing and quickly upgraded the response to a working structure fire. The incident escalated to a fifth-alarm (5th box) commercial fire in a large paper-products manufacturing and warehouse complex, with fire through the roof, partial roof collapse, and threat of spread to an adjacent occupied structure. Given the scale of the incident, the department requested additional interdivisional mutual aid from Winnebago County, Outagamie County, and Shawano County. The response was severely complicated by a concurrent blizzard that dropped more than 26 inches of snow in 48 hours with 40+ mph winds. Whiteout conditions and unplowed private lots delayed apparatus, required city plows and heavy equipment to clear access, and strained the municipal water supply to near capacity. Because nearly all on-duty and mutual-aid resources were committed to storm and fire operations simultaneously, the department initiated emergency callback (overtime) to backfill stations and staff the incident. Suppression, fire watch, and investigation operations continued through March 28, 2026. Estimated pre- incident property and contents value exceeded $200 million; the structure sustained major fire, smoke, and water damage. BASIS FOR THE OVERTIME The overtime charged to this incident falls into the following categories, all directly attributable to the emergency: Emergency callback / suppression staffing — recall of off-duty personnel to staff apparatus at the scene and to backfill fire stations that would otherwise have been unstaffed during a citywide snow emergency. This accounts for the large majority of hours (approximately 1,675 hours). Multi-day fire watch and long-term extinguishment — continuous coverage required over several days to control deep-seated fire in collapsed paper stock that could not be reached by exterior streams. Fire investigation and fire marshal support — origin-and-cause investigation and related fire marshal activity (approximately 106 hours), including coordination with state investigators. Drone / situational-awareness and logistics — aerial thermal monitoring, rehabilitation, fueling, and equipment shuttle operations supporting the extended incident (approximately 86 hours). OVERTIME HOURS BY DAY The concentration of hours on March 16–17 reflects the peak of active suppression during the blizzard, with a secondary increase on March 25–27 as crews completed extinguishment, demolition support, and investigation. Date Hours Date Hours Mon 3/16 539.3 Mon 3/23 53.0 Tue 3/17 311.4 Tue 3/24 48.0 Wed 3/18 144.3 Wed 3/25 152.8 Thu 3/19 114.5 Thu 3/26 106.2 Fri 3/20 118.0 Fri 3/27 138.2 Sat 3/21 54.2 Sat 3/28 3.0 Sun 3/22 87.5 INCIDENT COST SUMMARY The figures below are drawn from department time records and payroll cost calculations for the incident. Amounts include statutory and department benefit loading applied to overtime wages. Cost Component Hours Amount Straight overtime wages 1,870.43 hrs $97,041.70 Wisconsin Retirement System (18.70%) — $18,146.80 Medicare (1.45%) — $1,407.10 Workers’ compensation (3.19%) — $3,095.63 General liability (3.00%) — $2,911.25 TOTAL FULLY-LOADED OVERTIME COST $122,602.49 Figures reflect 1,870.43 total overtime hours worked by 105 individual personnel (average of approximately 17.8 hours per person). Wage and loading rates are as applied in the department’s incident cost worksheet. INCIDENT OVERTIME RECOMMENDATION The incident overtime documented above was necessary, non-discretionary, and consistent with the department’s obligation to protect life, property, and adjacent occupied structures during a simultaneous major fire and declared snow emergency. Adequate staffing could not have been achieved through on- duty personnel alone given the scale of the incident and the concurrent storm. The department respectfully requests that the Finance Director recognize the $122,602.49 in fully-loaded overtime as an extraordinary emergency expenditure and advise on any supplemental appropriation or cost-recovery documentation required. Supporting detail — the complete NERIS incident report, personnel time records, and the itemized cost worksheet — is available upon request. PART 2 — JANUARY 2026 FLSA SHIFT-POSTING OVERTIME Separate from the incident above, the department incurred overtime associated with its annual shift posting in January 2026. This overtime is a structural consequence of how line personnel are scheduled under the labor agreement and federal law, not a discretionary staffing decision. HOW THE POSTING OVERTIME ARISES Scheduling basis — Line personnel work a 24-hour shift under a three-platoon system averaging 53 hours per week (Agreement Article 17.1.2), scheduled under the department’s “modified California Plan,” which implements the Fair Labor Standards Act Section 7(k) partial exemption for fire protection employees. Because 53 hours exceeds the standard 40-hour threshold, the department periodically schedules each employee off on a Kelly Day (FLSA day) so that average hours worked fall within the applicable FLSA work-period threshold without triggering overtime. Hours actually worked beyond that average must be paid at 1.5 times the regular rate, consistent with the final FLSA regulations (Article 17.1.3). How the posting disrupts it — The annual shift posting is conducted the Tuesday and Wednesday of the first full week of January (Article 7.1.1) and reassigns personnel to new stations, shifts, and platoons based on seniority. When a posting moves an employee to a new shift rotation, their previously scheduled Kelly/FLSA day can fall outside the new schedule. In that circumstance the employee works through the day that would otherwise have brought their hours below the FLSA threshold, and the hours worked in that FLSA work period exceed the 53-hour average. Article 17.1.3 requires those hours to be paid at the overtime rate, independent of whether any incident or emergency occurred. This cost is recurring and non-discretionary: it results directly from the interaction of the annual posting process (Article 7.1.1) with the FLSA 7(k) work-period provisions incorporated into the labor agreement (Articles 17.1.2–17.1.3), and is required by federal wage-and-hour law regardless of incident activity. The payout was processed in pay period #7 (paid 3/26/26). POSTING OVERTIME COST SUMMARY The amounts below reflect the department’s January 2026 posting payout as processed for import into the payroll system. Description Hours Amount FLSA shift-posting overtime payout (41 personnel) 600.00 hrs $28,212.58 TOTAL FLSA POSTING OVERTIME COST $28,212.58 Figures reflect 600.00 overtime hours paid to 41 individual personnel under OT code 201. Amounts are as calculated in the department’s January 2026 posting payout worksheet. The department requests that this FLSA-mandated posting overtime be recognized as a required, recurring personnel cost. PART 3 — SPECIALTY TEAM TRAINING OVERTIME (YEAR-TO-DATE 2026) Separate from the incident and posting overtime documented above, the department incurs recurring overtime to train and maintain proficiency for its specialty response teams — Tactical Emergency Medical Services (TEMS), the Drone Team, Urban Search and Rescue (USAR), and the Hazardous Materials (Hazmat) team. This overtime covers required drills, certification training, backfill of line positions during training, and team readiness meetings, and is tracked separately under budget line 50501. YEAR-TO-DATE SPECIALTY TEAM OVERTIME The table below summarizes overtime hours and cost by specialty team for calendar year 2026 through the most recent entries in the department’s tracking log (dates range from January 5 through June 22, 2026). Overtime Cost Remaining Specialty Team Hours (YTD) FY2026 Budget (YTD) Budget TEMS 302.33 $15,116.50 $25,000.00 $9,883.50 Drone Team 182.75 $9,137.50 $25,000.00 $15,862.50 USAR 348.75 $17,437.50 $43,500.00 $26,062.50 Hazmat — $4,671.57 $0.00 ($4,671.57) TOTAL 833.83 $46,363.07 $93,500.00 $47,136.93 Figures reflect entries logged in the department’s 2026 Special Teams OT tracking workbook (budget line 50501). The Hazmat entry reflects a required Q1 state report cost; the team has no dedicated FY2026 overtime allocation, so this amount is shown as over budget pending appropriation or reallocation. SPECIALTY TEAM TRAINING OVERTIME RECOMMENDATION This overtime is necessary and non-discretionary: certification standards for TEMS, Drone, USAR, and Hazmat personnel require recurring hands-on training and drills that routinely fall outside personnel’s regular duty assignments, and backfill is required to maintain minimum line staffing while team members train. The department respectfully requests that the Finance Director recognize the $46,363.07 in specialty team training overtime incurred year-to-date as a required, recurring training and readiness cost. PART 4 — GENERAL FLOOR OVERTIME (MINIMUM STAFFING COVERAGE) Separate from the incident, posting, and specialty-training overtime documented above, the department incurs day-to-day overtime to maintain minimum per-shift staffing whenever a scheduled line position would otherwise go unstaffed — including sick leave, vacation, FMLA leave, and backfill for members temporarily out on an approved specialty assignment such as paramedic school, USAR training, TEMS, or Hazmat callouts. BASIS FOR THE OVERTIME When a line member is unavailable for a scheduled shift, the resulting vacancy must be filled through the overtime callback rotation to keep apparatus staffed at the required level; there is no discretionary alternative to this coverage. YEAR-TO-DATE FLOOR OVERTIME The table below summarizes callback overtime hours logged January 1 through July 10, 2026, across 159 personnel. Coverage Type Hours (YTD) Entries General floor coverage (sick leave, vacation, 11,142.00 955 FMLA, and other vacancy fill)  Coverage Type Hours (YTD) Entries Backfill – Paramedic School 368.50 54 Backfill – USAR Training 49.00 8 Backfill – Hazmat Training 5.00 1 Backfill – TEMS 4.25 1 TOTAL 11,568.75 1,019 Figures are drawn from the department’s overtime timesheet export (activity type “Overtime [201] (CallBack Shift)”). Excludes unpaid shift trades, the Green Bay Converting incident callback (Part 1), and specialty-team training misc.-hours entries (Part 3). The source export does not include payroll rates; see the fully-loaded cost summary below for the dollar total. FULLY-LOADED COST SUMMARY Consistent with the methodology applied to the incident overtime in Part 1, the figures below apply the department’s blended average overtime rate to the floor overtime hours and layer on the same statutory and benefit loading percentages. Cost Component Hours Amount Straight overtime wages 11,568.75 hrs $600,210.20 Wisconsin Retirement System (18.70%) — $112,239.31 Medicare (1.45%) — $8,703.05 Workers' compensation (3.19%) — $19,146.71 General liability (3.00%) — $18,006.31 TOTAL FULLY-LOADED FLOOR OVERTIME COST $758,305.57 Figures apply the blended average overtime rate of $51.88 per hour (straight overtime wages of $97,041.70 across 1,870.43 hours, per the Part 1 incident cost worksheet) to the 11,568.75 floor overtime hours documented above, then apply the same Wisconsin Retirement System, Medicare, workers’ compensation, and general liability loading percentages used in Part 1. Because the source export does not include individual payroll rates, this is a methodology-consistent estimate; actual cost will vary by employee rank and step. A rank-by-rank recalculation from payroll can be provided on request. FLOOR OVERTIME RECOMMENDATION This overtime is necessary and non-discretionary: Article 17.1.4 requires the department to maintain minimum per-shift staffing, and callback overtime is the only mechanism available to fill a vacant position when a member is on sick leave, vacation, FMLA leave, or backfill status for an approved training assignment. The department respectfully requests that the Finance Director recognize the $758,305.57 in fully-loaded floor overtime (11,568.75 hours) incurred year-to-date as a required, recurring staffing cost. PART 5 — ORDER-IN (MANDATORY) OVERTIME Distinct from the voluntary callback coverage documented in Part 4, this section covers “order-in” overtime — shifts filled on a mandatory, non-voluntary basis when the voluntary callback list does not produce a volunteer and a vacant line position must still be staffed to meet minimum staffing requirements. BASIS FOR THE OVERTIME Article 17.1.4 of the labor agreement requires the department to maintain minimum staffing on a rank- for-rank basis regardless of whether a shift is filled voluntarily. When the voluntary callback rotation is exhausted, the department has no discretion to leave a position unstaffed; a member must be ordered in to fill the vacancy. YEAR-TO-DATE ORDER-IN OVERTIME The table below summarizes order-in overtime hours logged January 3 through July 11, 2026, across 43 personnel. Order-In Category Hours (YTD) Entries General order-in (mandatory vacancy fill) 726.00 67 Order-in – Hazmat Training backfill 10.00 2 Order-in – TEMS Training backfill 8.50 1 TOTAL 744.50 70 Figures are drawn from the department’s order-in tracking export (activity type “Overtime [201],” subtype “Order In”). These records do not appear in the Part 4 floor overtime export and are not double-counted there. FULLY-LOADED COST SUMMARY Consistent with the methodology applied in Parts 1 and 4, the figures below apply the department’s blended average overtime rate to the order-in hours and layer on the same statutory and benefit loading percentages. Cost Component Hours Amount Straight overtime wages 744.50 hrs $38,626.17 Wisconsin Retirement System (18.70%) — $7,223.09 Medicare (1.45%) — $560.08 Workers' compensation (3.19%) — $1,232.17 General liability (3.00%) — $1,158.79 TOTAL FULLY-LOADED ORDER-IN OVERTIME COST $48,800.30 Figures apply the blended average overtime rate of $51.88 per hour (per the Part 1 incident cost worksheet) to the 744.50 order-in hours documented above, then apply the same Wisconsin Retirement System, Medicare, workers’ compensation, and general liability loading percentages used in Parts 1 and 4. This is a methodology-consistent estimate; actual cost will vary by employee rank and step. ORDER-IN OVERTIME RECOMMENDATION This overtime is necessary and non-discretionary: once the voluntary callback list is exhausted, Article 17.1.4’s minimum staffing requirement leaves the department no alternative but to order a member in to fill the vacancy. The department respectfully requests that the Finance Director recognize the $48,800.30 in fully-loaded order-in overtime (744.50 hours) incurred year-to-date as a required, recurring staffing cost, distinct from the voluntary floor overtime documented in Part 4. Respectfully submitted, _______________________________ Ray Fuiten Fire Chief, Green Bay Metro Fire Department  Report to the Finance Committee of the City of Green Bay MEETING DATE PREPARED BY July 14, 2026 Thomas Walenski AGENDA ITEM # E.3 Consideration with possible action to approve a 36-month contract with Cellcom. This request was referred to staff from the May 12, 2026, Finance Committee meeting. BACKGROUND Cellcom has been the provider of employee cell phones and tablets for the last 3 years. We recently did an RFP Solicitation and Cellcom is the recommended vendor going forward. Please see the bid summary, analysis and justification. RECOMMENDATION Approve a new 36-Month Contract with Cellcom with an available 24-Month extension at the end of the first term. FISCAL IMPACT Department expenses will remain static going forward for all departments except for DPW, which will incur these additional expenses on the new contract extension with the additional devices. ATTACHMENTS 1. Cost Comparison Cellcom and AT&T 6-2026 2. Cellcom Proposal 100 North Jefferson Street, Green Bay, Wisconsin 54301-5026 greenbaywi.gov Bid Comparison – RFB #2026-17 Cellular Communication Services and Equipment Category Cellcom AT&T / FirstNet $25.21 per line after 36-month discount $25.00 per line (Shield Data Smartphone Plan ($27.99 standard AT&T plan; $25.43 FirstNet Priority) plan) Tablet Plan $10.00 per line $20.00 per line 10GB = $10.00 Mobile Broadband 20GB = $20.00 Unlimited MiFi = $30.00 (MiFi) Unlimited = $25.00 Basic Phone Plan $0.00 per line $15.00 AT&T / $17.99 FirstNet iPhone 17 256GB = $0.01 iPhone 17e 256GB = $0.99 Device Pricing Samsung Galaxy S25 = $0.01 Samsung Galaxy S25 = $0.99 Activation Fees $35 fee waived Waived Applies only if agreed Waived under NASPO agreement (device Early Termination minimum line count is not subsidy differential may apply) maintained Regulatory fee $1.25/line plus Administrative Additional Fees Not identified in pricing sheet fee $3.49/line Sign-On Incentive $30,000 sign-on bonus None identified FirstNet priority network available for public Public Safety Network Not specifically identified safety users Accessories/Optional Fleet tracking, cameras, fiber, 30% NASPO accessory discount, IoT Control Services business phone and IT services Center, FirstNet services Estimated Monthly Cost Based on Submitted Quantities Cellcom Service Monthly Cost Smartphones (145) $3,625.00 Tablets (75) $750.00 Mobile Broadband Unlimited (2) $50.00 Mobile Broadband 10GB (59) $590.00 Mobile Broadband 20GB (7) $140.00 Features (Call Forwarding, Call Details, Static IP) $164.94 Total Monthly Cost $5,319.94 AT&T / FirstNet Using quantities shown in the proposal: Service Monthly Cost FirstNet Smartphones (144) $4,462.56 FirstNet Tablets (58) $1,160.00 FirstNet MiFi (69) $2,070.00 Basic Phones (13) $233.87 Subtotal Monthly Cost $7,926.43 Note: AT&T's proposal also includes additional regulatory and administrative fees that would increase the monthly total. Evaluation Observations Cellcom Strengths • Lowest overall pricing. • $30,000 sign-on bonus. • No-cost basic phone plan. • Lower tablet and broadband pricing. • Local provider with established City relationship. • Device pricing essentially free. AT&T / FirstNet Strengths • Access to the FirstNet public safety network. • National coverage footprint. • NASPO cooperative contract support. • Additional IoT management capabilities. • Strong public safety and emergency response features. Preliminary Cost Conclusion Based strictly on the pricing submitted, Cellcom appears to provide the lower-cost solution by a significant margin, especially when considering: • Lower monthly service costs. • Lower tablet pricing. • No-cost basic phones. • $30,000 sign-on incentive. • Absence of additional monthly administrative and regulatory fees identified in the proposal. The primary non-price consideration favoring AT&T would be the value of the FirstNet public safety network, if that capability is considered critical to City operations and emergency response requirements.