Committee of the Whole

AGENDA CITY OF WAUPUN COMMITTEE OF THE WHOLE WAUPUN SAFETY BUILDING - 16 E. MAIN STREET (LOWER LEVEL) Tuesday, May 28, 2024 at 5:30 PM The City of Waupun Committee of the Whole will hold a working session on Tuesday, March 28, 2024 at 5:30pm in the lower level of the Waupun Safety Building located at 16 E. Main Street, Waupun. CALL TO ORDER ROLL CALL CONSENT AGENDA 1. Future Meetings & Gatherings, License and Permit Applications 2. Monthly Expenses DISCUSSION- INFORMATIONAL 3. Fire and EMS Staffing Study Operational Strategy 4. Facility Needs 5. Budget Workshop-Debt Planning & Utilization 6. Ordinance Pipeline ADJOURNMENT Upon reasonable notice, efforts will be made to accommodate disabled individuals through appropriate aids and services. For additional information, contact the City Clerk at 920-324-7915.  AGENDA SUMMARY SHEET MEETING DATE: 5/28/24 TITLE: Future Meetings & Gatherings, License and Permit Applications, Expenses AGENDA SECTION: CONSENT AGENDA PRESENTER: Angela Hull, Clerk FUTURE MEETINGS Tuesday, June 11, 2024 Common Council 6:00PM Tuesday, June 25, 2024 Committee of the Whole 5:30PM Tuesday, July 9, 2024 Common Council 6:00PM Tuesday, July 30, 2024 Committee of the Whole 5:30PM Tuesday, August 13, 2024 TBD Common Council 6:00PM Tuesday, August 27, 2024 Committee of the Whole 5:30PM Tuesday, September 10, 2024 Common Council 6:00PM Tuesday, September 24, 2024 Committee of the Whole 5:30PM Tuesday, October 8, 2024 Common Council 6:00PM Tuesday, October 29, 2024 Committee of the Whole 5:30PM Tuesday, November 12, 2024 Common Council 6:00PM Tuesday, November 26, 2024 Committee of the Whole 5:30PM Tuesday, December 10, 2024 Common Council 6:00PM Tuesday, December 31, 2024 Committee of the Whole 5:30PM LICENSE/PERMIT APPLICATIONS Operator: Courtney Ladron Temp Class B: Waupun Fine Arts- Art & Craft Show-August 3, 2024 EXPENSES Attached RECOMENDED MOTION: Motion to approve the Consent Agenda. (Roll Call)  AGENDA SUMMARY SHEET MEETING DATE: 5/28/24 TITLE: Fire and EMS Staffing Study Operational Strategy AGENDA SECTION: DISCUSSION-INFORMATIONAL PRESENTER: Kathy Schlieve, Administrator DEPARMTENT GOAL(S) SUPPORTED (if applicable) FISCAL IMPACT Public Safety TBD ISSUE SUMMARY This is a follow up discussion from the April 30 Intergovernmental presentation on fire and emergency response staffing needs. The group will discuss the recommendations of the study and determine any next steps to be taken. STAFF RECOMMENDATION: Discussion only ATTACHMENTS: Fire & Emergency Response Staffing Summary Document RECOMMENDED MOTION: Discussion only City of Waupun Executive Summary: Fire & Emergency Response Staffing Needs Presented April 30, 2024 EXECUTIVE SUMMARY:  Consolidation of fire services makes good fiscal sense for all parties involved. If left separate, significant legal and administrative work is required to mitigate risks associated with service delivery.  POC rosters must be expanded to ensure adequate coverage. Downward trends in volunteerism and an aging roster of firefighters demands careful monitoring and eventual adaptation of the service delivery model to ensure long-term sustainability. In any case, reliance on Paid-on-Call Firefighters will remain a critical component of any service delivery model the city adopts.  The addition of the EMR program supplements the current ambulance service delivery model, has positively impacted patient outcomes; makes good fiscal sense; has reduced EMS assists for POC firefighters; and, has saved police officer time and improve safety, which is essential to address police staffing shortages. As such, the service should be continued.  Downward trends in volunteerism will also impact EMR response and will need to be monitored similar to fire staffing. An action plan will be needed to determine steps to address emerging trends impacting service performance.  Contracts with contracted ambulance provider should be renegotiated to increase service levels and address service gaps currently being experienced. The city should anticipate this negotiation to impact cost (2018 cost was estimated at $350,000).  The City has leveraged grant funding to add capital equipment that enables an affordable transition of the service delivery model. This creates a unique opportunity for the city to consider changes that would strengthen response. Additional grant opportunities exist to support this transition and should be explored as appropriate.  Both fire and EMS would benefit from shifting to a combination service delivery model with more cross-trained, full-time staff. Ambulance revenues would allow the city to add FTE to complement the Paid-on-Call rosters, increasing available staff for fire response while improving quality of ambulance service and reliability. Even with this, the city must maintain a strong Paid-on-Call roster of Firefighters and EMRs regardless of direction set. FIRE SERVICE RECOMMENDATIONS: Organizational Option 1: Maintain Community and City Fire Departments separate, with some changes in staffing and continuing with the same provision of Emergency Medical Services. RECOMMENDED STAFFING CHANGES RECOMMENDED OPERATIONAL CHANGES 1. Increase Number of Company Officers  An Intergovernmental agreement to improve officer availability (Increase needs to be developed with the of 2) townships outlining terms of service 2. Designate on Call Periods for that also looks at equitable cost Captains to assure IC other than Chief distribution. Officers  Budget should be reviewed to ensure cost are equitably distributed. City of Waupun Executive Summary: Fire & Emergency Response Staffing Needs Presented April 30, 2024 3. Increase City Department to 38 POC  Address facility limitations (minimum members. showers/lockers) Organizational Option 2: Merge Departments under the City; Provide service by contract to the Townships. FUTURE STEPS TO ENSURE SUSTAINABILITY 1. Establish an intergovernmental working group to develop an operating plan and agreement that address gaps identified in report. OVERALL: To Ensure Sustainability of Fire Service, Establish Key Performance Measures (NFPA Standard/Track Performance; Implement Next Steps When Performance Levels Trend 5-10% Below Goals. FUTURE STEPS TO ENSURE SUSTAINABILITY 1. Enhance recruitment strategies to expand and maintain Paid on Call staff at least at 38 members. 2. If unable to maintain POC levels, consider any of the following: a) Three full time staff (One Engine) to cover weekdays 7:00 am to 5:00 pm b) Weekend coverage (One Engine) utilizing POC staff in Paid on Premise Positions c) Provide 24 -hour coverage (One Engine) d) Would require 12 Full Time Personnel AMBULANCE / EMERGENCY RESPONSE RECOMMENDATIONS: Option 1: Improve Current Service Delivery Model FUTURE STEPS TO ENSURE SUSTAINABILITY 1. Enhance recruitment strategies to fill and maintain EMR roster. 1. Negotiate the next contract with service provided and consider increasing on-time standard from 90% to something higher, which would be consistent with community expectation. NOTE: Contracted costs will increase with service expectations and inflationary factors unaccounted for from current contract. If RFP is issued, noted that landscape for contracted providers is changing and interest may be limited for providers to expand service territories. Option 2. Maintain Contracted Service and Supplement with City Run EMT Backup Ambulance 7AM-7PM, 7 Days Week Covering City Only FUTURE STEPS TO ENSURE SUSTAINABILITY 1. Enhance recruitment strategies to fill and maintain EMR roster but need to upskill EMRs to Basic EMT level. Some EMRs already meet this standard, and some will not want to train at the next level. City of Waupun Executive Summary: Fire & Emergency Response Staffing Needs Presented April 30, 2024 2. Coverage and response obligations both during the day and 24/7; OR, 3. Negotiate an agreement for supplemental daytime coverage with contracted ambulance provider and petition the state to approve the plan. 4. Identify and hire a third-party ambulance billing company (limited revenue potential). Added expense to pay for on duty staff. Limited transport opportunity to generate revenue to support added cost. 5. Address facility limitations to accommodate shift in operating strategy. Option 3A City Operated Paramedic Ambulance 24/7 EMT Ambulance 7AM-7PM 7 Days Week Covering City Only FUTURE STEPS TO ENSURE SUSTAINABILITY 1. Enhance recruitment strategies - train or hire paramedic-level personnel, still limited revenue potential to offset cost. 2. Negotiate an agreement for supplemental daytime coverage with contracted ambulance provider and petition the state to approve the plan. As revenue models change, unknown cost of contracted service. 3. Identify and hire a third-party ambulance billing company. 4. Address facility limitations to accommodate shift in operating strategy. Option 3B City Operated Paramedic Ambulance 24/7 EMT Ambulance 24/7 Covering Full Service Territory FUTURE STEPS TO ENSURE SUSTAINABILITY 1. Enhance recruitment strategies - train or hire Basic EMT level. 2. Negotiate an agreement for supplemental daytime coverage with contracted ambulance provider and petition the state to approve the plan. 3. Identify and hire a third-party ambulance billing company (limited revenue potential). 4. To ensure two ambulances are in service at all times, a third ambulance would be needed for instances of maintenance and repair. (possible shared service) 5. Address facility limitations to accommodate shift in operating strategy. City of Waupun Executive Summary: Fire & Emergency Response Staffing Needs Presented April 30, 2024 EXECUTIVE SUMMARY: FIRE STAFFING RECOMMENDATIONS: EMERGENCY RESPONSE STAFFING:  Consolidation of fire services makes good fiscal sense for all parties Organizational Option 1: Maintain Community and City Fire Departments Option 1: Improve Current Service Delivery Model involved. If left separate, significant legal and administrative work is separate, with some changes in staffing and continuing with the same FUTURE STEPS TO ENSURE SUSTAINABILITY required to mitigate risks associated with service delivery. provision of Emergency Medical Services. 1. Enhance recruitment strategies to fill and maintain EMR roster. 1. Negotiate the next contract with service provided and consider  POC rosters must be expanded to ensure adequate coverage. Downward RECOMMENDED STAFFING RECOMMENDED OPERATIONAL increasing on-time standard from 90% to something higher, which would trends in volunteerism and an aging roster of firefighters demands careful CHANGES CHANGES be consistent with community expectation. NOTE: Contracted costs will monitoring and eventual adaptation of the service delivery model to ensure 1. Increase Number of Company  An Intergovernmental agreement increase with service expectations and inflationary factors unaccounted long-term sustainability. In any case, reliance on Paid-on-Call Firefighters Officers to improve officer needs to be developed with the for from current contract. If RFP is issued, noted that landscape for will remain a critical component of any service delivery model the city availability (Increase of 2) townships outlining terms of contracted providers is changing and interest may be limited for adopts. 2. Designate on Call Periods for service that also looks at providers to expand service territories. Captains to assure IC other equitable cost distribution.  The addition of the EMR program supplements the current ambulance than Chief Officers  Budget should be reviewed to Option 2. Maintain Contracted Service and Supplement with City Run service delivery model, has positively impacted patient outcomes; makes 3. Increase City Department to 38 ensure cost are equitably EMT Backup Ambulance 7AM-7PM, 7 Days Week Covering City Only good fiscal sense; has reduced EMS assists for POC firefighters; and, has POC members. distributed. saved police officer time and improve safety, which is essential to address  Address facility limitations FUTURE STEPS TO ENSURE SUSTAINABILITY police staffing shortages. As such, the service should be continued. (minimum showers/lockers) 1. Enhance recruitment strategies to fill and maintain EMR roster but need to upskill EMRs to Basic EMT level. Some EMRs already meet this  Downward trends in volunteerism will also impact EMR response and will standard, and some will not want to train at the next level. need to be monitored similar to fire staffing. An action plan will be needed Organizational Option 2: Merge Departments under the City; Provide 2. Coverage and response obligations both during the day and 24/7; OR, to determine steps to address emerging trends impacting service service by contract to the Townships. 3. Negotiate an agreement for supplemental daytime coverage with performance. contracted ambulance provider and petition the state to approve the FUTURE STEPS TO ENSURE SUSTAINABILITY plan.  Contracts with contracted ambulance provider should be renegotiated to 1. Establish an intergovernmental working group to develop an operating 4. Identify and hire a third-party ambulance billing company (limited increase service levels and address service gaps currently being plan and agreement that address gaps identified in report. revenue potential). Added expense to pay for on duty staff. Limited experienced. The city should anticipate this negotiation to impact cost transport opportunity to generate revenue to support added cost. (2018 cost was estimated at $350,000). IMMEDIATELY: To Ensure Sustainability of Fire Service, Establish Key 5. Address facility limitations to accommodate shift in operating strategy. Performance Measures (NFPA Standard/Track Performance; Implement  The City has leveraged grant funding to add capital equipment that Next Steps When Performance Levels Trend 5-10% Below Goals. Option 3A City Operated Paramedic Ambulance 24/7 EMT Ambulance enables an affordable transition of the service delivery model. This 7AM-7PM 7 Days Week Covering City Only creates a unique opportunity for the city to consider changes that would FUTURE STEPS TO ENSURE SUSTAINABILITY strengthen response. Additional grant opportunities exist to support this 1. Enhance recruitment strategies to expand and maintain Paid on Call FUTURE STEPS TO ENSURE SUSTAINABILITY transition and should be explored as appropriate. staff at least at 38 members. 1. Enhance recruitment strategies - train or hire paramedic-level 2. If unable to maintain POC levels, consider any of the following: personnel, still limited revenue potential to offset cost.  Both fire and EMS would benefit from shifting to a combination service a) Three full time staff (One Engine) to cover weekdays 7:00 am to 2. Negotiate an agreement for supplemental daytime coverage with delivery model with more cross-trained, full-time staff. Ambulance 5:00 pm contracted ambulance provider and petition the state to approve the revenues would allow the city to add FTE to complement the Paid-on-Call b) Weekend coverage (One Engine) utilizing POC staff in Paid on plan. As revenue models change, unknown cost of contracted service. rosters, increasing available staff for fire response while improving quality Premise Positions 3. Identify and hire a third-party ambulance billing company. of ambulance service and reliability. Even with this, the city must maintain c) Provide 24 -hour coverage (One Engine) 4. Address facility limitations to accommodate shift in operating strategy. a strong Paid-on-Call roster of Firefighters and EMRs regardless of d) Would require 12 Full Time Personnel direction set. Option 3B City Operated Paramedic Ambulance 24/7 EMT Ambulance 24/7 Covering Full Service Territory  The report includes high-level analyses. Whichever direction(s) the City pursues should be followed with a more detailed business operating plan FUTURE STEPS TO ENSURE SUSTAINABILITY to confirm costs prior to implementation. 1. Enhance recruitment strategies - train or hire Basic EMT level. 2. Negotiate an agreement for supplemental daytime coverage with contracted ambulance provider and petition the state to approve the plan. 3. Identify and hire a third-party ambulance billing company (limited revenue potential). 4. To ensure two ambulances are in service at all times, a third ambulance would be needed for instances of maintenance and repair. (possible shared service) 5. Address facility limitations to accommodate shift in operating strategy.  AGENDA SUMMARY SHEET MEETING DATE: 5/28/24 TITLE: Facility Needs AGENDA SECTION: DISCUSSION-INFORMATIONAL PRESENTER: Kathy Schlieve, Administrator DEPARMTENT GOAL(S) SUPPORTED (if applicable) FISCAL IMPACT Public Infrastructure TBD ISSUE SUMMARY This is a strategy discussion on facility needs that will inform capital planning for 2025 and beyond. Plan for discussion on the following: 1. Public Safety 2. Community / Ice Arena 3. City Hall STAFF RECOMMENDATION: Discussion only ATTACHMENTS: RECOMMENDED MOTION: Discussion only  MEMO Community Infrastructure • Architecture • Environmental Services W61N497 Washington Avenue Cedarburg, WI 53012 262-204-2360 www.cedarcorp.com Date May 23, 2024 To City of Waupun Common Council From Kris Dressler, RA & Cory A Scheidler, AIA Subject City Hall Condition Assessment Cedar Corporation has been working with the City of Waupun on their Municipal Facilities for the last several years. In 2020, Cedar Corporation prepared a report of the City of Waupun outlining the condition of the municipal facilities and a capital improvement plan that identified short, intermediate and long-term needs for all city facilities. Within that report, City Hall building improvements totaled nearly $4.0 million over the next ten (10) years. To help with current capital planning needs, Cedar Corporation, the City Administrator and Public Works Director evaluated the City Hall Building on April 23, 2024 by completing a walk through of the interior spaces to discuss building systems condition and functionality, suitability for renovation and overall condition of the structure. We also completed a review of the building exterior, focusing on the building façade, windows and building access. Findings were compared to the 2020 report. There are several areas of the building that have continued to age and deteriorate that are of notable concern. 1. Due to the building configuration with the upper-level auditorium, the site access is extensive and includes multiple stairways and sidewalks which appear to be settling, shifting, and further deteriorating since last evaluated in 2020. The site access needs to be repaired and, in most instances, requires replacement. ADA accessibility will need to be addressed as part of any site upgrades. 2. There are areas of the building that require tuck point and repair to prevent structural damage caused whenever water is able to infiltrate brick structures. 3. A planned roof repair project budgeted in 2024 capital projects should proceed if at all possible. Secondarily, the HVAC, electrical and plumbing systems have reached their useful life and require replacement. There are no redundancies in the current HVAC system. A failure of that system would result in probable closure of the building until repairs or replacement could be completed. Finally, consideration should be given to building functionality, accessibility and security. In 2024 dollars, we estimate that identified costs for all improvements now far exceed our original estimate of $4 M. The current estimate should be updated to $5M for all identified improvements, with the most immediate needs focused on the exterior improvements identified above. Cedarburg • Green Bay • Madison • Menomonie  AGENDA SUMMARY SHEET MEETING DATE: 5/28/24 TITLE: Budget Workshop-Debt Planning & Utilization AGENDA SECTION: DISCUSSION-INFORMATIONAL PRESENTER: Casey Langenfeld, Finance Director Kathy Schlieve, Administrator DEPARMTENT GOAL(S) SUPPORTED (if applicable) FISCAL IMPACT Public Infrastructure TBD ISSUE SUMMARY Staff will present a snapshot and introduce a new tool to forecast debt as it pertains to capital planning. This is the first step in thinking through how the city should address major capital needs that our forecasted in the capital improvement plan. STAFF RECOMMENDATION: Discussion only ATTACHMENTS: 2025 Budget Timeline Debt Forecasting Presentation RECOMMENDED MOTION: Discussion only Capital Project Fund - Historic Levy Amounts $340,000 2024 $340,000 2023 $390,000 2022 $420,000 2021 $441,554 2020 $536,799 2019 Debt Limits Per Wisconsin State Statutes Chapter 66 Equalized Value Allowable Debt Allowable Limit Current Debt $683,050,600 $34,152,530 $13,672,111 Dodge and Fond du Lac 5% of total Equalized As of 12/31/2023 Value 40% of the States allowable limit Debt Limits Per City of Waupun Policy Allowable Limit Current Debt Available Debt $25,614,398 $13,672,111 $11,942,287 75% of Allowable Limit As of 12/31/2023 As of 12/31/2023 53% of City’s Allowable Limit Existing Debt Tax Levy Tax Rate Per $1,000 2023 $861,855 $1.53 2024 2025 2026 2027 2028 2029 2030 2031 Existing Debt Tax Levy Tax Rate Per $1,000 2023 $861,855 $1.53 2024 $866,505 $1.38 2025 2026 2027 2028 2029 2030 2031 Existing Debt Tax Levy Tax Rate Per $1,000 2023 $861,855 $1.53 2024 $866,505 $1.38 2025 $866,380 $1.37 2026 2027 2028 2029 2030 2031 Existing Debt Tax Levy Tax Rate Per $1,000 2023 $861,855 $1.53 2024 $866,505 $1.38 2025 $866,380 $1.37 2026 $871,505 $1.36 2027 2028 2029 2030 2031 Existing Debt Tax Levy Tax Rate Per $1,000 2023 $861,855 $1.53 2024 $866,505 $1.38 2025 $866,380 $1.37 2026 $871,505 $1.36 2027 $885,680 $1.37 2028 2029 2030 2031 Existing Debt Tax Levy Tax Rate Per $1,000 2023 $861,855 $1.53 2024 $866,505 $1.38 2025 $866,380 $1.37 2026 $871,505 $1.36 2027 $885,680 $1.37 2028 $896,905 $1.37 2029 2030 2031 Existing Debt Tax Levy Tax Rate Per $1,000 2023 $861,855 $1.53 2024 $866,505 $1.38 2025 $866,380 $1.37 2026 $871,505 $1.36 2027 $885,680 $1.37 2028 $896,905 $1.37 2029 $372,230 $ .56 2030 2031 Existing Debt Tax Levy Tax Rate Per $1,000 2023 $861,855 $1.53 2024 $866,505 $1.38 2025 $866,380 $1.37 2026 $871,505 $1.36 2027 $885,680 $1.37 2028 $896,905 $1.37 2029 $372,230 $ .56 2030 $146,005 $ .22 2031 Existing Debt Tax Levy Tax Rate Per $1,000 2023 $861,855 $1.53 2024 $866,505 $1.38 2025 $866,380 $1.37 2026 $871,505 $1.36 2027 $885,680 $1.37 2028 $896,905 $1.37 2029 $372,230 $ .56 2030 $146,005 $ .22 2031 $148,085 $ .22 Available Borrowing Capacity - Current % of City Debt Limit $13,950,811 2024 47% $16,019,716 2025 40% $18,145,934 2026 34% $20,469,929 2027 27% $22,952,145 2028 21% $24,948,154 2029 16% $26,678,429 2030 12%  2022 Debt Issue Fire Truck $2,100,000 United Co-Op Incentive 845,000 Newton/Rock Phase 2 784,000 2023 Mill and Overlay 500,000 Gateway Drive SW Pond 532,000 Land Purchase 400,000 Fire SCBA’s/Safety House 400,000 Capital 2024 City Hall Improvements Com Cntr/Aquatic Cntr 286,300 213,500 Projects Museum Tuck Pnt/windows Street Design Engineering 73,000 58,000 Garage Roof/Walls 50,000 2025 Sidewalk Replacement 50,000 Playground Equipment 35,000 Aquatic Center Painting 30,000 McCune Bath house 18,000 Alley – Wind and Unwind 15,000 2026 Sign Control 7,910 Library Engineering 5,000 $6,402,710  2024 Debt Issue 2025 City Hall Improvements $ 1,800,000 Fire Station Showers 400,000 Garage Roof/Walls/Floor 355,000 Alley – Wind and Unwind 243,380 Capital 2026 Mill and Overlay 451,762 Projects Library Elevator 142,000 Sidewalk Replacement 100,000 Wilcox Playground 97,440 2027 Zellner Playground 40,000 Museum Roof 36,000 Library Parking Lot 12,000 2028 Aquatic Center paint 5,000 $3,682,582  2026 Debt Issue 2027 City Hall Improvements $3,500,000 River and Wilcox 1,043,000 Mill and Overlay 240,000 Capital 2028 Sidewalk Replacement 100,000 Projects Grove St 87,496 Entry Signs 80,000 Roosevelt St 75,450 2029 Park St 71,805 Street Engineering 45,000 Franklin St 28,348 2030 Aquatic Cntr paint 10,000 $5,281,099  2028 Debt Issue 2029 Rock River/McKinley $2,457,000 Rounsville SW Pond 461,783 Street Engineering 107,000 Capital 2030 Sidewalk Replacement 100,000 Projects Mill and Overlay Aquatic Center Painting 50,000 20,000 $3,195,783 2031 2032  Financing Plan Tax Rate Impact Tax Rate Per $1,000 2024 $866,505 $1.38 2025 2026 2027 2028 2029 2030 2031 2032 *Amounts do no include debt issue for Stormwater Ponds  Financing Plan Tax Rate Impact Tax Rate Per $1,000 2024 $866,505 $1.38 2025 $1,208,370 $1.91 2026 2027 2028 2029 2030 2031 2032 *Amounts do no include debt issue for Stormwater Ponds  Financing Plan Tax Rate Impact Tax Rate Per $1,000 2024 $866,505 $1.38 2025 $1,208,370 $1.91 2026 $1,239,455 $1.94 2027 2028 2029 2030 2031 2032 *Amounts do no include debt issue for Stormwater Ponds  Financing Plan Tax Rate Impact Tax Rate Per $1,000 2024 $866,505 $1.38 2025 $1,208,370 $1.91 2026 $1,239,455 $1.94 2027 $1,407,380 $2.18 2028 2029 2030 2031 2032 *Amounts do no include debt issue for Stormwater Ponds  Financing Plan Tax Rate Impact Tax Rate Per $1,000 2024 $866,505 $1.38 2025 $1,208,370 $1.91 2026 $1,239,455 $1.94 2027 $1,407,380 $2.18 2028 $1,428,430 $2.19 2029 2030 2031 2032 *Amounts do no include debt issue for Stormwater Ponds  Financing Plan Tax Rate Impact Tax Rate Per $1,000 2024 $866,505 $1.38 2025 $1,208,370 $1.91 2026 $1,239,455 $1.94 2027 $1,407,380 $2.18 2028 $1,428,430 $2.19 2029 $1,437,343 $2.18 2030 $1,328,243 $2.00 2031 2032 *Amounts do no include debt issue for Stormwater Ponds  Financing Plan Tax Rate Impact Tax Rate Per $1,000 2024 $866,505 $1.38 2025 $1,208,370 $1.91 2026 $1,239,455 $1.94 2027 $1,407,380 $2.18 2028 $1,428,430 $2.19 2029 $1,437,343 $2.18 2030 $1,328,243 $2.00 2031 $1,313,373 $1.95 2032 *Amounts do no include debt issue for Stormwater Ponds  Financing Plan Tax Rate Impact Tax Rate Per $1,000 2024 $866,505 $1.38 2025 $1,208,370 $1.91 2026 $1,239,455 $1.94 2027 $1,407,380 $2.18 2028 $1,428,430 $2.19 2029 $1,437,343 $2.18 2030 $1,328,243 $2.00 2031 $1,313,373 $1.95 2032 $1,317,900 $1.94 *Amounts do no include debt issue for Stormwater Ponds  Available Borrowing Capacity - Future Plan % of City Debt Limit $7,930,811 2024 70% $10,254,268 2025 62% $8,862,731 2026 68% $11,460,908 2027 59% $8,834,305 2028 69% $11,443,716 2029 61% $11,079,697 2030 63% *Amounts do no include debt issue for Stormwater Ponds Available Borrowing Capacity - Defer Projects to Reduce Tax Rate Projects 2024 2025 2026 2027 2028 2029 2030 2031 City Hall $86,300 $200,000 $1,100,000 $700,000 $3,500,000 Fire 2,500,000 Public Works 73,000 105,000 368,000 277,000 50,000 50,000 50,000 50,000 Streets 256,000 1,108,910 485,142 210,000 548,099 1,043,000 157,000 2,457,000 Centers 213,500 83,000 400,000 142,440 85,000 5,000 15,000 5,000 Land Acquisition 400,000 TID 9 845,000 Debt Amounts $5,864,710 $3,682,582 $5,281,099 $2,734,000 Available Borrowing Capacity - Defer Projects to Reduce Tax Rate Projects 2024 2025 2026 2027 2028 2029 2030 2031 City Hall $86,300 $200,000 $1,100,000 $700,000 $3,500,000 Fire 2,500,000 Public Works 73,000 105,000 368,000 277,000 50,000 50,000 50,000 50,000 Streets 250,000 1,108,910 485,142 210,000 548,099 1,043,000 157,000 2,457,000 Centers 213,500 83,000 400,000 142,440 85,000 5,000 15,000 5,000 Land Acquisition 400,000 TID 9 845,000 Available Borrowing Capacity - Defer Projects to Reduce Tax Rate Projects 2024 2025 2026 2027 2028 2029 2030 2031 City Hall $86,300 $200,000 $1,100,000 $700,000 $3,500,000 Fire 2,500,000 Public Works 73,000 105,000 368,000 327,000 50,000 50,000 50,000 Streets 250,000 500,000 485,142 758,099 1,043,000 157,000 2,457,000 Centers 213,500 83,000 400,000 142,440 85,000 5,000 15,000 5,000 Land Acquisition 400,000 TID 9 845,000 Debt Amounts (original) $5,864,710 $3,682,582 $5,281,099 $2,734,000 Debt Amounts (deferred) $2,755,800 $5,695,582 $5,768,099 $2,734,000  Financing Plan Tax Rate Impact – Deferred Projects Tax Rate Per $1,000 2024 $866,505 $1.38 2025 $997,161 $1.57 2026 $1,010,255 $1.58 2027 $1,212,618 $1.88 2028 $1,264,993 $1.94 2029 $1,272,005 $1.93 2030 $1,293,243 $1.94 2031 $1,299,723 $1.93 2032 $1,317,900 $1.92 *Amounts do no include debt issue for Stormwater Ponds Capital Project Debt Issue $340,000 $225,000 Capital Project Fund Levy Equipment Project Fund Levy $565,000 Potential Equipment Project Fund Levy Future Equipment Fund Expenses 2025 $554,273 $565,000 2026 $595,611 Potential Equipment 2027 $620,527 Project Fund Levy 2028 $696,905 2029 $521,813 Equipment Fund Cost Examples SCBA with Breathing Tanks = $360,000 Payloader = $310,000 DPW Truck = $55,000 Dump Truck = $300,000 Police Squad = $80,000 City wide computer/equipment = $37,000  City of Waupun 2025 Budget Schedule May 1 Budgets initialized in MiBudget May 15 Capital/Equipment Improvement Plans distributed Committee of the Whole - annual budget process, debt overview and May 28 prioritization setting workshop for Council Department Heads work with committees/boards/commissions to establish May-June budget priorities June 25 Committee of the Whole - Budget Workshop June 28 Capital/Equipment Improvement Plans due July 5 Department budgets due Department Heads to meet with Finance Director to review any budget July - Mid submittals or requests Administrator and Finance Director review department budget submittals July 15 and requests July 30 Committee of the Whole - Budget Workshop July-Aug Department Heads meet with committees to review budget submittals Administrator and Finance Director review department budget submittals August and requests and hold Department Head budget meeting Committee of the Whole - Budget Workshop Present proposed 2025 August 27 Capital and Equipment Improvement Plan Sept - Mid Prepare Budget Report Summary Hold Special Council meeting - present full proposed budget, Council Sept 24 approves publishing the public hearing notice Nov 4 Post Budget Narrative online/social media Nov 12 Common Council Public Hearing and adoption of 2025 Budget K:\Finance\BUDGET\2025\BUDGET TIMELINE AND MEMOS\2025 Budget timeline with notes City of Waupun Ordinance Revision Progress Timeline Last Update 5/13/2024 Muni. Code Description Requested By Date requested Assigned To Priority Status Deadline Days Left Additional Notes Chapter 2 Remote Meeting Attendance / Voting Kathy 3/22/2024 Angie High Researching 6/1/2024 8 Days Remaining Record Retention - Social Media 3 Casey 4/22/2024 Casey High In Draft Form 6/30/2024 37 Days Remaining Discussion draft document prepared, on the agenda for discussion 4/30/24. Arechive 6 Bicycles on Sidewalks Mayor 5/13/2024 Casey High Researching 6/30/2024 37 Days Remaining Includes research on e-bikes and e-schooters. Moving to draft form - consistent with Judge Snow request/explanation, CL emailed to Dan 1st Presenation 8 Truancy Municipal Judge 2/13/2024 Jeremy High 1st Presentation 6/15/2024 22 Days Remaining draft 4/15/24, emailed Dan 4/22/24 did not receive a response from Dan from 1st email, Dan provided input, moving 1st Presentation to the Council on 5/14/24. 8 Dog Leash Jeremy 2/1/2024 Jeremy High Researching 6/1/2024 8 Days Remaining 9 Nuisance Fire Dept 1/1/2022 BJ Med Researching 8/30/2024 98 Days Remaining 11 Public Art Kathy 3/18/2024 Kathy High Researching 6/1/2024 8 Days Remaining Initial Discussion with Council 3/26/24 11 Liquor License Changes Angie 3/22/2024 Angie High Researching 12/1/2024 191 Days Remaining 11 Business Licensing Casey 4/1/2024 Casey Med Researching 12/1/2024 191 Days Remaining Peddler, Solicitors, and Transient 11.02 Kathy 3/18/2024 Kathy High Researching 6/1/2024 8 Days Remaining Initial Discussion with Council 3/26/24 Merchants and Mobile Food Trucks Contacting area businesses to review proposed ordinance changes to ensure whatever is brought forward is 16 Tires Kathy 3/1/2024 Casey High Researching 6/1/2024 8 Days Remaining not overly restrictive to prevent normal business operaiton before finalizing draft. 16 Fence Building Inspector 1/1/2022 Zoning Administrator Med Researching 8/30/2024 98 Days Remaining 16.13 Home Occupations Kathy 3/1/2024 Casey Med Researching 6/1/2024 8 Days Remaining Moving to draft form - consistent with Judge Snow request/explanation. 1st presentation document emailed to Dan for review prior to Council meeting 4/23/24. Dan provided response, moving 1st Presentation to the 18 Municipal Court Fees Municipal Judge 2/13/2024 Jeremy High 2nd Presentation 6/11/2024 18 Days Remaining council. Dan mentioned adding language about restitution and imprisonment. Revisons were made by Dan and emailed on 5/15/24. Emailed to Angie to send to the Council in June. 25 Downtown Design Guidelines CDA 3/19/2024 Kathy Med Researching 8/3/2024 71 Days Remaining 8 and 11 Vaping Angie 3/22/2024 Angie High Researching 6/1/2024 8 Days Remaining ROW Easement Small Cell Tower Utilities 4/1/2024 Utiltiies Med Researching 12/1/2024 191 Days Remaining Subdivision Ordinance updates Kathy 4/1/2024 Kathy Med Researching 12/1/2024 191 Days Remaining Bringing planner in to facilitate updates K:\Ordinances\Ordinance Pipeline