On the agenda: De Pere Finance/Personnel Committee — Flock Safety (Oct 14)

Finance/Personnel Committee
Regular Meeting

335 South Broadway
De Pere, WI 54115
www.deperewi.gov

Agenda
Wednesday, October 14, 2026

5:00 PM

Council Chambers and Virtual

Pursuant to Wisconsin Statute 19.84, Notice is hereby given to the public that a meeting of
the Finance/Personnel Committee of the City of De Pere will be held on October 14, 2026 at 5:00 PM
in the COUNCIL CHAMBERS, 2ND FLOOR CITY HALL, 335 S. BROADWAY STREET. DE
PERE.
Electronic Meeting Access:
https://www.gotomeet.me/DePere

1.

Telephonic Meeting Access:
1 (866) 899 4679 -or- 1 (312) 757-3117
Access Code: 154-883-285

CALL TO ORDER
A.

Roll Call

2.

PUBLIC COMMENTS
Comments made during the public comment period shall pertain only to matters under the
jurisdiction of the Finance/Personnel Committee. §6-3(f) DPMC

3.

NEW BUSINESS
A.

4.

2027 Budget study session.

ADJOURNMENT

Any person wishing to attend this meeting who, because of disability, requires special
accommodations should contact the Legal Department at 920-339-4042 by noon on
the previous day so that arrangements can be made.
The Public or Members of the Finance/Personnel Committee, which may count
toward an official quorum, may attend the meeting either in person in the
Council Chambers or telephonically or electronically via video conferencing or
other appropriate technological means.
This meeting may also be rebroadcast on TV throughout the week and available
on demand at https://deperewi.portal.civicclerk.com/.

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Regular Meeting

Wednesday, October 14, 2026

5:00 PM

2|Page

Page 2 of 487

City of De Pere, Wisconsin

3.A

Request for Finance/Personnel
Committee Action
Meeting Date:
Department:
From:
Subject:
Recommendation:

October 14, 2026
Administration
Kim Flom, City Manager
2027 Budget study session.
No Action NeededNo Action Needed

Attachments:
2027 DRAFT EXECUTIVE BUDGET

Page 3 of 487

City of De Pere, Wisconsin

Draft 2027 Executive Budget

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TABLE OF CONTENTS
BUDGET ITEM

PAGE

General Fund
General Government
City Council……………………………………………
Municipal Court……………………………………….
Law Department………………………………………
City Manager……..…………………………………
Mayor………………………………………………….
City Clerk……………………………………………..
Human Resources……………………………………
Elections………………………………………………
Information Management…………………………….
Sustainability Programming…………………………
Finance……………………………………………….
Assessor………………………………………………
City Hall……………………………………………….
Other General Government………………………….
Health Department…………………………………..
Development Services………………..……………..
GIS Department………………………………………
TOTAL GENERAL GOVERNMENT………………

3-6
7-10
11-18
19-23
24-27
28-32
33-38
39-43
44-48
49-51
52-55
56-59
60-62
63-64
65-71
72-79
80-83
84-87

Public Safety
Police………………………………………………….
Crossing Guards…………………………………….
Fire Rescue………………………………………......
Building Inspection…………………………………..
Jail……………………………………………………..
TOTAL PUBLIC SAFETY ………………………….

90-97
98-101
102-108
109-113
114-116
117-119

Public Works
Public Works Administration…………………………
Engineering……………………………………………
Municipal Service Center…………………………….
Building Maintenance…………………………………
Fleet Maintenance………..……………………………
Snow and Ice Control………………………………….
Street Maintenance……………………………………
Traffic Signs and Markings…………………………..
Street Lighting………………………………………….
Traffic Lights……………………………………………
Brush Collection……………………………………….
Transit System…………………………………………
Garbage/Refuse Collection…………………………..
Landfill………………………………………………….
Weed Control………………………………………….
Recycling……………………………………………….
TOTAL PUBLIC WORKS …………………………..

122-126
127-132
133-135
136-138
139-141
142-145
146-148
149-152
153-155
156-158
159-161
162-164
165-168
169-171
172-174
175-177
178-180

BUDGET ITEM

PAGE

Culture, Education & Recreation
Community Center ……………………………………
Historic Preservation Commission………………….
Park and Rec Administration………………………..
Parks and Public Land……………………………….
Forestry………………………………………………..
Boat Ramps……………………………………………
Parks Equipment/Vehicle Maintenance……………..
Recreation and Recreation Programs………………
Special Events/Celebrations…………………………
TOTAL CULTURE, EDUCATION & RECREATION

183-187
188-191
192-196
197-201
202-206
207-210
211-213
214-221
222-225
226-228

TOTAL GENERAL FUND
EXPENDITURES & REVENUES

229-238

SPECIAL FUND EXPENDITURES
AND REVENUES …………………………………..
Economic Development Fund
Affordable Housing Fund
Wastewater Treatment Services
Public Land Acquisition
Cable Access Fund
Aquatics Facilities Referendum Fund

240-243
244-247
248-250
251-252
253-258
259-265

DEBT SERVICE EXPENDITURES
AND REVENUES ……………………………………

266-270

CAPITAL PROJECTS EXPENDITURES
AND REVENUES ……………………………………
TAX INCREMENT DISTRICT FUNDS
Tax Increment District # 7
Tax Increment District # 9
Tax Increment District #10
Tax Increment District #11
Tax Increment District #12
Tax Increment District #13
Tax Increment District #14
Tax Increment District #15
Tax Increment District #17
Tax Increment District #18
AQUATICS FACILITIES CAPITAL PROJECTS
FUND ……………………………………....................

271-399
400-403
404-406
407-409
410-412
413-415
416-418
419-421
422-424
425-427
428-430
431-433
434-435

WATER EXPENDITURES
AND REVENUES ……………………………………

436-444

STORMWATER EXPENDITURES
AND REVENUES ……………………………………

445-482

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GENERAL GOVERNMENT

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GENERAL GOVERNMENT EXPENDITURES

FULL TIME
EQUIVALENTS

PROGRAM BUDGET
City Council
Municipal Court
City Attorney
City Manager
Mayor
City Clerk
Human Resources
Elections
Information Management
Sustainability Programming
Finance
Assessor
City Hall
Health Department
Development Services
GIS

0.00
1.00
2.35
0.83
0.38
2.48
2.80
0.00
1.48
0.00
1.27
0.10
0.15
5.00
1.71
1.29

TOTAL

20.83

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City Council
Program Full Time Equivalents: 0
Program Mission:
The De Pere City Council prioritizes and enacts policies that promote community interest and achieve the City’s Mission/Vision
Goals. They ensure that municipal services are provided in a manner that meets the needs of the community at a cost the community is
willing to pay.
List of Program Service(s) Descriptions:
1)
2)
3)
4)
5)
6)

Establish Mission/Vision/Goals – Identify and review the Community’s Mission/Vision and Values to help align and direct
efforts.
Prioritize Policies – Prioritize and adopt policies to provide municipal services and to promote the short and long term
interests of the community.
Legislative Activities – Pass ordinances that create local laws and regulations that meet the needs of the community.
Constituency Contact – Receive input/comments from citizens.
Fiscal Control – Adopt an annual budget that meets the municipal service needs of the community at a cost the community
is willing to pay in fees and taxes.
Promote Innovation – Identify and promote innovative municipal service concepts that will improve the quality of life in
the community.

Importance to Community:
1)
2)
3)

A professional City Council establishes stability, provides a safe space for open dialogue and builds trust with the
community.
City Council members represent community needs via in their review and actions as a legislative body.
The City Council is the core decision-making body for the community, playing a crucial role in ensuring that the City
achieves its vision/mission and goals.

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Important Outputs:
1)
2)
3)
4)
5)

Ordinances Adopted – Activity funded by the property tax. Ordinances establish enforceable municipal laws intended to
protect or enhance the needs of the community.
Resolutions Adopted – Activity funded by the property tax. Resolutions establish City Council policies or directives for the
municipal government and/or community.
Adopt Annual Budget – Activity funded by the property tax. The Annual Budget provides funding for all municipal
services and activities for the community.
Evaluate Programs and Services – Activity funded by the property tax. The City Council periodically evaluates the
effectiveness of municipal services and adopts service level policies and funding to match community needs.
Community Connectivity – Communications and interactions with residents to understand issues and needs.

Expected Outcomes:
1)
2)
3)
4)

Residents feel connected to their community and are able to easily access their alderperson.
Most residents trust the their local government is being a responsible steward of their property taxes.
Residents believe that believe the overall quality of life in De Pere is good or excellent.
Most residents believe that the City provides an appropriate level of municipal services.

2026 Program Achievements (July 2025 – June 2026):
1)
2)
3)

Adopted the 2026 Annual Budget.
Reaffirmed Council Goals and Strategic direction in the Summer Study Session.
Numerous ordinances, resolutions and policy decisions including the creation of a new Youth Commission, direction on
future water rates, development agreements for a wide range of new projects, and direction on the future of the De Pere Ice
Arena.

2027 Program Goals & Objectives (July 2025 – June 2026):
1)
2)
3)

Summer Study Session and Council Operations Workshop
Continued minimal complaints regarding the ability to contact an elected official.
Pass a balanced budget that meets the needs of the community but maintains a strong financial future.

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4)

Maintain a 3% or lower increase in property tax mill rate for municipal service operations excluding impacts to the mill
rate due to Federal, State or citizen imposed fee increases or revenue reductions.

Costs and Benefits:
The proposed 2027 City Council program cost is $115,617. The program benefits the community by providing citizens with
representation in the discussion and implementation of municipal policies and codes as well as to develop an annual budget that
includes adopted property tax rates and fees for municipal services. The program services which provide constituency contact, policy
development and fiscal control benefit the community by providing citizens with the ability to influence short and long term service
levels and community development.
2027 Budget Significant Expenditure Changes:
1)
2)
3)
4)

Seminars and conferences includes $1,200 to accommodate miscellaneous training for alderpersons.
Office Supplies increased $210 to reflect reallocation of expenses previously budgeted in Other General Government.
Memberships and Subscriptions increased $403 and includes $10,180 for membership in the League of Wisconsin
Municipalities and $500 for miscellaneous subscriptions.
Grants and Donations increased $3,000 to support community improvement projects. $12,000 for the Beautification
Committee, $8,000 for Sister Cities, and $4,000 for Community Service Grants.

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City of De Pere
2027 General Fund
Adopted Budget

EXPENDITURES
2025
Year End
Actual

Account Title

2026
Adopted
Budget

2026
Current
Budget

2026
6 mos
Actual

2026
Year End
Estimate

2027
Dept Head
Proposed

2027
Executive
Proposed

2027 / 2026
Budget
% Of Change

CITY COUNCIL

Account Number
PERSONAL SERVICES
100 51100 122 Hourly Wages--Part Time
100 51100 150 FICA
100 51100 152 Health, Dental, DIB, Life & Wks Cmp Ins

$

Subtotal

100
100
100
100

51100
51100
51100
51100

CONTRACTUAL SERVICES
210 Electronic Device Stipend
211 Postage
212 Seminars and Conferences
224 Public Notices
Subtotal

100
100
100

51100
51100
51100

SUPPLIES AND EXPENSE
310 Office Supplies
320 Memberships/Subscriptions
330 Mileage Reimbursement
Subtotal

100

51100

GRANTS, CONTRIBUTIONS, INDEM
720 Grants and Donations
Subtotal

100

51100

CAPITAL OUTLAY
811 Capital Equipment
Subtotal

TOTAL

$

62,174 $
901
111

64,853 $
940
104

64,853 $
940
104

32,109 $
465
103

64,853 $
940
104

66,800 $
969
107

66,800
969
108

63,186

65,897

65,897

32,678

65,897

67,875

67,877

3,750
0
470
5182

3,750
0
1,200
6,000

3,750
0
1,200
6,000

3,750
0
0
2,171

3,750
0
1,200
6,000

3,750
0
1,200
6,000

3,750
0
1,200
6,000

9,402

10,950

10,950

5,921

10,950

10,950

10,950

1,197
9,377
0

1,500
10,277
400

1,500
10,277
400

275
9,876
0

1,500
10,277
400

1,500
10,600
400

1,710
10,680
400

10,574

12,177

12,177

10,151

12,177

12,500

12,790

3.00%
3.04%
4.08%
3.00%

0.00%
0.00%
0.00%
0.00%
0.00%

14.00%
3.92%
0.00%
5.03%

17,663

21,000

21,000

18,349

21,000

26,000

24,000

17,663

21,000

21,000

18,349

21,000

26,000

24,000

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0.00%
0.00%

115,617

5.08%

100,825

$

110,024

$

6

110,024

$

67,098

$

110,024

$

117,325

$

14.29%
14.29%

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Municipal Court
Program Full Time Equivalents: 1.0
Program Mission:
Provide the City and defendants with a court that is fair and efficient. Make all defendants aware of their procedural and substantive
rights. Use the rules of evidence at trials. Be fair in imposing sentences. Protect victim’s rights to restitution. Preside in a manner
that fosters respect in the court.
List of Program Service(s) Descriptions:
1)
2)
3)
4)
5)

Process all citations written for De Pere/Ledgeview Municipal Court.
Hold adult court on each Wednesday of the month, juvenile court & trials on 2nd & 4th Thursdays of each month.
Process all dispositions from initial appearances & trials.
Help defendants and general public with questions; provide them with needed and helpful information.
Maintain office hours for defendants to conduct business with the court.
Follow through with post-conviction collection remedies and efforts.

Importance to Community:
1)
2)
3)
4)
6)

The court provides defendants with the opportunity to appear before the judge and be heard.
Provide defendants with information requested to assist in making informed decisions concerning court matters.
Collection of forfeitures imposed on citations.
Provide defendants with rights and procedure information in writing and orally at initial appearance.

Important Outputs:
1)
2)

Citations – Process all received from De Pere officers, city officials, Ledgeview enforcement officers & Brown County
Sheriff’s Department for Ledgeview.
Court – Defendants who appear in court for initial appearances treated with respect, court held efficiently and timely,
defendant given all information needed to make informed decision for plea, prepare dispositions with all needed
information and give to defendants before they leave court, prepare and give to defendants notice of trial before they leave

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3)

4)

court if not guilty plea entered, collect forfeitures from defendants who wish to pay at court and give a receipt for payment.
Work with juveniles to reduce recidivism through available means and allow them to comply with orders imposed.
Dispositions – Collect & receipt for all money paid towards forfeitures and mandatory costs, send required information to
the DOT, send all paperwork and information to defendants or their attorneys from trials. Return all adult dispositions to
the police department to enter and store, file juvenile dispositions in locked secure location in court office.
Enforcement – Order suspension of driving privileges for defendants who have not paid forfeitures for traffic violations,
issue summons to appear for defendants who have not paid forfeitures for non-traffic violations or who do not have a valid
license to suspend, issue warrants & writs of commitment for defendants who do not appear at summons or do not pay
forfeitures after given extensions. If time allows send a last letter to defendants who have not paid traffic forfeitures who
have a valid license to attempt to collect before suspending.

Expected Outcomes:
1)
2)
3)
4)

Maintain a fair and efficient court and office so defendants feel they were treated fair and equitably, return all phone calls
in a timely manner.
Use all measures available to collect forfeitures in a timely manner.
Schedule trials within 30 days of initial appearance date.
Use all means available to reduce incidents and truancy in the schools.

2026 Program Achievements (July 2025 – June 2026):
1)

2)
3)
4)
5)
6)

From July 2024 – June 2025 intake of 1,414 citations with $228,932.51 monies collected.
a. Result: From July 2025 – June 2026 intake of 1,067 citations with $158,983.07 monies collected. This represented
decreased collections by 36 % from the prior year.
Current with tax intercept, suspensions, and warrants. Collected $3,139.54 through tax intercept for the 2026 tax season.
a. Result: This represents decreased collections by 24% from prior year.
Annually review open juvenile cases to determine compliance or need to suspend driver’s license.
a. Result: 100% reviewed.
Follow up juvenile truancy with return court dates and petitions to circuit court for additional sanctions.
Scheduled 1,376 proceedings and processed paperwork accordingly, whether it is initial appearances, indigency or trials for
2025-2026. (2024-2025 =1,723 proceedings). This is a decrease of 22% less proceedings during 2025-2026.
Scheduling pretrial conferences with the Assistant City Attorney and holding them by phone or email has provided quicker
resolution of cases to reduce the number of appearances for a defendant who pleads not guilty.

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2027 Program Goals and Objectives (July 2026 – June 2027):
1)
2)
3)
4)
5)
6)

Maintain the time between initial appearances and trial dates at approximately 30 days.
Use alternative penalties for non-payment of forfeitures.
Continue to keep the office efficient and customer friendly.
Provide flexible payment options to defendants unable to pay in full immediately.
Reduce all past due forfeitures by 5% by using collection options.
Annually review 100% of open juvenile cases to determine compliance.

Costs and Benefits:
The proposed 2027 Municipal Court program cost is $142,509. Court continues to provide public with a quality municipal court
procedurally and economically. Public benefits from the municipal judge being able to handle video conferencing and other issues
outside of the times that court is normally scheduled.
2027 Budget Significant Expenditure Changes:
1)
2)
3)
4)
5)
6)

Hourly Wages, FICA, and Retirement accounts increased to reflect a Cost of Living Allowance (COLA) and the
adjustments per the approved compensation study.
Health, Dental, DIB, Life & Worker’s Comp Insurance account changed based on current plan selections and increased
insurance costs.
Seminars and Conferences include $350 for Municipal Judge and $300 for Court clerk to attend required continuing
education classes.
Consulting includes $6,084 for TIPSS court computer program and support; onetime fee of $3,000 for TIPSS License and
Service fee to install/set up State Debt Collection (SDC) for collection of past due balances on citations.
$1,500 WI Dept. of Justice for access to e-Time software; $300 for interpreter costs and $450 for substitute judge if
needed. This is due to expected increases.
Memberships and Subscriptions include $800 for WI Supreme Court Office of Judicial Education; $150 Municipal Judges
Association dues and $55 for Municipal Court Clerks Association.

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City of De Pere
2027 General Fund
Adopted Budget

EXPENDITURES
2025
Year End
Actual

Account Title

2026
Adopted
Budget

2026
Current
Budget

2026
6 mos
Actual

2026
Year End
Estimate

2027
Dept Head
Proposed

2027
Executive
Proposed

2027 / 2026
Budget
% Of Change

MUNICIPAL COURT

Account Number
100 51200
100 51200
100 51200
100 51200
100 51200
100 51200
100 51200

PERSONAL SERVICES
110 Salaries
120 Hourly Wages
125 Overtime Wages
150 FICA
151 Retirement
152 Health, Dental, DIB, Life & Wks Cmp Ins
190 Training

$

Subtotal

100
100
100
100

51200
51200
51200
51200

CONTRACTUAL SERVICES
210 Telephone
211 Postage
212 Seminars and Conferences
215 Consulting
Subtotal

100
100
100
100

51200
51200
51200
51200

SUPPLIES AND EXPENSE
310 Office Supplies
315 Publications
320 Memberships/Subscriptions
330 Mileage Reimbursement
Subtotal

100
100

51200
51200

CAPITAL OUTLAY
810 Capital Equipment
811 Office Equipment
Subtotal

TOTAL

$

26,665 $
61,057
0
6,488
4,244
30,728
0

27,335 $
62,670
1,200
6,977
4,599
29,959
0

27,335 $
62,670
1,200
6,977
4,599
29,959
0

8,200 $
29,405
0
2,780
2,117
18,843
0

22,919 $
62,670
0
6,548
4,512
25,000
0

28,155 $
64,653
1,200
7,192
4,774
20,610
0

28,155
65,541
1,200
7,260
4,839
20,585
0

129,182

132,740

132,740

61,346

121,649

126,584

127,580

(105)
0
662
7,477

0
0
650
7,751

0
0
650
7,751

0
0
0
9,917

0
0
650
10,901

0
0
650
11,334

0
0
650
11,334

8,034

8,401

8,401

9,917

11,551

11,984

11,984

1,856
0
1,005
182

1,575
80
950
365

1,575
80
950
365

1,020
0
1,005
0

1,575
0
1,005
365

1,575
0
1,005
365

1,575
0
1,005
365

3,043

2,970

2,970

2,025

2,945

2,945

2,945

6,582
0

0
0

0
0

0
0

0
0

0
0

0
0

6,582

0

0

0

0

0

0

0.00%
0.00%
0.00%

142,509

-1.11%

146,842

$

144,111

10

$

144,111

$

73,289

$

136,145

$

141,513

$

3.00%
4.58%
0.00%
4.05%
5.23%
-31.29%
0.00%
-3.89%

0.00%
0.00%
0.00%
46.23%
42.65%

0.00%
-100.00%
5.79%
0.00%
-0.84%

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Law Department
Program Full Time Equivalents: 2.35
Program Mission: To provide legal services to the entire City as a municipal corporation in an effective, protective, and efficient
manner. The City as a municipal corporation includes: the Common Council, its standing Committees (Finance/Personnel, License,
Board of Public Works), its Boards (e.g., Board of Park Commissioners, Zoning Board of Appeals, Board of Review, Board of Health)
and its Commissions (e.g., Police & Fire Commission, City Plan Commission, Historic Preservation Commission, Commission on
Aging), Authorities (Redevelopment Authority, Housing Authority) and City officials and staff.
List of Program Service(s) Descriptions:
1)

2)

GENERAL LEGAL SERVICES
a) Departmental Inquiries: daily phone calls, emails, and meetings regarding departmental activities and the provision of
legal advice pertaining to the same.
b) Legal Research and Writing: legal research of federal and state statutes, regulations and case law; draft ordinances,
memoranda and/or opinions; review and keep current on legal changes and case law.
c) Public Records/Open Meetings: review and/or advise on public record and open meetings laws; assist in responding to
complex public records release issues.
d) Service Contract/Agreement Drafting/Review: draft, review, and revise a variety of agreements, amendments, and similar
or related documents; advise on breach of contract and possible remedies.
e) Parliamentarian: advise on Roberts’s Rules of Order during and outside of meetings to ensure formalities followed.
REAL PROPERTY MATTERS
a) Development Agreements: draft, review, revise, and ensure proper recording of numerous TID development agreements,
sales and options of City property agreements, and drafting public infrastructure agreements for private land development
agreements; advise on compliance with agreement terms.
b) Zoning: advise on zoning interpretations, rezoning requests, zoning amendments, protest petitions, moratoria, supermajority requirements and other miscellaneous zoning issues; guidance on variances and conditional use applications
and permits, loss of conditional use status; familiarity with federal, state and constitutional property regulations; advise
Board of Appeals on as needed basis.
c) Annexations: review of annexation petitions for compliance with statutory requirements; research and advise City staff
and Council on validity of annexation; defend City in annexation challenges.

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3)

4)

5)

d) Property Transfers: performs all tasks for sale and/or purchase of City property including obtaining title insurance and
minimizing exceptions/issues identified in title insurance; draft and properly record closing documents.
e) Condemnation (eminent domain): ensure compliance with complex statutory requirements to acquire property under
condemnation; represent City in legal challenges to property taking.
f) Easements: all work necessary to obtain easements for City purposes, which includes drafting paperwork for grant or
release of easement; research of old facilities and corrective easement documentation when necessary.
g) Right of Way Vacation and Revocable Occupancy Permits: draft necessary paperwork for use of City right of way and
ROP permits or as otherwise allowed by City.
h) Special Assessments: advise on legal requirements; draft final assessment resolution; follow-up with omitted property
owners to obtain voluntary agreement.
i) Leases: draft, review and determine compliance with state law for provisions favorable to City.
j) Tax Increment Districts: review project plan and boundaries including any amendments; ensure statutory criteria met;
draft necessary resolutions and provide legal opinion of compliance; draft and enforce development agreements.
k) Property Assessments: advise the Board of Review on assessment issues and challenges including litigation regarding
claims for excessive assessment.
PUBLIC WORKS
a) Public Works Contracts: advise on public bidding statutes, irregularities in bid process and proper award procedures;
review contracts as to form; file notices of claim in cases of contractor non-compliance; provide legal advice to city clerk
on lien claims filed with city for non-payment on public works contracts.
b) Water, Wastewater and Stormwater Utilities: advise on statutory and City regulations, including CBCWA, wellpermitting and well-abandonment; provide legal advice and contract interpretation regarding GBMSD/NEW Water
matters; provide advice on DNR requirements, drainage and water trespass issues.
LABOR NEGOTIATIONS AND RELATIONS
a) Employee and Policy Manual Matters: provide advice on employment issues; draft and review employment policies
required by state or federal laws or City; assist department supervisors with consistent interpretation and enforcement.
b) Collective Bargaining Negotiations and Interpretation: with Chiefs and HR Director, negotiate with police and fire
unions to preserve interests of the City as employer; assist departments with interpreting and enforcing collective
bargaining agreements.
c) Grievances and Arbitration: represent City’s interests throughout grievance process and resulting arbitrations.
LITIGATION
a) Represent City in Non-insurance Covered Litigation: file necessary legal documents in compliance with court rules;
appear before court/tribunal and advance written and oral arguments; appeal adverse decisions; explanation of processes
and results to elected officials and department heads.

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6)

b) Assist Outside Legal Counsel: manage and act as liaison to counsel retained by insurance company.
c) Claims Review: review notices of claim and insurance company decisions on claim; draft notices of claim denial; assists
clerk with questions on claims; advise city employees on protecting city’s interests.
PUBLIC SAFETY
a) Nuisance Abatement: coordinate code enforcement departments addressing problem properties; provide assistance to
departments in drafting, serving and ordering the abatement of nuisances affecting the public; assist building inspection
in condemnation or raze and repair orders for dilapidated structures.
b) Municipal Prosecution: prosecute all contested municipal citations on behalf of City; advise departments and law
enforcement officers on enforcement of city ordinances and ordinance interpretation; assist enforcement department or
team with code compliance strategies.
c) Liquor License matters: Advise on liquor license issues; represent police department in license suspension hearings;
arrange for substitute legal counsel to advise Committee or Council during said hearings.

Existing Program Standards Including Importance to Community:
1)

2)

3)

City Attorney impartiality and independence; can only provide legal advice to the City as a municipal corporation and its
components.
a. Community Importance.
i. Prevents conflicts of interest between City interests and private interests.
ii. Ensures legal advice and legal work is fair and impartial.
Agreements that impose responsibility upon City other than the payment of budgeted expense require approval by the
Council.
a. Community Importance.
i. Assures that decision maker on City commitments is the Council.
ii. Provides opportunity for public input on the decision.
Encroachments on public property require a revocable occupancy permit under state law.
a. Community Importance.
i. Ensures public property remains available for public use when required.
ii. Requires the encroacher to be responsible for injuries/damages rather than the public.

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Important Outputs:
1)
2)

3)

4)
5)
6)

GENERAL LEGAL SERVICES – Funded by property tax.
Competent legal services to guide actions of the organization to conform to legal requirements and avoid legal pitfalls.
REAL PROPERTY MATTERS – Part funded by TID and fees paid to Planning Department; remainder by property tax.
Compliance with complex land transaction requirements keeps property interests intact and serves to advance economic
development and provide City with property interests necessary to perform essential City functions.
PUBLIC WORKS - Utility work (water, sewer, storm water) funded by user charges; remainder funded by property tax.
Compliance with statutory and code regulations protects the public; compliance with public bidding laws maintains integrity
of infrastructure and the methods by which it is constructed and installed.
LABOR NEGOTIATIONS AND RELATIONS – Funded by property tax.
Comprehensive labor relations services allows City to treat its employees fairly and to comply with legal requirements.
LITIGATION - Funded by property tax.
Protection of the public interest by advocating the City’s interests in litigation.
PUBLIC SAFETY – Funded by property tax.
Compliance with legal requirements of abatement processes allows for quick and proper nuisance elimination. Ordinance
enforcement also preserves and protects the public safety while collecting revenue for the general fund.

Expected Outcomes:
1)
2)
3)

4)
5)

GENERAL LEGAL SERVICES
Provide understanding of legal requirements and processes to each component of the organization.
REAL PROPERTY MATTERS AND PUBLIC WORKS
Execution of real estate transactions and compliance with legal requirements for City services to be provided uninterrupted.
LABOR NEGOTIATIONS AND RELATIONS
Engage in labor negotiations and maintain labor relations within legal parameters with both union and non-union employees
to avoid prolonged labor division and challenges.
LITIGATION
Maintain and protect the City’s interests in legal disputes.
PUBLIC SAFETY
Reduce threats to public by reducing public nuisances and by enforcing ordinances and regulations designed to protect the
public.

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2026 Program Achievement (July 2025 – June 2026):
1)

2)
3)

4)
5)

6)
7)

8)

9)

10)

Drafted, reviewed, and revised a wide range of real estate documents and development agreements related to redevelopment
and development projects within the City, including the Lockside & Front Street development project, Ninth Street
commercial development, Bliffert Construction development, 550 Williams development, and the City parking ramp located
at on the former Shopko site and related issues, which includes management of project performance and assistance to City’s
selected construction manager at risk. continued environmental and site assessment for 126 S. Broadway properties as well
as demolition and site preparation and other pending economic development and real estate initiatives.
Successfully reviewed and completed various filings and statutory steps for the annexation of several parcels located on the
west and south sides of the City.
Reviewed and advised on various property and legal issues pertaining to the South Bridge Connector highway project
including easements, leases, and oversight of eminent domain proceedings for blighted property which is expected to
continue through 2026 and into 2027.
Reviewed, revised and provided legal opinions concerning various Tax Increment Districts including their creation, closure,
and amendment.
Reviewed, drafted and executed agreements, real estate documents, and closings for Development Services Grant programs
including but not limited to Wisconsin Economic Development Corporation Grants, De Pere Home Improvement Loan
Program and Downtown Business Recruitment Grants awarded to businesses and residents.
Provided counsel concerning various personnel related matters including interpretation of collective bargaining agreement
provisions and citizen complaints.
Managed pending and settled litigation matters including excessive assessment claims, and assisted in the successful
negotiation of the Walmart v. City of De Pere tax appeal settlement which is anticipated to be dismissed in September of
2026.
Drafted, reviewed, revised, and finalized numerous contracts, leases, and other legal documents for various City departments,
including Police, Fire, Development Services, Parks Recreation and Forestry, Department of Public Works, Finance, Human
Resources, and Health. Notably updated the Professional Service Agreement template as well as Vendor and Contractor
Service Agreement templates to meet all current legal requirements, best practices and consistency.
Drafted and revised City ordinances including adoption of zoning map amendments to align building and construction to
City zoning code. Completed quarterly updates to official zoning district map and comprehensive review of municipal code
to comply with statutory requirements improve regulatory clarity. Drafted 19 ordinances, Youth Commission Ordinance.
Assisted various departments in document drafting and agenda preparation for Common Council, its Committees, and Boards
and Commissions.

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11)
12)
13)
14)
15)
16)
17)
18)

Provided guidance and assistance regarding updated public meeting voting procedures and compliance with open meetings
laws.
Assisted with processing numerous complex and routine public record requests and various records retention schedule
inquiries.
Completed the majority of the City-wide departmental review and updates of retention schedule, with final approval
anticipated at the end of 2026.
Processing and settlement of numerous contested municipal court files.
Develop and/or assist with numerous City internal policy reviews or practice updates.
Successfully completed training and implementation new legal file management software – Clio, and initiated deployment
of electronic signature routing of various City agreements and documents.
Initiated enhanced oversight and claims management, including improved review and handling of claims, to protect the City’s
legal interests and minimize liability.
Completed the mandatory vital registration/maintenance declarations for City’s registered trademark for continued use and
protection of its incontestable status

2027 Program Goals and Objectives (July 2026-June 2027):
1)

2)
3)
4)
5)
6)
7)
8)
9)
10)

Provide management and project assistance for Lockside Development and Front Street development projects, as well as
several other pending developments, including legal services necessary to complete real estate transactions, easements,
street and right of way vacations.
Conclude and finalize comprehensive Record Retention Schedule update and State approval process, and complete record
maintenance and disposal in accordance with the updated retention schedule.
Complete updates and revisions to the procurement policy, employee policy and ethics code to align with best practices and
ensure full compliance with applicable standards.
Complete successful bargaining and approval of labor contracts for both Police and Fire departments.
Complete and implement Bankruptcy notice processing to ensure the protection of City legal interests.
Continue historical filing and transferring of law department files into Clio file management system.
Continue improving agenda preparation processes and procedures to enhance efficiency and communication amongst all
departments and governmental bodies.
Continue reviewing and revising the De Pere Municipal Code for general maintenance, corrections, and updates.
Provide training to departments on recurring legal issues.
Continue updating and revising various legal templates utilized by City Departments to ensure compliance with all current
legal requirements and best practices as well as to improve consistency and efficiency.

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Costs and Benefits:
The proposed 2027 Law Department budget is $394,756. This program benefits the community by enabling the organization to provide
legal advice and services in a timely manner allowed and authorized by state and federal laws. Proactive compliance with legal
requirements is less costly and less disruptive than response to litigation. This program is cost-effective as an in-house program,
especially due to easy availability and access; retaining outside legal counsel to perform all services currently provided would be more
costly with delayed response times.
2027 Budget Significant Expenditure Changes:
1)
2)
3)
4)

5)

6)

Salaries, Hourly Wages, FICA, and Retirement accounts increased to reflect a Cost of Living Allowance (COLA) and the
adjustments per the approved compensation study.
Health, Dental, DIB, Life & Worker’s Comp Insurance account changed based on current plan selections and increased
insurance costs.
Training includes $300 for staff development.
Seminars and conferences include the Wisconsin Municipal Attorney’s Institute State of Wisconsin DOJ OWI one national
conference and various continuing legal education for city attorney, assistant city attorney and certified paralegal. The $400
increase from 2026 Budget request accounts for higher seminar registration costs and pier diem expenses.
Consulting account consists of costs expended for routine legal expenses such as recording and filing fees, title insurance,
and title reports ($4,000). In addition, outside legal counsel on specialized matters such any litigation not covered by the
insurer, conflict counsel and for complicated real estate, condemnation, land use and environmental issues ($26,000). Lastly,
there is an anticipated cost for consultant services to assist with necessary ADA compliance issues and for the PSC utility
extension matter ($7,000). A budget rollover request is anticipated for expected costs in 2027 for the continuing eminent
domain action pending, the cost of which is still to be determined as the matter will continue through the rest 2026 and
possibly into 2027. In further, if the PSC utility extension requires additional hearings and appeals, those costs could be
covered by the rollover of budget funds.
Memberships/Subscriptions include State Bar, Brown County Bar, International Municipal Lawyers Association and
Paralegal Certification.

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City of De Pere
2027 General Fund
Adopted Budget

EXPENDITURES
2025
Year End
Actual

Account Title

2026
Adopted
Budget

2026
Current
Budget

2026
6 mos
Actual

2026
Year End
Estimate

2027
Dept Head
Proposed

2027
Executive
Proposed

2027 / 2026
Budget
% Of Change

LAW DEPARTMENT

Account Number
100 51300
100 51300
100 51300
100 51300
100 51300
100 51300
100 51300

PERSONAL SERVICES
110 Salaries
120 Hourly Wages
125 Overtime Wages
150 FICA
151 Retirement
152 Health, Dental, DIB, Life & Wks Cmp Ins
190 Training

$

Subtotal

100
100
100
100
100
100

51300
51300
51300
51300
51300
51300

CONTRACTUAL SERVICES
210 Telephone
211 Postage
212 Seminars and Conferences
215 Consulting
218 Cell/Radio
219 Data
Subtotal

100
100
100
100

51300
51300
51300
51300

SUPPLIES AND EXPENSE
310 Office Supplies
315 Publications
320 Memberships/Subscriptions
330 Mileage Reimbursement
Subtotal

100

51300

CAPITAL OUTLAY
810 Capital Equipment
Subtotal

TOTAL

$

158,332 $
62,587
2
16,321
14,918
56,285
0

167,108 $
64,401
50
17,714
16,672
52,370
300

167,108 $
64,401
50
17,714
16,672
52,370
300

78,338 $
30,202
0
8,022
7,815
31,359
0

167,108 $
64,401
50
17,714
16,672
52,370
300

175,035 $
67,171
50
18,533
17,564
55,069
300

177,109
67,868
50
18,745
17,764
54,980
300

308,446

318,616

318,616

155,735

318,616

333,721

336,816

3
0
2,942
58,748
485
4,552

0
0
4,000
37,000
750
10,372

0
0
4,000
119,030
750
10,372

0
0
750
5,117
230
7,343

0
0
4,000
60,000
750
10,372

0
0
4,400
37,000
750
10,640

0
0
4,400
37,000
750
10,640

66,729

52,122

134,152

13,440

75,122

52,790

52,790

201
396
1,925
508

450
2,000
2,200
500

450
2,000
2,200
500

0
393
709
27

450
2,000
2,200
500

450
2,000
2,200
500

450
2,000
2,200
500

3,030

5,150

5,150

1,128

5,150

5,150

5,150

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0.00%
0.00%

394,756

5.02%

378,205

$

375,888

18

$

457,918

$

170,303

$

398,888

$

391,661

$

5.98%
5.38%
0.00%
5.82%
6.55%
4.98%
0.00%
5.71%

0.00%
0.00%
10.00%
0.00%
0.00%
2.58%
1.28%

0.00%
0.00%
0.00%
0.00%
0.00%

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Page 23 of 487

City Manager
Program Full Time Equivalents: 0.83
Program Mission:
Implements municipal policies established by the City Council and Mayor. Coordinates and creates city-wide communication efforts.
Ensures that municipal services are provided in a responsive, cost effective manner. Promote short and long term policies and
development that maintain and improve the overall quality of life throughout the community.
List of Program Service(s) Descriptions:
1)
2)
3)
4)

Manage Daily Municipal Operations – Manage the overall operations of the City through the direct supervision of all
department heads.
Recommend Municipal Policies Directing Operations and Other Municipal Services – Recommend policies to make daily
operations effective and efficient and to promote the short and long term interests of the community.
Comptroller – Direct the financial policies of the City and recommend strategies to the Mayor and City Council to plan for
the long-term financial security of the City.
Promote and Support Intergovernmental Activities – Advise Mayor and City Council on proposed local, state and federal
legislation and promote and participate in dialog with other governmental entities to maintain or enhance the quality of life
in the community and the region.

Importance to Community:
1)
2)
3)
4)

Centralized and diverse communication efforts and methods provide employees and citizens with multiple methods to seek
assistance, direction or to address community issues.
Professional management ensures that resident services and programs are provided in consistent, accountable and
financially responsible manner.
Strong organizational culture, fostered by the City Manager’s office, leads to exceptional citizen service, playing an
important role in community trust and pride. Respond to Citizen requests as needed.
Implementing Council policies helps support De Pere’s Mission and Vision.

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Important Outputs:
1)

2)

3)

4)

Municipal Services – Activity funded by property tax and water and wastewater utility rates, as well as Stormwater Utility
and Cable Television Fund. Manage the provision of daily municipal services by directing and/or monitoring how
departments provide services and interact with the community. This level of oversight is valuable to the community by
making sure City Council policies are consistently implemented in a professional manner to meet the needs of the
community per City Council discretion and to ensure services are provided as efficiently and effectively as possible to the
community per the policy guidelines of the City Council.
Municipal Policy Recommendations – Activity funded by property tax and water and wastewater utility rates, as well as
Stormwater Utility and Cable Television Fund. Develop municipal policy recommendations to elected officials to increase
the effectiveness and efficiency of municipal services that decrease costs for the community and increases quality of life
throughout the community.
Budget & Strategic Financial Reports – Activity funded by property tax and water and wastewater utility rates, as well as
Stormwater Utility and Cable Television Fund. Develop an annual budget and strategic financial reports that provide fiscal
support and control for municipal services. The budget and strategic reports are supported by financial data that identify
revenue and expenditure trends that allows the community to make informed decisions when soliciting their elected
representatives for municipal service adjustments.
Intergovernmental Cooperation – Activity funded by property tax and water and wastewater utility rates as well as
Stormwater Utility and Cable Television Fund. Establish dialog between governmental entities to develop cooperation and
implement policies that improve the overall quality of life in the community and region by mitigating municipal service
costs through cooperation or by improving the effectiveness of municipal services through cooperation.

Expected Outcomes:
1)
2)
3)
4)

Maintain or increase the percentage of residents that believe municipal services are provided in an effective and efficient
manner.
Maintain the percentage of residents that believe the overall quality of life in De Pere is good or excellent by consistently
reviewing services and recommending policies that meet the short-term and long-term needs of the community.
Maintain the fiscal integrity of municipal programs to allow for the continuation of municipal services as required by the
community per the direction of a majority of the City Council.
Maintain or increase opportunities for the City Council to make informed decisions to consider or influence cooperative
agreements or legislation to enhance the overall quality of life in the community and the region.

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2026 Program Achievements (July 2025 – June 2026):
1)
2)
3)
4)
5)
6)
7)
8)
9)

Continued exceptional performance of City Communications, including milestone numbers of social media followers.
Maintained Moody’s Aa2 Bond Rating.
Managed the ongoing implementation of municipal policies and codes adopted by the City Council and/or committees,
commissions and boards to achieve the intended outcome of the adopted policies and codes.
Managed pay for performance policy and awarded non-COLA wage incentives to employees based on performance.
Continued to provide oversight and direct assistance to employee teams and continue to lead two teams related to
Generative AI and Organizational Values.
Continued to manage and develop ongoing fiscal strategies for the City that enhances the overall quality of municipal
services and quality of life in the community.
Represented the City on numerous Boards to promote economic development and intergovernmental cooperation.
Provided management oversight and direct guidance on numerous infrastructure projects throughout the community.
Provided oversight management and promoted development throughout the community.

2027 Program Goals & Objectives (July 2026 – June 2027):
1)
2)
3)
4)
5)

Complete the work of the values team to establish framework for internal organizational culture.
Continued community interactions to build relationships with De Pere stakeholder groups.
Support efforts for continual operational improvements, like the Enterprise Resource Planning system, procurement and
employment policies and updated standard operating procedures documents.
Continue to lead the organization in a manner that empowers our employees to do their best work and provide high quality
customer service to De Pere citizens, businesses and visitors.
Initiate a team effort to review and analyze the current street repaving program from a fiscal perspective.

Costs and Benefits:
The proposed 2027 City Manager program cost is $237,813. The program benefits the community by providing strategic management
of municipal services. The program promotes the short and long term quality of life in the community through the ongoing evaluation
of services and development of strategies for City Council consideration. The program provides professional management in a
manner that minimizes service fluctuations due to political influences. The program promotes and develops intergovernmental
relationships with surrounding communities that enhance quality of life in the community by controlling costs for services through
cooperation or consolidation. The program promotes economic development that creates jobs throughout the community and

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increases the value of the community’s tax base that mitigates the need for ongoing property tax increases. The program promotes
diversity and inclusiveness within the City’s workforce as well as throughout the community to enhance overall quality of life and
economic vitality.
2027 Budget Significant Expenditure Changes:
1)
2)
3)
4)
5)
6)
7)
8)

Salaries, Hourly Wages, FICA, and Retirement accounts increased to reflect a Cost of Living Allowance (COLA) and the
adjustments per the approved compensation study.
Health, Dental, DIB, Life & Worker’s Comp Insurance account changed based on current plan selections and increased
insurance costs.
Consulting increased by $15,000 to complete another Citizen Survey with St. Norbert College. This survey is generally
completed every five years and was last conducted in 2022.
Seminars and Conferences includes funds to attend the annual ICMA conference; WCMA conferences and other misc.
conference/training opportunities.
Consulting increased $15,000 and includes $15,000 for a Citizen Survey (last occurred in 2022).
Memberships / Subscriptions includes $1,550 ICMA; $500 WCMA; $2,250 Loomly; $150 Canva Pro; $120 Mylio Photos
and $1,380 for misc. memberships and publications for Organization and Department.
Operating Supplies includes $7,750 for community branding/communication initiatives and $10,000 for City technology
and leadership initiatives.
Office Equipment increased $1,100 to upgrade Communications and Marketing Manager desktop computer in order to
appropriately process image and video files.

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City of De Pere
2027 General Fund
Adopted Budget

EXPENDITURES
2025
Year End
Actual

Account Title

2026
Adopted
Budget

2026
Current
Budget

2026
6 mos
Actual

2026
Year End
Estimate

2027
Dept Head
Proposed

2027
Executive
Proposed

2027 / 2026
Budget
% Of Change

CITY MANAGER

Account Number PERSONAL SERVICES
100 51410 110 Salaries
100 51410 120 Hourly Wages
100 51410 125 Overtime Wages
100 51410 150 FICA
100 51410 151 Retirement
100 51410 152 Health, Dental, DIB, Life & Wks Cmp Ins
100 51410 190 Training

$

Subtotal

100
100
100
100
100
100

51410
51410
51410
51410
51410
51410

CONTRACTUAL SERVICES
210 Telephone
211 Postage
212 Seminars and Conferences
215 Consulting
218 Cell/Radio
219 Data
Subtotal

100
100
100
100

51410
51410
51410
51410

SUPPLIES AND EXPENSE
310 Office Supplies
320 Memberships/Subscriptions
331 Mileage Reimbursement
340 Operating Supplies
Subtotal

CAPITAL OUTLAY
100 51410 811 Office Equipment
100 51410 830 Furniture
Subtotal

TOTAL

$

112,040 $
10,980
2
9,112
16,130
32,648
854

102,981 $
11,344
0
8,746
8,231
26,208
5,000

102,981 $
11,344
0
8,746
8,231
26,208
5,000

49,557 $
5,319
56
4,315
7,424
21,551
0

102,981 $
11,344
60
8,746
8,231
26,208
5,000

109,178 $
11,989
0
8,715
15,874
27,715
5,000

114,218
11,989
0
9,101
16,240
27,705
5,000

181,766

162,510

162,510

88,222

162,570

178,471

184,253

(236)
0
5,227
0
939
0

0
0
5,000
0
960
0

0
0
5,000
0
960
0

0
0
675
0
470
0

0
0
5,000
0
960
0

0
0
5,000
15,000
960
0

0
0
5,000
15,000
960
0

5,929

5,960

5,960

1,145

5,960

20,960

20,960

930
4,992
6,450
24,698

2,650
5,770
7,200
17,750

2,650
5,770
7,200
30,450

66
3,434
3,600
1,600

2,650
5,770
7,200
30,450

600
5,950
7,200
17,750

600
5,950
7,200
17,750

37,071

33,370

46,070

8,700

46,070

31,500

31,500

267
0

0
0

0
0

0
0

0
0

1,100
0

1,100
0

267

0

0

0

0

1,100

1,100

100.00%
0.00%
100.00%

237,813

17.82%

225,033

$

201,840

$

23

214,540

$

98,066

$

214,600

$

232,031

$

10.91%
5.69%
0.00%
4.06%
97.29%
5.71%
0.00%
13.38%

0.00%
0.00%
0.00%
100.00%
0.00%
0.00%
251.68%

-77.36%
3.12%
0.00%
0.00%
-5.60%

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Mayor
Program Full Time Equivalents: 0.38
Program Mission:
The Mayor serves as the leader of the Common Council and the primary public facing representative for the City of De Pere in order
to support the pursuit of the City’s Vision/Mission and Goals.
List of Program Service(s) Descriptions:
1)
2)
3)
4)
5)
6)

Constituency Contact – Receive input/comments from citizens.
Recommend Policies – Recommend policies to provide municipal services and to promote the short and long term interests
of the community.
Representation – Represents the City and is the primary connection with County, State and Federal elected officials.
City Council – Presides over Council meetings and maintains collaborative relationships with City Council Members.
Boards/Commission – Appoints committee members and fulfills the duties of the Chairperson of the Plan Commission.
Service – Serves on various committees as needed to further community needs of De Pere.

Importance to Community:
1)
2)
3)
4)
5)

Provides community leadership to further the mission and vision of the City of De Pere.
Ensures that communities have a city-wide elected official point of contact.
Promotes the community and instills community pride through public appearances, presentations and public meetings.
As public spokesperson, plays an important role in promoting economic development opportunities and overall quality of
life.
Relationships with state and federal elected officials ensures to provide community insight on legislative matters.

Important Outputs:
1)
2)

Number of Meetings Presided Over – Activity funded by property tax. Meetings provide formal discussion to discuss
issues and enact policies to meet the short and long term needs of the community.
Public Appearances – Activity funded by property tax. Public appearances serve to promote the community and provide
information about municipal services.

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Expected Outcomes:
1)
2)
3)

Maintain constituent contact levels in a manner that meets or exceeds the needs of the community.
Maintain or increase the overall quality of life of residents and visitors.
Maintain municipal enforcement of City ordinances and State laws.

2026 Program Achievements (July 2025 – June 2026):
1)
2)
3)
4)
5)
6)

Coordination and keynote presentation at the sold out State of De Pere in May 2026.
Successful negotiations with Brown County to update the South Bridge Corridor funding agreement.
Supported the Youth Commission by onboarding new Commission members and sharing information at meetings.
Multiple public appearances and presentations to build positive working relationships with community and regional
stakeholders.
Continued meetings and discussions with elected officials to promote De Pere’s legislative agenda.
Maintained the productivity and quality of City Council and Committee meetings by managing presentations and
discussions.

2027 Program Goals & Objectives (July 2026 – June 2027):
1)
2)
3)

Continue to maintain routine office hours and respond to citizen inquiries in a timely manner.
Continue to build relationships and maintain regular contact with regional, state and federal elected officials.
Continue professional management of the City Council various Committee/Commission and Council meetings.

Costs and Benefits:
The proposed 2027 Mayor program cost is $79,030. The program benefits the community by providing citizens with representation in
the discussion and recommendation of municipal policies and codes as well as to develop an executive budget that includes adopted
property tax rates and fees for municipal services. The program services which provide constituency contact and policy
recommendations benefit the community by providing citizens with the ability to influence short and long term service levels and
community development.

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2027 Budget Significant Expenditure Changes:
1)
2)
3)
4)

Salaries, Hourly Wages, FICA, and Retirement accounts increased to reflect a Cost of Living Allowance (COLA) and the
adjustments per the approved compensation study.
Health, Dental, DIB, Life & Worker’s Comp Insurance account changed based on current plan selections and increased
insurance costs.
Seminars and Conferences includes $2,500 to attend League of Municipalities and other misc. training sessions.
Office Supplies increased $200 to cover increased costs of supplies and diplomatic/civic items.

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City of De Pere
2027 General Fund
Adopted Budget

EXPENDITURES
2025
Year End
Actual

Account Title

2026
Adopted
Budget

2026
Current
Budget

2026
6 mos
Actual

2026
Year End
Estimate

2027
Dept Head
Proposed

2027
Executive
Proposed

2027 / 2026
Budget
% Of Change

MAYOR

Account Number
PERSONAL SERVICES
100 51415 110 Salaries
100 51415 120 Hourly Wages
100 51415 122 Hourly Wages Part Time
100 51415 125 Overtime Wages
100 51415 150 FICA
100 51415 151 Retirement
100 51415 152 Health, Dental, DIB, Life & Wks Cmp Ins

$

Subtotal

100
100
100

51415
51415
51415

CONTRACTUAL SERVICES
210 Telephone
212 Seminars and Conferences
218 Cell/Radio
Subtotal

100
100

51415
51415

SUPPLIES AND EXPENSE
310 Office Supplies
330 Mileage Reimbursement
Subtotal

100

51415

CAPITAL OUTLAY
830 Office Equipment
Subtotal

TOTAL

$

13,393 $
10,980
27,545
2
3,868
1,694
10,322

13,883 $
11,344
28,281
0
4,093
1,816
11,773

13,883 $
11,344
28,281
0
4,093
1,816
11,773

6,510 $
5,319
14,002
0
1,924
852
6,832

13,883 $
11,344
28,281
0
4,093
1,816
11,773

14,651 $
11,989
29,129
0
4,266
1,931
12,450

14,691
11,989
29,129
0
4,269
1,934
12,438

67,804

71,191

71,191

35,438

71,191

74,417

74,450

2
969
480

0
2,500
480

0
2,500
480

0
256
240

0
2,500
480

0
2,500
480

0
2,500
480

1,451

2,980

2,980

496

2,980

2,980

2,980

314
575

400
1,000

400
1,000

130
148

400
1,000

600
1,000

600
1,000

889

1,400

1,400

277

1,400

1,600

1,600

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0.00%
0.00%

79,030

4.58%

70,144

$

75,571

$

27

75,571

$

36,212

$

75,571

$

78,997

$

5.82%
5.69%
3.00%
0.00%
4.29%
6.48%
5.65%
4.58%

0.00%
0.00%
0.00%
0.00%

50.00%
0.00%
14.29%

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City Clerk
Program Full Time Equivalents: 2.48
Program Mission:
To maintain official Council Proceedings, committee agendas & minutes and act as the custodian of all City records; satisfy customers
with prompt, courteous, and professional service; issue various City licenses; publish all legal notices required by law; and make sure
all programs are delivered in a manner that assures public confidence in accuracy, productivity, and fairness. The City Clerk’s Office
also ensures that all city taxes are collected.
List of Program Service(s) Descriptions:
1)
2)
3)

Records Management – Prepare and maintain all City Council and Committee Meeting records and other official City
documents and provide appropriate accessibility to internal and external users.
Licensing Agent – Issue liquor, bartender, special event permits, boat launch permits, cigarette, solicitor, taxi, chicken, and
pet licenses for various individuals and businesses in the community.
Tax Collection – Collect as well as prepare and review tax documents in accordance with Department of Revenue
mandates.

Importance to Community:
1)
2)
3)
4)

Serves as a primary point of contact for residents seeking information about City operations, meetings, or procedures,
helping foster an informed and engaged community.
Coordinates agendas, notices, and documentation for meetings of the Common Council and its committees, ensuring
actions are recorded and communicated clearly to both elected officials and the public.
Maintains, preserves, and provides access to official City documents, ensuring transparency and supporting residents,
businesses, and staff who rely on accurate records for decision-making or compliance needs.
Establishing and administering business licensing requirements offers the community assurance that City‑operating
businesses comply with applicable laws and regulations, while enabling staff to respond effectively to public concerns
related to business operations.

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Important Outputs:
1)

2)

Council and Committee Agendas, Minutes, Resolutions and Ordinances – Activity funded by property tax. Provide
necessary public notification and appropriate accessibility to internal and external users. This ensures City actions comply
with approved Council and related Committee recommendations.
Licensing Documents – Activity funded by property tax and license collections. Individual and business information is
gathered, reviewed, and maintained to ensure all licensees are eligible and comply with City requirements. Documents
help ensure the safety of the public using these services.

Expected Outcomes:
1)
2)
3)

Maintain official City documents so that they are available for review by the public in a timely fashion.
Maintain documents and collect fees for licensing requirements to help ensure the public is properly protected when using
these services.
Increase tax collections and return on the investment of City funds.

2026 Program Achievements (July 2025 – June 2026):
During 2026, the Clerk’s Office focused on modernizing internal processes and strengthening organizational efficiency. Staff
developed a comprehensive training and instruction manual for assembling and publishing agendas in the City’s new CivicClerk
system, ensuring consistency and accuracy across departments. The office also supported an interdepartmental review of liability and
property insurance quotes and managed the transition to the newly selected provider, helping ensure a smooth onboarding process. In
addition, an internal department procedures manual was created to support staff training, continuity, and operational clarity.
The Clerk’s Office also advanced several initiatives that improved transparency and public engagement. The City’s new Youth
Commission was proposed, approved, and launched, establishing a formal avenue for youth involvement in municipal decisionmaking. The office implemented a new consent agenda format for the Common Council, streamlining meeting preparation and
legislative review. Finally, operator license applications were transitioned to a fully online format, reducing administrative burden for
both applicants and staff while improving processing efficiency.

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2027 Program Goals & Objectives (July 2026 – June 2027):
In 2027, the Clerk’s Office will continue advancing digital modernization efforts to improve record accessibility and operational
efficiency. A key priority will be identifying a records digitization program that supports long-term preservation, streamlines retrieval
of historical documents, and enhances public access. This initiative will include evaluating software options, developing internal
workflows, and coordinating with other departments to ensure a structured and sustainable approach.
The Clerk’s Office will also focus on improving the Common Council’s meeting technology by implementing CivicClerk’s online
voting system. This project will include configuring the platform to meet Council needs and providing comprehensive training for
elected officials to ensure a smooth transition from manual voting processes. Together, these efforts will strengthen transparency,
efficiency, and consistency across Council operations.
Additionally, the City’s transition to a new website provider will offer an opportunity to improve public-facing information. The
Clerk’s Office will review and update all departmental webpages to make forms, meeting materials, licensing details, and other
resources easier to find and more user-friendly, helping improve transparency and accessibility for residents.
Costs and Benefits:
The proposed 2027 City Clerk’s Office program cost is $319,182. The program benefits the community by providing citizens with
timely agendas and minutes of Council and Committee proceedings. Programs are administered in a manner that assures public
confidence in accuracy, productivity, and fairness with work performed in accordance with Wisconsin State Statutes, De Pere
Municipal Ordinances, Department of Revenue mandates, and related case law. The program also ensures that businesses operating
within the City are properly licensed and compliant with applicable laws and regulations for the public’s safety. The program also
collects the taxes required for the City’s operation.
2027 Budget Significant Expenditure Changes:
1)
2)
3)

Salaries, Hourly Wages, FICA, and Retirement accounts increased to reflect Cost of Living Allowance (COLA) and the
adjustments per the approved compensation study.
Seminars and Conferences includes attendance at annual Wisconsin Municipal Clerks Association (WMCA) conference
and lodging; year three of the Clerk’s Institute for the deputy clerk, and WMCA district meetings.
Consulting includes $10,550 for Municipal Code update service, and $12,000 to digitize ordinances and resolutions from
1960-1999.

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4)
5)
6)

Office Supplies decreased $500 due to historical usage of the account.
Memberships/Subscriptions consists of $130 for two memberships in the Wisconsin Municipal Clerks Association.
Grants and Donations increased $2,000 for the Youth Commission.

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City of De Pere
2027 General Fund
Adopted Budget

EXPENDITURES
2025
Year End
Actual

Account Title

2026
Adopted
Budget

2026
Current
Budget

2026
6 mos
Actual

2026
Year End
Estimate

2027
Dept Head
Proposed

2027
Executive
Proposed

2027 / 2026
Budget
% Of Change

CITY CLERK

Account Number
100
51420
100
51420
100
51420
100
51420
100
51420
100
51420
100
51420
100
51420
100
51420

PERSONAL SERVICES
110 Salaries
120 Hourly Wages
122 Hourly Wages Part Time
125 Overtime Wages
126 Seasonal Labor
150 FICA
151 Retirement
152 Health, Dental, DIB, Life & Wks Cmp Ins
190 Training

$

Subtotal

100
100
100
100

51420
51420
51420
51420

CONTRACTUAL SERVICES
210 Telephone
211 Postage
212 Seminars and Conferences
215 Consulting
Subtotal

100
100
100
100

51420
51420
51420
51420

SUPPLIES AND EXPENSE
310 Office Supplies
315 Publications
320 Memberships/Subscriptions
330 Mileage Reimbursement
Subtotal

100

51420

GRANTS, CONTRIBUTIONS, INDEM
720 Grants and Donations
Subtotal

100

51420

CAPITAL OUTLAY
810 Capital Equipment
Subtotal

TOTAL

$

69,316 $
110,208
1,820
676
5,466
13,545
12,528
34,128
0

72,868 $
118,723
0
3,000
6,480
14,980
14,011
41,211
0

72,868 $
118,723
0
3,000
6,480
14,980
14,011
41,211
0

34,169 $
56,008
0
23
3,324
6,659
6,494
25,304
0

72,868 $
118,723
0
3,000
6,480
14,980
14,011
41,211
0

75,039 $
124,333
0
3,000
6,570
15,577
14,672
43,293
0

76,968
125,376
0
3,000
6,570
15,804
14,887
43,212
0

247,687

271,273

271,273

131,980

271,273

282,484

285,817

(102)
5,230
498
8,610

0
5,735
1,500
10,550

0
5,735
1,500
10,550

0
5,646
250
8,498

0
5,646
660
10,000

0
5,800
1,500
22,550

0
5,800
1,500
22,550

14,235

17,785

17,785

14,394

16,306

29,850

29,850

649
135
245
318

1,500
135
130
250

1,500
135
130
250

168
135
0
0

700
135
130
100

1,000
135
130
250

1,000
135
130
250

1,347

2,015

2,015

303

1,065

1,515

1,515

0

0

0

0

0

0

2,000

0

0

0

0

0

0

2,000

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0.00%
0.00%

319,182

9.66%

263,269

$

291,073

32

$

291,073

$

146,676

$

288,644

$

313,849

$

5.63%
5.60%
0.00%
0.00%
1.39%
5.50%
6.26%
4.85%
0.00%
5.36%

0.00%
1.13%
0.00%
113.74%
67.84%

-33.33%
0.00%
0.00%
0.00%
-24.81%

100.00%
100.00%

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Human Resources
Program Full-Time Equivalents: 2.80
Program Mission:
To strive to understand the needs and expectations of all employees and provide the support systems that enables us to achieve high
performance and satisfaction in our work, recognizing long-term personal and community goals.
List of Program Service Descriptions:
1)
2)

3)

4)
5)
6)

Recruitment—Conduct all internal and external recruitments throughout all City Departments. Includes advertising,
interviewing process, selection, background, offer and new employee orientation.
Benefit/Compensation Administration—Administer all benefits and compensation plan for employees of the city. Programs
include all benefit time off, pay for performance, self-insured health insurance, self-insured and fully insured dental
insurance, vision insurance, long-term disability, ICI (short-term disability), life insurance, employee assistance program,
identity theft, FMLA, employee development program, flexible spending, Health Reimbursement Accounts, COBRA,
health assessments, FICA alternative plan, pension plan and wellness benefits. Also acts as the plan administrator of both
the health and dental self-funded plans. Responsible for renewal of all insurance plans.
Labor Relations—Assists departments in consistent enforcement of contract language for bargaining agreements. Advises
them on interpretation of language to avoid potential liability for the City. Participates in all negotiation sessions with City
Attorney and involved department head. Provides research on negotiation items and prepares all costing information on
contract offers and final settlements to ensure accurate picture of bargaining is given to City officials. Participates in all
grievance/ prohibitive practice and arbitration matters. Provides research and investigation for those issues as they surface.
Risk Management Services—Administration of City worker’s compensation. Manage employee light duty/return to work
program. Lead of City safety team efforts and administration. Ensure compliance with state and federal laws.
Employee Performance-daily inquiries by departments on matters pertaining to their employees. Conduct employee
investigations and disciplines, performance improvement plans etc. Administer all performance appraisals.
Department Inquiries/Policy Creation and Enforcement. Assist employees and departments on a broad range of
employee/workplace issues or questions. Establishes and administers all City policies and procedures.

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Importance to Community:
1)

2)

3)

4)

Conduct all internal/external recruitments
a. Community Importance.
i. Allows departments to be fully staffed with the most qualified employees for uninterrupted and efficient
services.
Administration of City Benefits/Insurance Programs—annual review of renewal for self-funded plans to ensure appropriate
fund balance is maintained. Monthly monitoring through reports of plan costs and claims. Accurate information is given to
employees upon request.
a. Community Importance.
i. Provides fair and equitable pay and benefits for retention of employees and in accordance with labor
agreements. Successfully ensure the City’s interests for a safe working environment and reduced City liability.
Labor Relations—negotiate and follow bargaining agreements with 2 labor unions within City. Administer contracts
correctly and fairly so the City is not exposed to liability in form of grievances, prohibited practices, and the like.
a. Community Importance.
i. Provides governing language for employees, wages, hours, and working conditions.
Compliance with all applicable state and federal laws including FMLA, ADA, Worker’s Comp, HIPAA, etc.
a. Community Importance.
i. Safeguards the community from unnecessary liability and cost for non-compliance.

Important Outputs:
1)
2)

3)

Recruitment—Positions are fully staffed with the most qualified people as soon as possible after an opening occurs for
department continuation and to ensure community service/operations are not interrupted. Activity funded by property tax.
Benefit/Compensation Administration—Fair and consistent administration and communication of employee benefit and
compensation programs to all City employees. Providing the most cost-effective programs possible for the community.
Activity funded by property tax.
Labor Relations—Successful bargaining and administration of affordable contracts with bargaining units. Handling of
labor issues that occur including grievances or contract language general inquiries. Work with department heads to
accomplish their objectives within the parameters of contracts. Activity funded by property tax.

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4)

5)
6)

Risk Management Services—Work with the safety team to manage employee safety to ensure minimal claims payment and
a safe working environment for all employees. Work with departments so employees are trained and knowledgeable on
correct safety procedures and employment laws. Activity funded by property tax.
Employee Performance—Assist departments on employee performance concerns; required performance appraisals for all
non-union personnel. Activity funded by property tax.
Department Inquiries/Policy Creation and Enforcement—Consistent information and support to all departments to allow
them to better do their jobs and provide service to the community. Accurately written policies and train employees on
them. Activity funded by property tax.

Expected Outcomes:
1)

2)
3)

4)
5)
6)

Recruitment—Maintain staffing levels with low vacancy to fill time so that service to the community is not interrupted.
Maintain a high level of most qualified applicants becoming City employees. Decrease the amount of time necessary to do
so by efficient processes when possible.
Benefit/Compensation Administration—Maintain benefit and compensation programs for employees within budget
constraints. Increase new initiatives for cost savings measures in benefit programs.
Labor Relations—Maintain or decrease the number of grievances or other challenges that cost the community in time,
effort and costs. Maintain current bargaining initiatives in contract for fiscal responsibility. Decrease the amount of time
needed for successful contract negotiation.
Liability Services—Maintain or decrease the number of claims received and costs of worker’s compensation insurance for
city. Increased awareness to provide and promote a safe and healthy work environment for employees.
Employee Performance—Employees performing appropriately; decreased lawsuits against the city.
Department Inquiries/Policy creation and enforcement—Maintain quality information given to departments to allow them
to do their jobs more efficiently. Policies are understood and adhered to.

2026 Program Achievements (July 2025 – June 2026):
1)
2)
3)
4)
5)
6)

Filled a significant number of positions in an expedited timeframe
Managed numerous employee issues effectively
Benefit plan design changes including implementing Garner
Changes to the policy manual
Pay for performance program implementation
Fire and police contractual backpay and other contract implementations

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7)
8)
9)
10)

Implemented paramedic sponsorship program
Hired a compensation consultant and worked on a compensation study
Switched to new liability insurance carrier
Hired a consultant to assist with ERP software selection

2027 Program Goals and Objectives (July 2026-June 2027):
1)
2)
3)
4)
5)
6)
7)
8)

Continue working to fill open positions in an expedited manner
Implement benefit plan design changes
Complete and implement compensation study
Implement policy changes and those specific to new compensation program
Implement changes to performance management process
Benefits broker RFP
Hire an ERP vendor and start implementing new software
Negotiate police and fire successor labor agreements

Costs and Benefits:
The proposed 2027 Human Resources program cost is $483,839. The program benefits the community by providing the internal support
structure for human resource functions. This includes the administration of benefits, compensation, recruitment, liability services, labor,
and employee relations. The program also establishes, administers and effectively communicates sound policies, rules and practices
while maintaining compliance with employment and labor laws, organizational directives, and labor agreements. This allows the
departments and their employees to operate as effectively and efficiently as possible and better serve the residents of De Pere.
2027 Significant Budget Expenditure Changes:
1)
2)
3)
4)

Salaries, Hourly Wages, FICA, and Retirement accounts increased to reflect a Cost of Living Allowance (COLA) and the
adjustments per the approved compensation study.
Organizational Training includes various City-wide training
Seminars and conferences includes state and local SHRM conferences, legal updates, WPELRA conferences, one out-ofstate conference, and other employment seminars
Consulting decreased $17,125 due to no longer needing funds to conduct a compensation study as well as no longer
budgeting for electronic forms software, compensation consultant for position changes/new positions ($6,000), Employee

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5)
6)

Assistance Program Services ($15,000), Halogen online performance management system ($8,000), NeoGov software
modules to include: online recruitment system ($9,000) onboarding ($7,500)
Publications decreased $195 due to no longer needing to purchase publications
Memberships and subscriptions includes Society for Human Resources Management (SHRM) (1,300), Wisconsin Public
Employer Labor Relations Association (WPELRA) ($100), National Employer Labor Relations Association (NPELRA)
($420), all employee annual membership to Current Young Professionals ($500), Wisconsin City/County Management
Association (WCMA) ($50) and Public Risk Management Association (PRIMA) ($125).

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City of De Pere
2027 General Fund
Adopted Budget

EXPENDITURES
2025
Year End
Actual

Account Title

2026
Adopted
Budget

2026
Current
Budget

2026
6 mos
Actual

2026
Year End
Estimate

2027
Dept Head
Proposed

2027
Executive
Proposed

2027 / 2026
Budget
% Of Change

HUMAN RESOURCES

Account Number
100 51430
100 51430
100 51430
100 51430
100 51430
100 51430
100 51430
100 51430

PERSONAL SERVICES
110 Salaries
120 Hourly Wages
125 Overtime Wages
150 FICA
151 Retirement
152 Health, Dental, DIB, Life & Wks Cmp Ins
192 Tuition Assistance
193 Organizational Training

$

Subtotal

100
100
100
100
100

51430
51430
51430
51430
51430

CONTRACTUAL SERVICES
210 Telephone
211 Postage
212 Seminars and Conferences
215 Consulting
218 Cell/Radio
Subtotal

100
100
100
100
100

51430
51430
51430
51430
51430

SUPPLIES AND EXPENSE
310 Office Supplies
315 Publications
320 Memberships/Subscriptions
330 Mileage Reimbursement
340 Recruiting
Subtotal

100

51430

CAPITAL OUTLAY
811 Office Equipment
Subtotal

TOTAL

$

212,692 $
41,735
0
22,158
17,701
64,868
4,000
0

215,626 $
43,884
0
19,853
18,685
70,108
7,000
3,145

215,626 $
43,884
0
19,853
18,685
70,108
7,000
3,145

103,265 $
20,577
0
9,060
8,919
43,244
2,543
0

215,626 $
43,884
0
19,853
18,036
70,108
4,900
3,145

228,044 $
45,194
0
20,903
19,810
73,506
7,000
3,300

226,387
45,879
0
20,828
19,739
73,406
7,000
3,300

363,154

378,300

378,300

187,608

375,551

397,756

396,539

3
39
5,455
34,496
480

0
125
6,800
62,625
480

0
125
6,800
82,300
480

0
0
4,235
57,475
240

0
125
6,800
82,300
480

0
125
7,100
45,500
480

0
125
7,100
45,500
480

40,473

70,030

89,705

61,951

89,705

53,205

53,205

774
0
1,828
765
71,775

1,000
195
2,700
700
29,500

1,000
195
2,700
700
29,500

501
0
1,524
0
5,906

1,000
0
2,700
700
18,000

1,040
0
2,821
734
29,500

1,040
0
2,821
734
29,500

75,142

34,095

34,095

7,931

22,400

34,095

34,095

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0.00%
0.00%

483,839

0.29%

478,769

$

482,425

38

$

502,100

$

257,489

$

487,656

$

485,056

$

4.99%
4.55%
0.00%
4.91%
5.64%
4.70%
0.00%
4.93%
4.82%

0.00%
0.00%
4.41%
-27.35%
0.00%
-24.03%

4.00%
-100.00%
4.48%
4.86%
0.00%
0.00%

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Elections
Program Full Time Equivalents: 0
Program Mission:
To coordinate, conduct, and administer elections pursuant to federal and state regulations including the Help America Vote Act (HAVA)
regulations, Military and Overseas Voting Empowerment (MOVE) regulations, utilizing the Statewide Voter Registration System
(WisVote) for maintaining voter records and absentee records, maintaining and updating districts & offices, make ongoing necessary
WisVote changes in accordance with the 2021 Redistricting, along with on-going clerk certification and election inspector training, as
required by law.
List of Program Service(s) Descriptions:
1)
2)

3)

Conduct Elections – Conduct primary and general elections in February, April, August, and November 2026.
Records Management – Prepare and maintain all voter registration records, absentee applications and ballots, districts and
offices, GIS map records, election setup, poll books, post-election activities, canvass, Wisconsin Election Data Collection,
in accordance with HAVA regulations including electronic file and voting machine updates.
Election Training – Attend election update and training sessions; develop & provide training to election inspectors for the
purpose of running efficient elections in compliance with state and federal requirements; and maintain certification and recertification requirements.

Importance to Community:
1)

2)
3)

Conducting elections in full compliance with federal and state regulations—including the Help America Vote Act and the
Military and Overseas Voting Empowerment Act—ensures that residents can participate in selecting their local, state, and
federal representatives with minimal difficulty.
Maintaining voter registration, absentee records, and voting history in compliance with WisVote provides assurance that
only qualified electors participate in the election process, reinforcing the integrity of each election.
Training and certifying election inspectors prior to each election promotes an efficient, well‑managed voting experience
across all City polling locations, supporting public confidence in the administration of elections.

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Important Outputs:
1)

2)

3)

Two Certified and Canvassed Elections–Activity funded by property tax. Two elections conducted for local, county, state
and federal offices to provide citizens an opportunity to elect candidates to represent their interests in governmental
matters.
Federal & State Compliance for WisVote – Activity funded by property tax. Voter registration, absentee, and GIS Map
records maintained in accordance with computerized on-line Statewide Voter Registration System (WisVote) regulations
and requirements to ensure that all electors are qualified and have an equal voice in electing their representatives in
government offices.
Election Inspector Training – Activity funded by property tax. All election inspectors are trained, as required by state law,
on election procedures prior to their participation in the required elections to ensure that elections are fairly and accurately
executed.

Expected Outcomes:
1)
2)

Maintain 100% compliance with Statewide Voter Registration System (WisVote) for voter registration, the HAVA &
MOVE regulations, Voter Photo ID regulations and proof of residence regulations.
Maintain 100% certification and recertification requirements for chief election inspectors and election inspectors.

2026 Program Achievements (July 2025 – June 2026):
In 2026, the Elections Division successfully conducted both the February primary and the April election, ensuring compliance with all
state requirements and providing a smooth voting experience for residents. These elections were supported by strong coordination
with poll workers, municipal departments, and election partners, resulting in accurate and timely reporting of results.
To strengthen preparedness and continuity, the Elections Division developed a detailed emergency response plan outlining procedures
for relocating Election Day operations to an alternate polling place if needed. Additionally, training materials for both new and
returning poll workers were updated to reflect current laws, best practices, and lessons learned from recent election cycles. These
improvements helped reinforce consistency, readiness, and confidence across all election personnel.

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2027 Program Goals & Objectives:
In 2027, the Elections Division will focus on strengthening poll worker readiness and confidence through enhanced training
opportunities. A key initiative will be the development of a hands-on tabletop training exercise that walks poll workers through the
duties and workflows at each station in the polling place. This interactive format will provide a realistic, low-pressure environment for
workers to practice key tasks, troubleshoot common issues, and better understand how polling place operations fit together. The goal
is to ensure a smoother, more consistent experience for voters while reducing uncertainty for both new and returning election workers.
A second priority for 2027 will be expanding voter education and outreach to ensure residents have clear, accurate, and accessible
information about elections. The Elections Division will develop election security FAQs and other educational materials to help
address common misconceptions and combat misinformation. In partnership with the City’s Communications team, the division will
also increase election-related social media content and outreach via podcast to proactively share deadlines, voting options, and
security practices. These efforts aim to build voter confidence, promote informed participation, and strengthen trust in the election
process.
Costs and Benefits:
The proposed 2027 Elections program cost is $44,200. The program benefits the community by providing citizens the opportunity to
elect their representatives in government on the local, state, and federal level in an efficient manner and provides 100% compliance with
federal and state mandatory regulations.
2027 Budget Significant Expenditure Changes:
1)

2)
3)
4)

Poll worker hourly wages decreased $42,250 due to handling two scheduled elections in 2027 versus four in 2026. Includes
the following: $15,100 for election day wages for poll workers and chief inspectors at four polling locations plus Central
Count; $3,700 for training wages (calculated at 2 hours per poll worker and 3 hours per chief inspector); $1,200 for inperson absentee voting and office help; and $500 for poll worker staffing for care facilities voting.
Postage decreased $13,000 due to a decrease in the number of elections in 2027.
Seminars and Conferences includes $450 for continuing education classes through UW-Green Bay, WEC, and WMCA for
Clerk and Deputy Clerk on election administration.
Consulting decreased $4,650 due to a decrease in the number of scheduled elections. This account includes $800 for voting
machine software/hardware maintenance, $6,000 for Brown County support, supplies, and programming, $2,000 for

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5)

polling place rental fees, and $1,800 for rental of an enclosed truck with liftgate for delivery of election equipment to the
polling places.
Office Supplies decreased $7,000 due to a decrease in the number of scheduled elections. Includes $3,200 for printing
costs; $1,700 for general office supplies, $1,800 for food for poll workers; and $1,300 for polling place consumables and
signage.

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City of De Pere
2027 General Fund
Adopted Budget
EXPENDITURES
2025
Year End
Actual

Account Title

2026
Adopted
Budget

2026
Current
Budget

2026
6 mos
Actual

2026
Year End
Estimate

2027
Dept Head
Proposed

2027
Executive
Proposed

2027 / 2026
Budget
% Of Change

ELECTIONS

Account Number
100 51440
100 51440
100 51440
100 51440
100 51440
100 51440
100 51440

PERSONAL SERVICES
120 Hourly Wages
125 Overtime Wages
128 Hourly Wages--Poll Workers
150 FICA
151 Retirement
152 Health, Dental, DIB, Life & Wks Cmp Ins
190 Training

$

Subtotal

100
100
100

51440
51440
51440

CONTRACTUAL SERVICES
211 Postage
212 Seminars and Conferences
215 Consulting
Subtotal

100
100
100
100

51440
51440
51440
51440

SUPPLIES AND EXPENSE
310 Office Supplies
315 Publications
320 Memberships/Subscriptions
330 Mileage Reimbursement
Subtotal

100

51440

CAPITAL OUTLAY
810 Capital Equipment
Subtotal

TOTAL

$

0 $
0
17,409
8
0
0
0

0 $
0
62,250
0
0
0
0

0 $
0
62,250
0
0
0
0

0 $
0
16,204
25
0
0
0

0 $
0
50,000
0
0
0
0

0 $
0
20,000
0
0
0
0

0
0
20,000
0
0
0
0

17,416

62,250

62,250

16,229

50,000

20,000

20,000

4,821
822
7,496

18,000
450
15,250

18,000
450
15,250

3,034
250
9,649

14,000
250
17,500

5,000
450
12,100

5,000
450
10,600

13,138

33,700

33,700

12,933

31,750

17,550

16,050

6,396
0
0
152

15,000
0
0
150

15,000
0
0
150

5,827
0
0
52

14,000
0
0
125

8,000
0
0
150

8,000
0
0
150

6,547

15,150

15,150

5,879

14,125

8,150

8,150

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0.00%
0.00%

44,200

-60.22%

37,102

$

111,100

$

43

111,100

$

35,040

$

95,875

$

45,700

$

0.00%
0.00%
-67.87%
0.00%
0.00%
0.00%
0.00%
-67.87%

-72.22%
0.00%
-30.49%
-52.37%

-46.67%
0.00%
0.00%
0.00%
-46.20%

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Information Management
Program Full Time Equivalents: 1.48
Program Mission:
Support the Information Technology (IT) environment associated with general business operations.
List of Program Service(s) Descriptions:
1)
2)
3)
4)
5)
6)
7)

Build and maintain digital operations infrastructure – For all buildings this includes the cable plant and network edge
devices.
Plan, purchase and implement new applications – Applications are software programs that users interact with directly.
Provide cybersecurity services – Purchase, install and maintain administrative, physical and technical controls to provide
secure IT operations across the organization.
Provide system administration services – Create and maintain data and record storage along with organized secure access.
Provide network administration services – Design and maintain secure connectivity of devices and equipment throughout
the organization and external environment.
Provide desktop support services – Purchase, install and maintain digital desktop equipment.
Provide employee assistance services – Serve as a point of contact for questions and training for most information systems
within the organization.

Importance to Community:
1)
2)

3)

4)

Maintain industry standard IT hardware, software and services to ensure secure and effective daily operations.
Replace most IT hardware every 5 years to keep systems reliable, supported, and secure. This planned cycle helps prevent
failures, reduces downtime, and ensures the technology continues to perform well. Industry standard is 3-7 years depending
on the hardware and often driven by support availability.
Provide centralized and varied communication channels to enable both staff and citizens to easily request assistance, obtain
guidance, or raise concerns. Maintaining reliable, accessible systems ensures these interactions happen smoothly and
securely.
Provide professional oversight of technology services to ensure staff and citizens receive consistent, accountable, and
cost‑effective support.

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5)

6)

Strong organizational culture reinforced by the City Manager’s office and supported through dependable IT operations
helps deliver exceptional service, building community trust and pride. The IT department remains responsive to internal
and external requests to ensure technology is an effective tool.
Implement Council policies through secure, well‑managed technology solutions. The IT department actively supports De
Pere’s Mission and Vision.

Important Outputs:
1)

2)
3)

Physical equipment foundation for electronic media creation and communication – Activity funded by property tax. The
application and maintenance of municipal business software and devices require a flexible foundation of connectivity,
sharing and security to support department operations.
Efficient communication – Activity funded by property tax. Users (staff) can communicate and collaborate efficiently, in
many cases without leaving their workspace or desk. Citizens can do business without having to be on-site.
Efficiently produced work product – Activity funded by property tax. Users (staff) are able to create, organize, share,
modify and store their work product with minimal material and labor cost.

Expected Outcomes:
1)
2)
3)
4)
5)
6)
7)
8)

Accessibility of a fully functional physical network to connect devices & equipment between City buildings, departments
& workgroups.
Availability of quality digital applications for communication and records storage and retrieval.
Secure access to IT resources from City owned facilities.
Secure access to IT resources from remote work locations.
Error free desktop equipment operation.
Employee effective use of technology.
Limit system downtime to non-business hours while providing 99.99% uptime of core business systems.
Respond to Helpdesk requests within 8 business hours.

2026 Program Achievement (July 2025-June 2026):
1)
2)

Replaced 24x7 managed detection and response cybersecurity platform to allow for more robust after-hours cybersecurity
incident response.
Replaced managed detection and response software on all workstations and servers.

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3)
4)
5)
6)
7)
8)
9)

Replaced end of life data center network equipment and server infrastructure.
Replaced backup infrastructure.
Relocated IT infrastructure and end user IT resources for the City Hall first floor office renovation.
Relocated IT infrastructure and end user IT resources for the MSC building renovation.
Resolved 905 helpdesk requests.
Replaced 42 end of life computing devices.
Upgraded all end user workstations to the latest operating system version.

2027 Program Goals and Objectives (July 2026-June 2027):
1) Replace end of life network switches (Community Center, Fire 1, Fire 2, MSC and PD).
2) Implement AI email filtering to greatly reduce the risk of business email compromise.
3) Complete internal and external penetration testing.
4) Implement IT infrastructure for MSC remodel.
5) Implement critical IT infrastructure replication to a cloud provider.
6) Refine disaster recovery/business continuity plans.
7) Refine cybersecurity posture to ensure a safe IT environment.
Costs and Benefits:
The proposed 2027 Information Management program cost is $350,674. This program benefits the community directly by creating a
secure internal digital environment to service customers. This program funds a minimum infrastructure needed to securely support
operations associated with general business activities.
2027 Budget Significant Expenditure Changes:
1)
2)
3)

Salaries, Hourly Wages, FICA, and Retirement accounts increased to reflect a Cost of Living Allowance (COLA) and the
adjustments per the approved compensation study.
Health, Dental, DIB, Life & Worker’s Comp Insurance account changed based on current plan selections and increased
insurance costs.
Training includes $3,500 to attend IT Operations/Cybersecurity training and IT team building.

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4)

5)
6)

7)

8)
9)

Seminars & Conferences includes $4,000 to attend Governmental Information Processing Association of Wisconsin
(GIPAW) spring and fall conferences, Black Hills Information Security WWHF and the Multi State Information Sharing
and Analysis Center (MS-ISAC) annual meeting.
Consulting includes $10,000 for annual cybersecurity penetration testing.
Other Contractual Services decreased $929. General Fund share is 25%. Notable changes for 2027 include the following:
a. Addition of $2,250 annually for increased cost of website hosting with new provider.
b. Addition of $9,200 annually for AI email filtering to greatly reduce the risk of business email compromise.
c. Addition of $2,000 annually for DMARC email security to reduce the potential of threat actors sending email on
behalf of the City.
Memberships include Wisconsin Cyber Response Team (CRT), Governmental Information Processing Association of
Wisconsin (GIPAW), Elections Infrastructure Information Sharing and Analysis Center (EI-ISAC), Multi-State
Information Sharing and Analysis Center (MS-ISAC), and Sourcewell Cooperative Purchasing (formerly NJPA).
Operating Supplies decreased $14,148. General Fund share is 25%. The decrease is due to a significant one-time software
and network hardware purchase in 2026.
Capital Outlay includes $38,000 to replace end of life network switches (Community Center, Fire 1, Fire 2, MSC and PD).
Due to the rising cost of IT hardware, the cost of this project increased $2,000 since the 2027 CIP projection was
completed.

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City of De Pere
2027 General Fund
Adopted Budget

EXPENDITURES
2025
Year End
Actual

Account Title

2026
Adopted
Budget

2026
Current
Budget

2026
6 mos
Actual

2026
Year End
Estimate

2027
Dept Head
Proposed

2027
Executive
Proposed

2027 / 2026
Budget
% Of Change

INFORMATION MANAGEMENT

Account Number
100 51450
100 51450
100 51450
100 51450
100 51450
100 51450
100 51450

PERSONAL SERVICES
110 Salaries
120 Hourly Wages
125 Overtime Wages
150 FICA
151 Retirement
152 Health, Dental, DIB, Life & Wks Comp Ins
190 Training

$

Subtotal

100
100
100
100
100
100

51450
51450
51450
51450
51450
51450

CONTRACTUAL SERVICES
212 Seminars and Conferences
215 Consulting
218 Cell/Radio
219 Data
240 Equipment Maintenance
290 Other Contractual Services
Subtotal

100
100
100
100

51450
51450
51450
51450

SUPPLIES AND EXPENSE
310 Office Supplies
320 Memberships/Subscriptions
330 Mileage Reimbursement
340 Operating Supplies
Subtotal

100

51450

CAPITAL OUTLAY
811 Capital Equipment
Subtotal

TOTAL

$

80,704 $
51,536
0
9,653
6,654
35,893
3,270

82,664 $
62,266
0
11,087
10,435
40,320
3,500

82,664 $
62,266
0
11,087
10,435
40,320
3,500

38,762 $
29,195
0
4,956
4,902
25,113
1,001

82,664 $
62,266
0
11,087
10,435
40,320
3,000

85,573 $
65,765
0
11,577
10,972
45,261
3,500

86,088
65,765
0
11,617
11,009
45,204
3,500

187,710

210,272

210,272

103,930

209,772

222,648

223,183

1,643
0
2,265
6,871
0
35,560

4,000
10,000
2,304
7,200
0
43,471

4,000
20,000
2,304
7,200
0
43,471

1,073
0
1,127
2,975
0
20,101

500
20,000
2,304
7,200
0
43,471

4,000
10,000
2,304
7,200
0
47,647

4,000
10,000
2,304
7,200
0
42,542

46,339

66,975

76,975

25,275

73,475

71,151

66,046

434
150
14
27,739

500
1,145
280
35,668

500
1,145
280
36,788

0
150
0
18,931

500
1,145
280
36,788

500
1,145
280
25,362

500
1,145
280
21,520

28,336

37,593

38,713

19,081

38,713

27,287

23,445

4.14%
5.62%
0.00%
4.78%
5.50%
12.11%
0.00%
6.14%

0.00%
0.00%
0.00%
0.00%
0.00%
-2.14%
-1.39%

0.00%
0.00%
0.00%
-39.67%
-37.63%

80,000

165,000

165,000

165,000

165,000

38,000

38,000

80,000

165,000

165,000

165,000

165,000

38,000

38,000

-76.97%
-76.97%

350,674

-26.92%

342,384

$

479,840

$

48

490,960

$

313,287

$

486,960

$

359,086

$

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Sustainability Programming
Program Full Time Equivalents: 0
Program Mission:
The sustainability commission is established to explore sustainability initiatives that can be implemented in the City, with the
ultimate goal of providing a more sustainable, livable, and healthy community.
List of Program Service(s) Descriptions:
1)
2)
3)

Citizen Contact – Provide a forum for addressing public concerns related to sustainable policies and practices.
Sustainable Projects – Work on sustainability related projects as directed by City Council and City Manager.
Identify and recommend sustainable policies and programs to the City Council for consideration.

Importance to Community:
1)

Hold monthly Sustainability Commission meetings to address community needs promptly and provide a consistent
schedule for community involvement.

Important Outputs:
1)

The Commission meets monthly to discuss sustainability initiatives.

Expected Outcomes:
1)

Provide formal discussions to discuss sustainable initiatives to promote a more sustainable, livable, and healthy
community.

2026 Program Achievements (July 2025 – June 2026):
1)

Retained a consultant to gather data and communicate with City staff to submit the Wisconsin Department of Natural
Resource’s Green Tier Legacy Community’s annual scoresheet on sustainable practices. The first scoresheet will be
submitted by the end of the calendar year.

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2)
3)
4)

Partnered with the Mulva Cultural Center and Green Bay Botanical Garden for a Native Plant Give Away. 50 plant kits
with 750 plants were distributed.
Continued a food waste composting service reimbursement program with City residents that utilize private composting
services.
Continued the Adopt-a-Drain program. Partnered with the De Pere Cinema for an advertisement on the Adopt-a-Drain
program and what is safe to go down the storm drain. Also, presented the City’s new storm water model to Girl Scout
Troop to promote the program.

2027 Program Goals and Objectives (July 2026 – June 2027):
1)
2)

Submit the second scoresheet for the Green Tier Legacy Communities.
Further promote the composting and adopt-a-drain programs.

Costs and Benefits:
The proposed 2027 Sustainability Programming budget is $26,700. The program benefits the community by providing citizens the
opportunity to have input regarding sustainable initiatives to promote a more sustainable, livable, and healthy community. This
program also develops policies and practices pertaining to sustainable initiatives.
2027 Budget Significant Expenditure Changes:
1)
2)
3)

Seminars and Conferences to provide funding for the Commissioners to attend various seminars or conferences pertaining
to sustainability.
Consulting is for the compost reimbursement program and general consulting services.
No Capital Equipment requested.

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City of De Pere
2027 General Fund
Adopted Budget

EXPENDITURES
2025
Year End
Actual

Account Title

2026
Adopted
Budget

2026
Current
Budget

2026
6 mos
Actual

2026
Year End
Estimate

2027
Dept Head
Proposed

2027
Executive
Proposed

2027 / 2026
Budget
% Of Change

SUSTAINABILITY PROGRAMMING

Account Number
100 51460
100 51460
100 51460

CONTRACTUAL SERVICES
211 Postage
212 Seminars and Conferences
215 Consulting

$

Subtotal

100
100
100
100
100

51460
51460
51460
51460
51460

SUPPLIES AND EXPENSE
310 Office Supplies
315 Publications
320 Memberships/Subscriptions
330 Mileage Reimbursement
340 Operating Supplies
Subtotal

100

51460

CAPITAL OUTLAY
810 Capital Equipment
Subtotal

TOTAL

$

0 $
45
5,244

500 $
1,000
12,000

500 $
1,000
22,000

0 $
0
2,766

500 $
1,000
12,000

500 $
1,000
12,000

500
1,000
12,000

5,289

13,500

23,500

2,766

13,500

13,500

13,500

2,901
0
0
0
1,490

3,000
0
0
200
10,000

3,000
0
0
200
15,000

72
0
0
0
1,184

3,000
0
0
200
10,000

3,000
0
0
200
10,000

3,000
0
0
200
10,000

4,391

13,200

18,200

1,256

13,200

13,200

13,200

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0.00%
0.00%

26,700

0.00%

9,680

$

26,700

51

$

41,700

$

4,022

$

26,700

$

26,700

$

0.00%
0.00%
0.00%
0.00%

0.00%
0.00%
0.00%
0.00%
0.00%
0.00%

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Page 56 of 487

Finance Department
Program Full Time Equivalents: 1.27
Program Mission:
To direct the maintenance of the municipal accounting system and the procedures governing receipt and expenditure of municipal
funds as well as plan, organize, control, direct, and evaluate the work of staff involved with various fiscal activities. The Finance
Department also ensures that City funds are invested to optimize return in accordance with state statutes.
List of Program Service(s) Descriptions:
1)
2)
3)
4)

Budget Management – Assist Elected Officials and City Manager in establishing and evaluating performance of City
budgets and developing financial strategies compatible with overall needs of City.
Adherence to Internal Control Policies – Implement and monitor departmental adherence to City internal controls to
safeguard and maximize the use of City resources.
Financial Reporting – Prepare financial reports in adherence to generally accepted accounting principles (GAAP) and state
statutes that fairly state the City’s financial position useful to both internal and external users.
Investment Recordkeeping – Invest and account for City funds to provide the maximum return in accordance with state
statutes.

Importance to Community:
1)
2)

3)

Timely preparation of budget reports, in accordance with generally accepted accounting principles, ensures that financial
actions can be taken efficiently and promotes consistent opportunities for community engagement.
Routine availability of current financial information to internal users supports seamless operational decision‑making,
facilitates immediate community transactions with the City, and strengthens the City’s ability to respond promptly to
financial inquiries.
Annually prepared financial statements, developed under established accounting standards, offer residents a reliable and
transparent account of how tax revenues and user fees are managed, reinforcing confidence in the City’s stewardship of
public resources.

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4)

Accurate preparation of tax documents ensures proper revenue collection and provides each taxpayer with a clear,
equitable, and informative tax bill that reflects their assessment and outlines the cost of services across taxing jurisdictions.

Important Outputs:
1)
2)
3)

4)

Preparation of Annual Budget –Activity funded by property tax. The Annual Budget provides funding for all municipal
services and activities.
Daily Financial Reports – Activity funded by property tax. Authorized users can review activity in relation to the Annual
Budget to ensure that City resources are collected and spent to comply with the Council-approved budget.
Annual Financial Reports – Activity funded by property tax. Taxpayers and financial consultants can review the Annual
Financial Report that accurately discloses the City’s financial position and annual operating revenue and expense detail to
determine the City’s financial strength to provide future goods and services for the community.
Tax and Investment Revenues – Activity funded by property tax. Property taxes are collected and invested in compliance
with state statutes and Council-approved financial institutions to provide the safest and maximum return on available
financial resources. These revenues secure funding for municipal services and activities.

Expected Outcomes:
1)
2)
3)

Maintain timely budget reports that accurately reflect adherence to current City Council spending directives and prior
financial results.
Maintain financial data available to all authorized users of City’s financial systems to assist them in reviewing compliance
with applicable internal controls.
Maintain timely and accurate annual financial reports to assist internal and external users in evaluating historical data to
assist in future decision-making processes.

2026 Program Achievements (July 2025 – June 2026):
1)
2)
3)

Implementation of Commercial Rewards credit card.
First floor remodel project completed.
Issued a request for proposal for Enterprise Resource Planning Consulting Services and contracted with BerryDunn.

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2027 Program Goals and Objectives (July 2026 – June 2027):
1)
2)
3)

Complete an Enterprise Resource Planning Needs Assessment with BerryDunn.
Select new software for financials, human capital management, and permitting.
Work with the Law Department on updating our p

Costs and Benefits:
The proposed 2027 Finance Department program cost is $279,375. The program benefits the community by providing citizens with
timely financial data and reports that indicate the City resources are spent in accordance with elected official directives and are
safeguarded against any unauthorized use or disposition. The program also invests City funds in compliance with state statutes.
2027 Budget Significant Expenditure Changes:
1)
2)
3)
4)

5)

6)
7)
8)

Salaries, Hourly Wages, FICA, and Retirement accounts increased to reflect Cost of Living Allowance (COLA) and the
adjustments per the approved compensation study.
Health, Dental, DIB, Life & Worker’s Comp Insurance account changes are based on current plan selections and increased
insurance costs.
Training includes $500 for Finance/Clerk department team building.
Seminars and conferences budget of $3,800 includes Wisconsin Government Finance Officers Association (WGFOA)
conference registrations and hotels, one out of state Government Finance Officers Association (GFOA) conference,
PayrollOrg meetings and other governmental accounting training courses. This is an increase of $490.
Consulting includes INCODE software annual maintenance fees ($12,800) and Seamless Docs ($21,179). This year also
includes an increase of $10,000 to include contract negotiations and approval assistance (Optional Deliverable 9) from our
agreement with BerryDunn.
Auditing decreased $5,500 to reflect the general fund cost with no anticipation of needing a grant single audit completed.
Memberships and Subscriptions includes GFOA ($500), two WGFOA memberships ($50), Municipal Treasurers
Association of Wisconsin (MTAW) ($140), and PayrollOrg ($70). This is an increase of $95.
Mileage reimbursement decreased $450 for the seminars and conferences listed above as well as mileage to and from the
bank for daily deposits.

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City of De Pere
2027 General Fund
Adopted Budget

EXPENDITURES
2025
Year End
Actual

Account Title

2026
Adopted
Budget

2026
Current
Budget

2026
6 mos
Actual

2026
Year End
Estimate

2027
Dept Head
Proposed

2027
Executive
Proposed

2027 / 2026
Budget
% Of Change

FINANCE

Account Number
100 51500
100 51500
100 51500
100 51500
100 51500
100 51500
100 51500

PERSONAL SERVICES
110 Salaries
120 Hourly Wages
125 Overtime Wages
150 FICA
151 Retirement
152 Health, Dental, DIB, Life & Wks Cmp Ins
190 Training

$

Subtotal

100
100
100
100
100

51500
51500
51500
51500
51500

CONTRACTUAL SERVICES
210 Telephone
212 Seminars and Conferences
215 Consulting
218 Cell/Radio
219 Auditing
Subtotal

100
100
100

51500
51500
51500

SUPPLIES AND EXPENSE
310 Office Supplies
320 Memberships/Subscriptions
330 Mileage Reimbursement
Subtotal

100

51500

CAPITAL OUTLAY
811 Capital Equipment
Subtotal

TOTAL

$

84,675 $
23,481
0
8,135
7,558
25,841
384

118,762 $
24,092
0
10,928
10,285
29,901
500

118,762 $
24,092
0
10,928
10,285
29,901
500

55,692 $
11,297
0
5,008
4,827
15,287
0

118,762 $
24,092
0
10,928
10,285
29,901
500

124,034 $
24,810
0
11,387
10,791
26,110
500

125,101
25,070
0
11,488
10,887
26,060
500

150,073

194,469

194,469

92,110

194,469

197,632

199,106

(101)
950
32,687
480
33,934

0
3,310
32,740
480
35,500

0
3,310
32,740
480
35,500

0
967
1,024
240
21,034

0
2,933
31,433
480
28,000

0
3,800
33,979
480
30,000

0
3,800
43,979
480
30,000

67,951

72,030

72,030

23,265

62,846

68,259

78,259

130
365
546

300
665
1,400

300
665
1,400

29
760
122

100
760
1,344

300
760
950

300
760
950

1,041

2,365

2,365

911

2,204

2,010

2,010

0

0

116,000

0

116,000

10,000

0

0

0

116,000

0

116,000

10,000

0

0.00%
0.00%

279,375

3.91%

219,065

$

268,864

$

55

384,864

$

116,286

$

375,519

$

277,901

$

5.34%
4.06%
0.00%
5.12%
5.85%
-12.85%
0.00%
2.38%

0.00%
14.80%
34.33%
0.00%
-15.49%
8.65%

0.00%
14.29%
-32.14%
-15.01%

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Assessor
Program Full Time Equivalents: 0.10
Program Mission:
Create and maintain equitable and uniform valuations of real property for assessment purposes (personal property is exempted
effective January 1, 2024 pursuant to 2023 Wisconsin Act 12).
List of Program Service(s) Descriptions:
1)
2)

3)
4)

Property Owner Contact - Answer assessment questions and provide assessment information to property owners,
appraisers, realtors etc.
Residential/Commercial Property Assessment – Wisconsin Statutes, Chapter 70 requires that new construction be
physically inspected, listed and measured after the assessment date of January 1st on an annual basis. Building permits are
reviewed from the prior year and uniform and equitable property values are established for new and altered structures to be
used as a base for tax purposes.
Manufacturing Assessment – Provide building permit and sales information of industrial properties to the State of
Wisconsin, Department of Revenue to assist in the establishment of uniform and equitable property values.
Open Book / Board of Review - Informational open book hearings are held on an annual basis to assist the public in
understanding assessment procedures and property values. Board of Review meetings are held on an annual basis as per
Wisconsin State Statute to afford property owners the opportunity to contest property values established by the assessor.

Importance to Community:
1)

2)

Conducting the annual Open Book assessment review hearing provides property owners with the opportunity to examine
their assessments, gain a clearer understanding of statutory assessment procedures, and engage in a regular, transparent
forum for community involvement.
Holding the annual Board of Review meeting ensures that property owners have a formal avenue to legally contest their
assessments pursuant to Wisconsin State Statute, encouraging informed participation in the property valuation process and
supporting fairness in the assessment system.

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Important Outputs:
1)

Uniform Residential/Commercial Property Values – The assessor’s office, funded by property tax, meets Wisconsin State
Statute requirements to have an appointed statutory assessor establish and maintain uniform and equitable assessments.
Equitable assessments benefit the community in assuring that property owners will pay their fair share of taxes.

Expected Outcomes:
1)

2)

3)

The establishment of uniform and equitable assessments for real property provides community value in maintaining and
ensuring fair taxation of all residential, commercial, and industrial property owners along with businesses subject to
personal property taxation.
Open Book and Board of Review hearings (required by Wisconsin State Statute) are held to provide property owners an
opportunity to challenge their property’s assessed value and to solicit adjustments when compared to similar properties
thus ensuring fair taxation.
Increase the knowledge of the public on assessment procedures through increased property owner contacts via office,
phone and city web site that is funded by property tax.

2026 Program Achievements (July 2025-June 2026):
In 2026, the Assessor’s Office supported a major transition in assessment services by preparing and issuing a comprehensive Request
for Proposals. Staff worked closely with an interdepartmental review team to evaluate submissions and develop a well-supported
recommendation for elected officials, ensuring a transparent and thorough selection process. This collaborative effort helped position
the City for high-quality and consistent assessment services moving forward.
The Assessor’s Office also successfully coordinated the 2026 Open Book sessions and Board of Review meetings. These efforts
included preparing required documentation, assisting residents with property assessment questions, and ensuring all statutory
procedures were followed. The smooth execution of these meetings supported fair, accessible, and compliant assessment review
opportunities for property owners.
2027 Program Goals & Objectives (July 2026-June 2027):
In 2027, the Assessor’s Office will focus on transitioning to the City’s newly selected statutory assessor, following the change in
provider resulting from the 2026 proposal process. This effort will include coordinating contract onboarding, establish communication
protocols, and align expectations to ensure continuity and accuracy in assessment services. The office will work closely with the new

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firm to support a smooth transition for residents, maintain compliance with statutory requirements, and uphold the City’s commitment
to fair and transparent property assessments.
Costs and Benefits:
The 2027 Assessor budget is $128,166. The program benefits the community by providing citizens with the opportunity to discuss,
offer input, and challenge property values in the community. The program also benefits the community by providing uniform and
equitable assessment methodology.
2027 Significant Budget Expenditure Changes:
1)
2)

Hourly Wages, FICA, and Retirement accounts increased to reflect Cost of Living Allowance (COLA) and the adjustments
per the approved compensation study.
Consulting includes $22,880 attributable to the Wisconsin Department of Revenue fee for assessing manufacturing
properties (average 10% increase per year over past 4 years), $90,000 for Associated Appraisal’s annual assessment
contract fee, $5,800 for mailing assessment notices to property owners, and $575 for meeting publication costs and
stipends paid to Board of Review members. This figure includes an increased stipend of $85 per board member, increased
from the current amount of $35.

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City of De Pere
2027 General Fund
Adopted Budget

EXPENDITURES
2025

2026
Adopted
Budget

Year End
Actual

Account Title

2026
Current
Budget

2026
6 mos
Actual

2026
Year End
Estimate

2027
Dept Head
Proposed

2027 / 2026
Budget

2027
Executive
Proposed

% Of Change

ASSESSOR

Account Number
100 51530
100 51530
100 51530
100 51530
100 51530
100 51530

PERSONAL SERVICES
120 Hourly Wages
125 Overtime Wages
150 FICA
151 Retirement
152 Health, Dental, DIB, Life & Wks Cmp Ins
190 Training

$

Subtotal

100
100
100
100

51530
51530
51530
51530

CONTRACTUAL SERVICES
210 Telephone
212 Seminars and Conferences
215 Consulting
290 Other Contractual Services
Subtotal

100
100
100

51530
51530
51530

SUPPLIES AND EXPENSE
310 Office Supplies
320 Memberships/Subscriptions
330 Mileage Reimbursement
Subtotal

100

51530

CAPITAL OUTLAY
811 Capital Equipment
Subtotal

TOTAL

$

6,504 $
12
498
453
31

7,147 $
50
551
518
36
0

7,147 $
50
551
518
36
0

3,368 $
1
258
243
24
0

7,147 $
1
547
515
36
0

7,544 $
50
581
551
38
0

7,544
50
581
551
35
0

7,499

8,302

8,302

3,894

8,245

8,764

8,761

0
0
90,566
0

0
0
98,080
0

0
0
98,080
0

0
0
39,134
0

0
0
92,600
0

0
0
119,255
0

0
0
119,255
0

90,566

98,080

98,080

39,134

92,600

119,255

119,255

15
0
0

150
0
0

150
0
0

0
0
0

0
0
0

150
0
0

150
0
0

15

150

150

0

0

150

150

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0.00%
0.00%

128,166

20.31%

98,080

$

106,532

59

$

106,532

$

43,027

$

100,845

$

128,169

$

5.55%
0.00%
5.53%
6.33%
-2.78%
0.00%
5.53%

0.00%
0.00%
21.59%
0.00%
21.59%

0.00%
0.00%
0.00%
0.00%

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City Hall
Program Full Time Equivalents: 0.15
Program Mission:
This program provides funding for the maintenance and operations of the City Hall facility.
List of Program Service(s) Descriptions:
1)
2)

Preventative maintenance on HVAC – Building Maintenance staff work cooperatively with outside contractor to inspect all
HVAC equipment twice/year to ensure maximum efficiency is met.
Repairs and maintenance to buildings and grounds – Building Maintenance staff conduct repairs and maintenance on “as
needed” basis throughout the building.

Importance to Community:
1)
2)

Perform yearly HVAC preventative maintenance to improve efficiency, reduce repairs, and extend equipment life.
Maintain a regular cleaning schedule at City Hall to ensure a clean, sanitary space for public use.

Important Outputs:
1)
2)
3)

4)

Preventative maintenance on all HVAC units and equipment in City Hall – Funded by property tax and ensures the life
expectancy is maximized of all HVAC equipment.
Repairs performed on all building equipment or infrastructure – Funded by property tax and ensures City Hall is kept in
good working order, safe, and aesthetic.
Manual labor assistance – Funded by property tax and provides assistance to departments based out of City Hall for
general office care tasks including assembly, removals, reorganizing, or troubleshooting equipment or building related
items.
Regular scheduled cleaning of City Hall – Funded by property tax and ensures regular cleaning of facility is done to ensure
the facility is sanitary and safe.

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Expected Outcomes:
1)
2)
3)

Maintain comfortable work climate throughout City Hall.
Maintain efficiency of all HVAC equipment.
Maintain clean and sanitary work environment.

2026 Program Achievements (July 2025 – June 2026):
1)
2)
3)
4)
5)
6)
7)

Complete 1st Floor offices and replace the office furniture to increase space for new employees.
Replace the Municipal Court office furniture.
Replaced the complete Roof Top Unit (RTU), the unit was 26 years old.
Replace all existing light fixtures on 2nd floor to LED fixtures with dimmers.
Upgrade security for first-floor offices as part of remodel.
Upgrade security for Health Department.
Upgrade security for the second-floor offices.

2027 Program Goals and Objectives (July 2026-June 2027):
1)
2)

Continue to maintain City Hall so as to reduce work interruptions.
Create a storage area for voting equipment in the basement.

Costs and Benefits:
The proposed 2027 City Hall program budget is $188,086. The program benefits the community by providing a clean, safe, and
efficiently run building designed to be the headquarters of the City’s operations.
2027 Budget Significant Expenditure Changes:
1)
2)
3)
4)

Health, Dental, DIB, Life & Worker’s Comp Insurance account changed based on current plan selections and increased
insurance costs.
Consulting includes $10,000 for green roof landscaping and HVAC services.
Memberships/Subscriptions includes $240 for OptiSigns signage software platform subscription.
Capital Equipment requested includes $35,000 for replacing existing sign and landscaping.

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City of De Pere
2027 General Fund
Adopted Budget

EXPENDITURES
2025
Year End
Actual

Account Title

2026
Adopted
Budget

2026
Current
Budget

2026
6 mos
Actual

2026
Year End
Estimate

2027
Dept Head
Proposed

2027
Executive
Proposed

2027 / 2026
Budget
% Of Change

CITY HALL

Account Number
100 51600
100 51600
100 51600
100 51600
100 51600
100 51600

PERSONAL SERVICES
120 Hourly Wages
125 Overtime Wages
126 Seasonal Labor
150 FICA
151 Retirement
152 Health, Dental, DIB, Life & Wks Cmp Ins

$

Subtotal

100
100
100
100

51600
51600
51600
51600

CONTRACTUAL SERVICES
210 Telephone
215 Consulting
217 Cleaning Service Contract
220 Utilities
Subtotal

100
100
100

51600
51600
51600

SUPPLIES AND EXPENSE
314 Repairs and Maintenance
320 Memberships/Subscriptions
340 Operating Supplies
Subtotal

100

51600

CAPITAL OUTLAY
810 Capital Equipment
Subtotal

TOTAL

$

23,567 $
60
0
1,735
1,616
5,263

13,447 $
0
0
1,029
968
4,320

13,447 $
0
0
1,029
968
4,320

19,732 $
445
0
1,484
1,508
6,429

13,447 $
445
0
1,063
1,000
6,429

13,958 $
0
0
1,068
1,012
4,032

13,958
0
0
1,068
1,012
4,004

32,241

19,764

19,764

29,599

22,384

20,070

20,042

2,074
8,709
22,166
58,702

2,204
10,000
22,396
60,632

2,204
14,104
22,396
60,632

875
7,849
11,561
28,208

2,204
10,000
22,396
60,632

2,204
10,000
23,100
63,500

2,204
10,000
23,100
63,500

91,651

95,232

99,336

48,493

95,232

98,804

98,804

25,670
0
9,105

22,000
240
12,000

22,000
240
12,000

4,876
0
4,061

22,000
240
12,000

22,000
240
12,000

22,000
240
12,000

34,776

34,240

34,240

8,937

34,240

34,240

34,240

0

0

0

0

0

35,000

35,000

0

0

0

0

0

35,000

35,000

100.00%
100.00%

188,086

26.03%

158,668

$

149,236

62

$

153,340

$

87,029

$

151,856

$

188,114

$

3.80%
0.00%
0.00%
3.82%
4.53%
-7.31%
1.41%

0.02%
0.00%
3.14%
4.73%
3.75%

0.00%
0.00%
0.00%
0.00%

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Other General Government
Program Mission:
This program provides funding for non-collectables, general fund property and liability insurances, sundry, and employee performance
and bonus pay program.
Costs and Benefits:
The proposed 2027 Budget for the Other General Government program cost is $822,785.
2027 Budget Significant Expenditure Changes:
1)

2)
3)

4)
5)
6)
7)
8)

Outside Services increased $96,815. This account includes $6,000 for the copier leases for 1st and 2nd floor of City Hall. It
also includes $890 for the Other Post-Employment Benefits (OPEB) table update as a valuation was done last year and is
required every other year. And $100,000 to support supplemental staffing needs across the City.
Office Supplies decreased by $500 based on the 2026 estimated costs.
Memberships/Subscriptions decreased $870 and includes $150 for Gannett for an online subscription to the Green Bay
Press Gazette. The $780 for the City’s Amazon Prime membership is included with the League of Wisconsin
Municipalities membership for two years.
Repair and Maintenance Supplies decreased $125,000 as there are currently no plans for a grant related to the repairs
needed as part of the 2024 ADA audit and 2026 funds have not all been spent.
Property and Liability increased $23,157 based on projected rate changes.
Illegal Taxes/Refunds Uncollectables decreased $5,651. The remaining budget is for the local portion of taxes to be paid to
Rockland due to the property annexation.
Transfer Out increased $15,838 covers the negative fund balance for the Cable Fund.
Reserved Wage & Benefit Funds increased $201,750 due to unsettled contract negotiations.

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City of De Pere
2027 General Fund
Adopted Budget

EXPENDITURES
2025
Year End
Actual

Account Title
OTHER GENERAL GOVERNMENT

Account Number
CONTRACTUAL SERVICES
100 51901 211 Postage
100 51901 215 Outside Services

$

Subtotal

100 51901
100 51901
100 51901

SUPPLIES AND EXPENSE
310 Office Supplies
320 Memberships/Subscriptions
350 Repair and Maintenance Supplies
Subtotal

100 51901
100 51901

GENERAL INSURANCES
510 Property and Liability
524 Sundry Unclassified
Subtotal

100 51901

GRANTS, CONTRIBUTIONS, INDEM
710 Illegal Taxes/Refunds Uncollectables
Subtotal

100
100
100
100

50000
51901
51901
51901

COST REALLOCATIONS
592 Transfer Out
900 Contingency fund
901 Employee Performance & Bonus Pay
911 Reserved Wage and Benefit Funds
Subtotal
TOTAL

$

2026
Adopted
Budget

2026
Current
Budget

2026
6 mos
Actual

2026
Year End
Estimate

2027
Dept Head
Proposed

2027
Executive
Proposed

10,117 $
7,584

12,500 $
10,075

12,500 $
10,075

7,107 $
7,444

12,500 $
10,050

13,100 $
6,890

13,100
106,890

17,702

22,575

22,575

14,551

22,550

19,990

119,990

4,084
958
0

5,000
1,020
200,000

5,000
1,020
200,000

1,655
0
0

4,200
928
100,000

4,500
930
100,000

4,500
150
75,000

5,042

206,020

206,020

1,655

105,128

105,430

79,650

472,355
15,130

302,500
25,000

302,500
25,000

370,902
12,971

302,500
25,000

378,125
25,000

325,657
24,000

487,485

327,500

327,500

383,873

327,500

403,125

349,657

2027 / 2026
Budget
% Of Change

4.80%
960.94%
431.52%

-10.00%
-85.29%
-62.50%
-61.34%

7.66%
-4.00%
6.77%

5,220

7,000

7,000

5,687

20,929

0

1,349

5,220

7,000

7,000

5,687

20,929

0

1,349

7,500
0
1,581
0

4,448
0
38,721
10,220

4,448
0
38,721
10,220

0
0
15
0

24,918
0
0
0

15,800
0
39,883
300,070

20,286
0
39,883
211,970

9,081

53,389

53,389

15

24,918

355,753

272,139

356.07%
0.00%
3.00%
1974.07%
409.72%

822,785

33.46%

524,530

$

616,484

$

64

616,484

$

405,781

$

501,025

$

884,298

$

-80.73%
-80.73%

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Health Department
Program Full Time Equivalents: 5.0
Program Mission:
The mission of the Health Department is to promote and protect health & safety, prevent illness & injury and connect with the
community to respond to needs with care & compassion. The department collaborates with community members & partners to provide
education, deliver trusted services that meet the needs of the community, uphold health standards and advocate for sustainable change
that strengthens the health of the community for all.
List of Program Service(s) Descriptions:
1)

2)

Public Health Education and Nursing –Promote and protect the health of populations using knowledge from nursing,
social, and public health sciences. Apply nursing and public health principles to assess, develop, implement, and evaluate
public health programs and services for individuals, families, and the community.
Public Health Sanitarian – Provide environmental health services to ensure the health and safety of the community.
Provide weights and measures inspection services as required of municipalities by state statute.

Importance to Community:
1)
2)

3)

Public Health provides essential protection and services 24/7, ensuring residents and partners can quickly access guidance
for both urgent and routine health needs.
The Foundational Public Health Services Framework outlines core responsibilities—such as communicable disease
prevention, safe food/air/water standards, maternal and child health support, better access to care, and chronic disease and
injury prevention—delivered consistently and accountably.
The health department tailors its programs to local needs, offering accessible, community-based support that prevents
illness, responds rapidly to emerging issues, and connects residents to the resources they need close to home.

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Important Outputs:
1)

2)

3)

4)

5)

6)
7)

8)

9)

Maternal child & family health programming/services – Activity funded by tax levy and grant funding. Maternal child
health programming is required by state statute. Services include but are not limited to community planning for
coordination of service delivery, education to groups and individuals regarding development and health issues.
Chronic disease and injury prevention programming/services: Activities funded by tax levy and grant funding. The
assurance of injury prevention programming required by state statute. The benefit to the residents is to ensure the safety of
individual children and prevent injuries and fatalities.
Communicable Disease Control and Prevention– This service includes immunization services as well as communicable
disease follow up. These activities are funded by tax levy, grants, and fee for service revenue. Childhood immunization
programming is required by state statute. Communicable disease programming is required by state statute.
Public Health Preparedness – This program is funded by grant dollars and tax levy. Preparedness response activities are
required by state statute. This program benefits the community by ensuring the health department’s ability to respond to
urgent public health matters and support the City’s Emergency Response.
Community Health Assessment/Improvement Planning – Time and effort is funded by tax levy and is required by state
statute. Together with community partners, conduct assessment of leading health data indicators, choose priorities to focus
efforts on and develop evidence-based community strategies to achieve measurable outcomes.
Resident Complaint Investigation and Resolution – Activity funded by tax levy. Human health hazards investigation and
resolution required by state statute and city ordinances.
Weights and Measure Inspections – Proposing to contract this service out in 2027 with the cost covered by the revenue the
program brings in. Activity funded by program revenue. State statute requires municipalities to permit and inspect all
businesses for compliance with weights and measures equipment ensuring consumer protection for weights and measures
devices.
Establishment Licensing and Inspections (Department of Health Services and Department of Agriculture and Consumer
Protection) – Activity funded by program revenue and tax levy. The agent contract for the City of De Pere provides
licensing and inspections for all restaurants, temporary restaurants, hotel/motels, campgrounds, swimming pools, spas,
tattoo & body piercing, school kitchens, recreational education camp establishments and temporary/permanent retail
establishments.
Rabies Prevention and Control – Activity funded by tax levy and limited grant funds when available. Follow-up is
completed on all reported animal bites and exposures as required by state statute and city ordinance for the victim of the
bite and the offending animal. This includes laboratory analysis services for appropriate specimens based on the most
current public health recommendations. Benefit to the community is the protection of potential rabies exposures.

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10)

11)

12)

Childhood Lead Poisoning Prevention – Activity funded by grant funding and tax levy. Blood lead levels of children are
monitored, and follow-up is provided to all families of children with elevated levels as required by state statute. Public
education on lead is also provided.
Public Health Education – Activity funded by tax levy and grant funding. Education is provided to residents in a variety of
ways including direct mailings to households, monthly articles, city-wide newsletter contributions, social media, up-to-date
website, channel 4 contributions, educational presentations in the community, press releases, media interviews and
individual education.
Radon Testing Program – Activity is funded by program revenue. Kits are provided to city residents at a nominal fee to
allow residents access to test kits and education.

Expected Outcomes:
1)
2)
3)

Avert vaccine preventable disease by monitoring and supporting efforts to maintain/improve vaccine coverage rates in
select population cohorts.
Conduct surveillance, investigation and institute public health control measures for all suspect, probable and confirmed
cases of communicable disease within the City of De Pere.
Prevent illness through the assurance of establishment compliance with food safety, environmental and hygiene standards.

2026 Program Achievements (July 2025-June 2026):
1)

Finalized the department’s Strategic Plan (2025–2030).
The De Pere Health Department (DPHD) developed a five-year strategic plan with support from Ujima United LLC, using
input from community members, partners, and staff through surveys and interviews. The plan centers on three priorities:




2)

Community Awareness: Strengthening understanding of “The De Pere Difference” and improving outreach.
Data & Technology: Expanding capacity for data use and evidence-based decision-making.
Youth Engagement: Elevating youth voices and involvement in community health.

Proactively communicated important regulatory updates to establishments.
DPHD’s licensing and inspection staff served on a state review team revising Wis. Admin. Code ATCP 72 (Hotels, Motels,
and Tourist Rooming Houses), effective January 25, 2026. The department has communicated these updates to affected
establishments and encouraged review of both the updated rule and the ATCP 72 fact sheet.

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3)

Continued critical social connection initiatives.
The health department continues its Belonging Begins Here initiative in response to the U.S. Surgeon General’s 2023
advisory on social isolation. Fall 2025 programming included a “Building Belonging Workshop” at St. Norbert College
(SNC), in partnership with SNC Health & Wellness, De Pere Chamber of Commerce, and supported by De Pere Rotary
and as well as a Senior Ball event at St. Norbert College (SNC) offering intergenerational connection through music,
dance, and conversation. Partners included SNC Health & Wellness, SNC Music Department, and students. Local social
connection efforts were highlighted at the state-level for the emphasis of partnership and innovation.

2027 Program Goals and Objectives (July 2026-June 2027):
1)
2)
3)

Strengthen the understanding of “The De Pere Difference” and improving social connection and public health education/
outreach (strategic plan objective).
Support/elevate youth voices and involvement in community health (strategic plan objective/maternal child health grant
objective).
Increase awareness about the unique support offered to licensed establishments (strategic plan objective).

Costs and Benefits:
The proposed 2027 Health Department total program cost is $813,086. The local tax levy portion of the budget is projected at
$552,898 with $260,188 being funded by grants and program revenue (68% tax levy, 32% program revenue and grants). It is
estimated that every dollar spent on community prevention saves $14 in medical and societal costs (Pew Research). Investing early
and wisely in both clinical and community preventive services is essential if we are to successfully address the leading causes of death
and disability, namely, chronic diseases and their risk factors. Essential public health services ensure the public’s safety. The
investment in primary prevention programming and services decreases chronic disease and increases the quality of life for those who
live, work and play in the City of De Pere.
2027 Budget Significant Expenditure Changes:
1)
2)

Salaries, Hourly Wages, FICA, and Retirement accounts increased to reflect a Cost of Living Allowance (COLA) and the
adjustments per the approved compensation study.
Health, Dental, DIB, Life & Worker’s Comp Insurance account changed based on current plan selections and increased
insurance costs.

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3)

4)

5)

6)
7)
8)
9)
10)
11)
12)

Seminars and Conferences: Wisconsin Public Health Operations Conference $650. Wisconsin Public Health Association
Conference $650. Wisconsin Lead/Radon Refresher Course $300. Specific public health programmatic/ infrastructure
workforce development conference registration fees (State/National) will be covered under the associated grants’ scope of
work and not funded by tax levy. Professional development for the DATCP Agent Program will be allocated to the specific
programmatic expenses.
Consulting increased $20,000 due to the need to contract the required weights and measures service reallocating staff time
and capacity to license and inspect food, lodging, recreation establishments as the demand for this service continues to
increase (as does the revenue). The weights and measures shared service agreement expense is offset by program revenue.
It is important to note that program revenue cannot exceed program expenses for these services.
Memberships/Subscriptions: Required Professional Licenses (1 RS, 3 RN) $240. Other details include Wisconsin Public
Health Association $295, Wisconsin Association of Local Health Departments and Boards (WALHDAB) $560, Wisconsin
Environmental Health Association $40, Association for Professionals in Infection Control $220 (covered by grant).
Mileage reimbursement: decreased $240 due to decrease in mileage activity.
Transportation: decreased $560 due to decreased transportation costs related to contracting Weights and Measures.
MCH Grant: increased $2,710 due to an aligned increase in grant fund revenue.
Weights and Measures: decreased $3,000 due to proposed contract for this service. Expenses are covered in the consulting
line item.
Immunization Outreach Grant: decreased $2,829 due to a projected decrease in grant fund revenue.
Public Health Infrastructure: increased $10,222 due to an aligned increase/carryover in grant fund revenue.
Preparedness Grant: increased $10,058 due to an aligned increase in grant fund revenue.

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City of De Pere
2027 General Fund
Adopted Budget

EXPENDITURES
2025
Year End
Actual

Account Title

2026
Adopted
Budget

2026
Current
Budget

2026
6 mos
Actual

2026
Year End
Estimate

2027
Dept Head
Proposed

2027
Executive
Proposed

2027 / 2026
Budget
% Of Change

HEALTH DEPARTMENT

Account Number
100 54100
100 54100
100 54100
100 54100
100 54100
100 54100
100 54100
100 54100

PERSONAL SERVICES
110 Salaries
120 Hourly Wages
125 Overtime Wages
126 Seasonal Labor
150 FICA
151 Retirement
152 Health, Dental, DIB, Life & Wks Cmp Ins
190 Training
Subtotal

100
100
100
100
100

54100
54100
54100
54100
54100

CONTRACTUAL SERVICES
210 Telephone
212 Seminars and Conferences
215 Consulting
218 Cell/Radio
240 Equipment Maintenance
Subtotal

100
100
100
100
100
100
100
100
100
100
100
100
100
100
100

54100
54100
54100
54100
54100
54100
54100
54100
54100
54100
54100
54100
54100
54100
54100

SUPPLIES AND EXPENSE
310 Office Supplies
320 Memberships/Subscriptions
324 Medical Supplies
330 Mileage Reimbursement
331 Transportation
351 MCH Grant
352 MCH Match
353 Weights and Measures
354 Childhood Lead Grant
355 Immunization Outreach Grant
356 Public Health Infrastructure
357 COVID
358 Preparedness Grant
359 Prevention Grant
360 Communicable Disease Grant

$

390,815 $
58,416
0
11,475
33,443
31,231
111,266
0

400,287 $
61,194
0
12,140
35,479
33,227
109,678
0

400,287 $
61,194
0
12,140
35,479
33,227
109,678
0

189,805 $
28,693
0
3,306
16,242
15,732
62,066
0

400,287 $
61,194
0
12,140
35,479
33,227
109,678
0

418,188 $
64,563
0
12,140
37,106
34,999
96,974
0

423,405
64,563
0
12,140
37,506
35,378
96,282
0

636,647

652,005

652,005

315,844

652,005

663,971

669,274

(155)
1,011
0
936
1,538

0
1,600
0
835
800

0
1,600
0
835
800

0
1,307
0
329
0

0
1,600
0
835
800

0
1,600
20,000
835
800

0
1,600
20,000
835
800

3,330

3,235

3,235

1,636

3,235

23,235

23,235

0.00%
0.00%
100.00%
0.00%
0.00%
618.24%

1,912
1,250
5,248
611
448
7,368
0
1,476
2,106
3,765
17,271
0
11,345
3,787
3,650

2,600
1,135
5,200
1,040
1,560
7,413
0
3,000
2,161
8,310
35,267
0
25,276
4,374
3,570

2,600
1,135
5,200
1,040
1,560
7,413
0
100
2,161
8,310
35,267
0
25,276
4,374
3,570

331
236
636
363
183
3,926
0
130
0
7,321
2,749
0
18,417
2,746
2,002

2,600
1,135
5,200
800
1,000
9,921
0
500
2,161
8,310
25,000
0
35,131
4,374
3,580

2,600
1,135
5,200
800
1,000
9,921
0
0
2,161
5,481
57,629
0
35,334
4,374
3,580

2,600
1,135
5,200
800
1,000
10,123
0
0
2,161
5,481
45,489
0
35,334
4,374
3,580

0.00%
0.00%
0.00%
-23.08%
-35.90%
36.56%
0.00%
-100.00%
0.00%
-34.04%
28.98%
0.00%
39.79%
0.00%
0.28%

70

5.78%
5.51%
0.00%
0.00%
5.71%
6.47%
-12.21%
0.00%
2.65%

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City of De Pere
2027 General Fund
Adopted Budget

EXPENDITURES
2025
Year End
Actual

Account Title

2026
Adopted
Budget

2026
Current
Budget

2026
6 mos
Actual

2026
Year End
Estimate

2027
Dept Head
Proposed

2027
Executive
Proposed

2027 / 2026
Budget
% Of Change

HEALTH DEPARTMENT

100
100
100
100
100
100

54100
54100
54100
54100
54100
54100

361 Agent Program Surplus
362 Agent Program
363 COVID Immunization/VFC
364 COVID Public Health Workforce
365 COVID ARPA
370 Leaf Grant
Subtotal

100

54100

CAPITAL OUTLAY
810 Capital Equipment
Subtotal
TOTAL

$

0
3,811
9,959
0
9,136
0

0
3,300
0
0
0
0

0
3,300
0
0
0
0

0
449
0
0
0
0

0
3,300
0
0
0
0

0
3,300
0
0
0
0

0
3,300
0
0
0
0

83,142

104,206

101,306

39,489

103,012

132,515

120,577

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0.00%
0.00%

813,086

7.06%

723,119

$

759,446

71

$

756,546

$

356,969

$

758,252

$

819,721

$

0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
15.71%

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Development Services
Program Full Time Equivalents: 1.71
Program Mission:
The work of the Development Services Department promotes and improves the quality of life and economic health of the City of De
Pere. That mission is pursued with work in Planning, Economic Development, Redevelopment, Housing, Downtown Parking, and
Historic Preservation. Responsive and thorough customer service provided in all areas.
List of Program Service(s) Descriptions:
1)
2)

Citizen / Customer Contact:
a. Respond to multiple and diverse inquiries on projects related to the areas of responsibility as defined below.
Planning:
a. Comprehensive Plan: Responsible for the development, update, and implementation of the City Comprehensive Plan.
b. Downtown Master Plan: Responsible for the development, update, and implementation of the Downtown Master Plan.
c. Cultural District Master Plan: Responsible for the development, update, and implementation of the Cultural District
Master Plan (to be closed upon the completion of the Downtown Master Plan Update)
d. Zoning Code: Functions as the Zoning Administrator and leading the update and implementation of the Zoning Code.
e. Annual Affordable Housing Analysis: Responsible for the development, update, and implementation of the annually
required affordable housing analysis.
f. Plan Commission: Staff support to the Plan Commission, which oversees plan approval, rezoning, annexation, site plan
review, and land subdivision requests. Staff reviews and prepares material for all meetings.
g. Intergovernmental Projects: Work with local agencies and units in government for project development and
coordination (i.e. WisDOT Projects, FEMA, local government coordination, etc.).
h. Board of Appeals: Processes all variance requests and staffs monthly Board of Appeals (BOA) meetings.
i. Internal City Projects: Lead and coordinate internal City projects ranging from subarea plans to parking studies.
j. Staff serves as City’s appointee on the Brown County Board of Planning Commissioners, the Brown County Job Center
Steering Committee, Committees within the Greater Green Bay Chamber, Definitely De Pere and the De Pere Area
Chamber and other groups as needed.

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3)

4)

5)

6)

Economic Development:
a. Retention: Engage with existing City businesses to support retention, expansion, and long‑term operational stability.
b. Recruitment: Foster a high quality of life and strong business climate to attract new businesses to the
industrial/business parks and commercial districts.
c. Land Sales: Market and negotiate City‑owned land within industrial parks and downtown redevelopment areas.
d. Tax Incremental Finance (TIF) / Tax Incremental District (TID) Administration: Manage all TID districts and project
plans, including preparation for the annual Joint Review Board meetings for both the East and West sides. Staff
prepares financial analyses, agendas, and supporting materials for all meetings.
e. Pro Forma Evaluation: Conduct detailed financial and feasibility analyses for development projects requesting TIF
assistance.
f. Business Improvement District (BID) Administration: Serve as staff liaison to the BID Board, preparing materials for
the annual meeting, budget, and assessments, and assisting with agenda development and supporting documentation for
all meetings.
g. Local Economic Development Fund Administration (formerly Revolving Loan Fund): Manage the City’s Economic
Development Fund established through the CDBG Close Program, including the locally funded revolving loan fund,
downtown business recruitment grant, and brownfield fund.
h. Affordable Housing Programs Administration: Oversee and administer the City of De Pere’s affordable housing
programs
Redevelopment:
a. Redevelopment Authority: Provide staff support to the Redevelopment Authority, which oversees redevelopment
activities and management of RDA‑owned property, including administration of the Brownfield Fund. Staff prepares
agendas and supporting materials for all meetings.
b. Façade Grants: Administer the City’s Façade Grant Program.
c. Brownfield and Property Acquisition: Administer and lead efforts to acquire blighted and underutilized properties in
the city.
d. Home Improvement Loan Program: Administer the De Pere Home Improvement Loan Program.
Historic Preservation:
a. Historic Preservation Commission: Staff support to the Historic Preservation Commission. Staff reviews and prepares
material for all meetings. Please see the separate Historic Preservation budget narrative for more detail.
Definitely De Pere - Main Street Program:
a. The City provides direct support to the City of De Pere Main Street Program. In addition to the financial support, staff
also serves on various committees of the Main Street Program.

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7)

De Pere Area Chamber of Commerce:
a. The City provides membership dues and technical support to the local chamber of commerce to support their mission is
to connect citizens to local businesses while promoting policies which contribute to economic growth

Importance to Community:
1)
2)
3)
4)
5)
6)

7)

8)

Conduct regular Plan Commission meetings on the fourth Monday of each month, ensuring timely action on community
requests and maintaining a predictable schedule for public involvement.
Conduct Redevelopment Authority (RDA) meetings on the fourth Monday as needed, allowing redevelopment items to be
addressed promptly while providing a consistent opportunity for community participation.
Conduct regular Historic Preservation Commission (HPC) meetings on the third Monday of each month, supporting the
preservation and promotion of the City’s historic and cultural resources.
Conduct the annual Joint Review Board (JRB) meeting and additional meetings as needed for TID‑related items, providing
oversight of Tax Increment Districts that support business growth and development.
Conduct regular Board of Appeals (BOA) meetings on the fourth Monday of each month, ensuring timely action on
variance requests and maintaining a predictable schedule for community involvement.
Conduct at least one Business Improvement District (BID) Board meeting in late summer or fall each year, reviewing and
adopting the BID Operating Plan that guides funding allocations and activities to support a dynamic downtown
environment.
Participate as needed in meetings of the Common Council, Finance/Personnel Committee, and Board of Public Works,
ensuring timely action on community items, supporting consistent opportunities for public involvement, and representing
the community in these decision‑making bodies.
Provide regional representation, including participation in regional programs and initiatives and presenting at regional,
state, and national conferences as a subject matter expert in TID, planning, zoning, and related municipal topics.

Important Outputs:
1)
2)
3)

Citizen / Customer Contact: Provide timely, helpful, and thorough responses to inquiries. Maintain business and citizen
contact levels that meet or exceed the community's needs.
Planning: Process applications for planning department functions. Coordinate and staff key meetings. Create and
implement long-term and short-term plans.
Economic Development: Creation and administration of the TIF Districts. Administration of the Revolving Loan Fund
programs. Rapid response to site selection inquiries. Market and negotiate city business park properties. Create and
implement an economic development strategy.

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4)

5)

Redevelopment Authority: Preserve/enhance the overall health of the City. Administration of the Façade Improvement
Program. Implementation and update of the Downtown Master Plan, Cultural District Master Plan, and other
redevelopment plans.
Main Street Program: Coordination and staff support for Definitely De Pere and the BID Board.

Expected Outcomes:
1)

2)
3)

4)

5)

Citizen / Customer Contact: Citizens will understand the short- and long-term planning and economic development goals
for the City of De Pere. Citizens will easily be able to gather information about planning and economic development
projects. Citizens will feel valued for the role they play in maintaining a high quality of life.
Planning: De Pere will be a regional leader in planning best practices and policies. Those practices will support efforts to
maintain and improve the quality of life in the City and to increase home affordability.
Economic Development: Business owners and real estate professionals will promote De Pere as a great place to own and
operate a business. De Pere will have a reputation for commitment to quality standards balanced with efficient processes
and collaborative staff.
Redevelopment Authority: The Downtown De Pere aesthetic will include a mix of old and new buildings, thoughtfully
designed, and balanced with active and beautiful public spaces. The Downtown De Pere experience will be walkable and
include multiple choices for living, playing, and working.
Main Street Program: A dynamic and diverse downtown, unified by art and culture that is a destination for residents and
visitors. Downtown events will draw residents and visitors from the region.

2026 Program Achievements (July 2025-June 2026):
1)

Planning:
a. Ongoing quarterly edits to the Zoning Code.
b. Successfully processed a number of presubmittal consultation inquiries, site plan and zoning applications while
maintaining a high level of customer service.
c. Processed 7 CSM’s, 1 plat, 9 extraterritorial plats/CSMs, 9 zoning map amendments, 5 design exceptions, and 17 other
requests that required Plan Commission and/or additional approvals.
d. Processed 0 variance requests for the Board of Appeals.
e. Processed 0 sign variance applications with the Plan Commission.
f. Processed 29 site plans with City staff.
g. Zoning Code implementation project management.

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h. Kicked off the Downtown Master Plan Update and re-engaged with a consultant to finish the Comprehensive Plan and

2)

3)

4)
5)

Relaunch a Comprehensive Plan Hub Site
Economic Development:
a. Worked with New North and Greater Green Bay Chamber, and site selectors to respond to site selection inquiries.
b. Partnered with Definitely De Pere and De Pere Chamber on Economic Development events like the Business Walk and
State of De Pere.
c. Facilitated 10 Development/Sale agreement terms with the Law Department in both east and west industrial parks and
downtown.
d. Completed 2 façade grants related to the development of 301 and 305 Main Ave.
e. See TID 2025-2026 Performance Measurement Data for details.
f. Co-organized and participated in the 2025 and 2026 Business Walks (pending).
g. Coordinated and facilitated regular meetings with Definitely De Pere and the De Pere Chamber in order to coordinate
initiatives and promote collaboration.
h. Conducted 70+ Business Retention and Expansion (BRE) visits or phone calls.
i. Communicated/recruited with over 30+ businesses looking to locate in De Pere or the region.
j. Continued implementation for the affordable housing programs, including loans and kick-off the second Rock the
Block Program neighborhood.
k. Brownfield remediation planning underway with Stantec for several strategic sites located throughout the City.
l. Awarded 2 additional grants totaling $30,000 that opened in the Downtown, bringing our total to 12 businesses served
by the Experience De Pere Business Recruitment Grant.
m. The City approved 2 home improvement loans totaling $54,151 over the past year.
Presentations and special events to promote and represent De Pere including, but not limited to, Leadership Green Bay
Economic Development Panel, the De Pere Chamber Business Walk, NEWREP Housing Panel, WEDA Basic Economic
Development Course, Greater Green Bay Chamber Business Recruitment and Retention Task Force, St. Norbert College,
UWGB, Sister Cities, De Pere Men’s Club, and assisted with the planning and presentations for the State of De Pere
addresses. These efforts provides an opportunity for the community interests to be expressed on issues or activities that
may impact the community on a regional level.
Participate in regular committee meetings of the Main Street District, Greater Green Bay Chamber, and De Pere Area
Chamber to assist partner organizations in regional economic development efforts.
Participate in monthly Brown County Plan Commission Board of Directors meetings and Municipal Partnership Council
meetings to ensure De Pere’s participation in County and regional issues that impact the City.

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2027 Program Goals and Objectives (July 2026-June 2027):
1)

2)

Planning/Zoning/Community
a. Complete rewriting the Platting and Division of Land Ordinance by December 1, 2027
b. Complete the Downtown Plan Update – October 2026
c. Complete Public Facilities Needs Assessment and Impact Fee Study – April 1, 2027
Economic Development
a. Complete periodic audits for all required TIDs to understand the baseline of each TID and the impact of future
projected projects and mill rates by June 2027
b. Complete the Golden Shovel Application to the NEW North by April 1, 2027
c. Complete RFP for SW Annexation Area and select developer by January 1, 2027
d. Take over the annual business walk from the De Pere Area Chamber of Commerce by September 15, 2026

Costs and Benefits:
The proposed 2027 Economic Development and Planning portion of the Development Services Department budget is $334,301 . This
program provides significant value to the community by ensuring residents have meaningful representation in the discussion,
planning, and implementation of long‑term growth and development initiatives. In addition, the program supports a strong and
balanced local economy by fostering opportunities for residents to work within the community, which in turn helps stabilize and offset
the cost of municipal services. Overall, the Development Services Department’s 2027 budget reflects a $18,961, or 5.92% increase,
from the 2026 adopted budget.
2027 Budget Significant Expenditure Changes:
1)
2)

3)

Health, Dental, DIB, Life & Worker’s Comp Insurance account changed based on current plan selections and increased
insurance costs.
Training. Training decreased $280 to $2,050 due to department trends and includes the following:
International Economic Development Council (IEDC) Economic Development Training ($1,200), department training
($400), APA Passport Training ($200), Webinars and events to maintain AICP certification ($250).
Seminars and Conferences. Increased by $950 to $6,500. The increase is due to actual costs of attending the annual IEDC
conference. The department will alternate annually with the National American Planning Association Conference. The
department will also alternate annually with the National Brownfield Conference. The detailed breakdown is as follows:

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4)
5)
6)

IEDC Annual Conference ($3,000), Wisconsin APA Conference ($750), WEDA Governor’s Conference and Best
Practices Conference ($750 each), National Brownfield Conference ($2,000).
Consulting. Remained unchanged from 2026 to 2027. $25,000 for a Subdivision Ordinance rewrite, Brown County
Recording Fees - $100, Misc. Economic Development CSM’s and Environmental Reviews, wetland delineations - $4,900.
Membership/Subscriptions decreased by $450. The detailed breakdown is as follows:
APA/AICP – three staff ($1,200), IEDC ($400), and WEDA ($350).
Contribution. Downtown De Pere increased by $5,000 to align with the Wisconsin Main Street recommendation; De Pere
Area Chamber increased $3,250 due to the membership structure.

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City of De Pere
2027 General Fund
Adopted Budget

EXPENDITURES
2025
Year End
Actual

Account Title

2026
Adopted
Budget

2026
Current
Budget

2026
6 mos
Actual

2026
Year End
Estimate

2027
Dept Head
Proposed

2027
Executive
Proposed

2027 / 2026
Budget
% Of Change

DEVELOPMENT SERVICES

Account Number
100 56700
100 56700
100 56700
100 56700
100 56700
100 56700
100 56700
100 56700

PERSONAL SERVICES
110 Salaries
120 Hourly Wages
125 Overtime Wages
126 Seasonal Labor
150 FICA
151 Retirement
152 Health, Dental, DIB, Life & Wks Cmp Ins
190 Training

$

Subtotal

100
100
100
100

56700
56700
56700
56700

CONTRACTUAL SERVICES
210 Telephone
212 Seminars and Conferences
215 Consulting
218 Cell/Radio
Subtotal

100
100
100
100
100

56700
56700
56700
56700
56700

SUPPLIES AND EXPENSE
310 Office Supplies
313 Promotions & Advertising
315 Publications
320 Memberships/Subscriptions
330 Mileage Reimbursement
Subtotal

100
100
100

56700
56700
56700

GRANTS, CONTRIBUTIONS, INDEM
702 Contribution--BID/Downtown De Pere
703 Contribution--Green Bay Chamber
704 Contribution--De Pere Chamber

56700

CAPITAL OUTLAY
811 Capital Equipment
Subtotal
TOTAL

137,311 $
31,335
0
0
12,901
12,143
41,914
2,330

137,311 $
31,335
0
0
12,901
12,143
41,914
2,330

64,399 $
14,702
6
0
5,756
5,699
25,822
435

137,311 $
31,335
15
0
12,903
12,144
51,643
2,204

141,784 $
32,282
0
0
13,316
12,620
44,112
2,050

143,278
32,282
0
0
13,430
12,728
44,047
2,050

227,135

237,934

237,934

116,819

247,555

246,164

247,815

3
75
28,381
480

0
5,550
30,000
576

0
5,550
40,454
672

3,720
2,154
240

0
5,520
35,000
672

0
6,500
5,000
580

0
6,500
30,000
580

28,939

36,126

46,676

6,114

41,192

12,080

37,080

1,427
0
0
1,467
638

1,700
1,500
0
2,400
600

1,700
1,500
0
2,400
600

662
106
0
1,817
65

1,550
1,500
0
1,950
500

1,706
1,500
0
1,950
650

1,706
1,500
0
1,950
650

3,532

6,200

6,200

2,649

5,500

5,806

5,806

30,000
4,919

30,000
5,200
250

30,000
5,200
250

30,000
4,813

30,000
4,900
3,500

35,000
5,200
3,500

35,450

35,450

0
34,813

30,000
4,813
250
35,063

38,400

43,700

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0.00%
0.00%

334,401

5.92%

295
35,214

Subtotal

100

133,616 $
30,930
5
0
12,151
11,457
38,672
303

$

294,820

$

315,710

79

$

326,259

$

160,396

$

329,310

$

302,450

$

4.35%
3.02%
0.00%
0.00%
4.10%
4.82%
5.09%
-12.02%
4.15%

0.00%
17.12%
0.00%
0.69%
2.64%

0.35%
0.00%
0.00%
-18.75%
8.33%
-6.35%

16.67%
0.00%
1300.00%
23.27%

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Page 84 of 487

Geographic Information System (GIS) Services
Program Full Time Equivalents: 1.29
Program Mission:
Develop, implement, and maintain a City-wide GIS program.
List of Program Service(s) Descriptions:
1)
2)
3)
4)
5)
6)
7)
8)
9)

Citizen / Customer Contact – Receive requests from citizens which can vary from a map request to information on land
records (FEMA, Parcel Dimensions, etc.).
Stormwater Utility – Develop the stormwater billing for the City and maintain the stormwater utility mapping.
Water / Wastewater Utility – Maintain the water and wastewater utility mapping.
City Web Mapping – Develop and maintain the city mapping website for internal and external use.
Citywide Mapping – Develop and maintain citywide database, which is used by citizens and the city departments.
Training – Provide citywide GIS training to departments so users can access and work with City data.
Maintenance – Maintain custom GIS applications and GIS infrastructure.
Drone Program – Provide comprehensive program administration to the City Drone program.
Addressing – Conduct the addressing for the City.

Importance to Community:
1)
2)

Maintain and develop the Citywide GIS infrastructure, ensuring citizens can access community‑related data and
departments—especially utilities—can retrieve the information needed to support critical operations.
Administer the City’s Drone Program, providing life‑safety and emergency response support for Police and Fire (including
search and rescue, fire scene operations, critical incident response, and disaster assessment); producing aerial imagery for
public relations and social media; conducting inspections for utility operations, traffic surveys, and construction
monitoring; supplying data and documentation for GIS and planning systems; and ensuring all pilots are properly trained,
FAA‑licensed when required, and compliant with safety procedures.

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Important Outputs:
1)

2)

3)

Utilities – Yearly updates to the City utility network (water, sewer and stormwater). This work also includes the
stormwater billing calculations. The utility programs fund this output. The utilities are important to the community for the
provision of basic services (water, sewer, and stormwater drainage).
Data Updates – The department is responsible for maintaining all of the City GIS data, which is used by other departments.
Data updates are funded through the tax levy and utilities. Data maintenance is critical to the community since many of the
City programs’ functions are tied to the master database.
Departmental Mapping – Department averages over 200 project requests per year. This work is primarily funded through
the combination of tax levy, various utilities, and tax increment districts. Mapping is important to the community since
these maps are used to help complete maintenance of services provided to citizens.

Expected Outcomes:
1)
2)
3)

Maintain the Citywide GIS Library.
Maintain or increase the access of public land record information to the departments and the community.
Provide a centralized source for City data while eliminating data redundancy.

2026 Program Achievements (July 2025-June 2026):
1) Transitioned utility data to the new ESRI standard (ArcGIS Utility Network) and phased out ArcMap.
2) Migrated DIME, the City’s online, public-facing web map, to the new Experience Builder format.
3) Completed analysis and generated the City storm water utility billing database generating over $2,990,000 in revenue.
4) Established an updated ERU (Equivalent Runoff Unit) square footage for stormwater billing to be implemented with the 2026
tax bills.
5) Deployed two new drones for the Communications and Marketing division.
6) Developed an Addressing SOP for a streamlined, documented addressing process.
7) Conducted analysis of water system data for annual Public Service Commission (PSC) reporting.
2027 Program Goals and Objectives (July 2026-June 2027):
1) Complete updates to GIS utility data for storm sewer, sanitary sewer and water distribution systems including replacements
and new construction by April 2027.

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2) Migrate six web maps from the deprecated WebAppBuilder to the Experience Builder format by April 2027.
3) Expand drone team to include five additional Part 107 certified pilots (PD/FD) by September 2027.
4) Obtain updated aerial imagery and impervious surface data by October 2027.
5) Upgrade ArcGIS Enterprise from version 11.5 to 12.x to keep system current by November 2027.
6) Complete the annual stormwater billing calculations by November 2027.
Costs and Benefits:
The proposed 2027 GIS program costs $168,370 or an increase of 8.26%. The program benefits the community by providing accurate
land information data to citizens and internal departments. GIS applications increase productivity, allowing staff to complete daily
business more efficiently resulting in enhanced customer service and better decision-making.
2027 Budget Significant Expenditure Changes:
1)
2)
3)

4)

5)

6)
7)
8)
9)

Salaries, Hourly Wages, Hourly Wages Part Time, FICA, and Retirement accounts increased to reflect a Cost of Living
Allowance (COLA), adjustments per the approved compensation study and the addition of a GIS Intern position.
Health, Dental, DIB, Life & Worker’s Comp Insurance account changed based on current plan selections and increased
insurance costs.
Training program decreased $3,600 due to reallocation to Seminars and Conferences and includes one employee attending
a 2-day Esri Instructor-Led online training course ($2,400), Development Services Team Building ($300), and drone pilot
training ($750).
Seminar and Conference funding increased $1,235 due to reallocation from Training and includes Wisconsin Land
Information Association (WLIA) conferences ($1,435) and one employee attending the Esri Infrastructure Management &
GIS Conference in Palm Springs, CA for GIS utility training and networking ($2,700).
Consulting services include $1,000 for an ArcGIS Enterprise upgrade with the remainder being split to the utilities, which
is a $1,000 increase from the 2026 adopted budget but a $9,588 decrease from the 2026 current budget due to carryover
funds.
Data increased by $337 to meet increased iPad usage.
Office Supplies increased by $250 to meet anticipated supply purchases.
Membership increased by $240 and includes $140 for WLIA (2), $125 for Geospatial Professional Network (1), and $285
for GISP certification renewal (1).
Mileage Reimbursement decreased by $1,350 because of decreased conference attendance due to WLIA Board Member
term expiring.

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City of De Pere
2027 General Fund
Adopted Budget

EXPENDITURES
2025
Year End
Actual

Account Title

2026
Adopted
Budget

2026
Current
Budget

2026
6 mos
Actual

2026
Year End
Estimate

2027
Dept Head
Proposed

2027
Executive
Proposed

2027 / 2026
Budget
% Of Change

5.80%
5.73%
100.00%
0.00%
6.97%
6.50%
6.14%
-51.06%
7.51%

GIS

Account Number
100 56900
100 56900
100 56900
100 56900
100 56900
100 56900
100 56900
100 56900

PERSONAL SERVICES
110 Salaries
120 Hourly Wages
122 Hourly Wages Part Time
125 Overtime Wages
150 FICA
151 Retirement
152 Health, Dental, DIB, Life & Wks Cmp Ins
190 Training

$

Subtotal

100
100
100
100
100
100

56900
56900
56900
56900
56900
56900

CONTRACTUAL SERVICES
210 Telephone
211 Postage
212 Seminars and Conferences
215 Consulting
218 Cell/Radio
219 Data
Subtotal

100
100
100
100
100

56900
56900
56900
56900
56900

SUPPLIES AND EXPENSE
310 Office Supplies
315 Publications
320 Memberships/Subscriptions
330 Mileage Reimbursement
350 Repair and Maintenance Supplies
Subtotal

100

56900

CAPITAL OUTLAY
811 Capital Equipment
Subtotal

TOTAL

$

52,214 $
37,343
0
8
6,696
6,147
17,074
6,020

54,511 $
45,487
0
0
7,650
7,200
26,658
7,050

54,511 $
45,487
0
0
7,650
7,200
26,658
7,050

25,560 $
21,328
0
0
3,447
3,376
16,249
2,131

51,119 $
42,656
0
0
7,174
6,752
32,498
7,050

57,671 $
48,093
0
0
8,091
7,668
28,338
3,450

57,671
48,093
6,355
0
8,183
7,668
28,295
3,450

125,502

148,556

148,556

72,090

147,250

153,311

159,715

0
0
2,637
4,412
459
557

0
0
2,900
0
480
288

0
0
2,900
10,588
480
288

0
0
1,877
10,588
230
313

0
0
2,900
10,588
480
625

0
0
4,135
1,000
480
625

0
0
4,135
1,000
480
625

8,065

3,668

14,256

13,007

14,593

6,240

6,240

229
0
320
1,283
483

750
0
310
2,200
375

750
0
310
2,200
375

40
0
130
633
312

750
0
310
2,200
375

1,000
0
550
850
375

1,000
0
550
850
375

2,316

3,635

3,635

1,114

3,635

2,775

2,775

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0.00%
0.00%

168,730

8.26%

135,883

$

155,859

83

$

166,446

$

86,212

$

165,477

$

162,326

$

0.00%
0.00%
42.59%
100.00%
0.00%
117.01%
70.12%

33.33%
0.00%
77.42%
-61.36%
0.00%
-23.66%

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Page 88 of 487

TOTAL GENERAL GOVERNMENT

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City of De Pere
2027 General Fund
Adopted Budget
GENERAL GOVERNMENT
EXPENDITURES
2025
Year End
Actual

Account Title
Total General Government
PERSONAL SERVICES
110 Salaries
120 Hourly Wages
122 Hourly Wages Part Time
124 Hourly Wages Board of Health
125 Overtime Wages
126 Seasonal Labor
128 Hourly Wages--Poll Workers
150 FICA
151 Retirement
152 Health, Dental, DIB, Life and Wks Comp Ins
190 Training
192 Tuition Assistance
193 Organizational Training
Subtotal
CONTRACTUAL SERVICES
210 Telephone
211 Postage
212 Seminars and Conferences
213 Inclusiveness Initiatives
215 Consulting
216 Auditing
217 Cleaning Service Contract
218 Cell/Radio
219 Data
220 Utilities
224 Public Notices
240 Equipment Maintenance
290 Other Contractual Services
Subtotal

$

1,334,463
529,325
91,539
0
767
16,941
17,409
144,713
132,332
463,130
10,830
4,000
2,745,448

5,136
20,206
23,405
0
294,410
33,934
22,166
7,004
11,980
58,702
5,182
1,538
35,560
519,223

2026
Adopted
Budget

$

1,393,336
557,334
93,134
0
4,300
18,620
62,250
152,929
138,790
484,561
18,780
7,000
3,145
2,934,179

5,954
36,860
40,460
0
336,071
35,500
22,396
7,345
17,860
60,632
6,000
800
43,471
613,349

2026
Current
Budget

$

1,393,336
557,334
93,134
0
4,300
18,620
62,250
152,929
138,790
484,561
18,780
7,000
3,145
2,934,179

5,954
36,860
40,460
0
482,921
35,500
22,396
7,441
17,860
60,632
6,000
800
43,471
760,295

85

2026
6 mos
Actual

$

654,257
275,145
46,111
0
531
6,629
16,204
70,399
69,908
298,226
3,567
2,543
1,443,520

4,625
15,787
15,360
0
161,615
21,034
11,561
3,345
10,631
28,208
2,171
20,101
294,437

2026
Year End
Estimate

$

2027
Dept Head
Proposed

1,385,528
554,503
93,134
0
3,571
18,620
50,000
152,055
137,636
497,280
18,054
4,900
3,145
2,918,426

5,954
32,771
35,513
0
402,372
28,000
22,396
7,441
18,197
60,632
6,000
800
43,471
663,547

$

1,457,352
582,344
95,929
0
4,300
18,710
20,000
159,280
153,238
477,614
14,800
7,000
3,300
2,993,868

5,954
24,525
43,835
0
361,608
30,000
23,100
7,349
18,465
63,500
6,000
800
47,647
632,783

2027
Executive
Proposed

$

2027 / 2026
Budget
% Of Change

1,473,071
585,917
102,284
0
4,300
18,710
20,000
160,849
154,636
476,361
14,800
7,000
3,300
3,021,228

5.72%
5.13%
9.82%
0.00%
0.00%
0.48%
-67.87%
5.18%
11.42%
-1.69%
-21.19%
0.00%
4.93%
2.97%

5,954
24,525
43,835
0
495,108
30,000
23,100
7,349
18,465
63,500
6,000
800
42,542
761,178

0.01%
-33.46%
8.34%
0.00%
47.32%
-15.49%
3.14%
0.05%
3.39%
4.73%
0.00%
0.00%
-2.14%
24.10%

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Page 90 of 487

City of De Pere
2027 General Fund
Adopted Budget
GENERAL GOVERNMENT
EXPENDITURES

Account Title
Total General Government
SUPPLIES AND EXPENSE
310 Office Supplies
313 Promotions
314 Cleaning and Maintenance
315 Publications
320 Memberships/Subscriptions
324 Medical Supplies
330 Mileage Reimbursement
331 Transportation
340 Operating Suppllies
350 Repair and Maintenance Supplies
351 MCH Grant
352 Radon Grant
353 Weights and Measures
354 Childhood Lead Grant
355 Immunization Outreach Grant
356 Public Health Infrastructure
357 COVID
358 Preparedness Grant
359 Prevention Grant
360 Communicable Disease Grant
361 Agent Record Surplus
362 Agent Record
363 COVID Immunization/VFC
364 COVID Public Health Workforce
365 COVID ARPA
370 Leaf Grant
Subtotal

2025
Year End
Actual

2026
Adopted
Budget

2026
Current
Budget

2026
6 mos
Actual

2026
Year End
Estimate

2027
Dept Head
Proposed

2027
Executive
Proposed

2027 / 2026
Budget
% Of Change

23,449
0
25,670
531
23,883
5,248
5,592
6,898
134,807
483
7,368
0
1,476
2,106
3,765
17,271
0
11,345
3,787
3,650
0
3,811

38,075
1,500
22,000
2,410
28,942
5,200
9,085
8,760
104,918
200,375
7,413
0
3,000
2,161
8,310
35,267
0
25,276
4,374
3,570
0
3,300

38,075
1,500
22,000
2,410
28,942
5,200
9,085
8,760
123,738
200,375
7,413
0
100
2,161
8,310
35,267
0
25,276
4,374
3,570
0
3,300

10,774
106
4,876
528
19,642
636
1,410
3,783
31,681
312
3,926
0
130
7,321
2,749
0
18,417
2,746
2,002
0
449

34,975
1,500
22,000
2,135
28,550
5,200
8,514
8,200
107,238
100,375
9,921
0
500
2,161
8,310
25,000
0
35,131
4,374
3,580
0
3,300

28,521
1,500
22,000
2,135
29,416
5,200
7,129
8,200
94,612
100,375
9,921
0
0
2,161
5,481
57,629
0
35,334
4,374
3,580
0
3,300

28,731
1,500
22,000
2,135
28,716
5,200
7,129
8,200
90,770
75,375
10,123
0
0
2,161
5,481
45,489
0
35,334
4,374
3,580
0
3,300

9,959
0
9,136

0
0
0

0
0
0

0
0
0

0
0
0

0
0
0

0
0
0

0
300,235

0
513,936

0
529,856

0
111,487

0
410,964

0
420,868

0
379,598

86

-24.54%
0.00%
0.00%
-11.41%
-0.78%
0.00%
-21.53%
-6.39%
-13.48%
-62.38%
36.56%
0.00%
-100.00%
0.00%
-34.04%
28.98%
0.00%
39.79%
0.00%
0.28%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
-26.14%

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Page 91 of 487

City of De Pere
2027 General Fund
Adopted Budget
GENERAL GOVERNMENT
EXPENDITURES
2025
Year End
Actual

Account Title
Total General Government

2026
Adopted
Budget

2026
Current
Budget

2026
6 mos
Actual

2026
Year End
Estimate

2027
Dept Head
Proposed

2027
Executive
Proposed

2027 / 2026
Budget
% Of Change

FIXED CHARGES
510 Property Insurance
524 Misc General Expense
Subtotal

472,355
15,130
487,485

302,500
25,000
327,500

302,500
25,000
327,500

370,902
12,971
383,873

302,500
25,000
327,500

378,125
25,000
403,125

325,657
24,000
349,657

7.66%
-4.00%
6.77%

GRANTS, CONTRIBUTIONS, INDEM
702 Contribution--Main Street Program
703 Contribution--Advance
704 Contribution--De Pere Chamber
710 Illegal Taxes/Refunds
720 Grants and Donations
Subtotal

30,000
4,919
295
5,220
17,663
58,097

30,000
5,200
250
7,000
21,000
63,450

30,000
5,200
250
7,000
21,000
63,450

30,000
4,813
0
5,687
18,349
58,849

30,000
4,813
250
20,929
21,000
76,992

30,000
4,900
3,500
0
26,000
64,400

35,000
5,200
3,500
1,349
26,000
71,049

16.67%
0.00%
1300.00%
-80.73%
23.81%
11.98%

CAPITAL OUTLAY
810 Capital Equipment
811 Office Equipment
830 Furniture
Subtotal

86,582
267
0
86,849

165,000
0
0
165,000

281,000
0
0
281,000

165,000
0
0
165,000

281,000
0
0
281,000

83,000
1,100
0
84,100

73,000
1,100
0
74,100

-55.76%
100.00%
0.00%
-55.09%

COST REALLOCATIONS
592 Transfer Out
900 Contingency
901 Employee Merit Pay
911 Reserved Wage and Benefit Funds
Subtotal

7,500
0
1,581
0
9,081

4,448
0
38,721
10,220
53,389

4,448
0
38,721
10,220
53,389

0
0
15
0
15

24,918
0
0
0
24,918

15,800
0
39,883
300,070
355,753

20,286
0
39,883
211,970
272,139

356.07%
0.00%
3.00%
1974.07%
409.72%

4,954,897

4,928,949

5.53%

Total

$

4,206,418

$

4,670,803

$

4,949,669

87

$

2,457,181

$

4,703,347

$

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PUBLIC SAFETY

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PUBLIC SAFETY EXPENDITURES

PROGRAM BUDGET

FULL TIME
EQUIVALENTS

Police
Crossing Guards
Fire
Building Inspection
Jail

43.00
2.84
30.90
2.80
0.00

TOTAL

79.54

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Police
Program Full Time Equivalents: 43.0
Program Mission:
The Mission of the De Pere Police Department is to provide an integrated team approach to pro-active patrol, crime prevention, and
criminal investigation utilizing city and community resources to improve the safety and quality of life in the City of De Pere
List of Program Service(s) Descriptions:
1)
2)
3)
4)
5)
6)
7)
8)
9)
10)

Provide excellent law enforcement services to the community 24 hours per day, 365 days per year
Engage community through community policing and community interactions
Prevent crime through special initiatives, proactive patrol, and evidence-based best policing practices
Ensure motoring safety through traffic enforcement, education, and speed-calming measures
Make arrests through self-initiated field activity or court order; process and prosecute suspects
Document and store policing events through electronic and conventional means and retrieve upon request
Collect, store and properly dispose of case evidence and found property
Conduct case follow-up through specialized investigations and assist District Attorney’s office with case management
Engage school children and provide visible deterrent and quick response through specialized school resource personnel
Improve quality of life through Police Social Worker position and other mental health initiatives

Importance to Community:
1)

2)

The police department responds to all calls for service in the City of De Pere and assists other agencies as requested.
Response to calls for service for emergency situations are done immediately, non-emergency but high priority calls are
within 5 minutes and non-emergency low priority situations within a maximum of 30 minutes. It is important to the
community because requests are handled in a timely manner, citizens are safer, injury can be minimized, lives can be
saved, property safeguarded, and law enforcement can engage in enforcement action on behalf of the victims and suspects.
Criminal case investigations are mandatory in cases where identifiable solvability factors are present. Cases that do not
have a possibility of being solved are documented and filed for later use or follow-up in case more information can be
obtained. The resolution of criminal cases through suspect identification and arrest follow-up by quality criminal
investigations increases victim satisfaction and prosecutable cases resulting in positive community satisfaction.

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3)

4)

5)

6)

Nearly 100% of all school age children in nine public schools in two school districts have personal contact with school
resource officers during the school year. School interaction by police increases positive reinforcement and prevents crime
through presence, counseling and enforcement action and provides police/teacher/student role modeling.
Crime prevention is a required segment of a patrol officer’s day. The department requires at least four personal contacts
with a person per day through traffic enforcement, field interviews, meet and greets, business talks, presentations, etc.
Crime Prevention reduces or eliminates criminal activity thereby increasing community satisfaction and reducing
investigative and personnel costs.
As part of Team Policing, department personnel regularly participate in individual and group specialized enforcement for
traffic, criminal, surveillance, task forces, etc. As a result, the community should experience a reduction of criminal and
municipal violations, an increase in citizen contact, increased safety of citizens and motoring public, and suspect
identification and victim resolution.
Record keeping is an important and necessary element of policing services. The department must maintain a 100%
accuracy rate for stored information. It is important because documents and evidence stored in a safe manner are available
for later retrieval, aid in the follow up and prosecution of various cases, a timely response to citizen, insurance, and
attorney requests and as an institutional memory for significant events. The department responds to all requests for
records.

Important Outputs:
1)

2)

3)

Crime Prevention – Although it is hard to measure crimes that were prevented, it is directly related to criminal activity
below. The better the prevention the lower the crime rate. This benefits the community in lower insurance rates, increased
well-being and an increase in satisfaction in government. Crime prevention is funded through property tax and small
grants.
Criminal Activity – The reduction of crimes in the City, especially those serious crimes like burglary, assault, etc. is a direct
reflection of the desirability for people wanting to live and work in De Pere. Increased development and a steady tax base
benefit a highly desirable community. Policing services are funded through property taxes and small grants to fund
specific enforcement overtime.
Traffic Safety – Reducing traffic crashes and the severity of damage and injuries for those involved in crashes is a huge
benefit to the greater community as reduced injury and death is so important, but also lowers insurance rates and reduced
damages to property. Additionally, increased positive interaction with citizens increases overall satisfaction with policing
services. Traffic safety is funded through property taxes and small grants for specialized traffic enforcement (drunk
driving, seat belts, pedestrian crossings, etc.). Funding is through general property taxes. The department also participates

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4)

in several traffic safety overtime operations funded by Wisconsin DOT Grants including OWI Task Force, Click it or
Ticket, and Speedwave. Additionally, revenue generated through fines and forfeitures increases the general fund.
Case management – Increased closure rates and clearance of criminal cases is beneficial to the department and to the
community for the purpose of accountability. Criminal or ordinance violation prosecution is an important step in the
criminal justice system and without it the other steps leading to it are wasted. The closure of a case allows the victim to
have peace of mind and the community to continue faith in city policing abilities. The funding for detectives and police
officers for case management is through property taxes.

Expected Outcomes:
1)
2)
3)
4)
5)
6)
7)
8)
9)
10)
11)

Continue law enforcement services in the community on 24/7/365 basis to maintain an orderly and safe community
Increase Investigator training as we have 2 new Detectives, and incorporate more high tech crime training to increase our
capacity for emerging crimes such as Cryptocurrency and High Tech Fraud Investigations.
Increased engagement with the community with community policing and other interactions while continuing to develop
citizen relationships and increased department transparency to build and maintain trust
Maintain crime prevention efforts through special initiatives and proactive patrol concentrating on preventable negative
activity and working closely with neighborhood groups to ensure two-way communication and responsiveness
Increased motorist and pedestrian safety through traffic enforcement and education efforts while concentrating on reducing
both the volume and severity of traffic crashes and injuries
Maintain community safety by identifying prolific offenders, making arrests through self-initiation or court order, and
processing and prosecuting criminal suspects. Through this a decrease in measurable criminal activity should be realized
Documenting, storing, and retrieving police incident data while increasing efficiency in handling the information
Collection, storage and disposal of case evidence and found property. Attempting to increase efficiency through data
driven reports to allow purging of evidence once no longer needed for court processes.
To increase crime clearance rates, case follow-up through specialized investigations and assistance to the District
Attorney’s office with case management will be conducted
Increase engagement with area school children and provide the visible deterrent and quick response to a problem through
specialized school resource personnel
Increased quality of life through service referrals and welfare checks completed by the Police Social Worker

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2026 Program Achievements (July 2025 – June 2026):
1)

2)
3)
4)
5)

Increase formal personal interactions between the department and the community from 10 events per year to 15,
particularly by hosting Coffee With a Cop, PACK, Neighborhood Watch, Citizens Academy and/or participating in more
public-facing planned community events.
Continued use of Body Worn Cameras to document officer/citizen actions, collect evidence, and to ensure unbiased records
and prevent one-sided views.
Increased staff preparedness through mass casualty and critical incident response trainings.
Continued community policing through the community policing philosophy department-wide.
Continued training school district staff on active threat response.

2027 Program Goals and Objectives (July 2026 – June 2027):
1)
2)
3)
4)
5)
6)
7)
8)
9)
10)

Enhance the department’s efforts at recruitment and retention to avoid future potential staffing shortfalls
Continue to increase community policing efforts with Community Policing Officers (CPs)
Continue to enhance officer equipment and preparedness for active shooter / mass casualty criminal events
Continue efforts to become more paperless, leveraging IT resources and digital storage, while enhancing efficiency
Continue bicycle safety program throughout jurisdiction
Continue mountain bike patrol program
Improve police department facilities and catch up on overdue maintenance and upgrades
Enhance officer wellness initiatives including the Peer Officer Support Team (POST)
Build neighborhood watch programs and commitment by police personnel in crime prevention
Repairs and updates of the Sergeants’ workspace and breakroom areas of the police department facility

Costs and Benefits:
The proposed 2027 Police program cost is $7,171,372. The program benefits the community by providing citizens with a wide range
of high-quality policing and administrative services performed by highly trained, well equipped, and prepared officers and staff.

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2027 Budget Significant Expenditure Changes:
1)
2)
3)

4)
5)

6)

7)

Health, Dental, DIB, Life & Worker’s Comp Insurance account changed based on current plan selections and increased
insurance costs.
Wellness Initiatives increased by $11,320 due to officer wellness services being previously budgeted in Consulting.
Training expenditures increased by $4,000 due in large part to turnover from experienced Detectives to 2 new Detectives
being appointed and new hires requiring additional investigative training. It is unusual to have 2 Detective positions turn
over in one year. Training expenditures include: mandatory state law enforcement certification, recertification, technology
training, legal updates, Homicide Investigation Training, Cryptocurrency Investigations, management training, training
supplies, and performance improvement training as necessary. The department's training costs for mandatory training are
approximately $550 per person per year. In addition, the department sends officers to discretionary training including:
Mass Casualty/Active Shooter Incident Response, Drug Recognition Expert Training, Instructor Certification Training for
Defense and Arrest Tactics, Firearms, Emergency Vehicle Operation, Professional Communications, Taser Instructor,
Internet Crimes Against Children, and training on emerging criminal trends such as cryptocurrency scams and frauds.
Postage decreased by $100 to reflect fewer items being mailed out and more electronic communications.
Seminars/Conferences increased by $800 to reflect the need to send two new Detectives to additional trainings and
conferences. Seminars and Conferences in 2027 include DOJ Technology Conference $500, Wisconsin Chiefs of Police
Conference $460, Open Records Updates $600, Police Executive Group training $700, FBI National Academy Association
meetings $600, Wisconsin Association of Homicide Investigations $500, Police Social Worker Conference, and other
miscellaneous in-services and workshops. This account also includes meals and lodging expenses associated with such
conferences.
Consulting increased by $58,415 due primarily to renewal of our contract with Axon for Body-worn cameras, Digital
Evidence and Video Storage, Tasers with cartridges and training, Certification Training and 13 Traffic Cameras. The tenyear contract at this rate would include regular equipment replacement, new upgraded Tasers, and 13 traffic cameras
($163,535). This increase would be partially offset by a savings of $30,000 per year by not renewing our contract with
Flock Safety due to privacy, data security, and data sharing concerns. In addition, there was an increase in Fotokite
tethered drone live video streaming ($3,300), OWI blood draw costs at hospitals ($1,500), language line translators ($500),
vehicle evidence towing fees ($600), animal care (Humane Society, veterinarian. etc.) ($5,800), New Employee Testing
and Background Investigations and related travel ($2,800).
Other Contractual Services increased by $21,848. This category is for software maintenance agreements, Copier and
Printer Lease and maintenance, HVAC systems in the department and costs associated with records management connected
to the City of Green Bay through the Brown County Sheriff Department. The cost increases were primarily driven by the
need to add a Police Radio Service Agreement with Baycom Motorola ($8,300), a needed renewal of AMPED Forensic

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8)

9)

Video Software Licensing ($3,500), Lexis Nexus Data ($4,650), Tyler Works (scheduling) ($6,421), Net Motion ($5,300)
(secure network connections for mobile users), Records Management Software ($18,500), DOJ TIME System Data
Services ($3,300), GPS Squad Location Services ($5,616) and Department Storage Rental ($2,400).
Memberships and Subscriptions includes Fraternal Order of Police Administrative, Civil, and Criminal Services for Chief
and Captains ($1,600), WI Chief of Police Assoc.- Chief/Captains $450, International Assoc. of Chief of Police Chief/Captains $450, WI Juvenile Officers Assoc.- Liaison Officers $60, FBI National Academy - 3 Captains $330, WI
Assoc. for Identification - D/SGT $20, National Assoc. of Working Dogs - K-9 Officer $35, NAWLEE - Business
Coordinator $75.
Capital Outlay includes the replacement of Expiring Officer Ballistic Vests ($9,000); year four lease payment for
motorcycle ($7,330); replacement of SWAT ballistic protective vests ($14,000); and CCTV camera and storage
replacement at MSC, Community Center, Fire Station 2, and Main Avenue sites ($94,000).

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City of De Pere
2027 General Fund
Adopted Budget

EXPENDITURES
2025
Year End
Actual

Account Title

2026
Adopted
Budget

2026
Current
Budget

2026
6 mos
Actual

2026
Year End
Estimate

2027
Dept Head
Proposed

2027
Executive
Proposed

596,875 $
3,520,138
24,173
443,035
0
339,803
653,058
824,916
0
16,999

614,771 $
3,591,138
20,650
287,100
0
344,015
638,806
848,727
0
21,600

614,771 $
3,591,138
20,650
287,100
0
344,015
638,806
848,727
0
29,472

288,305 $
1,572,117
8,914
196,948
0
152,684
289,758
562,074
0
17,010

614,771 $
3,591,138
20,650
287,100
0
344,015
638,806
848,727
0
32,400

638,296 $
3,590,196
20,650
299,300
0
346,676
632,092
898,349
0
25,600

642,082
3,590,529
20,650
299,300
0
346,991
632,691
900,469
11,320
25,600

6,418,997

6,366,807

6,374,679

3,087,809

6,377,607

6,451,158

6,469,632

2,614
1,758
5,152
95,998
24,126
25,355
3,402
19,241
23,016
35,646

2,707
1,900
4,400
119,200
25,670
27,800
6,200
21,500
33,700
43,500

2,707
1,900
4,400
128,596
25,670
27,800
6,200
21,500
43,184
44,743

1,075
88
2,300
102,126
13,927
11,921
1,650
13,887
11,396
26,675

2,707
1,900
4,400
128,596
25,670
27,800
6,200
27,500
43,184
44,743

2,707
1,800
5,200
188,935
26,440
28,750
6,500
22,400
35,300
65,348

2,707
1,800
5,200
177,615
26,440
28,750
6,500
22,400
35,300
65,348

236,307

286,577

306,701

185,045

312,700

383,380

372,060

2027 / 2026
Budget
% Of Change

POLICE

Account Number
100
52100
100
52100
100
52100
100
52100
100
52100
100
52100
100
52100
100
52100
100
52100
100
52100

PERSONAL SERVICES
110 Salaries
120 Hourly Wages
122 Hourly Wages Part Time
125 Overtime Wages
126 Seasonal Labor
150 FICA
151 Retirement
152 Health, Dental, DIB, Life & Wks Cmp Ins
155 Wellness Initiatives
190 Training
Subtotal

100
100
100
100
100
100
100
100
100
100

52100
52100
52100
52100
52100
52100
52100
52100
52100
52100

CONTRACTUAL SERVICES
210 Telephone
211 Postage
212 Seminars and Conferences
215 Consulting
217 Cleaning Service Contract
218 Cell/Radio
219 Data
220 Utilities
240 Equipment Maintenance
290 Other Contractual Services
Subtotal

$

96

4.44%
-0.02%
0.00%
4.25%
0.00%
0.87%
-0.96%
6.10%
100.00%
18.52%
1.62%

-0.01%
-5.26%
18.18%
49.01%
3.00%
3.42%
4.84%
4.19%
4.75%
50.23%
29.83%

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City of De Pere
2027 General Fund
Adopted Budget

EXPENDITURES
2025
Year End
Actual

Account Title

2026
Adopted
Budget

2026
Current
Budget

2026
6 mos
Actual

2026
Year End
Estimate

2027
Dept Head
Proposed

2027
Executive
Proposed

2027 / 2026
Budget
% Of Change

POLICE

100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100

52100
52100
52100
52100
52100
52100
52100
52100
52100
52100
52100
52100
52100
52100
52100
52100
52100

SUPPLIES AND EXPENSE
310 Office Supplies
312 Crime Prevention Program
314 Cleaning and Maintenance
315 Publications
320 Memberships/Subscriptions
330 Mileage Reimbursement
331 Transportation/Fuel
340 Operating Supplies
343 Guns and Ammo
349 Operating Supplies - Community Policing
360 Radar/Communications Equip
362 Emergency Voucher Program
363 Police K-9 Expenses
364 Misc Grant Expenses
390 MISC.
392 Uniform Allowances
393 Parking Tickets - State
Subtotal

100

52100

CAPITAL OUTLAY
810 Capital Equipment
Subtotal

TOTAL

$

11,355
2,548
41,509
410
1,337
0
67,192
27,931
13,360
7,229
12,251
81
0
0
0
17,598
(129)

10,200
2,500
31,200
416
3,100
0
70,000
31,600
13,900
2,100
11,600
0
0
0
1,000
20,800
0

10,200
2,500
31,200
416
3,100
0
70,000
31,600
13,900
2,100
11,600
5,206
0
0
1,360
27,110
0

5,048
0
7,057
0
1,506
0
32,774
20,069
9,220
0
4,260
99
0
0
360
14,663
(122)

10,200
2,500
31,200
415
3,100
0
70,000
31,600
13,900
2,100
11,600
99
0
0
1,000
27,110
0

10,000
2,500
32,500
430
3,220
0
73,400
32,800
14,500
2,100
12,100
0
0
0
1,000
20,800
0

202,671

198,416

210,293

94,936

204,824

205,350

10,000
2,500
32,500
430
3,220
0
73,400
32,800
14,500
2,100
12,100
0
0
0
1,000
20,800
0
$

205,350

-1.96%
0.00%
4.17%
3.37%
3.87%
0.00%
4.86%
3.80%
4.32%
0.00%
4.31%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
3.49%

75,146

122,961

122,961

101,866

122,961

124,330

124,330

75,146

122,961

122,961

101,866

122,961

124,330

124,330

1.11%
1.11%

7,171,372

2.82%

6,933,121

$

6,974,761

$

97

7,014,633

$

3,469,656

$

7,018,092

$

7,164,219

$

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Page 102 of 487

Crossing Guards
Program Full Time Equivalents: 2.84
Program Mission:
The Mission of the De Pere Police Department Crossing Guards is to provide a secure and safe environment for young children by
monitoring crosswalks at corners throughout the City deemed to be a significant crossing risk.
List of Program Service(s) Descriptions:
1)
2)

Provide assistance with traffic control for young children to cross during regular school hours
Positively engage school children and provide role modeling

Important To Community:
1)

2)

2)

3)

Pedestrian Safety – Benefits the community by the reduction in traffic crashes and injuries for children involved in traffic
crashes at controlled intersections and crossing. This is funded through property tax and an intergovernmental agreement
with the Town of Ledgeview for crossings in their jurisdiction.
Selection and training of guards
Guards are selected from a pool of applicants or retained from an existing employee list. Qualified applicants are
interviewed and hired. The training of the guards takes place at the beginning of each school year, and police personnel
train guards hired throughout a school year on an individual basis. Well qualified, dedicated, and trained crossing guards
are important to the safety of the children in our community
Hours of operation
Operational hours are dependent on the school the crossing guard is assisting. Each school has a different start time and
therefore the guards are placed at appropriate times prior to school starting, and again when school lets out. Typically, the
guards are at the crossing about a half hour prior to and about 15 minutes after the start/end of school. The operational
times provide the optimum times when a guard is needed, helping the community stay safe while being fiscally efficient.
Specific Equipment
Crossing guards are issued specific traffic control equipment and other safety devices to ensure a safe crossing. Hand-held
stop signs are required to stop traffic and crossing guards are required to wear an orange or safety green vest in order for

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road users to be aware of their presence. Additionally, the crossing guards are issued tall reflective orange traffic cones to
further enhance situational awareness. This brings safety to the guard, pedestrians and road users alike.
Important Outputs:
1)

Maintain job related injuries at 0% through June 2026 through use of training and specialized equipment.
a. Result: We had zero reported job-related injuries for 2025-2026 school year.

Expected Outcomes:
1)
2)
3)

Maintain a safer community by proactive and highly visible specific school children crossings using trained adult personnel
Maintain child pedestrian involved crashes at crossing guard-deployed locations at zero crashes.
Maintain job related injuries at 0% through June 2026 through use of training and specialized equipment.

2026 Program Achievements:
1)
2)
3)

No serious injuries or deaths to school children in 2025-2026 school year
All crossing guards participated in specific traffic control training
Icy weather foot traction equipment distributed and used by guards

2027 Program Objectives:
1)
2)
3)

Continue safety priority of students utilizing crossing guard assisted locations
Maintain adequate substitute guard pool to supplement existing regular guard locations when regular guard unable to
perform crossing duties.
Police patrol monitoring of crossing locations to assist guards.

Costs and Benefits:
The proposed 2027 Crossing Guard program cost is $96,287. The program benefits the community by providing young citizens with a
safe place to cross specific busy intersections to and from public and private schools.

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2027 Budget Significant Expenditure Changes:
1)
2)

Health, Dental, DIB, Life & Worker’s Comp Insurance account changed based on increased insurance costs.
Mileage Reimbursement decreased $600 to reflect actual costs.

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City of De Pere
2027 General Fund
Adopted Budget

EXPENDITURES
2025
Year End
Actual

Account Title

2026
Adopted
Budget

2026
Current
Budget

2026
6 mos
Actual

2026
Year End
Estimate

2027
Dept Head
Proposed

2027
Executive
Proposed

2027 / 2026
Budget
% Of Change

0.00%
0.03%
5.21%
0.00%
0.11%

CROSSING GUARDS

Account Number PERSONAL SERVICES
100 52110 121 Hourly Wages Crossing Guards
100 52110 150 FICA
100 52110 152 Health, Dental, DIB, Life & Wks Cmp Ins
100 52110 190 Training

$

Subtotal

100 52110
100 52110

SUPPLIES AND EXPENSE
330 Mileage Reimbursement
340 Operating Supplies
Subtotal

TOTAL

$

76,998 $
117
2,246
441

89,764 $
1,302
1,921
600

89,764 $
1,302
1,921
600

42,697 $
619
1,884
336

89,764 $
1,302
1,921
600

89,764 $
1,302
1,921
600

89,764
1,302
2,021
600

79,802

93,587

93,587

45,536

93,587

93,587

93,687

560
1,964

1,200
2,000

1,200
2,000

200
704

600
2,000

600
2,000

600
2,000

2,524

3,200

3,200

904

2,600

2,600

2,600

-50.00%
0.00%
-18.75%

96,287

-0.52%

82,326

$

96,787

$

101

96,787

$

46,440

$

96,187

$

96,187

$

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Fire Rescue Department
Program Full Time Equivalents: 30.90
Paid on Call: 22
Program Mission:
De Pere Fire Rescue Department exists to serve our community. We are committed to providing a superior level of emergency service that
continually improves the quality of life, health and safety of the community we serve. The Department’s mission includes prevention,
education, emergency response, incident management, planning and coordination to prevent harm in our community.
List of Program Service(s) Descriptions:
1)

2)
3)

4)

5)

Emergency Medical Services – Provide quality response of emergency medical personnel trained in basic and advanced life
support. These personnel provide on scene evidence-based emergency medical care and hospital transportation. Each department
vehicle is equipped with basic medical care equipment. Ambulances have advance life support equipment and transporting
capabilities.
Fire and Rescue Responses – Well trained firefighters respond to a wide range of calls for service from structure fires, hazardous
materials, physical entrapment, carbon monoxide alarms and a variety of requests for services.
Station and Vehicle Maintenance – The vehicle maintenance program is designed to sustain the fleet of emergency vehicles
through all types of repair, preventative maintenance and testing. When extensive vehicle maintenance is needed, on-duty
members facilitate the needed repairs with the Municipal Service Center and/or other outside resources. The buildings and
grounds maintenance program is designed to maintain our fire stations in a professional and appropriate manner.
Accident Prevention, Public Education and Fire Investigations – The goals of these prevention programs are to reduce the risk of
harm to our citizens and visitors. The in-school educational programs, along with our annual open house day, are the core of our
preventive services. The smoke and carbon monoxide detector installation program has been very effective in providing home
safety for our citizens. The department established, in conjunction with the Health Department, a Community Paramedicine
Program. The focus of the program is accident prevention and community risk reduction.
Administration and External Relations – Provide for planning, administration, budgeting, invoicing, purchasing, payroll, external
relations and management of the Fire Rescue Department.

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6)

Communications – The department shall maintain and update our overall communication as needed. The continued improvement
of the Brown County computer-aided data system (CAD) will generate significant changes to our communications process. This
program must include maintenance, coordination and systems updates of the fixed and mobile radio system.

Importance to Community:
1)

2)

3)

4)

More than 80% of all calls to De Pere Fire Rescue involve emergency medical services. In 2027, emergency transport operations
are projected to generate approximately $1,354,072 in revenue, including service contracts with the Towns of Lawrence and
Ledgeview, as well as the Village of Ashwaubenon. These funds directly support the high-quality medical care our community
relies on.
De Pere Fire Rescue delivers comprehensive fire protection and life-safety services to safeguard our residents, businesses, and
visitors. Our commitment to rapid response, prevention, and public education plays a vital role in keeping the community safe and
resilient.
De Pere Fire Rescue ensures that all department facilities and equipment are maintained to the highest standards in support of our
mission. As a 24-hour operational workforce, our personnel actively maintain Stations #1 and #2 and all apparatus whenever not
engaged in emergency response, ensuring readiness for the community at all times.
De Pere Fire Rescue is committed to strengthening community safety through proactive outreach and clear, reliable
communication. By engaging residents, businesses, and local service groups in fire prevention education, fire safety initiatives,
and informative presentations, the department builds strong partnerships that help reduce risks and enhance preparedness.
Through school programs, neighborhood events, civic group presentations, and public safety campaigns, De Pere Fire Rescue
empowers the community with practical knowledge and reinforces a shared responsibility for safety. These efforts not only
prevent emergencies before they occur but also deepen trust, visibility, and connection between the department and the public we
proudly serve.

Important Outputs:
1)

2)
3)
4)

Improve the quality of emergency medical services through enhanced medical direction, hospital staff support and evidence-based
medical training. De Pere Fire Rescue will continue to strive to achieve industry metrics and standards continuing as a statewide
leader in the delivery of prehospital emergency medical services.
The department will continue to provide incident scene management for the command and control at all events to include but not
limited to; fire, medical, hazardous materials and rescue events.
Provide a comprehensive training plan to improve the effective and efficient handling of all types of incident responses.
Provide an effective vehicle, equipment and facilities maintenance program and coordination with the Municipal Service Center.

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5)
6)

Through coordinated accident prevention, education and investigation programs reduce the potential for significant incidents within
the City of De Pere.
Provide responsible oversight, comprehensive administration and effective management of the department, which includes
planning, organizing, budgeting, supervising, coordinating and improved internal and external relationships.

Expected Outcomes:
1)
2)
3)
4)
5)
6)
7)

8)

Emergency Medical Services – Provide high quality, critical emergency pre-hospital lifesaving care in high stress environments.
Fire Rescue Response – Provide high quality incident management and coordinated response to all fire and rescue incidents
within the city; contracted response areas, auto-aid partners and to mutual aid locations.
Training – Provide a comprehensive training plan that assures all emergency service personnel are prepared for any situation,
condition or hazard they may encounter in their pursuit to protect the citizens and themselves, as well as conserving property.
Maintenance – Maintain response readiness through preventive maintenance, routine and emergency repairs. Maintain safety and
reduce community liability through mandatory testing of fire rescue department pumps, ladders, hoses and station equipment.
Prevention, Education and Investigations – Reduce the risk to citizens, businesses, and staff by proactively eliminating threats,
fire and life safety code violations and public education.
Administration, Operations and External Relations – Provide comprehensive administration and management of the fire rescue
department.
Communications – Implement standard operating guidelines for improved communications and coordination during incident
responses. Coordinate with Brown County Communications Center to improve our Mobile Data Computer (MDC) system and
incorporate the County’s new Computer Aided Dispatch (CAD) system into our department.
Professional Development – Implementation of succession planning and professional development of our members through
training, mentorship and overall employee wellness.

2026 Program Achievements (July 2025-June 2026):
1)
2)
3)
4)
5)

Continued to lead and collaborated multi-jurisdictional public safety entities in integrated threat preparation and training.
Dr. Bob Zemple continues the oversight program, which includes response preparation, on-line and off-line medical direction, as
well as continuing education, which includes training at a state-of-the-art simulation lab.
Our Stay-at-Home Assistance Program continues to support a comprehensive approach to assist our elderly citizens to safely and
securely remain in their own homes as long as possible in conjunction with the Health Department.
Successfully completed the GEMT repayment program data for year 2025.
The two 2026 fire prevention inspection cycles will be successfully completed. We conducted approximately 1,700 inspections.

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6)
7)
8)
9)
10)
11)
12)
13)
14)

Successfully hired 13 new Paid-on-Premise employees to support daytime operations.
Appointed new Assistant Fire Chief, Battalion Chief and Lieutenants.
Completed SAFER Grant Application for two additional line personnel.
Completed the replacement of the Plymovent exhaust system with grant from Wisconsin Department of Health Services.
Procurement of fire pump for Marine 111.
Conducted fire safety presentations for approximately 1,800 students.
Temporary agreement with the Town of Ledgeview for Fire Chief services.
Annual Open House with approximately 3,000 attendees.
Implemented several different software programs to increase department efficiencies.

2027 Program Goals and Objectives (July 2026-June 2027):
1)

2)

3)
4)
5)

Emergency Medical Services – Responses to emergency medical aid requests within the city should be in accordance with NFPA
Standard 1710. Emergency medical care providers should have a turnout time of not more than one minute and an on-scene time
of four minutes, five minutes total response time or less, at least 90% of the time. Advanced life support capabilities should arrive
on scene within nine minutes of initial dispatch time.
Fire Rescue Response – De Pere Fire Rescue should respond to all structure fire alarms in accordance with NFPA Standard 1710.
Response for the initial fire unit on scene should be one minute twenty seconds turnout time and on scene in four minutes or less,
five minutes twenty seconds total response time. The full fire alarm assignment should arrive on scene within nine minutes of
initial dispatch time with a minimum of 17 personnel.
Health and Wellness Initiatives – Implementation of mental health check-ins and preventative cancer screening.
Fire Prevention Program – Reevaluation of the inspection program to increase efficiencies and better situational awareness
through preplanning software.
Interagency Fire Training – Implementation of the new training tower within the Fox River Fire District.

Costs and Benefits:
The proposed 2027 budget for De Pere Fire Rescue is $5,180,440. The program benefits the community by providing citizens with a
wide range of high-quality fire and rescue services by highly trained and prepared staff.

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2027 Budget Significant Expenditure Changes:
1)

2)
3)

4)

5)
6)

7)
8)

Training is funding to provide for all department training. These include FDIC, SWAT Training, Arson Investigation
Training, FLSA Training, Peer Support Training, High Rise Training, Active Threat Training, Technical Rescue Training
and Continuing Medical Education (CME).
Training Act 102 increased $15,000 to match revenue budgeted in 100-43510.
Seminars/Conferences are funding for professional development. These include Image Trend annual conference,
Wisconsin Fire Chief’s Annual Conference, Wisconsin Association of Emergency Vehicles, LifeQuest Services CADS
Conference, WI DOJ Active Shooter Conference, mental health awareness conferences, etc.
Consulting is funding for outside services. This includes annual ambulance billing/administrative fees from LifeQuest
Services (approximately $90,000), and recurring maintenance fees for numerous software programs, i.e. Image Trend
(approximately $13,000), CrewSense/Vector Solutions ($4,600), KNOX Box ($725), Fotokite ($3,250), PS Tracks
($4,650), Spectrum Enterprise ($1,500), Honeywell/US Digital Designs ($5,600) First Arriving ($2,500) and LogRX
(1,440).
Utilities increased $2,500 due to an estimated 3% increase in electricity and an estimated 6% increase in natural gas.
Memberships/Subscriptions are for professional organizations. These include Brown County Fire Chief’s Association,
Brown County MABAS 112, Wisconsin State Fire Chief’s Association, International Association of Fire Chiefs,
Wisconsin, EMS Association, International Association of Arson Investigators.
Transportation increased $1,600 due to fuel price increases.
Clothing Allowance increased $5,200 due to contractual obligation for clothing allowance in Article 15 of the CBA to
supply new members with Class A uniforms. This is a unique occurrence with the addition of new members throughout
2025 and 2026. We expect this account to decrease in year 2028. Class A uniforms are a one-time purchase for the member
and will last their career.

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City of De Pere
2027 General Fund
Adopted Budget

EXPENDITURES
2025
Year End
Actual

Account Title

2026
Adopted
Budget

2026
Current
Budget

2026
6 mos
Actual

2026
Year End
Estimate

2027
Dept Head
Proposed

2027
Executive
Proposed

2027 / 2026
Budget
% Of Change

FIRE RESCUE

Account Number
PERSONAL SERVICES
100
52200 110 Salaries
100
100
100
100
100
100
100
100
100
100

52200
52200
52200
52200
52200
52200
52200
52200
52200
52200

120 Hourly Wages
122 Hourly Wages Part Time
125 Overtime Wages
129 Hourly Wages -- POC/POP FF
150 FICA
151 Retirement
152 Health, Dental, DIB, Life & Wks Cmp Ins
155 Wellness Initiatives
190 Training
191 Training Act 102
Subtotal

100
100
100
100
100
100
100
100

52200
52200
52200
52200
52200
52200
52200
52200

CONTRACTUAL SERVICES
210 Telephone
211 Postage
212 Seminars and Conferences
215 Consulting
218 Cell/Radio
219 Data
220 Utilities
240 Equipment Maintenance
Subtotal

$

642,171

3.04%

2,447,786
0
245,184
167,973
53,566
613,357
647,725
450
7,008
82,259

591,938 $

2,431,849
0
120,000
135,000
52,349
582,563
778,691
30,000
14,000
0

623,240 $

2,431,849
0
120,000
135,000
52,349
582,563
778,691
30,000
14,000
179,044

998,038
0
52,572
53,511
21,885
245,567
454,412
570
735
18,558

2,431,849
0
120,000
135,000
52,349
582,563
778,691
2,000
14,000
0

2,356,634
0
120,000
135,000
50,484
580,316
775,719
30,000
14,000
0

2,378,886
0
120,000
135,000
50,805
584,685
766,254
30,000
14,000
15,000

4,857,246

4,767,692

4,946,735

2,133,871

4,739,692

4,703,722

4,736,801

-2.18%
0.00%
0.00%
0.00%
-2.95%
0.36%
-1.60%
0.00%
0.00%
100.00%
-0.65%

7,738
144
1,134
123,961
0
6,820
21,313
70,902

1,889
200
9,000
145,518
6,000
7,500
27,000
60,000

1,889
200
9,000
145,518
6,000
7,500
27,000
60,000

2,206
95
1,035
64,659
1,500
3,693
15,028
35,010

4,412
200
9,000
150,000
6,000
7,500
27,000
60,000

1,889
200
9,000
145,500
6,000
7,500
29,500
60,000

1,889
200
9,000
145,500
6,000
7,500
29,500
60,000

232,013

257,107

257,107

123,226

264,112

259,589

259,589

107

623,240 $

288,023 $

623,240 $

641,570 $

0.01%
0.00%
0.00%
-0.01%
0.00%
0.00%
9.26%
0.00%
0.97%

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City of De Pere
2027 General Fund
Adopted Budget

EXPENDITURES
2025
Year End
Actual

Account Title

2026
Adopted
Budget

2026
Current
Budget

2026
6 mos
Actual

2026
Year End
Estimate

2027
Dept Head
Proposed

2027
Executive
Proposed

2027 / 2026
Budget
% Of Change

FIRE RESCUE

100
100
100
100
100
100
100
100
100
100
100
100

52200
52200
52200
52200
52200
52200
52200
52200
52200
52200
52200
52200

SUPPLIES AND EXPENSE
310 Office Supplies
314 Cleaning and Maintenance
320 Memberships/Subscriptions
324 Medical Supplies
328 Fire Prevention/Education Supplies
330 Mileage Reimbursement
331 Transportation
340 Operating Supplies
341 Fire-Emer. Operations Ctr
350 Repair and Maintenance Supplies
360 Support Dog Expenses
392 Clothing Allowance
Subtotal

100

52200

CAPITAL OUTLAY
810 Capital Equipment
Subtotal

TOTAL

$

2,754
4,057
746
44,045
3,389
1,733
30,096
18,488
0
65,453
989
11,653

3,000
4,250
2,000
47,000
8,000
7,000
32,000
20,000
0
37,500
0
16,500

3,000
4,250
2,000
47,000
8,000
7,000
32,000
20,000
0
37,500
5,121
17,255

567
1,221
1,045
27,480
13
4,559
16,879
7,203
960
12,228
662
7,698

3,000
4,250
1,500
47,000
8,000
7,000
32,000
20,000
0
37,500
1,000
17,255

3,000
4,250
2,000
47,000
8,000
7,000
33,600
20,000
0
37,500
0
28,000

3,000
4,250
2,000
47,000
8,000
7,000
33,600
20,000
0
37,500
0
21,700

183,401

177,250

183,126

80,516

178,505

190,350

184,050

95,792
95,792

0

0

0

66,000

0

0

0

0

0

66,000

0

0

0.00%
0.00%

5,180,440

-0.42%

5,368,452

$

5,202,049

$

108

5,386,969

$

2,337,613

$

5,248,309

$

5,153,661

$

0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
5.00%
0.00%
0.00%
0.00%
0.00%
31.52%
3.84%

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Building Inspection Division
Program Full Time Equivalents: 2.80
Program Mission:
To protect the health, safety and welfare of the residents and general public while maintaining neighborhood aesthetics and property
values.
List of Program Service(s) Descriptions:
1)
2)
3)
4)
5)
6)

Homeowner/Contractor Contact – Receive and answer a variety of questions from citizens, contractors etc., pertaining to
all phases of development and construction (whether new or existing).
Residential/ Commercial Permit and Inspection – Enforce all state and municipal codes and educate architects, owners and
contractors on applicable codes; issue building and mechanical permits and perform inspections for code compliance.
Commercial Electrical/Plumbing Permit and Inspections – Educate architects, owners, electricians and plumbers; enforce
all state and municipal codes; issue permits and perform inspections for code compliance.
Commercial Plumbing Permit and Inspection – Educate architects, owners and plumbing contractors; enforce all state and
municipal codes; issue permits and perform inspections for code compliance.
Sign Permits – Educate business owners and sign contractors; and issue permits and perform inspections for code
compliance.
Zoning Code Enforcement – Assure that all properties comply with applicable municipal codes; maintain and utilize code
enforcement code policy and work with other municipal departments for municipal code compliance.

Importance to Community:
1)

2)
3)

Review and issue permits for small commercial projects under DSPS delegation authority, enabling applications that
previously required state review to be processed internally on a significantly shorter timeline and providing a more
thorough review informed by knowledge of local buildings and direct consultation with design professionals.
Issue permits for residential and commercial projects, ensuring safe and healthy buildings while maintaining a predictable,
routine process for community involvement.
Issue sign permits for new or replacement signage, supporting orderly and consistent signage display throughout the
community.

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4)

Conduct complaint‑initiated code enforcement with appropriate follow‑up by the Code Enforcement Specialist, with the
position gradually transitioning into a building inspection role through in‑house training and preparation for state credential
testing.

Important Outputs:
1)
2)
3)
4)
5)
6)

Provide a high level of customer service to the public, design professionals, contractors, and citizens of the city in all facets
of construction projects.
Provide a quality level of service and conduct timely plan reviews and code enforcement services, including inspections,
code education and consultations to ensure projects are not delayed.
Continue to modify and work with other departments to utilize the adopted code enforcement policy.
Working more closely with Planning and Zoning Department, including daily meetings to maintain a team effort to assure
compliance with the zoning and building codes.
Working more closely with the Engineering Department pertaining to municipal code enforcement and inspections.
Working more closely with design professionals during plan reviews including site consultation prior to plan reviews to
provide a more in-depth review.

Expected Outcomes:
1)
2)

3)

4)

Provide value to the community by maintaining a high level of contact with property owners and contractors that provide
information and understanding to meet their own safety needs.
The issuance of all residential and commercial building permits along with associated mechanical sub-contractor
(electrical, plumbing and HVAC) permits followed by strict enforcement of applicable health and safety codes provides
protection for all owners and occupants of property within the City of De Pere. The community benefits by the lessened
potential for personal injury and damage to structures.
The issuance of sign permits and enforcement of the sign ordinance benefits the overall appearance of the business
community. Enhanced aesthetics of the industrial/business parks and business districts encourage commercial growth and
increased consumer spending.
The enforcement of the De Pere Zoning and Building Codes preserves the integrity of the various residential, commercial
and industrial zoning districts. Proper enforcement maintains property values that create a stable tax base for the city.
Well-thought-out zoning district delineation encourages and attracts systematic and orderly development of the city.

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2026 Program Achievements (July 2025-June 2026)
1)

2)

3)
4)

5)
6)

Number of Permits Issued / Development (July 2025 to July 2026) – 2,098 total number of permits were issued.
Cumulatively over the past 7 years the number of permits has increased 117%. The Building Inspection hired a Code
Enforcement Specialist that began employment July 7, 2026, after the former code enforcement specialist left the position,
leaving a 3-month vacancy. The position manages the City-wide municipal complaints and conducts small permit reviews,
permitting, and inspections. Permits issued benefit the city by ensuring that construction projects meet code requirements.
From July 2025 to July 2026, the total for single & two-family dwellings is 43, compared to 67 from July 2024 to July
2025.
Commercial Permits - De Pere received a commercial permit delegation for projects up to 50,000 cubic feet in 2018. Inhouse plan review typically yields a permit in 3-5 days. Projects submitted to the State often wait 8-10 weeks before the
plan set is even reviewed. From July 2024 to July 2025, the city completed 11 commercial projects; whereas from July
2025 to July 2026, the city completed 44 commercial permits.
Plan Review – From July 2024 to July 2025, the city completed 31 plan reviews, including new, additions, and alterations.
From July 2025 to July 2026 that decreased slightly to 29 commercial plan reviews.
Consistent Development – The City of De Pere continues to be a progressive and desirable community in which to build
and live. Recent annexations and subdivision approvals will help meet the demand for single-family lots. Businesses
continue to develop and expand in the business parks.
Public Education– Numerous building permits and construction information funded through permit fees have been
prepared and/or revised for dissemination on the city website, in the office, and on via the City social media pages.
Code Enforcement- Complaint-initiated response and follow-up in order to preserve and maintain public health, safety, and
welfare of the community in building and zoning code. From July 2024 to July 2025, the Building Inspection Division
tracked 1,073 reported and closed 1,031 municipal complaints, a 45% increase over the previous year due to the new
position taking on complaints from other departments. From July 2025 to July 2026, the Building Inspection Division
tracked 1,026 complaints and closed 997.

2027 Program Goals and Objectives (July 2026-June 2027):
1)
2)
3)
4)

Continue to provide high level of customer service to the public, design professionals, contractors, and citizens of the city.
Provide a quality level of service and conduct timely plan reviews and code enforcement services, including inspections,
code education and consultations to ensure projects are not delayed.
Continue to modify and work with other departments to utilize the adopted code enforcement policy.
Continue to work more closely with Planning and Zoning Department, including daily meetings to maintain a team effort
to assure compliance with the zoning and building codes.

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5)
6)
7)
8)
9)

Continue to work more closely with the Engineering Department pertaining to municipal code enforcement and
inspections.
Emphasize commercial building site consults with design professionals prior or during plan reviews including site
walkthroughs prior to plan reviews to provide a more in-depth review.
Reduce the amount of paper and printing within our division, which is estimated to save $300.00 (15%) from office supply
account
Reduce printing costs, by utilizing pdf inspection forms and electronic correspondence that is estimated to save $200 (10%)
from the office supplies account.
Complete ERP/Online Plan/Permitting Submittal Needs Assessment and RFP – June 2027

Costs and Benefits:
The proposed 2027 Building Inspection budget as part of the Development Services Department is $374,882. The program benefits
the community by providing citizens with safe and code-compliant housing and commercial development. The program also benefits
the community by supporting stable residential, commercial and industrial properties that provide citizens the opportunity to live and
work within the same community. The 2027 budget represents a $11,548 or 3.18% increase over the previous budget. The increase is
primarily the result of a COLA and reallocation of Maintenance Specialist-Electrician and Maintenance Specialist-Plumber from the
DPW maintenance budget. This should represent a proportionate reduction in DPW maintenance budget.
2027 Significant Budget Expenditure Changes:
1)
2)

1)
3)
4)
5)
6)

Salaries, Hourly Wages, FICA, and Retirement accounts increased to reflect a Cost of Living Allowance (COLA) and the
adjustments per the approved compensation study.
Training decreased $1,580 due to department trends. The training breakdown is as follows BIANEW Winter Code Updates
($1,200), League of WI Municipalities Building Inspectors Institute ($1,000), Commercial Code Training ($1,000),
Various Building Inspectors Association of Northeast Wisconsin (BIANEW) events ($300).
Seminars and Conferences remains at $0 as it is included in the training line item.
Consulting decreased $1,000 for a total $3,000 to fund INCODE software maintenance.
Office Supplies decreased by $500 due to trends, online permits, and printing reduction targets for inspection.
Memberships and Subscriptions decreased by $40. International Code Council ($180) and BIANEW ($100), membership
in the Building Inspector’s Association of Northeast Wisconsin for 2 Inspectors ($10).
Transportation decreased by $300 due to newer, more economical vehicles in our fleet.

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City of De Pere
2027 General Fund
Adopted Budget

EXPENDITURES
2025
Year End
Actual

Account Title

2026
Adopted
Budget

2026
Current
Budget

2026
6 mos
Actual

2026
Year End
Estimate

2027
Dept Head
Proposed

2027
Executive
Proposed

2027 / 2026
Budget
% Of Change

BUILDING INSPECTION

Account Number
100 52400
100 52400
100 52400
100 52400
100 52400
100 52400
100 52400
100 52400

PERSONAL SERVICES
110 Salaries
120 Hourly Wages
125 Overtime Wages
127 Hourly Wages--Elec/Plmb Inspector
150 FICA
151 Retirement
152 Health, Dental, DIB, Life & Wks Cmp Ins
190 Training

$

Subtotal

100
100
100
100
100

52400
52400
52400
52400
52400

CONTRACTUAL SERVICES
210 Telephone
212 Seminars and Conferences
215 Consulting
218 Cell/Radio
240 Equipment Maintenance
Subtotal

100
100
100

52400
52400
52400

SUPPLIES AND EXPENSE
310 Office Supplies
320 Memberships/Subscriptions
331 Transportation
Subtotal

100

52400

CAPITAL OUTLAY
810 Capital Equipment
Subtotal

TOTAL

$

66,696 $
151,038
386
661
15,958
15,205
73,668
2,163

67,540 $
161,989
0
0
17,559
16,526
82,200
4,580

67,540 $
161,989
0
0
17,559
16,526
82,200
4,580

31,664 $
71,555
478
0
7,596
7,440
41,370
2,945

63,328 $
152,550
1,000
0
16,591
15,615
82,470
3,300

69,548 $
166,964
500
0
18,131
17,183
85,830
3,500

71,331
167,343
500
0
18,297
17,340
85,471
3,500

325,775

350,394

350,394

163,049

334,854

361,657

363,782

5
78
3,710
2,247
5,295

0
0
4,000
2,300
2,000

0
0
4,000
2,300
2,000

0
0
0
1,118
371

0
0
3,000
2,236
600

0
0
3,000
2,300
2,000

0
0
3,000
2,300
2,000

11,335

8,300

8,300

1,489

5,836

7,300

7,300

1,301
447
1,968

2,000
340
2,300

2,000
340
2,300

397
50
526

1,000
340
1,400

1,500
300
2,000

1,500
300
2,000

3,715

4,640

4,640

973

2,740

3,800

3,800

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0.00%
0.00%

374,882

3.18%

340,825

$

363,334

$

113

363,334

$

165,512

$

343,430

$

372,757

$

5.61%
3.31%
100.00%
0.00%
4.20%
4.93%
3.98%
-23.58%
3.82%

0.00%
0.00%
-25.00%
0.00%
0.00%
-12.05%

-25.00%
-11.76%
-13.04%
-18.10%

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Jail
Program Full Time Equivalents: 0
Program Mission:
House prisoners in a secure environment.
List of Program Service(s) Descriptions:
Provide specific secure housing for arrested persons at a Brown County facility at a per diem cost to De Pere
Importance to Community:
It is important to have the ability to house certain individuals that are disorderly, fighting, resistive, intoxicated, a flight risk, or
awaiting other more serious charges in the county jail, and certainly there is a benefit to the community to do so when necessary. In
each call for service an officer must first make a decision to either arrest a person or issue a citation based on the issue at hand, the
demeanor of the person, the ability to post a bond, an outstanding court order, or other factors like intoxication, injury, seriousness of
offense, etc. A person may be arrested but able to post bond and the person is thus transported to the police station. However, in
some cases the person must be transported to the county jail for holding on municipal charges based on the factors previously stated.
In misdemeanor or felony cases, particularly violent felonies, there is very little discretion. Having the ability to house disorderly
persons is important to the safety of the community.
Important Outputs:
Prisoner Housing – A $40/day charge is applied to all De Pere prisoners housed in the county jail for municipal charges. All county
charged prisoners are funded though the county tax base. Funding sources for De Pere jail charges are from De Pere property tax and
a $40/day “turnkey” fee charged to individual prisoners. Prisoners are housed in the Brown County Jail on De Pere charges due to the
inability to pay a bond at the time of arrest and there is the likelihood of not appearing for court, for court orders (warrants), and for
sentencing of certain municipal cases.

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Expected Outcomes:
Maintaining the safety of the community is accomplished by segregating disorderly persons from law abiding persons, allowing
sobriety for those not able to make sound decisions, and ensuring compliance with mandatory court appearances by securing a surety.
2026 Program Achievements (July 2025 – June 2026):
1)

Maintain jail costs near their current level, despite increasing officer activity and arrests by attempting to increase the
number of releases of low-level, non-violent offenders from custody to responsible persons in 2026.

2027 Program Goals and Objectives (July 2026 – June 2027):
1)

2)

Reduce jail costs by 10% by increasing the number of releases of low-level offenders from custody to responsible persons
in 2025.
a. Result: Goal met. The costs for the jail for 2026 are on pace for more than a 10% savings in 2026.
Satisfactorily provided a secure housing environment for persons arrested in the City of De Pere

Costs and Benefits:
The proposed 2027 Police Jail program cost is $5,250. The program benefits the community by providing citizens and the police a
safer place to house court ordered and self-initiated arrestees awaiting adjudication through the court systems.
2027 Program Goals and Objectives:
1)
2)

Maintain efficient use of county facility and keep costs in check.
Monitor travel/trips to facility.

2027 Budget Significant Expenditure Change:
1)

Jail housing fees decreased by $300 due to increased discretion in jailing or not jailing low-level offenders.

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City of De Pere
2027 General Fund
Adopted Budget

EXPENDITURES
2025
Year End
Actual

Account Title

2026
Adopted
Budget

2026
Current
Budget

2026
6 mos
Actual

2026
Year End
Estimate

2027
Dept Head
Proposed

2027
Executive
Proposed

2027 / 2026
Budget
% Of Change

JAIL

100
100
100

52700
52700
52700

CONTRACTUAL SERVICES
219 Data
222 Jail
240 Equipment Maintenance

$

Subtotal

TOTAL

$

0 $
4,815
0

250 $
5,300
0

250 $
5,300
0

0 $
2,340
0

250 $
4,680
0

250 $
5,000
0

250
5,000
0

4,815

5,550

5,550

2,340

4,930

5,250

5,250

0.00%
-5.66%
0.00%
-5.41%

5,250

-5.41%

4,815

$

5,550

116

$

5,550

$

2,340

$

4,930

$

5,250

$

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TOTAL PUBLIC SAFETY

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City of De Pere
2027General Fund
Adopted Budget
PUBLIC SAFETY
EXPENDITURES

Account Title
TOTAL PUBLIC SAFETY

2025
Year End

2026
Adopted

2026
Current

2026
6 mos

2026
Year End

2027
Dept Head

2027
Executive

2027 / 2026
Budget

Actual

Budget

Budget

Actual

Estimate

Proposed

Proposed

% Of Change

607,992 $ 1,301,339 $ 1,349,414 $ 1,355,584
2,641,710
6,175,537
6,113,794
6,136,758
42,697
89,764
89,764
89,764
8,914
20,650
20,650
20,650
249,998
408,100
419,800
419,800
0
0
0
0
0
0
0
0
53,511
135,000
135,000
135,000
182,784
414,256
416,592
417,395
542,766
1,236,984
1,229,591
1,234,716
1,059,740
1,711,809
1,761,818
1,754,215
570
2,000
30,000
41,320
21,025
50,300
43,700
43,700
18,558
0
0
15,000
5,430,265
11,545,740
11,610,124
11,663,902

3.83%
-0.78%
0.00%
0.00%
3.12%
0.00%
0.00%
0.00%
0.52%
-0.26%
2.49%
37.73%
7.16%
100.00%
0.74%

PERSONAL SERVICES

110 Salaries
120 Hourly Wages
121 Hourly Wages Crossing Guards
122 Hourly Wages Part Time
125 Overtime Wages
126 Seasonal Labor
127 Hourly Wages Plumbing Inspector
129 Hourly Wages POC FF
150 FICA
151 Retirement
152 Health, Dental, DIB, Life & Wks Cmp Ins
155 Wellness Initiatives
190 Training
191 Training Act 102
Subtotal
CONTRACTUAL SERVICES
210 Telephone
211 Postage
212 Seminars and Conferences
215 Consulting
217 Cleaning Service Contract
218 Cell/Radio
219 Data
220 Utilities
222 Jail
240 Equipment Maintenance
290 Other Contractual Services
Subtotal

$

1,255,509 $ 1,305,551 $ 1,305,551 $
6,118,962
6,184,976
6,184,976
76,998
89,764
89,764
24,173
20,650
20,650
688,605
407,100
407,100
0
0
0
661
0
0
167,973
135,000
135,000
409,444
415,224
415,224
1,281,619
1,237,895
1,237,895
1,548,556
1,711,538
1,711,538
450
30,000
30,000
26,611
40,780
48,652
82,259
0
179,044
11,681,820
11,578,479
11,765,395

10,357
1,901
6,364
223,669
24,126
27,602
10,222
40,554
4,815
99,212
35,646
484,470

4,596
2,100
13,400
268,718
25,670
36,100
13,950
48,500
5,300
95,700
43,500
557,534

4,596
2,100
13,400
278,114
25,670
36,100
13,950
48,500
5,300
105,184
44,743
577,658

118

3,281
183
3,335
166,785
13,927
14,539
5,343
28,915
2,340
46,777
26,675
312,101

7,119
2,100
13,400
281,596
25,670
36,036
13,950
54,500
4,680
103,784
44,743
587,578

4,596
2,000
14,200
337,435
26,440
37,050
14,250
51,900
5,000
97,300
65,348
655,519

4,596
2,000
14,200
326,115
26,440
37,050
14,250
51,900
5,000
97,300
65,348
644,199

0.00%
-4.76%
5.97%
21.36%
3.00%
2.63%
2.15%
7.01%
-5.66%
1.67%
50.23%
15.54%

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City of De Pere
2027General Fund
Adopted Budget
PUBLIC SAFETY
EXPENDITURES

Account Title
TOTAL PUBLIC SAFETY

2025
Year End

2026
Adopted

2026
Current

2026
6 mos

2026
Year End

2027
Dept Head

2027
Executive

2027 / 2026
Budget

Actual

Budget

Budget

Actual

Estimate

Proposed

Proposed

% Of Change

SUPPLIES AND EXPENSE
310 Office Supplies
312 Crime Prevention Program
314 Cleaning and Maintenance
315 Publications
320 Memberships/Subscriptions
324 Medical Supplies
328 Fire Prevention/Education Supplies
330 Mileage Reimbursement
331 Transportation
340 Operating Supplies
343 Guns and Ammo
349 Operating Supplies-Community Policing
350 Repair and Maintenance Supplies
360 Radar/Communications Equip
360 Support Dog Expenses
362 Emergency Voucher Program
363 Police K-9 Expenses
364 Misc Grant Expenses
390 MISC.
392 Clothing Allowance
393 Parking Tickets--State
Subtotal

15,410
2,548
45,566
410
2,530
44,045
3,389
2,293
99,255
48,383
13,360
7,229
65,453
12,251
989
81
0
0
0
29,250
(129)
392,311

15,200
2,500
35,450
416
5,440
47,000
8,000
8,200
104,300
53,600
13,900
2,100
37,500
11,600
0
0
0
0
1,000
37,300
0
383,506

15,200
2,500
35,450
416
5,440
47,000
8,000
8,200
104,300
53,600
13,900
2,100
37,500
11,600
5,121
5,206
0
0
1,360
44,365
0
401,259

6,012
0
8,278
0
2,601
27,480
13
4,759
50,179
27,976
9,220
0
12,228
4,260
662
99
0
0
360
22,361
(122)
177,329

14,200
2,500
35,450
415
4,940
47,000
8,000
7,600
103,400
53,600
13,900
2,100
37,500
11,600
1,000
99
0
0
1,000
44,365
0
388,669

14,500
2,500
36,750
430
5,520
47,000
8,000
7,600
109,000
54,800
14,500
2,100
37,500
12,100
0
0
0
0
1,000
48,800
0
402,100

14,500
2,500
36,750
430
5,520
47,000
8,000
7,600
109,000
54,800
14,500
2,100
37,500
12,100
0
0
0
0
1,000
42,500
0
395,800

-4.61%
0.00%
3.67%
3.37%
1.47%
0.00%
0.00%
-7.32%
4.51%
2.24%
4.32%
0.00%
0.00%
4.31%
0.00%
0.00%
0.00%
0.00%
0.00%
13.94%
0.00%
3.21%

CAPITAL OUTLAY
810 Capital Equipment
811 Office Equipment
830 Furniture
Subtotal

170,938
0
0
170,938

122,961
0
0
122,961

122,961
0
0
122,961

101,866
0
0
101,866

188,961
0
0
188,961

124,330
0
0
124,330

124,330
0
0
124,330

1.11%
0.00%
0.00%
1.11%

6,021,560 $ 12,710,948 $ 12,792,073 $ 12,828,231

1.47%

TOTAL

$ 12,729,539 $ 12,642,481 $ 12,867,274 $

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PUBLIC WORKS

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PUBLIC WORKS EXPENDITURES
FULL TIME
EQUIVALENTS

PROGRAM BUDGET
Public Works Administration
Engineering
Municipal Service Center
Building Maintenance
Fleet Maintenance
Snow and Ice Control
Street Maintenance
Traffic Signs and Marking
Street Lighting
Traffic Lights
Brush Collection
Transit System
Garbage and Refuse Collection
Landfill
Weed Control
Recycling

0.81
1.90
0.30
1.25
0.90
1.30
0.65
0.65
0.15
0.00
0.65
0.00
3.90
0.00
0.26
1.30

TOTAL

14.02

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Public Works Administration
Program Full Time Equivalents: 0.81
Program Mission:
Provide planning, coordination and supervision of public works services. Ensure public works services are provided in a cost
effective and efficient manner.
List of Program Service(s) Descriptions:
1)
2)
3)
4)
5)
6)
7)

Planning public works services –Long range planning for the public works operations and capital improvements.
Coordination of public works services – Need to coordinate the public works operations with other various City
departments or outside governmental agencies operations or projects.
State and Federal grants – Investigates and applies for various state and federal funding for capital projects.
Supervision of public works services – Provides supervision and direction to the employees that provide the public works
services.
Budget Administration – Develop yearly operational budget in a fiscally responsible manner. Monitor public works
operations so that the services delivered are done within the adopted budget established by the City Council.
Establish and monitor policies- Review existing operational policies and establish new operational policies to provide
public works services that are in the best interest of the community.
Respond to complaints – Responds to complaints and concerns of the general public regarding public works operations.

Importance to Community:
1)
2)
3)
4)

Conduct monthly Board of Public Works meetings on the first Monday after the first Council meeting to ensure timely
action and consistent community involvement.
Conduct quarterly Sustainability meetings to ensure timely action and consistent community involvement.
Establish public works operational policies to ensure procedures serve the community’s best interests.
Develop and monitor the annual operating budget to ensure fiscally responsible service delivery.

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Important Outputs:
1)

2)

3)

4)

Departmental Budget- Activities and services by the department are supported by the property tax (25%), storm water
utility (25%), water utility (25%), and the sewer utility (25%). Develop and manage the annual budget for all public works
services. The public works annual budget provides funding for all public works services provided to the community.
Monthly Board of Public Works Meeting (BOPW) – Activity funded by the property tax (25%), storm water utility (25%),
water utility (25%), and the sewer utility (25%). Send out monthly agenda and attachments to Board of Public Works
members. BOPW establishes policies pertaining to the public works operations and also makes various recommendations
to Council regarding public works operations that will meet the needs of the community.
Quarterly Sustainability Commission Meeting - Activity funded by the property tax (25%), storm water utility (25%), water
utility (25%), and the sewer utility (25%). Send out quarterly and special meetings agenda and attachments to
Sustainability Commission members. Sustainability Commission explores sustainability initiatives that can be implemented
in the City with the ultimate goal of providing a more sustainable, livable, and healthy community.
Monitoring Public Works Operations - Activity funded by the property tax (25%), storm water utility (25%), water utility
(25%), and the sewer utility (25%). Overseeing the operations of the public works department to make certain the services
being performed are being done in a manner that are in the best interest of the community. This is important to the
community to make certain the services provided by the public works department are done so in an efficient and cost
effective manner.

Expected Outcomes:
1)
2)
3)
4)
5)
6)
7)
8)

Maintain public works operations in a cost-effective manner in order to meet or exceed the needs of the community.
Maintain Board of Public Works meeting in order to provide formal discussions to discuss public works issues and
recommend policy or policy changes to meet the needs of the community.
Maintain Sustainability Commission meeting in order to provide formal discussions to discuss sustainable initiatives to
promote a more sustainable, livable, and healthy community.
Maintain establishing a budget to be provided to the City Council for adoption in order to fund public works services.
Maintain or decrease response time to complaints received by the public regarding operations so adjustments to the
operations can be made if warranted.
Maintain or increase obtaining funding for capital projects in order to minimize the property tax impact to the community.
Maintain coordination of public works services with other City departments in order to be able to provide services to the
community with the resources available.
Maintain long range planning of the capital improvements program so the City is able to plan and fund projects in the
future.

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2026 Program Achievements (July 2025 – June 2026):
1)
2)
3)
4)
5)
6)

Continued to investigate opportunities to improve the services provided to the community while keeping expenditures to a
minimum.
Continued to work with Brown County Highway Department with South Bridge corridor projects.
Continued to work with DOT with construction projects.
Continue working with other communities to joint bid projects.
Worked with various wireless companies pertaining to installation on City water towers.
Continued working on the expansion plans for the MSC.

2027 Program Goals and Objectives (July 2026 – June 2027):
1)
2)
3)
4)
5)
6)

Continue to coordinate with DOT on construction projects.
Continue to coordinate with Brown County Highway Department on South Bridge corridor projects.
Continue to work with CBCWA providing a Lake Michigan water source.
Investigate opportunities to improve the services we provide and keep expenditure to a minimum.
Continue to look at ways to bid projects with other communities to save money.
Continue to work on MSC expansion plans.

Costs and Benefits:
The proposed 2027 Public Works Administration program cost is $129,958. This amount is only 25% of the total cost of the program.
The other 75% costs for this program is spread out through the following utilities: 25% storm water utility, 25% water utility, and 25%
sewer utility. The program benefits the community by providing citizens with the opportunity to have input regarding the public works
operations. This program also develops policies and codes pertaining to the public works operations. This program is also responsible
for developing and maintaining the public works budget so that services are delivered to the community in a fiscal and responsible
manner.
2027 Budget Significant Expenditure Changes:
1)
2)

Health, Dental, DIB, Life & Worker’s Comp Insurance account changed based on current plan selections and increased
insurance costs.
Training is funding to provide for all department trainings such as team building, safety training and necessary training to
maintain certifications and licenses.

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3)
4)
5)
6)

Seminars and Conferences provide funding for APWA conferences and other miscellaneous conferences.
Consulting is for copier lease.
Memberships/Subscriptions include American Public Works Association, American Society of Civil Engineers, Institute of
Traffic Engineers, Lake Area Public Works Association, and Wisconsin Department of Regulation and Licensing.
No Capital Equipment requested.

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City of De Pere
2027 General Fund
Adopted Budget
EXPENDITURES
2025
Year End
Actual

Account Title

2026
Adopted
Budget

2026
Current
Budget

2026
6 mos
Actual

2026
Year End
Estimate

2027
Dept Head
Proposed

2027
Executive
Proposed

2027 / 2026
Budget
% Of Change

PUBLIC WORKS ADMINISTRATION
Account Number
100 53000
100 53000
100 53000
100 53000
100 53000
100 53000
100 53000
100 53000

PERSONAL SERVICES
110 Salaries
120 Hourly Wages
125 Overtime Wages
126 Seasonal Labor
150 FICA
151 Retirement
152 Health, Dental, DIB, Life & Wks Cmp Ins
190 Training
Subtotal

$

54,588 $
27,661
206
0
5,868
5,782
21,192
496
115,793

56,233 $
25,468
500
0
6,288
5,918
21,359
3,000
118,767

56,233 $
25,468
500
0
6,288
5,918
21,359
3,000
118,767

26,369 $
22,403
134
0
3,541
2,902
11,407
290
67,046

56,233 $
25,468
500
0
6,288
5,918
21,359
3,000
118,767

58,459 $
25,459
500
0
6,458
6,120
17,888
3,000
117,884

58,580
25,459
500
0
6,467
6,129
17,773
3,000
117,908

4.17%
-0.04%
0.00%
0.00%
2.84%
3.56%
-16.79%
0.00%
-0.72%

100
100
100
100
100

53000
53000
53000
53000
53000

CONTRACTUAL SERVICES
210 Telephone
211 Postage
212 Seminars and Conferences
215 Consulting
218 Cell/Radio
Subtotal

10
2,538
1,641
1,193
1,599
6,981

0
3,000
2,500
1,200
1,800
8,500

0
3,000
2,500
1,200
1,800
8,500

0
1,000
1,366
695
840
3,901

0
3,000
2,500
1,200
1,800
8,500

0
3,000
2,500
1,200
1,800
8,500

0
3,000
2,500
1,200
1,800
8,500

0.00%
0.00%
0.00%
0.00%
0.00%
0.00%

100
100
100
100
100

53000
53000
53000
53000
53000

SUPPLIES AND EXPENSE
310 Office Supplies
320 Memberships/Subscriptions
331 Transportation
340 Operating Supplies
350 Repair and Maintenance Supplies
Subtotal

1,122
552
307
0
0
1,980

2,500
400
650
0
0
3,550

3,500
400
650
0
0
4,550

772
25
177
0
0
974

2,500
400
650
0
0
3,550

2,500
400
650
0
0
3,550

2,500
400
650
0
0
3,550

0.00%
0.00%
0.00%
0.00%
0.00%
0.00%

100

53000

CAPITAL OUTLAY
810 Capital Equipment
Subtotal

0
0

0
0

0
0

0
0

0
0

0
0

0
0
0

0.00%
0.00%

124,754 $

130,817 $

131,817 $

71,921 $

130,817 $

129,934 $

129,958

-0.66%

TOTAL

$

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Engineering
Program Full Time Equivalents: 1.90
Program Mission:
Provide engineering, including design, and construction administration for public works improvement projects in the City. Ensure that
that the City receives a high quality project that adheres to standards for construction. Coordinate and review future development and
land use with the City Planner. Address residents questions and concerns related to engineering and City infrastructure.
List of Program Service(s) Descriptions:
1)
2)
3)
4)

5)
6)

7)

Plan public works improvement projects –Work with planning to determine long term development plans and the required
location and size of infrastructure to service the development.
Develop and maintain the capital improvements program- Based on the condition and age of infrastructure, develop and
maintain the capital improvement program.
Design public works improvement projects – Design public works improvement projects. Design includes surveying,
drafting, writing specifications, obtaining regulatory permits for projects, and bidding.
Administer construction oversight for public works improvement projects – Oversee and manage public works
improvement projects. This includes construction updates for elected officials and informing the public of upcoming
construction projects.
Respond to complaints – Respond to complaints and concerns of the general public regarding construction, drainage issues,
street improvements, sidewalk concerns, traffic, or other public works issues.
Create and submit annual storm water permits – As part of the City’s storm water discharge permit to the Wisconsin
Department of Natural Resources (WDNR), an annual submittal is required. Engineering develops the annual submittal
and oversees storm water management practices throughout the year to meet the WDNR permit requirements.
Coordinate with private utility working in public right of way – Coordinate City construction projects with private utility
companies. Review and approve street excavation permits. Review final restoration.

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Importance to Community:
1)

2)

3)

4)

Create clear and legible construction plans using existing software to ensure contractors fully understand project
requirements. Well‑designed plans reduce ambiguity, help contractors know exactly what is included in the work, and
typically result in more accurate and competitive bids.
Maintain the City’s construction specifications and conduct inspections throughout infrastructure projects. Regular
inspection ensures streets and other improvements are built to established standards. Clear, consistent specifications also
guide contractors on how work should be performed and paid for, which helps produce lower and more reliable bid prices.
Provide timely public information and updates regarding construction projects. Since construction activities can
significantly impact residents, sharing advance notice and project details helps people plan their routines and reduce
disruptions caused by street or utility work.
Maintain and improve GIS data to support efficient tracking of City infrastructure. The GIS system is an essential tool for
managing information on sewers, water mains, signs, and streetlights. Engineering relies on this system to quickly respond
to frequent requests from residents and businesses and collaborates with Planning to keep the information accurate and up
to date.

Important Outputs:
1)
2)
3)

4)
5)

6)

Administration of public works improvement projects- Administration of this department is supported by the property tax
(25%), storm water utility (25%), water utility (25%), and the sewer utility (25%).
Develop plans and specifications – In order to bid projects, the engineering department develops plans and specifications
for contractor to bid and build public improvement projects.
Generate construction records - Once projects are bid and awarded to a contractor, staff will then provide construction
administration to ensure the contractors are constructing the project per City standards. As part of this administration, staff
develops daily construction logs, tracks quantities, and creates record drawings of how things were constructed on the
project.
Maintain system maps – The engineering department maintains and prints maps for construction completed during the
calendar year.
Plan future growth (new and redevelopment) – Staff plans future improvements for the City to address growth. This
includes utility extensions and upsizing, storm water management facilities, and traffic facilities (vehicle, bicycle, and
pedestrian).
Inspect various City facilities – Staff annually inspects the City’s storm water management ponds, traffic signals, and
pedestrian handrails. Staff works with other departments or contractors for required maintenance.

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Expected Outcomes:
1)
2)
3)
4)
5)
6)

Maintain existing street infrastructure so that the roads are safe to travel.
Maintain public awareness of public works improvement projects.
Maintain public works improvement programs in a cost-effective manner to meet or exceed the needs of the community.
Respond in a timely matter to complaints received by the public regarding street and sewer infrastructure so that issues can
be addressed in a timely manner.
Develop long-term infrastructure plans.
Provide recommendations on policies and improvements for City facilities.

2026 Program Achievements (July 2025 – June 2026):
1)

2)
3)
4)

Completed 2026 public works improvements program which included:
a. Relayed approximately 7,100 linear feet of water main in preparation for street resurfacing and reconstruction.
b. Constructed/reconstructed/lined approximately 7,500 linear feet of sanitary sewer.
c. Removed and replaced sanitary laterals in conjunction with water main/service relays.
d. Reconstructed Merrill Street from Broadway to S. Erie Street.
e. Reconstructed N. Ontario Street from George Street to Ridgeway Boulevard.
f. Reconstructed S. Sixth Street from Lande Street to Helena Street in coordination with the MSC Expansion Project.
g. Completed the rehabilitation of concrete on the following streets:
o Grant Street from Fifth Street to Third Street
o Ridgeway Boulevard from N. Broadway Street to Webster Avenue.
o American Boulevard from Biotech Way to Southbridge Road.
h. Constructed or reconstructed over 5,600 linear feet of storm sewer
i. Constructed the next phase of American Boulevard to the southern City limit.
j. Completed the construction of the new segment of William and Wisconsin Street on what was formerly the Shopko
parcel. Coordinated this work with the three abutting developments being constructed concurrently with the roadwork.
k. Completed the construction of the Kingston Preserve Phase II Subdivision (46 new lots).
l. Completed the design and reconstruction of Third Street and Fourth Street, north of Main Avenue, and the alley north
of Main Avenue between Third and Fourth Street.
Completed pond trapping project to remove rodents that cause bank erosion from City ponds.
Completed chemical treatment of phragmites around City ponds.
Reviewed all public and private storm water management facilities.

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5)
6)
7)
8)
9)

Reviewed all traffic signals and handrails for maintenance. Coordinated repairs.
Coordinated the CTH GV design and construction as part of the future southbridge corridor.
Coordinated with WisDOT on the design of Main Avenue and Reid Street from Eighth Street to Third Street for
construction in 2028.
Coordinated with Brown County on the resurfacing and concrete patching on Grant Street from Lawrence Drive to S. Sixth
Street.
Continued to review, inspect and coordinate the TDS City-wide fiber installation project.

2027 Program Goals and Objectives (July 2026 – June 2027):
1)
2)
3)
4)
5)
6)
7)
8)
9)
10)

Complete the design and construction of the utilities on Main Avenue and Reid Street in coordination with the 2028
WisDOT reconstruction project.
Continue to coordinate the design of Main Avenue and Reid Street from Eighth Street to Third Street with WisDOT.
Complete the reconstruction of another 3,500 linear feet of roadway in the City’s northeast area.
Continue to coordinate the design and construction of the Southbridge Corridor.
Continue to review, inspect and coordinate the TDS City-wide fiber installation project.
Complete an aggressive public works improvement program which includes water main relays, sanitary sewer
relays/lining, storm sewer construction, and resurfacing and reconstruction of City streets.
Construct a new storm water detention pond at the southeast corner of Honey Court and Cook Street.
Complete the construction of the Phoenix Preserve, Phase 2.
Monitor public and private storm water management facilities.
Continue to implement the City’s inflow and infiltration program sump pump installation and full-length lateral
replacement policies.

Costs and Benefits:
The proposed 2027 Engineering Program cost is $312,158. This amount is only 25% of the total cost of the program. The other 75%
costs for this program is spread out through the following utilities: 25% storm water utility, 25% water utility, and 25% sewer utility.
The program benefits the community by ensuring that the City’s public works improvement projects are built per City standards and
specifications as well as making sure everything is done within budget.

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2027 Budget Significant Expenditure Changes:
1)
2)
3)
4)
5)

6)
7)

Salaries, Hourly Wages, FICA, and Retirement accounts increased to reflect a Cost of Living Allowance (COLA) and the
adjustments per the approved compensation study.
Health, Dental, DIB, Life & Worker’s Comp Insurance account changed based on current plan selections and increased
insurance costs.
Training is funding to provide for all-department training such as software training, construction training, design training
and miscellaneous engineering training.
Seminars and Conferences provide funding for APWA conferences and miscellaneous conferences.
Consulting includes CADD and design software licenses, ESRI license, DNR MS4 permit, NEWSC fees, Phosphorous
study, bridge and sign bridge inspections, outside consultant services that are not able to be performed by City staff and
lease payments for color printer.
Memberships/Subscriptions include American Public Works Association, American Society of Civil Engineers, Institute of
Traffic Engineers and Wisconsin Department of Regulation and Licensing.
No Capital Equipment requested.

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City of De Pere
2027 General Fund
Adopted Budget
EXPENDITURES
2025
Year End
Actual

Account Title

2026
Adopted
Budget

2026
Current
Budget

2026
6 mos
Actual

2026
Year End
Estimate

2027
Dept Head
Proposed

2027
Executive
Proposed

2027 / 2026
Budget
% Of Change

ENGINEERING
Account Number
PERSONAL SERVICES
100 53110 110 Salaries
100 53110 120 Hourly Wages
100 53110 125 Overtime Wages
100 53110 126 Seasonal Labor
100 53110 150 FICA
100 53110 151 Retirement
100 53110 152 Health, Dental, DIB, Life & Wks Cmp Ins
100 53110 190 Training
Subtotal

$

64,476 $
89,313
7,536
8,897
12,288
11,216
37,477
656
231,860

78,366 $
100,526
12,000
13,200
14,795
13,744
50,166
4,000
286,797

78,366 $
100,526
12,000
13,200
14,795
13,744
50,166
4,000
286,797

25,505 $
48,500
4,258
1,601
5,878
5,621
20,379
628
112,372

78,366 $
100,526
12,000
13,200
14,795
13,744
50,166
4,000
286,797

82,473 $
105,144
12,000
13,200
15,462
14,472
48,077
4,000
294,828

82,473
105,347
12,000
13,200
15,478
14,487
42,473
4,000
289,458

5.24%
4.80%
0.00%
0.00%
4.62%
5.40%
-15.34%
0.00%
0.93%

100
100
100
100

53110
53110
53110
53110

CONTRACTUAL SERVICES
210 Telephone
212 Seminars and Conferences
215 Consulting
218 Cell/Radio
Subtotal

5
175
8,080
2,448
10,708

0
1,200
10,000
3,000
14,200

0
1,200
10,000
3,000
14,200

0
170
4,348
1,287
5,804

0
1,200
10,000
3,000
14,200

0
1,200
10,000
3,000
14,200

0
1,200
10,000
3,000
14,200

0.00%
0.00%
0.00%
0.00%
0.00%

100
100
100
100
100

53110
53110
53110
53110
53110

SUPPLIES AND EXPENSE
310 Office Supplies
320 Memberships/Subscriptions
331 Transportation
340 Operating Supplies
350 Repair and Maintenance Supplies
Subtotal

28
55
1,240
3,122
133
4,579

0
300
3,500
4,100
600
8,500

0
300
3,500
4,100
600
8,500

0
0
397
1,288
63
1,748

0
300
3,500
4,100
600
8,500

0
300
3,500
4,100
600
8,500

0
300
3,500
4,100
600
8,500

0.00%
0.00%
0.00%
0.00%
0.00%
0.00%

100

53110

CAPITAL OUTLAY
810 Capital Equipment
Subtotal

1,837
1,837

0
0

0
0

0
0

0
0

0
0

0
0

0.00%
0.00%

248,982 $

309,497 $

309,497 $

119,924 $

309,497 $

317,528 $

312,158

0.86%

TOTAL

$

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Municipal Service Center
Program Full Time Equivalents: 0.30
Program Mission:
To maintain the interior and exterior of the Municipal Service Center (MSC), and to prevent building deterioration while extending the
life of the building through preventative maintenance.
List of Program Service(s) Descriptions:
1)
2)
3)
4)

Preventative Maintenance – Conduct preventative maintenance on the HVAC throughout building.
Building Repairs – Fix and repair items needing attention.
Fuel distribution – Provide fuel station for all city vehicles.
Customer service center for public work and park related questions – Provides staffing to answer questions related to
public work and park administration questions from both phone or counter.

Importance to Community:
1)
2)
3)

Keep fuel pumps running 24/7 so all city vehicles can refuel efficiently.
Perform spring and fall HVAC maintenance to maximize energy use and equipment life.
Clean the MSC regularly to maintain the building, extend its lifespan, and ensure a clean workspace.

Important Outputs:
1)
2)

3)

Distribution of fuel to all city departments – Funded by the property tax (55%), storm water utility (15%), water utility
(15%), and the sewer utility (15%) and serves as a vital support service to all departments requiring fuel.
Storage space for public work and park department fleets – Funded by the property tax (55%), storm water utility (15%),
water utility (15%), and the sewer utility (15%) and serves as a vital location to house the City’s public work and park
department’s fleets.
Storage area for public work and park department equipment and supplies – Funded by the property tax (55%), storm
water utility (15%), water utility (15%), and the sewer utility (15%) and serves as a vital location to house the City’s public
work and park department’s equipment.

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4)

Customer service response to residents and client – Funded by the property tax (55%), storm water utility (15%), water
utility (15%), and the sewer utility (15%) and provides service and response to citizen questions or concerns.

Expected Outcomes:
1)
2)
3)
4)

Efficient and safe functioning facility to support the operations of the public works and parks departments.
Quality customer service to residents and clients.
Efficient and effective running HVAC.
Fuel distribution to all city departments.

2026 Program Achievements (July 2025 – June 2026):
1)

Maintain the building while working on the design and construction for the MSC expansion.

2027 Program Goals and Objectives (July 2026 – June 2027):
1)

Complete work on MSC expansion project.

Costs and Benefits:
The proposed 2027 Municipal Service Center program cost is $134,851. This amount is only 55% of the total cost of the program.
The other 45% is spread out through the following utilities: 15% Water Utility, 15% Sewer Utility, and 15% Storm Water Utility. The
program benefits the community by providing a support facility for mainly the Public Works and Park Departments. The support
facility allows the departments to conduct city operations in an effective and efficient manner.
2027 Budget Significant Expenditure Changes:
1)
2)
3)

Health, Dental, DIB, Life & Worker’s Comp Insurance account changed based on current plan selections and increased
insurance costs.
Training includes various training for building maintenance staff for various certifications required for staff to maintain.
Consulting includes outside vendors to update fire extinguishers, conduct HVAC preventative maintenance, monitoring
fire alarm system, pressure washer maintenance, pest control, emergency generator maintenance, building maintenance
scheduling software, and fuel tracking software.

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City of De Pere
2027 General Fund
Adopted Budget
EXPENDITURES
2025
Year End
Actual

Account Title

2026
Adopted
Budget

2026
Current
Budget

2026
6 mos
Actual

2026
Year End
Estimate

2027
Dept Head
Proposed

2027
Executive
Proposed

2027 / 2026
Budget
% Of Change

MUNICIPAL SERVICE CENTER
Account Number
100 53230
100 53230
100 53230
100 53230
100 53230
100 53230
100 53230
100 53230

PERSONAL SERVICES
110 Salaries
120 Hourly Wages
125 Overtime Wages
126 Seasonal Labor
150 FICA
151 Retirement
152 Health, Dental, DIB, Life & Wks Cmp Ins
190 Training
Subtotal

$

0 $
14,250
392
680
1,092
954
5,127
0
22,495

0 $
26,895
400
3,441
2,138
1,965
8,725
275
43,839

0 $
26,895
400
3,441
2,138
1,965
8,725
275
43,839

0 $
15,364
1,118
266
1,224
1,166
6,355
0
25,494

0 $
26,895
1,200
3,441
2,199
2,023
8,725
275
44,758

0 $
27,916
400
3,441
2,216
2,053
8,149
275
44,450

0
27,916
400
3,441
2,216
2,053
8,089
275
44,390

0.00%
3.80%
0.00%
0.00%
3.65%
4.47%
-7.29%
0.00%
1.26%

100
100
100
100

53230
53230
53230
53230

CONTRACTUAL SERVICES
210 Telephone
215 Consulting
217 Cleaning Service Contract
220 Utilities
Subtotal

1,494
10,459
13,531
31,473
56,958

1,511
21,250
14,039
33,000
69,800

1,511
21,250
14,039
33,000
69,800

600
3,345
6,784
19,783
30,512

1,511
21,250
14,039
33,000
69,800

1,511
21,250
14,500
34,500
71,761

1,511
21,250
14,500
34,500
71,761

0.01%
0.00%
3.28%
4.55%
2.81%

100
100

53230
53230

SUPPLIES AND EXPENSE
314 Cleaning and Maintenance
340 Operating Supplies
Subtotal

10,941
7,690
18,630

12,000
6,500
18,500

12,000
6,500
18,500

6,176
3,341
9,517

12,000
6,700
18,700

12,000
6,700
18,700

12,000
6,700
18,700

0.00%
3.08%
1.08%

100

53230

CAPITAL OUTLAY
810 Capital Equipment
Subtotal

2,561
2,561

3,300
3,300

3,300
3,300

0
0

3,300
3,300

0
0

0
0

-100.00%
-100.00%

100,644 $

135,439 $

135,439 $

65,523 $

136,558 $

134,911 $

134,851

-0.43%

TOTAL

$

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Building Maintenance
Program Full Time Equivalents: 1.25
Program Mission:
Reduce disruption and lower maintenance / repair costs through an organized maintenance program established by careful operation
and timely service of the City’s buildings and equipment. The principles upon which the maintenance programs are based include the
systematic inspection, detection, and correction of potential equipment failure before major defects develop.
List of Program Service(s) Descriptions:
1)
2)

City Facility Maintenance – Perform building maintenance for the City’s various owned buildings.
City Facility Repairs – Perform necessary repairs to the various City owned buildings.

Importance to Community:
1)

Perform preventative maintenance on City facilities to ensure they remain safe for public use.

Important Outputs:
1)

Maintain and Repair City facilities – Activities and services by this program are supported by the property tax. The
maintenance and repair of the City’s facilities is necessary so that municipal services that are expected from the community
can be done. Repairs are requested by various departments and then scheduled. Preventative maintenance is scheduled
based on industry standards of building equipment. Maintenance and repairs are done for the following programs and
facilities: City Hall, Police Department, Fire Department, Building Inspections, Municipal Service Center, Street Lighting,
Community Center, Parks & Public Land, Boat Ramps, and Swimming Pools. The allocated wages for building
maintenance for each of these programs will vary year to year depending on the amount of maintenance and repairs
required. The 2027 budget allocates the maintenance staff wages as follows: City Hall ($13,958); Police Department
($13,958); Fire Department ($13,958); Building Inspections ($13,958); Municipal Service Center ($27,916); Building
Maintenance ($69,789); Street Lighting ($13,958), Community Center ($13,958); Parks & Public Land ($27,916); and
Swimming Pools ($69,789).

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Expected Outcomes:
1)
2)

Reduce the number of unnecessary facility repairs through preventative maintenance.
Maintain repairs of building facilities so that they are safe for the public.

2026 Program Achievements (July 2025 – June 2026):
1)
2)
3)
4)
5)

Maintained City buildings and facilities by completing an inspection once a week.
Upgrade HVAC components at the community center.
Building Maintenance staff are doing commercial building inspections for Electrical and Plumbing.
Help with design and construction of city parking garage.
Help design and manage construction the First-floor remodel project.

2027 Program Goals and Objectives (July 2026 – June 2027):
1)
2)

Continue to maintain City buildings and facilities so as to reduce work interruptions.
Upgrade items found from the ADA audit to bring the city closer to standard.

Costs and Benefits:
The proposed 2027 Building Maintenance program cost is $198,876. The program benefits the community by maintaining City
facilities that are essential in the operations to provide municipal services to the community.
2027 Budget Significant Expenditure Changes:
1)
2)
3)
4)

Salaries, Hourly Wages, FICA, and Retirement accounts increased to reflect a Cost of Living Allowance (COLA) and the
adjustments per the approved compensation study.
Training includes staff training on building maintenance for various certifications staff is required to maintain.
Consulting includes general costs for outside services related to tasks internal staff is unable to address.
No Capital Equipment requested.

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City of De Pere
2027 General Fund
Adopted Budget
EXPENDITURES
2025
Year End
Actual

Account Title

2026
Adopted
Budget

2026
Current
Budget

2026
6 mos
Actual

2026
Year End
Estimate

2027
Dept Head
Proposed

2027
Executive
Proposed

2027 / 2026
Budget
% Of Change

BUILDING MAINTENANCE
Account Number
100 53231
100 53231
100 53231
100 53231
100 53231
100 53231
100 53231
100 53231

PERSONAL SERVICES
110 Salaries
120 Hourly Wages
125 Overtime Wages
126 Seasonal Labor
150 FICA
151 Retirement
152 Health, Dental, DIB, Life & Wks Cmp Ins
190 Training
Subtotal

$

50,206 $
57,900
2,642
8,113
8,206
28,181
1,506
156,754

52,606 $
67,236
600
0
9,214
8,672
28,813
6,500
173,641

52,606 $
67,236
600
0
9,214
8,672
28,813
6,500
173,641

24,660 $
30,304
336
0
4,070
4,032
22,945
1,903
88,249

52,606 $
67,236
600
0
9,214
8,672
28,813
6,500
173,641

0

500
2,604
3,104

500
5,000
3,000
4,000
2,500
15,000

0

100
100

53231
53231

CONTRACTUAL SERVICES
215 Consulting
218 Cell/Radio
Subtotal

177
2,531
2,708

500
2,604
3,104

500
2,604
3,104

1,192
1,192

100
100
100
100
100

53231
53231
53231
53231
53231

SUPPLIES AND EXPENSE
310 Office Supplies
331 Transportation
340 Operating Supplies
350 Repair and Maintenance Supplies
351 Safety Equipment and Uniforms
Subtotal

54
2,992
3,028
1,981
692
8,747

500
5,000
3,000
4,000
2,500
15,000

500
5,000
3,000
4,000
2,500
15,000

1,557
260
45
828
2,689

100

53231

CAPITAL OUTLAY
860 Capital Outlay
Subtotal

TOTAL

$

0

54,998 $
69,789
600
0
9,592
9,091
27,739
6,500
178,309

55,602
69,789
600
9,638
9,134
27,509
6,500
178,772

5.70%
3.80%
0.00%
0.00%
4.60%
5.33%
-4.53%
0.00%
2.96%

100,500
2,604
103,104

500
2,604
3,104

0.00%
0.00%
0.00%

500
5,000
3,000
4,000
2,500
15,000

500
5,000
3,000
4,000
2,500
15,000

0.00%
0.00%
0.00%
0.00%
0.00%
0.00%

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0.00%
0.00%

168,210 $

191,745 $

191,745 $

92,131 $

191,745 $

296,413 $

196,876

2.68%

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Fleet Maintenance
Program Full Time Equivalents: 0.90
Program Mission:
Provide preventative and emergency repairs for the street, water, park, engineering, building inspections, health, police and fire
departments to minimize the costs of operations and maximize the availability of equipment for municipal services provide to the
community.
List of Program Service(s) Descriptions:
1)
2)

Equipment Maintenance – Perform vehicle and equipment maintenance for operations of the street, water, park,
engineering, building inspections, health, police and fire departments.
Equipment Repairs – Perform necessary repairs to equipment so that it can be up and running for operational needs of the
street, water, park, engineering, building inspections, health, police and fire departments.

Importance to Community:
1)

Perform preventative maintenance on vehicles and equipment across all city departments to keep them operational for
reliable municipal services.

Important Outputs:
1)

Maintain and Repair Equipment – Activities and services by the department is supported by the property tax (20%), water
utility (15%), sewer utility (15%) and storm water utility (50%). The maintenance and repair of equipment is necessary so
that municipal services that are expected from the community can be done. The repairs and maintenance are performed at
the Municipal Service Center. Repairs are requested by the employees and then scheduled. Maintenance is scheduled
based on the hours and miles of equipment.

Expected Outcomes:
1)
2)

Maintain equipment and perform preventative maintenance so the City can prevent unnecessary repairs.
Maintain repairs so the equipment is capable of operating in a safe and efficient manner.

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2026 Program Achievements (July 2025 – June 2026):
1)

Maintained 274 pieces of equipment for the street, water, park, engineering, building inspections, health, police and fire
departments.

2027 Program Goals and Objectives (July 2026 – June 2027):
1)
2)
3)

Continue to maintain high standards of equipment repair.
Ensure adequate training for mechanics for new equipment.
Continue to reduce consulting costs by reducing outsourcing repairs by training staff to be able to perform these repairs inhouse.

Costs and Benefits:
The proposed 2027 Fleet Maintenance cost is $159,092. This amount is only 20% of the total cost of the program. The other 80%
costs for this program are spread out through the following utilities: 50% storm water utility, 15% water utility, and 15% sewer utility.
The program benefits the community by maintaining and repairing equipment that is essential in the operations to provide municipal
services to the community.
2027 Budget Significant Expenditure Changes:
1)
2)
3)
4)
5)
6)

Salaries increased to reflect a Cost of Living Allowance (COLA) and the adjustments per the approved compensation
study.
Hourly Wages, FICA, and Retirement accounts decreased to reflect change in allocation for building maintenance wages.
Health, Dental, DIB, Life & Worker’s Comp Insurance account changed based on current plan selections and increased
insurance costs.
Training is for staff on fleet maintenance equipment such as troubleshooting and diagnostic performance.
Consulting includes tasks unable to perform in our fleet maintenance shop and for GPS/AVL on equipment.
No Capital Equipment requested.

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City of De Pere
2027 General Fund
Adopted Budget
EXPENDITURES
2025
Year End
Actual

Account Title

2026
Adopted
Budget

2026
Current
Budget

2026
6 mos
Actual

2026
Year End
Estimate

2027
Dept Head
Proposed

2027
Executive
Proposed

2027 / 2026
Budget
% Of Change

FLEET MAINTENANCE
Account Number
100 53240
100 53240
100 53240
100 53240
100 53240
100 53240
100 53240
100 53240

PERSONAL SERVICES
110 Salaries
120 Hourly Wages
125 Overtime Wages
126 Seasonal Labor
150 FICA
151 Retirement
152 Health, Dental, DIB, Life & Wks Cmp Ins
190 Training
Subtotal

$

10,041 $
47,038
759
90
4,293
4,959
13,629
305
81,115

10,521 $
61,598
1,000
0
5,594
5,265
17,293
200
101,470

10,521 $
61,598
1,000
0
5,594
5,265
17,293
200
101,470

4,932 $
23,810
244
0
2,155
989
12,791
200
45,121

10,521 $
61,598
1,000
0
5,594
5,265
17,293
200
101,470

11,000 $
53,136
1,000
0
4,983
4,722
13,504
200
88,545

11,120
53,132
1,000
0
4,992
4,731
13,380
200
88,555

5.69%
-13.74%
0.00%
0.00%
-10.76%
-10.14%
-22.63%
0.00%
-12.73%

100
100
100
100

53240
53240
53240
53240

CONTRACTUAL SERVICES
210 Telephone
212 Seminars and Conferences
215 Consulting
218 Cell/Radio
Subtotal

0
0
23,723
92
23,815

0
0
29,000
102
29,102

0
0
29,000
102
29,102

0
0
18,525
46
18,571

0
0
29,000
102
29,102

0
0
29,000
102
29,102

0
0
29,000
102
29,102

0.00%
0.00%
0.00%
0.00%
0.00%

100
100
100
100
100

53240
53240
53240
53240
53240

SUPPLIES AND EXPENSE
331 Transportation
340 Operating Supplies
350 Repair and Maintenance Supplies
351 Safety Equipment and Uniforms
360 Tools
Subtotal

589
8,081
19,098
3,352
0
31,120

658
8,213
26,986
3,500
2,078
41,435

658
8,213
30,611
3,500
2,078
45,060

190
4,212
11,617
1,140
864
18,023

658
8,213
26,986
3,500
2,078
41,435

658
8,213
26,986
3,500
2,078
41,435

658
8,213
26,986
3,500
2,078
41,435

0.00%
0.00%
0.00%
0.00%
0.00%
0.00%

100

53240

CAPITAL OUTLAY
810 Capital Equipment
Subtotal

11,498
11,498

0
0

0
0

12
12

12
12

0
0

0
0

0.00%
0.00%

147,548 $

172,007 $

175,632 $

81,727 $

172,019 $

159,082 $

159,092

-7.51%

TOTAL

$

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Snow and Ice Control
Program Full Time Equivalents: 1.30
Program Mission:
Ensure the safe movement of vehicular and pedestrian traffic throughout the City during and after snow and ice events.
List of Program Service(s) Descriptions:
1)
2)

Snow plowing – Perform snow plowing throughout the City during the winter months.
Salting / Sanding – Perform salting / sanding operations throughout the City during the winter months.

Importance to Community:
1)
2)

Plow all city streets, alleys, and parking lots after three (3) inches of snow to ensure safe winter travel.
Plow and salt primary streets and parking lots when requested by police to reduce ice and keep winter travel safe.

Important Outputs:
1)

2)

Removing Snow from City Streets – Activities and services by this program is supported by the property tax. Snow plowing
is necessary during the winter months to ensure the streets are cleared of snow so the traveling motorists can safely travel
throughout the City. The City will schedule a snowplow operation when a minimum of 3” of snow has accumulated. There
are sixteen (16) different plow routes throughout the City that employees are assigned to. It takes approximately seven (7)
hours to plow a 3” event. This program is important to the community because if the streets are not cleared of accumulating
snowfalls it would be difficult for the public to travel safely throughout the City.
Applying Salt / Sand to City Streets – Activities and services by this program are supported by the property tax. Salting /
sanding is necessary during the winter months to ensure that all the main City streets, intersections, hills, and curves are
kept clear of ice so that traveling motorists can safely travel throughout the City. The police department will notify public
works when they feel the roads are becoming slippery. Once public works is notified, employees are called in to plow and
salt the primaries. There are six (6) different routes throughout the City that employees are assigned to. It takes
approximately three (3) hours to go through the City once the salt operations begin. Salting operations will include plowing
and salting for snow accumulations of less than 3” of snow on primaries. This program is important to the community

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because road conditions throughout the City would become hazardous to the traveling public without the application of
salt.
Expected Outcomes:
1)
2)

Maintain the condition of all City streets, alleys, and parking lots so that traffic can safely travel throughout the City.
Reduce slippery conditions on roads so that traffic can travel safely through the City.

2026 Program Achievement (July 2025 – June 2026):
1)
2)

Awarded Excellence in Snow and Ice Control Award by American Public Works Association at both the State and National
Level. City of De Pere was one of six communities nationwide to receive this award.
Safely and efficiently maintained safe winter driving conditions during Blizzard Elsa, the largest snowstorm in 138 years.

2027 Program Goals and Objectives (July 2026 – June 2027):
1)
2)
3)
4)
5)
6)
7)
8)

Maintain safe winter travel throughout the city by appropriate use of staff and resources.
Utilize social media to provide educational snow and ice removal information.
Cross train staff on various different plow equipment to fill equipment that is being vacated by retirements
Continue to test solar salt for brine making operations. Analyze return of investment and cost offset with little to no
cleaning of the brine making system with cleaner salt.
Plow all streets within 8 hours for most storms.
Update snowplow maps to improve efficiency.
Continue to send staff to seminars/conferences on snow removal operations.
Continue to send staff to snowplow rodeo.

Costs and Benefits:
The proposed 2027 Snow and Ice Control program cost is $332,604. The program benefits the community by allowing the streets to
be kept clear of snow and ice so that the community can safely travel throughout the City during the winter months.

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2027 Budget Significant Expenditure Changes:
1)
2)
3)
4)
5)
6)
7)

Overtime Wages, FICA, and Retirement accounts decreased to reflect actual costs.
Training includes training for operational training of salting and plowing.
Seminars and Conferences include staff participation in the APWA snowplow rodeo and other snow plowing conferences.
Consulting is for the need to hire contractors as needed or rent equipment.
Operating Supplies decreased $5,000 to reflect actual costs.
Salt, Sand, Chloride decreased $5,000 to reflect actual costs.
No Capital Equipment requested.

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City of De Pere
2027 General Fund
Adopted Budget
EXPENDITURES
2025
Year End
Actual

Account Title

2026
Adopted
Budget

2026
Current
Budget

2026
6 mos
Actual

2026
Year End
Estimate

2027
Dept Head
Proposed

2027
Executive
Proposed

2027 / 2026
Budget
% Of Change

SNOW AND ICE CONTROL
Account Number
100 53310
100 53310
100 53310
100 53310
100 53310
100 53310

PERSONAL SERVICES
120 Hourly Wages
125 Overtime Wages
150 FICA
151 Retirement
152 Health, Dental, DIB, Life & Wks Cmp Ins
190 Training
Subtotal

$

71,472 $
21,991
6,962
6,473
14,973
365
122,235

90,587 $
40,000
9,990
9,402
30,476
500
180,955

90,587 $
40,000
9,990
9,402
30,476
500
180,955

38,185 $
18,314
4,230
4,080
19,678
0
84,488

90,587 $
40,000
9,990
9,402
30,476
500
180,955

92,743 $
40,000
10,155
9,624
31,250
500
184,272

92,749
30,000
9,390
8,899
31,066
500
172,604

2.39%
-25.00%
-6.01%
-5.35%
1.94%
0.00%
-4.62%

100
100

53310
53310

CONTRACTUAL SERVICES
212 Seminars and Conferences
215 Consulting
Subtotal

0
1,595
1,595

1,000
4,000
5,000

1,000
4,000
5,000

0
5,100
5,100

1,000
5,100
6,100

1,000
4,000
5,000

1,000
4,000
5,000

0.00%
0.00%
0.00%

100
100
100

53310
53310
53310

SUPPLIES AND EXPENSE
331 Transportation
340 Operating Supplies
341 Salt, Sand, Chloride
Subtotal

27,058
30,992
69,521
127,572

35,000
40,000
90,000
165,000

35,000
49,007
90,000
174,007

15,518
17,426
(5,424)
27,519

35,000
40,000
90,000
165,000

35,000
40,000
90,000
165,000

35,000
35,000
85,000
155,000

0.00%
-12.50%
-5.56%
-6.06%

100

53310

CAPITAL OUTLAY
810 Capital Equipment
Subtotal

0
0

0
0

0
0

0
0

0
0

0
0

0
0

0.00%
0.00%

251,402 $

350,955 $

359,962 $

117,107 $

352,055 $

354,272 $

332,604

-5.23%

TOTAL

$

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Street Maintenance
Program Full Time Equivalents: 0.65
Program Mission:
Maintain and repair all City streets, parking lots, and alleys in a safe and timely manner to ensure the safe travel of motorists,
bicyclists, and pedestrians.
List of Program Service(s) Descriptions:
1)

Street Maintenance – Perform street, parking lot, and alley maintenance throughout the City.

Importance to Community:
1)

Patch potholes to maintain streets, alleys, and parking lots and reduce road hazards for safe travel.

Important Outputs:
1)

Street, parking lot, and alley maintenance – Activities and services by this program are supported by the property tax.
Maintenance of streets, parking lots, and alleys to reduce or eliminate hazards are necessary to ensure the traveling
motorists can safely travel throughout the City.

Expected Outcomes:
1)

Reduce hazards on all City streets, alleys, and parking lots so that traffic can safely travel throughout the City.

2026 Program Achievements (July 2025 – June 2026):
1)
2)

Utilized Mastic One to patch potholes, defective pavement and high manhole structures.
Replaced 120 landscape block tops on the retaining wall on both sides of N. Broadway at Randall St. due to disintegrating
pavers due to weather and salt

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2027 Program Goals and Objectives (July 2026 – June 2027):
1)
2)
3)
4)

Continue road maintenance activities to improve road conditions.
Utilize Mastic One around manhole castings and areas prone to roadway patching to improve travel conditions.
Respond to and assess road hazards within 24 hours of notification.
Continue road maintenance activities to improve road conditions.

Costs and Benefits:
The proposed 2027 Street Maintenance program cost is $147,457. The program benefits the community by allowing the streets to be
kept clear of road hazards.
2027 Budget Significant Expenditure Changes:
1)
2)
3)
4)

Training includes funding for street employees to attend road maintenance seminar/workshops.
Seminars and Conferences include funding for staff participation to attend APWA training.
Consulting includes $10,000 for blacktop patching.
No Capital Equipment requested.

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City of De Pere
2027 General Fund
Adopted Budget
EXPENDITURES
2025
Year End
Actual

Account Title

2026
Adopted
Budget

2026
Current
Budget

2026
6 mos
Actual

2026
Year End
Estimate

2027
Dept Head
Proposed

2027
Executive
Proposed

2027 / 2026
Budget
% Of Change

STREET MAINTENANCE
Account Number
100 53330
100 53330
100 53330
100 53330
100 53330
100 53330
100 53330

PERSONAL SERVICES
120 Hourly Wages
125 Overtime Wages
126 Seasonal Labor
150 FICA
151 Retirement
152 Health, Dental, DIB, Life & Wks Cmp Ins
190 Training
Subtotal

$

68,040 $
1,630
3,384
5,249
4,840
18,443
411
101,996

45,294 $
2,000
6,906
3,718
3,405
15,411
2,000
78,734

45,294 $
2,000
6,906
3,718
3,405
15,411
2,000
78,734

0
987
987

270
10,000
10,270

270
10,000
10,270

26,922 $
858
1,548
2,115
2,011
6,845
600
40,898

45,294 $
2,000
6,906
3,718
3,405
15,411
2,000
78,734

46,371 $
2,000
7,125
3,804
3,507
15,803
2,000
80,610

46,375
2,000
7,125
3,804
3,507
15,701
2,000
80,512

2.39%
0.00%
3.17%
2.31%
2.99%
1.88%
0.00%
2.26%

0
0
0

270
10,000
10,270

270
10,000
10,270

270
10,000
10,270

0.00%
0.00%
0.00%

100
100

53330
53330

CONTRACTUAL SERVICES
212 Seminars and Conferences
215 Consulting
Subtotal

100
100
100
100

53330
53330
53330
53330

SUPPLIES AND EXPENSE
331 Transportation
340 Operating Supplies
350 Repair and Maintenance Supplies
351 Safety Equipment and Uniforms
Subtotal

6,853
2,206
31,188
7,348
47,595

10,000
4,000
32,000
9,175
55,175

10,000
4,000
32,000
9,175
55,175

3,179
648
32,243
3,153
39,222

10,000
4,000
32,243
9,175
55,418

10,000
4,000
33,500
9,175
56,675

10,000
4,000
33,500
9,175
56,675

0.00%
0.00%
4.69%
0.00%
2.72%

100

53330

CAPITAL OUTLAY
810 Capital Outlay
Subtotal

9,736
9,736

0
0

5,605
5,605

0
0

5,605
5,605

0
0

0
0

0.00%
0.00%

160,314 $

144,179 $

149,784 $

80,120 $

150,027 $

147,555 $

147,457

2.27%

TOTAL

$

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Traffic Signs and Markings
Program Full Time Equivalents: 0.65
Program Mission:
Provide the public with a safe and orderly flow of vehicular and pedestrian traffic by means of pavement markings and signage as
required by the Manual of Uniform Traffic Control Devices.
List of Program Service(s) Descriptions:
1)
2)

3)

Maintenance of Traffic Signs – Maintain existing street signs throughout the City. Maintenance includes repairing damage
signs caused by traffic or replacing signs because of reflectivity requirements.
Maintenance of Traffic Pavement Markings – Maintain existing pavement markings throughout the City. Maintenance
includes repainting all pavement markings throughout the City on an annual basis. Pavement markings include stop bars,
lane striping, and parking stall striping.
Maintenance of Street Marker Signs – Maintain existing street marker signs throughout the City. Maintenance includes
repairing damage signs caused by traffic or replacing signs because of reflectivity requirements.

Importance to Community:
1)

Satisfy federal requirements for maintaining traffic signs and pavement markings to ensure safe, orderly travel and help
both motorists and pedestrians identify streets and destinations.

Important Outputs:
1)

2)

Traffic Signs – Activities and services by this program are supported by the property tax and State shared revenues.
Maintenance of existing street signs to provide vehicular and pedestrian traffic necessary information so to ensure the
traveling public can safely travel throughout the City.
Traffic Pavement Markings – Activities and services by this program are supported by the property tax and State shared
revenues. Maintenance of existing pavement markings to provide vehicular and pedestrian traffic the necessary lane
delineations and stop bars so to ensure the traveling public can safely travel throughout the City.

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3)

Street Marker Signs – Activities and services by this program are supported by the property tax and State shared revenues.
Maintenance of existing street marker signs to identify the names of the streets throughout the City so that the traveling
public can identify streets they need to travel.

Expected Outcomes:
1)
2)
3)

Maintain all traffic signs to ensure vehicular and pedestrian traffic can safely travel throughout the City.
Maintain all traffic pavement markings to ensure vehicular and pedestrian traffic can safely travel throughout the City.
Maintain all street marker signs to ensure that all streets are identified so that motorists can find their destination.

2026 Program Achievements (July 2025 – June 2026):
1)
2)
3)
4)
5)

Fabricated multiple new signs for other city departments, ie. Parks, Clerk, Police.
Sign Shop personnel and Street staff training session on traffic control taught by UW Madison
Conducted multiple barricading special events for Definitely De Pere, Pink Flamingo, Celebrate De Pere, Tour De Pere and
other special events.
Replaced signs and posts in the area south of George St to Bomier St from Broadway to Huron St.
Painted all long line, parking stalls, stop bars, crosswalks and arrows/only in the city.

2027 Program Goals and Objectives (July 2026 – June 2027):
1)
2)
3)
4)
5)

Pilot utilizing thermoplastic stencils in high traffic areas to minimize risk to staff. The thermoplastic has a 6-8 year
lifespan therefore reducing staff in traffic risks.
Continue to maintain pavement striping City wide.
Continue to work with other city departments to fabricate and change out signs as requested/required.
Continue to change out faded signs and damaged posts citywide
Respond to and assess all calls pertaining to street signs being damaged within 2 business days of notification.

Costs and Benefits:
The proposed 2027 Traffic Signs and Markings program cost is $153,052. The program benefits the community by allowing existing
street signs and pavement markings to be maintained that provide information to vehicular and pedestrian traffic.

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2027 Budget Significant Expenditure Changes:
1)
2)
3)
4)
5)

Training is for training staff on sign maintenance and traffic markings.
Seminars and Conferences include funding for staff person to attend workshop on line striping operations.
Consulting includes fees paid to City of Green Bay for street striping as well as for sign repairs the City cannot do.
Paint—Sign and Mark increased $4,000 to reflect actual costs.
No Capital Equipment requested.

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City of De Pere
2027 General Fund
Adopted Budget
EXPENDITURES
2025
Year End
Actual

Account Title

2026
Adopted
Budget

2026
Current
Budget

2026
6 mos
Actual

2026
Year End
Estimate

2027
Dept Head
Proposed

2027
Executive
Proposed

2027 / 2026
Budget
% Of Change

TRAFFIC SIGNS AND MARKINGS
Account Number
100 53400
100 53400
100 53400
100 53400
100 53400
100 53400
100 53400

PERSONAL SERVICES
120 Hourly Wages
125 Overtime Wages
126 Seasonal Labor
150 FICA
151 Retirement
152 Health, Dental, DIB, Life & Wks Cmp Ins
190 Training
Subtotal

$

67,364 $
4,344
5,010
5,280
4,951
20,600
0
107,548

45,294 $
3,500
7,313
3,839
3,513
15,421
400
79,280

45,294 $
3,500
7,313
3,839
3,513
15,421
400
79,280

38,485 $
2,916
379
3,020
2,985
10,070
400
58,254

45,294 $
3,500
7,313
3,839
3,513
15,421
400
79,280

46,371 $
3,500
7,550
3,925
3,616
15,814
400
81,175

46,375
3,500
7,550
3,925
3,616
15,711
400
81,077

2.39%
0.00%
3.24%
2.25%
2.93%
1.88%
0.00%
2.27%

100
100

53400
53400

CONTRACTUAL SERVICES
212 Seminars and Conferences
215 Consulting
Subtotal

0
1,710
1,710

225
10,000
10,225

225
10,000
10,225

0
0
0

225
10,000
10,225

225
10,000
10,225

225
10,000
10,225

0.00%
0.00%
0.00%

100
100
100

53400
53400
53400

SUPPLIES AND EXPENSE
331 Transportation
340 Operating Supplies
342 Paint--Sign and Mark
Subtotal

1,806
35,713
0
37,519

3,750
40,000
14,000
57,750

3,750
43,000
14,000
60,750

718
23,816
16,463
40,997

3,750
40,000
16,463
60,213

3,750
40,000
18,000
61,750

3,750
40,000
18,000
61,750

0.00%
0.00%
28.57%
6.93%

100

53400

CAPITAL OUTLAY
810 Capital Equipment
Subtotal

0
0

0
0

0
0

0
0

0
0

0
0

0
0

0.00%
0.00%

146,777 $

147,255 $

150,255 $

99,251 $

149,718 $

153,150 $

153,052

3.94%

TOTAL

$

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Street Lighting
Program Full Time Equivalents: 0.15
Program Mission:
Maintain and provide adequate street lighting for traffic and pedestrian safety along public ways. The major purpose of streetlights is
to reduce vehicle and pedestrian accidents by illuminating hazards. Street lighting is also used to illuminate city owned property and
equipment for security and safety purposes.
List of Program Service(s) Descriptions:
1)

Street Lighting – Maintain existing streetlights throughout the City.

Importance to Community:
1)

Maintain city streetlights to meet code requirements and provide safe lighting for drivers and pedestrians.

Important Outputs:
1)

Street Lighting – Activities and services by this program are supported by the property tax. Maintenance of existing
streetlights to provide adequate lighting at intersections and other areas where there are hazards in order to prevent
accidents.

Expected Outcomes:
1)
2)

Maintain existing streetlights to ensure vehicular and pedestrian safety at intersections and other areas where there are
hazards.
Maintain existing streetlights to illuminate city owned properties and equipment for security and safety purposes.

2026 Program Achievements (July 2025 – June 2026):
1)

Continued to replace existing streetlights to LED heads.

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2)

Once a month staff will travel through the complete city and log both city owned and WPS owned lights that have issues.
Staff will then repair the city owned lights and report the list to WPS for repair.

2027 Program Goals and Objectives (July 2026 – June 2027):
1)
2)
3)

Continue to investigate energy saving programs for street lighting.
Continue to replace existing street lighting with LED lighting.
Continue to repair and replace existing street light poles and bases.

Costs and Benefits:
The proposed 2027 Street Lighting program cost is $491,449. The program benefits the community by allowing existing streetlights to
be maintained that provide lighting along public ways for vehicular and pedestrian traffic.
2027 Budget Significant Expenditure Changes:
1)
2)
3)

Health, Dental, DIB, Life & Worker’s Comp Insurance account changed based on current plan selections and increased
insurance costs.
Consulting is for contracting outside services for locates and to repair street and decorative lighting.
No Capital Equipment requested.

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City of De Pere
2027 General Fund
Adopted Budget
EXPENDITURES
2025
Year End
Actual

Account Title

2026
Adopted
Budget

2026
Current
Budget

2026
6 mos
Actual

2026
Year End
Estimate

2027
Dept Head
Proposed

2027
Executive
Proposed

2027 / 2026
Budget
% Of Change

STREET LIGHTING
Account Number
100 53420
100 53420
100 53420
100 53420
100 53420
100 53420

PERSONAL SERVICES
120 Hourly Wages
125 Overtime Wages
126 Seasonal Labor
150 FICA
151 Retirement
152 Health, Dental, DIB, Life & Wks Cmp Ins
Subtotal

$

8,332 $
257
0
621
658
3,223
13,090

13,447 $
300
1,300
1,070
990
4,353
21,460

13,447 $
300
1,300
1,070
990
4,353
21,460

7,516 $
0
0
547
542
3,493
12,098

13,447 $
300
1,300
1,070
990
4,353
21,460

13,958 $
300
1,300
1,110
1,034
4,065
21,766

13,958
300
1,300
1,110
1,034
4,035
21,737

3.80%
0.00%
0.00%
3.69%
4.47%
-7.29%
1.29%

100
100

53420
53420

CONTRACTUAL SERVICES
215 Consulting
220 Utilities
Subtotal

19,792
386,840
406,632

10,000
426,494
436,494

10,000
426,494
436,494

1,318
204,738
206,056

10,000
426,494
436,494

10,000
439,400
449,400

10,000
439,400
449,400

0.00%
3.03%
2.96%

100
100
100

53420
53420
53420

SUPPLIES AND EXPENSE
331 Transportation
340 Operating Supplies
350 Repair and Maintenance Supplies
Subtotal

199
26,517
0
26,717

312
20,000
0
20,312

312
24,000
0
24,312

104
11,416
0
11,520

312
20,000
0
20,312

312
20,000
0
20,312

312
20,000
0
20,312

0.00%
0.00%
0.00%
0.00%

100

53420

CAPITAL OUTLAY
810 Capital Equipment
Subtotal

0
0

12,000
12,000

12,000
12,000

0
0

12,000
12,000

0
0

0
0

-100.00%
-100.00%

446,439 $

490,266 $

494,266 $

229,674 $

490,266 $

491,478 $

491,449

0.24%

TOTAL

$

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Traffic Lights
Program Full Time Equivalents: 0
Program Mission:
Maintain and provide signalization for traffic controls at sixteen intersections throughout the City in order to provide safe and orderly
flow of vehicular traffic.
List of Program Service(s) Descriptions:
1)

Traffic Lights – Maintain existing traffic signals throughout the City. Maintenance includes repairing damage caused by
traffic, replacing signal lights when they are out, and adjusting timing as needed.

Importance to Community:
1)

Maintain city traffic lights according to industry standards and the Manual of Uniform Traffic Control Devices to ensure
safe, orderly vehicle flow.

Important Outputs:
1)

Traffic Lights – Activities and services by this program are supported by the property tax. Maintenance of existing traffic
lights to provide safe and orderly flow of vehicular traffic. Proper function signals prevents accidents as well as delays due
to traffic back ups.

Expected Outcomes:
1)
2)
3)

Maintain existing traffic lights to ensure safe and orderly flow of vehicles.
Maintain existing traffic lights to protect vehicles and pedestrians at busy intersections.
Maintain existing traffic lights to reduce the severity and frequency of accidents between vehicles entering intersections.

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2026 Program Achievements (July 2025 – June 2026):
1)

Maintained signalization at intersections.

2027 Program Goals and Objectives (July 2026 – June 2027):
1)
2)
3)

Continue to maintain signalization at all intersections.
Continue evaluating the needs for pedestrian signals.
Continue to respond within 24 hours of being notified for malfunctioning or damage signals.

Costs and Benefits:
The proposed 2027 Traffic Lights program cost is $47,675. The program benefits the community by allowing existing traffic lights to
be maintained that ensure safe and orderly flow of vehicles at busy intersections.
2027 Budget Significant Expenditure Changes:
1)
2)

Consulting fees include fees paid to City of Green Bay for maintenance of traffic signals and locates.
No Capital Equipment requested.

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City of De Pere
2027 General Fund
Adopted Budget
EXPENDITURES
2025
Year End
Actual

Account Title

2026
Adopted
Budget

2026
Current
Budget

2026
6 mos
Actual

2026
Year End
Estimate

2027
Dept Head
Proposed

2027
Executive
Proposed

2027 / 2026
Budget
% Of Change

TRAFFIC LIGHTS
Account Number
100 53450
100 53450
100 53450
100 53450
100 53450
100 53450

PERSONAL SERVICES
120 Hourly Wages
122 Hourly Wages Part Time
125 Overtime Wages
150 FICA
151 Retirement
152 Health, Dental, DIB, Life & Wks Cmp Ins
Subtotal

$

0 $
0
166
12
12
44
233

0 $
0
0
0
0
0
0

0 $
0
0
0
0
0
0

0 $
0
56
4
4
18
84

0 $
0
56
4
4
18
83

0 $
0
0
0
0
0
0

0
0
0
0
0
0
0

0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%

100
100
100

53450
53450
53450

CONTRACTUAL SERVICES
215 Consulting
218 Cell/Radio
220 Utilities
Subtotal

1,588
0
28,345
29,933

14,000
0
32,206
46,206

14,000
0
32,206
46,206

596
0
16,463
17,059

14,000
0
32,206
46,206

14,000
0
33,175
47,175

14,000
0
33,175
47,175

0.00%
0.00%
3.01%
2.10%

100

53450

SUPPLIES AND EXPENSE
340 Operating Supplies
Subtotal

0
0

500
500

500
500

0
0

500
500

500
500

500
500

0.00%
0.00%

100

53450

CAPITAL OUTLAY
810 Capital Equipment
Subtotal

0
0

0
0

0
0

0
0

0
0

0
0

0
0

0.00%
0.00%

30,167 $

46,706 $

46,706 $

17,143 $

46,789 $

47,675 $

47,675

2.07%

TOTAL

$

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Brush Collection
Program Full Time Equivalents: 0.65
Program Mission:
Provide a cost effective and efficient method for residents to dispose of their brush and yard waste.
List of Program Service(s) Descriptions:
1)
2)

Brush Collection – Collect resident’s brush three times a year
Yard Waste Facility – Maintain and operate City’s compost facility.

Importance to Community:
1)
2)

Maintain brush collection three times per year to make disposal easier for residents.
Maintain daily compost facility hours from March 15 to December 15 to provide a drop-off site for yard waste and brush
and supply mulch for residents.

Important Outputs:
1)

2)

Brush Collection – Activities and services by this program are supported by the property tax. The City picks up brush at the
curb three times per year for the residents. Brush is either collected with a truck and loader or the brush is chipped if the
piles of brush are small. The brush collected in trucks or chipped is then hauled to the compost site. This service is a value
to the community because not everyone has the means to be able to haul their brush to the compost facility so by having
curbside pickup they are able to dispose of their brush.
Yard Waste Facility – Activities and services by this program are supported by the property tax. Operations of the yard
waste facility allow residents a site to bring their brush and yard waste to. Weekly the City stockpiles the brush and yard
waste. The yard waste is hauled away on a weekly basis. Also, once the brush piles are large enough, the City hires a
contractor to chip the brush into wood chips, which are provided to the residents at no charge. The yard waste facility is a
value to the community because it provides mulch and wood chips at no charge. The facility also provides the community
a place to dispose of their yard waste the residents create when maintaining their properties.

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Expected Outcomes:
1)
2)

Maintained properties free of yard waste and brush.
Maintain supply of mulch for residents.

2026 Program Achievements (July2025 – June 2026):
1)
2)
3)
4)
5)

Provided street department employees and seasonal staff with training and refreshers on the safe operation of the brush
chipper.
Maintained Woodchipper Safety Shield on wood chippers for added safety for staff.
Utilized loader and dump trucks for brush collection in addition brush chippers
Opened new yard waste site on Commerce Drive.
Utilized contracted tub grinding service to grind brush at both old and new yard waste site.

2027 Program Goals and Objectives (July 2026- June 2027):
1)
2)
3)

Continue to monitor brush collection operations to improve efficiency and meet overall community needs.
Coordinate with the tub grinding company the grind all brush and yard waste.
Monitor and review the new yard waste facility for improvements. Utilize community survey relating to questions
regarding the yard waste facility, pros/cons and potential improvements.

Costs and Benefits:
The proposed 2027 Brush Collection program cost is $125,086. The program benefits the community by allowing curbside collection
of brush three times per year. It also allows for the operations of the compost facility, which gives residents a site to dispose of their
brush and yard waste. The compost operations also provide mulch for the residents to utilize.
2027 Budget Significant Expenditure Changes:
1)
2)

Consulting is for funding disposal of brush and compost as well as contracting for tub grinding brush.
No Capital Equipment requested.

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City of De Pere
2027 General Fund
Adopted Budget
EXPENDITURES
2025
Year End
Actual

Account Title

2026
Adopted
Budget

2026
Current
Budget

2026
6 mos
Actual

2026
Year End
Estimate

2027
Dept Head
Proposed

2027
Executive
Proposed

2027 / 2026
Budget
% Of Change

BRUSH COLLECTION
Account Number
100 53460
100 53460
100 53460
100 53460
100 53460
100 53460

PERSONAL SERVICES
120 Hourly Wages
125 Overtime Wages
126 Seasonal Labor
150 FICA
151 Retirement
152 Health, Dental, DIB, Life & Wks Cmp Ins
Subtotal

$

48,685 $
304
2,157
3,688
3,370
17,932
76,136

45,294 $
100
9,300
3,607
3,268
15,471
77,040

45,294 $
100
9,300
3,607
3,268
15,471
77,040

22,819 $
566
874
1,759
1,686
11,769
39,473

45,294 $
566
9,300
3,643
3,302
15,471
77,576

46,371 $
100
9,300
3,690
3,369
15,858
78,688

46,375
100
9,300
3,690
3,369
15,752
78,586

2.39%
0.00%
0.00%
2.29%
3.08%
1.82%
2.01%

100
100

53460
53460

CONTRACTUAL SERVICES
215 Consulting
220 Utilities
Subtotal

30,960
0
30,960

35,000
1,000
36,000

35,000
1,000
36,000

6,000
0
6,000

35,000
1,000
36,000

35,000
1,000
36,000

35,000
1,000
36,000

0.00%
0.00%
0.00%

100
100
100

53460
53460
53460

SUPPLIES AND EXPENSE
331 Transportation
340 Operating Supplies
350 Repair and Maintenance Supplies
Subtotal

6,183
319
0
6,502

10,000
500
0
10,500

10,000
500
0
10,500

2,440
3,050
0
5,490

10,000
3,050
0
13,050

10,000
500
0
10,500

10,000
500
0
10,500

0.00%
0.00%
0.00%
0.00%

100

53460

CAPITAL OUTLAY
810 Capital Equipment
Subtotal

0
0

0
0

0
0

0
0

0
0

0
0

0
0

0.00%
0.00%

113,598 $

123,540 $

123,540 $

50,963 $

126,626 $

125,188 $

125,086

1.25%

TOTAL

$

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Transit System
Program Full Time Equivalents: 0
Program Mission:
Provide funding for mass transit throughout the City.
List of Program Service(s) Descriptions:
1)

Transit System – Provides an option for residents to utilize bus service as alternative transportation. This program provides
the funding for the bus service provided by the Green Bay Transit Authority.

Importance to Community:
1)

Identify funding needs with Green Bay Metro before budget planning to support alternative transportation for residents.

Important Outputs:
1)

Transit System – Activities and services by this program are supported by the property tax and mass transit aids. Bus
service allows residents to have an alternative transportation throughout the City.

Expected Outcomes:
1)

Maintain bus service for the residents.

2026 Program Achievements (July 2025 – June 2026):
1)

Provide a transportation alternative to driving a vehicle for residents and visitors of the community.

2027 Program Goals and Objectives (July 2026 – June 2027):
1)

Continue to maintain bus services for the community.

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Costs and Benefits:
The proposed 2027 Transit System program cost is $188,388. This cost includes the City of De Pere’s local share of the program as
well as the City’s portion of facilities and maintenance capital costs. The program benefits the community by an alternative
transportation mode. This program provides funding to Green Bay Metro Transit to provide the City this bus service.
2027 Budget Significant Expenditure Changes:
1)

None.

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City of De Pere
2027 General Fund
Adopted Budget
EXPENDITURES
2025
Year End
Actual

Account Title

2026
Adopted
Budget

2026
Current
Budget

2026
6 mos
Actual

2026
Year End
Estimate

2027
Dept Head
Proposed

2027
Executive
Proposed

2027 / 2026
Budget
% Of Change

TRANSIT SYSTEM
Account Number
CONTRACTUAL SERVICES
100 53520 213 Transit System
Subtotal

TOTAL

$

127,988 $
127,988

181,509 $
181,509

181,509 $
181,509

38,709 $
38,709

181,509 $
181,509

181,509 $
181,509

188,388
188,388

3.79%
3.79%

$

127,988 $

181,509 $

181,509 $

38,709 $

181,509 $

181,509 $

188,388

3.79%

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Garbage and Refuse Collection
Program Full Time Equivalents: 3.90
Program Mission:
Provide an efficient and effective service of collection and disposal of trash and unsightly debris throughout the City in a timely
manner.
List of Program Service(s) Descriptions:
1)
2)
3)

Garbage Collection – Provide weekly curbside pickup of garbage throughout the City.
Rubbish Collection – Provide curbside pickup of large bulky trash items twice a year throughout the City.
Rubbish Drop Off Site – This provides an option for residents to haul their rubbish and large bulky items to the City’s
Municipal Service Center (MSC) April-November.

Importance to Community:
1)
2)
3)

Provide weekly curbside garbage collection using automated trucks so residents can dispose of household waste.
Offer curbside rubbish collection twice a year for bulky items.
Provide an April–November rubbish drop-off site at the Municipal Service Center so residents can dispose of bulky items
weekly instead of waiting for curbside pickup.

Important Outputs:
1)

2)

Garbage Collection – Activities and services by this program are supported by the property tax. The City collects garbage
by using one-person automatic garbage trucks. Garbage is collected Monday thru Thursday by specific routes. Once route
is completed for the day the garbage trucks then haul garbage to the landfill transfer station in Hobart. The residents benefit
from this service because it provides them a means to dispose of their household waste. If the City did not provide this
service then the residents would need to hire a private service to pick up their household waste.
Rubbish Collection – Activities and services by this program are supported by the property tax. Providing curbside pickup
of large bulky trash items twice a year for residents throughout the City allows for a means for residents to dispose of their
large bulky trash items. Collection is done on the designated garbage day. Rubbish is collected using a loader and dump

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3)

truck for non-metal items. Once truck is full it is hauled to the landfill transfer station in Hobart. Metal items are separated
and picked up with a one-ton dump truck and hauled to the Municipal Service Center. Once the City has a large quantity
of metal items, a company that salvages metal items will be called to pick up all the metal items that have been collected.
This service is a value to the community because not everyone has the means to dispose of their large bulky trash items so
by having curbside pickup they are able to dispose of these items.
Rubbish drop off site – Activities and services by this program are supported by the property tax. This provides an option
for residents to haul their rubbish and large bulky items to the City’s Municipal Service Center (MSC) throughout the
months of April through November. Residents will bring their items to the MSC during these months on Wednesdays and
Fridays from 3:00 PM to 6:00 PM and Saturdays 8:00 AM to 2:00 PM. Items will be stockpiled until such time there are
quantities large enough to haul to the landfill transfer station. This service benefits the residents of the City by giving them
another alternative to dispose of their bulky trash items.

Expected Outcomes:
1)
2)

Maintain residential garbage collection on a weekly basis keeps properties clean.
Maintain a means for residents to dispose of large bulky trash items either by curbside pickup or a drop off location in
order to keep properties looking neat and clean.

2026 Program Achievements (July 2025 – June 2026):
1)
2)

Continued to monitor and reviewed routes to ensure peak efficiency. Coordinated with GIS to meet twice annually to
modified/updated routes to ensure remaining at peak efficiency
Issued 896 violation notices for curbside polycart collection violations.

2027 Program Goals and Objectives (July 2026 – June 2027):
1)
2)

Continue to maintain level of service with continued City growth
Continue to update route maps with GIS to improve the efficiencies of the operation.

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Costs and Benefits:
The proposed 2027 Garbage/Refuse Collection program cost is $523,198. The program benefits the community by giving the
residents a means to dispose of their household waste on a weekly basis. It also benefits the residents by giving them options to
dispose of their larger bulky trash items.
2027 Budget Significant Expenditure Changes:
1)
2)
3)
4)

5)

Salaries, Hourly Wages, FICA, and Retirement accounts increased to reflect a Cost of Living Allowance (COLA) and the
adjustments per the approved compensation study.
Health, Dental, DIB, Life & Worker’s Comp Insurance account changed based on current plan selections and increased
insurance costs.
Training for staff development in garbage truck operations. In addition, staff trained on new garbage trucks and controls.
Consulting increased $3,000 to reflect an additional dumpster at Mill Alley. Consulting for garbage dumpster services for
Marquette Square, Nicolet Square, alley of 400 Block of Main Avenue, Mission Square, Community Center, and Mill
Alley. Consulting also includes $1,000 funding for WDNR and Brown County for solid waste operations.
No Capital Equipment requested.

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City of De Pere
2027 General Fund
Adopted Budget
EXPENDITURES
2025
Year End
Actual

Account Title

2026
Adopted
Budget

2026
Current
Budget

2026
6 mos
Actual

2026
Year End
Estimate

2027
Dept Head
Proposed

2027
Executive
Proposed

2027 / 2026
Budget
% Of Change

GARBAGE/REFUSE COLLECTION
Account Number
100 53620
100 53620
100 53620
100 53620
100 53620
100 53620
100 53620

PERSONAL SERVICES
120 Hourly Wages
125 Overtime Wages
126 Seasonal Labor
150 FICA
151 Retirement
152 Health, Dental, DIB, Life & Wks Cmp Ins
190 Training
Subtotal

$

247,512 $
7,499
18,646
19,065
18,239
77,016
558
388,535

226,468 $
3,000
19,338
17,835
16,522
76,674
500
360,336

226,468 $
3,000
19,338
17,835
16,522
76,674
500
360,336

130,201 $
657
4,723
9,783
9,471
51,114
500
206,450

260,000 $
3,000
19,338
20,400
18,936
76,674
500
398,848

278,229 $
3,000
19,925
21,803
20,389
94,255
500
438,100

278,247
3,000
19,925
21,804
20,390
93,667
500
437,532

22.86%
0.00%
3.04%
22.26%
23.41%
22.16%
0.00%
21.42%

100

53620

CONTRACTUAL SERVICES
215 Consulting
Subtotal

13,098
13,098

15,000
15,000

15,000
15,000

7,441
7,441

15,000
15,000

18,000
18,000

18,000
18,000

20.00%
20.00%

100
100
100

53620
53620
53620

SUPPLIES AND EXPENSE
331 Transportation
340 Operating Supplies
344 Garbage and Poly Cart Supplies
Subtotal

48,584
703
15,812
65,100

56,666
1,000
10,000
67,666

56,666
1,000
12,570
70,236

26,461
80
0
26,542

56,666
1,000
10,000
67,666

56,666
1,000
10,000
67,666

56,666
1,000
10,000
67,666

0.00%
0.00%
0.00%
0.00%

100

53620

CAPITAL OUTLAY
810 Capital Equipment
Subtotal

0
0

0
0

0
0

0
0

0
0

0
0

0
0

0.00%
0.00%

466,732 $

443,002 $

445,572 $

240,432 $

481,514 $

523,766 $

523,198

18.10%

TOTAL

$

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Landfill
Program Full Time Equivalents: 0
Program Mission:
Provide funding for the disposal of solid waste that is collected throughout the City.
List of Program Service(s) Descriptions:
1)

Landfill – Provides funding for the tipping fees for disposal of solid waste.

Importance to Community:
1)

Review Brown County tonnage and fee reports monthly to spot expenditure trends and determine annual funding needs for
solid waste disposal collected throughout the City.

Important Outputs:
1)

Landfill – Activities and services by this program are supported by the property tax. Funds the disposal of solid waste
collected by the City. The City hauls the garbage and rubbish collected from the community to the transfer station in
Hobart. The County then hauls this material to the landfill. The weights of the material are collected from each City truck
and then recorded. This weight is then converted to tons and the County will then invoice the City based on the tons
collected. This program is valuable to the community because it funds the tipping fees required to dispose of all solid waste
collected from the residents of the community.

Expected Outcomes:
1)

Maintain disposal operations of solid waste collected by the City.

2026 Program Achievements (July 2025 – June 2026):
1)

The City delivered 5,953.71 tons of garbage to the landfill from weekly household collection and 594.93 tons of garbage
from curbside collection and rubbish drop off site to the transfer station.

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2)

Utilized a direct haul to the South Landfill with tandem loads of rubbish.

2027 Program Goals and Objectives (July 2026 – June 2027):
1)

Continue to monitor volume of material going to landfill for compliance.

Costs and Benefits:
The proposed 2027 Landfill program cost is $344,102. This program benefits the community by providing funding for disposal of
solid waste.
2027 Budget Significant Expenditure Changes:
1)

None.

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City of De Pere
2027 General Fund
Adopted Budget
EXPENDITURES
2025
Year End
Actual

Account Title

2026
Adopted
Budget

2026
Current
Budget

2026
6 mos
Actual

2026
Year End
Estimate

2027
Dept Head
Proposed

2027
Executive
Proposed

2027 / 2026
Budget
% Of Change

LANDFILL
Account Number
CONTRACTUAL SERVICES
100 53630 214 Landfill
Subtotal

TOTAL

$

352,702 $
352,702

329,600 $
329,600

329,600 $
329,600

146,001 $
146,001

329,600 $
329,600

344,102 $
344,102

344,102
344,102

4.40%
4.40%

$

352,702 $

329,600 $

329,600 $

146,001 $

329,600 $

344,102 $

344,102

4.40%

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Weed Control
Program Full Time Equivalents: 0.26
Program Mission:
The management of noxious and unsightly weeds throughout the community.
List of Program Service(s) Descriptions:
1)

Weed control – Perform mowing / cutting operations to control grass and weeds in undeveloped lots, City property, and
along roadways.

Importance to Community:
1)
2)

Maintain clear-vision standards at intersections to reduce road hazards.
Keep City-owned properties in compliance with tall grass and weed ordinances.

Important Outputs:
1)

Cutting weeds and grass – Activities and services by this program is supported by the property tax (35%) and storm water
utility (65%). Maintenance along roadways and City properties to keep grass and weeds mowed to acceptable heights. This
service is valuable to the community because it improves visibility at intersections as well as preventing the spread of
noxious weeds.

Expected Outcomes:
1)
2)

Decrease the spread of noxious weeds.
Increase visibility at intersections for the traveling public.

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2026 Program Achievements (July 2025 – June 2026):
1)
2)
3)
4)

Maintained safe vision triangles throughout the City.
Cut and maintained high traffic volume areas of litter.
Cut growth around storm sewer drainage areas within the city during winter months
Cut growth around city owned RR spurs annually per CN RR requirements.

2027 Program Goals and Objectives (July 2026 – June 2027):
1)
2)
3)
4)

Continue to cut weeds in high visibility areas such as Broadway, Lawrence, Ft. Howard, Main Ave monthly
Utilize tractor with boom mower to cut Main Ave by RR bridge
Continue to cut weeds in business and industrial parks at least twice per year.
Continue to maintain safe vision triangle at intersections throughout the City.

Costs and Benefits:
The proposed 2027 Weed Control program cost is $30,270. This amount is only 35% of the total cost of the program. The other 65%
costs for this program are spread out through the following utilities: 65% storm water utility. The program benefits the community by
allowing the streets to be kept clear of road hazards at intersections. It also benefits the community by allowing City owned properties
to be maintained for grass and weeds.
2027 Budget Significant Expenditure Changes:
1)

No Capital Equipment requested.

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City of De Pere
2027 General Fund
Adopted Budget
EXPENDITURES
2025
Year End
Actual

Account Title

2026
Adopted
Budget

2026
Current
Budget

2026
6 mos
Actual

2026
Year End
Estimate

2027
Dept Head
Proposed

2027
Executive
Proposed

2027 / 2026
Budget
% Of Change

WEED CONTROL
Account Number
100 53640
100 53640
100 53640
100 53640
100 53640
100 53640

PERSONAL SERVICES
120 Hourly Wages
125 Overtime Wages
126 Seasonal Labor
150 FICA
151 Retirement
152 Health, Dental, DIB, Life & Wks Cmp Ins
Subtotal

100
100

53640
53640

SUPPLIES AND EXPENSE
340 Operating Supplies
361 Fuel - City Vehicles/EQ
Subtotal

100

53640

CAPITAL OUTLAY
810 Capital Equipment
Subtotal
TOTAL

$

$

16,979 $
4,166
1,114
1,582
1,416
6,192
31,449

15,853 $
0
1,105
1,229
1,141
5,361
24,689

15,853 $
0
1,105
1,229
1,141
5,361
24,689

3,888 $
8
345
292
176
5,463
10,173

15,853 $
8
1,105
1,229
1,142
5,361
24,697

16,230 $
0
1,140
1,258
1,177
5,498
25,303

16,231
0
1,140
1,258
1,177
5,464
25,270

2.38%
0.00%
3.17%
2.38%
3.12%
1.93%
2.35%

660
825
1,486

4,500
500
5,000

4,500
500
5,000

0
264
264

4,500
500
5,000

4,500
500
5,000

4,500
500
5,000

0.00%
0.00%
0.00%

0
0

0
0

0
0

0
0

0
0

0
0

0
0

0.00%
0.00%

32,934 $

29,689 $

29,689 $

10,437 $

29,697 $

30,303 $

30,270

1.96%

174

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Recycling
Program Full Time Equivalents: 1.10
Program Mission:
Provide an efficient and effective service of collection and disposal of recycling material throughout the City in a timely manner.
List of Program Service(s) Descriptions:
1)

Recycling Collection – Provide biweekly curbside pickup of recycling throughout the City.

Including Importance to Community:
1)

Provide biweekly curbside recycling through automated trucks, giving residents means to recycle and reduce landfill waste.

Important Outputs:
1)

Recycling Collection – Activities and services by this program are supported by the property tax and DNR grants. In 2026
the grant received was $97,723.89. Providing biweekly recycling collection for residents throughout the City. The City
collects recyclables by using one-person automatic recycling trucks. Recycling is collected Monday thru Thursday by
specific routes. Once route is completed for the day the recycling trucks haul recyclable materials to the County transfer
station in Ashwaubenon. The weights of every truck are recorded and the County will include these weights as part of the
overall invoice for the landfill. The City will either pay or be paid for the recyclable materials depending on the market
rate for recyclable materials. The residents benefit from this service because it provides them a means to dispose of their
recyclable materials. If the City did not provide this service, the residents would need to hire a private service to pick up
their recyclables.

Expected Outcomes:
1)

Increase the amount of recycling collected so that less material goes into the landfill.

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2026 Program Achievements (July 2025 – June 2026):
1)
2)
3)

Received the WI DNR Excellence in Recycling-Overall Program award as a recognition of our recycling program.
Increased efforts to educate community and residents on the importance of recycling. Issued 2608 violation notices of noncompliance of recycling, an increase from 821 the year prior.
Conducted bi-annual route review with GIS staff in October and April to enhance and ensure efficiency

2027 Program Goals and Objectives (July 2026 – June 2027):
1)
2)
3)

Continue to maintain level of service with continued City growth.
Continue to update route maps to improve the efficiency of the operation.
To ensure no recycling loads are contaminated and rejected from the Material Recovery Facility (MRF)

Costs and Benefits:
The proposed 2027 Recycling program cost is $181,513. The program benefits the community by giving the residents a means to
dispose of their household recycling on a biweekly basis.
2027 Budget Significant Expenditure Changes:
1)
2)

3)

Training to fund staff attending recycling seminars.
Consulting increased $2,352 to reflect an additional dumpster at Mill Alley. Consulting for garbage dumpster services for
Marquette Square, Nicolet Square, alley of 400 Block of Main Avenue, Mission Square, Community Center, and Mill
Alley.
No Capital Equipment requested.

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City of De Pere
2027 General Fund
Adopted Budget
EXPENDITURES
2025
Year End
Actual

Account Title

2026
Adopted
Budget

2026
Current
Budget

2026
6 mos
Actual

2026
Year End
Estimate

2027
Dept Head
Proposed

2027
Executive
Proposed

2027 / 2026
Budget
% Of Change

RECYCLING
Account Number
100 53650
100 53650
100 53650
100 53650
100 53650
100 53650
100 53650

PERSONAL SERVICES
120 Hourly Wages
125 Overtime Wages
126 Seasonal Labor
150 FICA
151 Retirement
152 Health, Dental, DIB, Life & Wks Cmp Ins
190 Training
Subtotal

$

79,569 $
578
0
5,879
5,608
35,887
603
128,124

90,587 $
800
420
6,997
6,580
30,487
500
136,372

90,587 $
800
420
6,997
6,580
30,487
500
136,372

34,493 $
0
0
2,516
2,484
30,670
500
70,662

90,587 $
800
420
6,997
6,580
30,487
500
136,371

92,743 $
800
420
7,162
6,782
31,261
500
139,669

92,749
800
420
7,163
6,782
31,076
500
139,491

2.39%
0.00%
0.00%
2.37%
3.07%
1.93%
0.00%
2.29%

100

53650

CONTRACTUAL SERVICES
215 Consulting
Subtotal

10,717
10,717

11,670
11,670

11,670
11,670

5,593
5,593

11,670
11,670

14,022
14,022

14,022
14,022

20.15%
20.15%

100
100
100

53650
53650
53650

SUPPLIES AND EXPENSE
331 Transportation
340 Operating Supplies
344 Poly Cart Supplies
Subtotal

16,563
1,013
18,382
35,957

16,885
500
10,000
27,385

16,885
500
10,000
27,385

7,557
278
0
7,835

16,885
500
10,000
27,385

17,500
500
10,000
28,000

17,500
500
10,000
28,000

3.64%
0.00%
0.00%
2.25%

100

53650

CAPITAL OUTLAY
810 Capital Equipment
Subtotal

0
0

0
0

0
0

0
0

0
0

0
0

0
0

0.00%
0.00%

174,798 $

175,427 $

175,427 $

84,090 $

175,426 $

181,691 $

181,513

3.47%

TOTAL

$

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TOTAL PUBLIC WORKS

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City of De Pere
2027 General Fund
Adopted Budget
PUBLIC WORKS
EXPENDITURES
2025
Year End
Actual

Account Title
TOTAL PUBLIC WORKS
PERSONAL SERVICES
110 Salaries
120 Hourly Wages
125 Overtime Wages
126 Seasonal Wages
150 FICA
151 Retirement
152 Health, Denal, DIB, Life & Wks Comp Ins
190 Training
Subtotal
CONTRACTUAL SERVICES
210 Telephone
211 Postage
212 Seminars and Conference
213 Transit System
214 Landfill
215 Consulting
217 Cleaning Service Contract
218 Cell/Radio
219 Data
220 Utilities
Subtotal

$

2026
Adopted
Budget

2026
Current
Budget

2026
6 mos
Actual

2026
Year End
Estimate

2027
Dept Head
Proposed

2027
Executive
Proposed

2027 / 2026
Budget
% Of Change

179,312 $
844,115
52,469
39,979
79,990
76,686
299,914
4,900
1,577,365

197,726 $
854,547
64,200
62,323
86,314
80,386
320,008
17,875
1,683,379

197,726 $
854,547
64,200
62,323
86,314
80,386
320,008
17,875
1,683,379

81,466 $
442,891
29,465
9,737
41,135
38,149
212,997
5,022
860,862

197,726 $
888,079
65,530
62,323
88,980
82,896
320,027
17,875
1,723,436

206,930 $
914,460
64,200
63,401
91,617
85,955
329,160
17,875
1,773,598

207,775
914,702
54,200
63,401
90,935
85,308
321,696
17,875
1,755,892

5.08%
7.04%
-15.58%
1.73%
5.35%
6.12%
0.53%
0.00%
4.31%

1,509
2,538
1,816
127,988
352,702
124,080
13,531
6,669
0
446,658
1,077,491

1,511
3,000
5,195
181,509
329,600
171,620
14,039
7,506
0
492,700
1,206,680

1,511
3,000
5,195
181,509
329,600
171,620
14,039
7,506
0
492,700
1,206,680

600
1,000
1,536
38,709
146,001
52,961
6,784
3,365
0
240,984
491,939

1,511
3,000
5,195
181,509
329,600
172,720
14,039
7,506
0
492,700
1,207,780

1,511
3,000
5,195
181,509
344,102
276,972
14,500
7,506
0
508,075
1,342,370

1,511
3,000
5,195
188,388
344,102
176,972
14,500
7,506
0
508,075
1,249,249

0.01%
0.00%
0.00%
3.79%
4.40%
3.12%
3.28%
0.00%
0.00%
3.12%
3.53%

179

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City of De Pere
2027 General Fund
Adopted Budget
PUBLIC WORKS
EXPENDITURES
2025
Year End
Actual

Account Title
TOTAL PUBLIC WORKS

2026
Adopted
Budget

2026
Current
Budget

2026
6 mos
Actual

2026
Year End
Estimate

2027
Dept Head
Proposed

2027
Executive
Proposed

2027 / 2026
Budget
% Of Change

SUPPLIES AND EXPENSE
310 Office Supplies
314 Cleaning & Maintenance Supplies
320 Memberships/Subscriptions
331 Transportation
340 Operating Supplies
341 Salt, Sand and Chloride
342 Paint--Sign and Mark
344 Garbage Bags and Poly Cart Supplies
350 Repair and Maintenance
351 Safety Equipment and Uniforms
360 Tools
361 Fuel - Equipment
Subtotal

1,204
10,941
607
112,375
120,044
69,521
34,195
52,399
11,392
825
413,502

3,000
12,000
700
142,421
132,813
90,000
14,000
20,000
63,586
15,175
2,078
500
496,273

4,000
12,000
700
142,421
148,820
90,000
14,000
22,570
67,211
15,175
2,078
500
519,475

772
6,176
25
58,298
65,815
(5,424)
16,463
0
43,968
5,121
864
264
192,341

3,000
12,000
700
142,421
135,563
90,000
16,463
20,000
63,829
15,175
2,078
500
501,729

3,000
12,000
700
143,036
133,013
90,000
18,000
20,000
65,086
15,175
2,078
500
502,588

3,000
12,000
700
143,036
128,013
85,000
18,000
20,000
65,086
15,175
2,078
500
492,588

0.00%
0.00%
0.00%
0.43%
-3.61%
-5.56%
28.57%
0.00%
2.36%
0.00%
0.00%
0.00%
-0.74%

CAPITAL OUTLAY
810 Captial Equipment
Subtotal

25,632
25,632

15,300
15,300

20,905
20,905

12
12

20,917
20,917

0
0

0
0

-100.00%
-100.00%

3,093,990 $

3,401,633 $

3,430,440 $

3,497,729

2.83%

TOTAL

$

180

1,545,154 $

3,453,862 $

3,618,557 $

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CULTURE, EDUCATION & RECREATION

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CULTURE, EDUCATION AND RECREATION EXPENDITURES

FULL TIME
EQUIVALENTS

PROGRAM BUDGET
Community Center
Historic Preservation Commission
Park and Rec Administration
Parks & Public Land
Forestry
Boat Ramps
Parks Equipment/Vehicle Maintenance
Recreation and Recreation Programs
Special Events/Celebrations

2.90
0.00
2.00
4.28
2.78
0.15
0.50
4.10
0.15

TOTAL

16.85

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Community Center
Program Full Time Equivalents: 2.90
Program Mission:
To maintain the Community Center as a broad-based facility with the intent to provide a wide variety of uses, high quality services
and varied recreational opportunities at affordable costs for the entire community in a safe and pleasurable atmosphere.
List of Program Service(s) Descriptions:
1)

Facility Reservations – Provide a variety of multi-purpose rooms and audio/visual equipment available for rent to resident
and non-resident groups, organizations and businesses for public or private functions. Rooms provided free of charge for
city departments, service organizations and school youth groups through high school within the community.

Importance to Community:
1) Provide a comprehensive community facility that supports a wide range of programs and activities for all ages.
2) Serves as an accessible hub for recreation programs that encourage social interaction, support community cohesion and pride,
and promote wellness through structured, engaging, and enjoyable activities.
3) Offers dependable customer service and acts as a key resource for community members.
4) Generates revenue through program participation and facility rentals.
5) Offer five economically priced, versatile multi‑purpose rooms available for rent or at no cost to City Departments upon
request, as well as to nonprofit organizations and school youth groups Monday through Thursday.
6) Provides a centrally located venue suitable for gatherings, receptions, celebrations, meetings, training sessions, and other
public, private, or corporate events.
7) Provides support for youth, seniors, families and underserved populations.
8) Creates opportunities to strengthen community identity, cohesion, and engagement.
9) Capacity to host emergency response activities when needed.

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Important Outputs:
1)

Room Rentals. Activity funded by property tax and private funds. Facility provides a convenient location, affordable rates,
community service for non-profit and youth organizations and city departments, enhanced relationships within the
community.

Expected Outcomes:
1)
2)

Continue to keep Community Center well-maintained, operating efficiently and increasing overall revenues.
Promote sustainability practices with users of the Community Center.

2026 Program Achievements (July 2025 – June 2026):
1) Replaced chairs in Oak & Hickory rooms utilizing donated funds.
2) Removed outdated and worn blinds throughout facility and replaced with new, modern shades.
3) Completed painting of all trim work throughout facility to match baseboard trim.
4) Collaborated with the Beautification Committee on the ordering and planting of our flowerpots, which was a savings in staff
time and city funds.
5) Obtained quotes for replacing sills, ledges and countertops throughout facility.
6) Maintenance projects included: awarded bid of AC Unit replacement project (completed in fall), completed Phase 1 of VAV
Box replacement, working on replacing lower-level outdoor sign (waiting on approval of design by Branding Committee), and
replaced sprinkler system wet/dry valves.
7) Maintained TV monitors on each level of the Community Center and enhanced digital announcements/signage through
OptiSigns.
8) Renewed agreements with SESAC, BMI, ASCAP & MPLC licensing companies, and maintained agreement with MultiMedia
Channels for our department brochures and performed many testing/inspections with numerous building maintenance
agreements.
9) Achieved a 96% average rating of "Excellent" or "Very Good" on reservation satisfaction surveys conducted through
CivicRec.

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2027 Program Goals and Objectives (July 2026 – June 2027):
1) Monitor program offerings and facility usage to maximize utilization of the Community Center and other community facilities.
2) Promote the Community Center as a premier location for meetings, programs, rentals, and special events to increase
community engagement and revenue opportunities.
3) Continue evaluating facility operations and customer feedback to identify opportunities for improved efficiency, accessibility,
and visitor experience.
4) Achieve an average customer satisfaction rating of Good to Excellent for Community Center reservations based on CivicRec
survey results.
5) Complete approved Community Center capital improvement projects, which may include:
a. AC Unit replacement
b. VAV Box replacement – Phase II
c. Installation of a new Community Center branded sign
d. Replacement of sills, ledges and countertops throughout facility
e. Installation of the Verkada key card access system
f. Gutter Replacement
Costs and Benefits:
The proposed 2027 Community Center Program cost is $470,472. The program benefits the community by providing the citizens with
a centrally located meeting place offering varied recreation programs, events and services while serving a wide-age range of
participants. The programs are offered at affordable rates to promote physical activity, social interaction, cohesion, and pride as well
as enhance their health and well-being and aide in acquiring lifelong skills. The Community Center also serves as a rental facility for
public, private, corporate and city functions, providing five economically priced multi-purpose rooms.
2027 Budget Significant Expenditure Changes:
1)
2)
3)
4)

Salaries, Hourly Wages, FICA, and Retirement accounts increased to reflect a Cost of Living Allowance (COLA) and the
adjustments per the approved compensation study.
Training includes: Management Training Seminars (1) $125, Support Staff Training (2) $150, First Aid/CPR Training (5)
$75.
Postage decreased by $75 to reflect projected cost.
Consulting includes Fire Alarm/Security/Elevator Monitoring Service for Community Center ($520).

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5)
6)

Memberships/Subscriptions includes the following music and movie licenses: MPLC ($1,192), ASCAP ($482), SESAC
($1,342), BMI ($474).
Capital Outlay includes $15,000 for Community Center general improvements.

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City of De Pere
2027 General Fund
Adopted Budget

EXPENDITURES
2025
Year End
Actual

Account Title

COMMUNITY CENTER
Account Number
PERSONAL SERVICES
100 55140 110 Salaries
100 55140 120 Hourly Wages
100 55140 122 Hourly Wages Part Time
100 55140 125 Overtime Wages
100 55140 126 Seasonal Labor
100 55140 150 FICA
100 55140 151 Retirement
100 55140 152 Health, Dental, DIB, Life & Wks Cmp Ins
100 55140 190 Training
Subtotal

$

2026
Adopted
Budget

2026
Current
Budget

2026
6 mos
Actual

2026
Year End
Estimate

2027
Dept Head
Proposed

2027
Executive
Proposed

2027 / 2026
Budget
% Of Change

105,835 $
62,843
20,047
618
15,574
14,295
13,160
54,417
113
286,901

110,122 $
109,341
0
650
16,843
17,083
15,848
55,394
350
325,631

110,122 $
109,341
0
650
16,843
17,083
15,848
55,394
350
325,631

51,627 $
40,094
1,503
0
7,441
7,094
6,731
29,047
40
143,575

110,122 $
109,341
1,503
500
16,000
17,174
15,946
55,373
250
326,209

115,114 $
110,782
0
650
17,249
17,581
16,425
57,554
350
335,705 $

115,114
110,782
0
650
17,249
17,581
16,425
57,409
350
335,560

4.53%
1.32%
0.00%
0.00%
2.41%
2.92%
3.64%
3.64%
0.00%
3.05%

100
100
100
100
100
100
100
100
100
100

55140
55140
55140
55140
55140
55140
55140
55140
55140
55140

CONTRACTUAL SERVICES
210 Telephone
211 Postage
212 Seminars and Conferences
215 Consulting
217 Cleaning Service Contract
218 Cell/Radio
219 Data
220 Utilities
240 Equipment Maintenance
290 Other Contractual Services
Subtotal

307
124
9
421
35,645
480
1,207
35,592
13,529
14,106
101,420

283
425
0
550
37,275
480
1,320
40,000
11,750
14,463
106,546

283
425
0
550
37,275
480
1,320
40,000
11,750
14,463
106,546

113
0
0
0
16,777
240
627
21,259
5,994
2,601
47,609

283
200
0
520
37,000
480
1,320
39,600
11,750
14,000
105,153

283
350
0
550
38,535
480
1,320
41,600
11,750
15,054
109,922

283
350
0
550
38,535
480
1,320
41,600
11,750
15,054
109,922

-0.12%
-17.65%
0.00%
0.00%
3.38%
0.00%
0.00%
4.00%
0.00%
4.09%
3.17%

100
100
100
100

55140
55140
55140
55140

SUPPLIES AND EXPENSE
310 Office Supplies
320 Memberships/Subscriptions
331 Transportation
340 Operating Supplies
Subtotal

2,652
3,002
0
3,911
9,566

2,750
3,165
0
3,750
9,665

2,750
3,165
0
3,750
9,665

564
1,278
0
1,413
3,255

2,750
3,287
0
3,750
9,787

2,750
3,490
0
3,750
9,990

2,750
3,490
0
3,750
9,990

0.00%
10.27%
0.00%
0.00%
3.36%

100

55140

CAPITAL OUTLAY
810 Capital Equipment
Subtotal

10,309
10,309

15,000
15,000

19,691
19,691

14,133
14,133

19,691
19,691

15,000
15,000

15,000
15,000

0.00%
0.00%

408,195 $

456,842 $

461,533 $

208,572 $

460,840 $

470,617 $

470,472

2.98%

TOTAL

$

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Historic Preservation Commission
Program Full Time Equivalents: 0
Program Mission:
The purpose of the Commission is to affect and accomplish the protection, enhancement, perpetuation, and use or improvement of
sites, which represent or reflect elements of the City's cultural, social, economic, political or architectural history. The Commission
serves to foster civic pride in the notable accomplishments of the past.
List of Program Service(s) Descriptions:
1)
2)
3)
4)

Citizen Contact – Receive input/questions from citizens on projects related to the areas of responsibility.
Historic Districts / Places – Responsible for the creation and maintenance of historic sites and districts.
Historic District Plans – Responsible for the development, update and implementation of historic district plans for each
district.
Historic District Education – Responsible for the continuing education of the citizens about the historical heritage of the
city and the historic properties designated.

Importance to Community:
The De Pere Historic Preservation Commission assists in the protection of the cultural and architectural heritage of our city by
creating a public awareness of our unique historic residential, business, and college neighborhoods. By saving references to our past,
the Historic Preservation Commission builds a stronger civic pride for the residents of De Pere.
1)
Conducts a regular bi-monthly meeting of the Historic Preservation Commission on the fourth Monday of the month.
2)
Allows actions required or requested on behalf of the community to be acted upon in a timely manner, including the
Certificate of Appropriateness (COA) permits, and review of photo-documenting of historic structures prior to demolition.
3)
Establishes a routine schedule for community involvement.
Important Outputs:
1)

Preservation of historic structures, sites, and districts – Funding provided through tax levy and state/federal grants.
Preservation is important since the City of De Pere is known for its historic heritage, sites and districts.

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2)
3)

Creation of new historic sites and districts – Funding provided through tax levy and state/federal grants. Studying and
creating new districts is important since more buildings and areas qualify as the City ages.
Education programs related to the program – Funding provided primarily through grants. Education is important to help
maintain and increase the overall quality of the City’s historic background.

Expected Outcomes:
1)
2)
3)
4)

Maintain citizen contact levels in a manner that meets or exceeds the needs of the community.
Maintain or increase the overall quality of life of residents and visitors though the implementation of the City’s historic
preservation policies.
Maintain or increase the overall quality of life for the citizens in De Pere with a historic preservation program that
enhances the historical heritage of the City.
Increase the awareness on the City’s heritage and provide education to maintain the historic sites and districts in the City.

2026 Program Achievements (July 2025-June 2026):
1)
2)
3)
4)
5)
6)

Completed the installation of four residential historic district informational signs. A fifth sign was also completed but
would not be installed until after construction is complete at the White Pillars building.
Applied for and received an award from WAHPC during a state-wide conference for the above signage project.
Completed a public education program that included research and preparation of historic information about De Pere fire
steamer, hose wagon carts, etc., with a focus on a historic fire truck that is in the possession of the Fire Department.
Identified six potential property candidate addresses, which included outreach to the property owners, to be included when
applying for a 2027 Certified Local Government Subgrant through the Wisconsin Historical Society.
Completed and submitted an annual report to the Wisconsin Historical Society, which is required to keep the City’s
Certified Local Government status in good standing.
Coordinated with staff to maintain an updated GIS map and City website that provides easy public access to historic
designations in the City.

2027 Program Goals and Objectives (July 2026-June 2027):
1)

August 2026 through September 2027 – Prepare and apply for a 2027 Certified Local Government Subgrant through the
Wisconsin Historical Society. If successfully obtained, the grant would cover consultant costs to prepare paperwork for
state and national level historic designations for up to six pre-selected City properties.

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2)
3)
4)

5)

May 2027 – Prepare a historic education or preservation program for the public.
July 2027 – Target three residential properties and three commercial properties for national, state, or local historic
designation.
September 2027 – Prepare and apply for a 2027 Certified Local Government Subgrant through the Wisconsin Historical
Society if funds are available. Note: If a grant was awarded in 2027, the City may need to wait until 2029 before being able
to apply for another grant.
December 2027 – Prepare a second historic education or preservation program for the public.

Costs and Benefits:
The proposed 2027 Historic Preservation program costs $22,860. The program benefits the community by providing citizens with
access to an online database that identifies historically designated properties and districts, educational information about preserving
and restoring a property, and connections to state and federal-level funding sources for restorations of historic properties. The program
benefits the community by providing citizens with representation in the discussion and implementation of the City’s historic
preservation program. The program also benefits the community by providing education on the historical heritage of the city. Overall,
the Historic Preservation program 2027 budget represents a $7,000 or 44.14% increase over the 2026 budget; however, $6,000 of the
increase is a direct reimbursement from the State of Wisconsin.
2027 Budget Significant Expenditure Changes:
1)
2)
3)
4)

Seminars and Conferences. WAHPC Spring Conference ($450), Local History Conference ($200), National Trust for
Historic designation travel to Madison ($150).
Consulting. increased by $6,000 due to planned grant reimbursement from the State of Wisconsin for preservation signage
($9,200) resulting in a net zero change to the general fund.
Memberships/Subscriptions. Fox Wisconsin Heritage Parkway ($250). National Alliance of Preservation Commissions
($100). WAHPC Membership ($40). National Trust for Historic Preservation ($20).
Historical Society membership contribution increased by $1,000 to $12,000.

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City of De Pere
2027 General Fund
Adopted Budget

EXPENDITURES
2025
Year End
Actual

Account Title

HISTORIC PRESERVATION COMMISSION
Account Number
CONTRACTUAL SERVICES
100 55150 212 Seminars and Conferences
100 55150 215 Consulting
Subtotal

100
100
100
100

100

55150
55150
55150
55150

SUPPLIES AND EXPENSE
310 Office Supplies
320 Memberships/Subscriptions
331 Mileage Reimbursement
391 Historic Preservation Supplies
Subtotal

55150

GRANTS, CONTRIBUTIONS, INDEM
701 Historical Society
Subtotal

TOTAL

$

$

2026
Adopted
Budget

2026
Current
Budget

2026
6 mos
Actual

2026
Year End
Estimate

2027
Dept Head
Proposed

2027
Executive
Proposed

2027 / 2026
Budget
% Of Change

380 $
5,810
6,190

750 $
3,200
3,950

750 $
3,200
3,950

218 $
0
218

650 $
3,200
3,850

750 $
9,200
9,950

750
9,200
9,950

0.00%
187.50%
151.90%

0
0
0
0
0

200
410
300
0
910

200
410
300
0
910

0
0
0
0
0

200
410
300
0
910

200
410
300
0
910

200
410
300
0
910

0.00%
0.00%
0.00%
0.00%
0.00%

10,000
10,000

11,000
11,000

11,000
11,000

11,000
11,000

11,000
11,000

11,000
11,000

12,000
12,000

9.09%
9.09%

16,190 $

15,860 $

15,860 $

11,218 $

15,760 $

21,860 $

22,860

44.14%

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Park and Rec Administration
Program Full Time Equivalents: 2.0
Program Mission:
To collaborate with the Board of Park Commissioners in developing policies as well as developing long term plans for quality park,
recreation and forestry services to the residents of De Pere. The program is also responsible for overseeing and managing all other
operations of the department.
List of Program Service(s) Descriptions:
1)
2)
3)
4)
5)
6)
7)

Development of Park Board Agenda – Creates monthly agenda of items that require action by the Park Board.
Future planning of park, recreation and forestry service – Develops short and long term plans to help guide the department
in offering applicable and beneficial programs and services to the community.
Review, change and establish needed Policies – Annual review of policies to provide municipal services and to promote
the short and long term interests of the community.
Department Budget Maintenance – Develops the yearly capital and operational budgets in a fiscally responsible manner.
Community feedback – Receives community input and evaluates programs and services (i.e., Civic Rec Survey portal,
Social Media, etc…).
Park Design – Works with Board of Park Commissioners revising and developing park design and layout.
Supervision and leadership of management staff –Evaluates and supervises management staff and skilled laborers.

Importance to Community:
1)
2)
3)
4)

Hold monthly Park Board meetings to ensure timely action on community needs and maintain a consistent schedule for
public involvement.
Oversees the divisions of Parks, Forestry and Recreation to ensure residents are benefiting from the programs and services
provided.
Responsible for fiscal oversight of the department and ensures budgets are used effectively and efficiently.
Conduct weekly staff meetings and yearly all‑department meetings to maintain a cohesive, informed, and motivated
workforce.

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5)

Update the Comprehensive Outdoor Plan every five years to guide the City’s park and open‑space development and
provide professional evaluation of programs to match evolving community needs.

Important Outputs:
1)
2)
3)
4)
5)
6)

Comprehensive Park and Outdoor Recreation Plan – Long range planning document that is funded by the Park Special
Revenue Fund and guides the department in appropriately servicing the community with park and recreation services.
Departmental Budget Proposal – Activity and services by the department supported by property tax. This service is
valuable to the City because it develops a structured and cost conscious plan for fiscal spending.
Monthly Park Board agenda – Program funded by property tax dollars. This service provides a structured monthly agenda
to the Park Board and provides notification to the community on these topics.
Park or facility development – Program funded by property tax dollars. Provides professional insight and design to
facilities to maximize safety, efficiency, and effectiveness for their proposed use.
Park or facility changes – Program funded by property tax dollars. Provides professional knowledge and guidance in
revising current park layouts and amenities to ensure efficiency and effectiveness.
Staff Communication and Supervision – Program funded by property tax dollars. Conduct weekly staff meetings and
quarterly all-department meetings, in addition to guidance and supervision of department managers. Ensures department
mission and tasks are kept on track.

Expected Outcomes:
1)
2)
3)
4)
5)
6)
7)
8)

Maintain an updated Comprehensive Park and Outdoor Recreation Plan every five years.
Maintain clear and informative Park Board agendas.
Maintain clear and up to date policies.
Maintain the development of the proposed budget by August of each year.
Maintain a highly knowledgeable, skilled, and motivated workforce.
Ensure Park facilities and buildings operate efficiently and effectively.
Increased program and citizen satisfaction as a result of adapting programs and services based on community feedback.
Maintain high quality, safe, efficient parks that meet community and neighborhood needs through the design of new parks
and restructuring of current parks.

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2026 Program Achievements (July 2025 – June 2026):
1)
2)
3)
4)
5)

Navigated naming process for Volunteer Park.
Led issue of Ice Arena condition and future through Park Board and City Council.
Hired consultant for Wilson Park Design and Voyageur Park Dock Design.
Increased activity and viewership of Marty’s Minute.
Obtained grant for Wilson Park Development.

2027 Program Goals and Objectives (July 2026 – June 2027):
1)
2)
3)
4)
5)

Complete Wilson Park development.
Hire consultant to develop plan for access trail connecting Southwest Park with neighboring subdivision.
Add to City Podcast platform.
Continue Robotic Mower implementation on athletic fields.
Training of new Administrative Assistant for department.

Costs and Benefits:
The proposed 2027 Park and Rec Administration program cost is $351,135. The program benefits the community by providing the
community with leadership and supervision to front line services within the department. In addition, this program is key to developing
short and long term strategic planning for parks and open space, as well as develops the annual budget proposal.
2027 Budget Significant Expenditure Changes:
1)
2)
3)
4)
5)

Hourly Wages decreased to reflect new wages for new Administrative Assistant.
Health, Dental, DIB, Life & Worker’s Comp Insurance account changed based on current plan selections and increased
insurance costs.
Training includes all department training $1,025, customer service training for administrative assistant $250, and $625 for
increased departmental wide safety training.
Seminars and conferences includes WPRA State Conference $1,560, Office Support Workshop $250, NRPA National
Conference $2,640.
Consulting includes $5,000 for general consulting needs, $10,000 for design of Southwest Park Access Path, $25,000 for
design of James Street Park marina concept.

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6)
7)

Membership/Subscriptions includes WPRA Membership $450 and NRPA Membership $180.
No Capital Outlay.

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City of De Pere
2027 General Fund
Adopted Budget

EXPENDITURES
2025
Year End
Actual

Account Title

2026
Adopted
Budget

2026
Current
Budget

2026
6 mos
Actual

2026
Year End
Estimate

2027
Dept Head
Proposed

2027
Executive
Proposed

2027 / 2026
Budget
% Of Change

PARK AND REC ADMINISTRATION
Account Number
PERSONAL SERVICES
100 55200 110 Salaries
$
100 55200 120 Hourly Wages
100 55200 125 Overtime Wages
100 55200 126 Seasonal Labor
100 55200 150 FICA
100 55200 151 Retirement
100 55200 152 Health, Dental, DIB, Life & Wks Cmp Ins
100 55200 190 Training
Subtotal

145,245 $
79,811
180
0
16,741
15,774
56,545
647
314,943

149,709 $
64,938
700
0
16,474
15,505
61,274
1,900
310,500

149,709 $
64,938
700
0
16,474
15,505
61,274
1,900
310,500

70,199 $
35,774
316
0
7,886
7,653
37,466
414
159,708

149,709 $
64,000
950
0
16,421
15,455
61,274
1,900
309,710

154,971 $
58,406
700
0
16,377
15,521
64,580
1,900
312,454

154,971
58,427
700
0
16,379
15,522
53,559
1,900
301,458

3.51%
-10.03%
0.00%
0.00%
-0.58%
0.11%
-12.59%
0.00%
-2.91%

100
100
100
100
100
100
100
100

55200
55200
55200
55200
55200
55200
55200
55200

CONTRACTUAL SERVICES
210 Telephone
212 Seminars and Conferences
215 Consulting
218 Cell/Radio
219 Data
220 Utilities
240 Equipment Maintenance
290 Other Contractual Services
Subtotal

8
1,970
2,381
1,398
590
102
20
0
6,469

0
4,450
5,000
2,334
648
0
200
0
12,632

0
4,450
5,000
2,334
648
0
200
0
12,632

0
350
0
699
612
0
0
0
1,661

0
3,000
3,000
2,334
648
0
200
0
9,182

0
4,450
40,000
2,334
648
0
200
0
47,632

0
4,450
40,000
2,334
648
0
200
0
47,632

0.00%
0.00%
700.00%
0.00%
0.00%
0.00%
0.00%
0.00%
277.07%

100
100
100
100

55200
55200
55200
55200

SUPPLIES AND EXPENSE
310 Office Supplies
320 Memberships/Subscriptions
331 Transportation
340 Operating Supplies
Subtotal

329
0
318
388
1,035

900
630
500
0
2,030

900
630
500
0
2,030

103
0
116
0
219

900
630
500
0
2,030

900
645
500
0
2,045

900
645
500
0
2,045

0.00%
2.38%
0.00%
0.00%
0.74%

100

55200

CAPITAL OUTLAY
810 Capital Equipment
Subtotal

0
0

0
0

0
0

0
0

0
0

0
0

0
0

0.00%
0.00%

322,447 $

325,162 $

325,162 $

161,588 $

320,922 $

362,131 $

351,135

7.99%

TOTAL

$

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Parks and Public Lands
Program Full Time Equivalents: 4.28
Program Mission:
Develop and maintain parks, recreational areas and leisure facilities that are equally available to all citizens and to enhance their wellbeing and environment. It is also to help protect our resources for future generations.
List of Program Service(s) Descriptions:
1)
2)
3)
4)
5)
6)
7)

Turf Maintenance – Mowing, fertilizing, aerating, planting, replacement, and restoration.
Landscape Projects – Including restoration of flower or shrub beds.
Park Maintenance – Maintenance on all park facilities (i.e. Tennis courts, playgrounds, etc)
Recreational Field Maintenance – Includes prepping and restoring baseball, softball, football, soccer and other recreational
fields for scheduled usage.
Snow Removal – Includes park facilities, city-maintained sidewalks and select other facilities.
Assist Other Departments – Assisting other departments as necessary to help maximize City needs and/or emergencies.
Geese Removal – Program designed to use volunteers to discourage geese from using high use park areas.

Importance to Community:
1)
2)
3)
4)
5)
6)
7)

Conduct bi-weekly line trimming to maintain clean, well‑kept park and open space areas that reflect community
expectations for appearance.
Ensures athletic fields and sport facilities remain in safe, playable condition for both youth and adult activities.
Complete weekly grass cutting to meet established city standards and support a welcoming environment that encourages
regular use of parks and open spaces.
Remove garbage from parks and facilities approximately twice per week to uphold sanitary conditions and maintain a
clean, inviting atmosphere.
Maintain flower and shrub beds to enhance the City’s visual appeal and support positive community perception and
tourism.
Provide regular inspection and upkeep of playgrounds to ensure the meet safety standards.
Supports public health by managing the removal of waste and reducing unsanitary conditions in parks and facilities.

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8)
9)
10)

Encourages community use of parks by creating spaces that feel comfortable, welcoming and accessible.
Preserves healthy turf, trees, landscaped and natural areas.
Supports recreational programming and event operations by ensuring facilities are prepared and functional.

Important Outputs:
1)
2)
3)
4)
5)
6)

Maintain Turf/Grass – Activity funded by property tax. Creates usable & aesthetically pleasing park and open spaces.
Park Maintenance – Activity funded by property tax. Results in clean, safe, & functional park facilities.
Recreation Field Maintenance – Activity funded by property tax. Results in safe & playable field conditions for youth &
adult athletic programs.
Snow Removal – Activity funded by property tax. Clear City sidewalks and parking lots. Results in a safer and more
usable condition for the public.
Ice Rinks – Activity funded by property tax. Installation and maintenance of five rinks in the City. These rinks allow
children and adults the opportunity for inexpensive outdoor recreational activity during the winter.
Maintained flower and shrub beds – Activity funded by a combination of property tax funds and Beautification Committee
funds. Prepare and install various locations throughout the City. These beds beautify numerous areas of the City and give
citizens a better sense of community.

Expected Outcomes:
1)
2)
3)
4)
5)
6)
7)

Maintain safe, playable & well-maintained sport facilities that provide a quality experience during athletic events.
Maintain clean and safe parks and open spaces that meet community expectations.
Maintain aesthetically pleasing park areas that enhance our community’s quality of life and promote healthy lifestyles.
Increase inter-departmental cooperation and sharing to decrease costs. Share knowledge and investigate intergovernmental purchasing and sharing of equipment to decrease costs.
Increase response time for snow removal with better weather monitoring and increased cooperation with other departments
in use of equipment.
Decrease number of geese in select parks, which results in less waste from the waterfowl and a more usable park.
Maintain numerous shrub/flower beds located in City roundabouts.

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2026 Program Achievements (July 2025-June 2026):
1)
2)
3)
4)
5)
6)
7)
8)
9)
10)

Replaced Rainbow Park playground.
Snow removal during and after snowstorm Elsa
10+ memorial bench installations.
Field prep and maintenance for multiple sports tournaments.
Installed lower patio at Nelson Family Pavilion.
New electric line and panel ran to aid Holiday Light Show.
Coordination of park clean up and trash removal for east side meal programs.
Installation at maintenance of hanging flower baskets, pots, and planting beds.
Assist with Beer Garden prep and clean up.
Assist Beautification Committee mulching various roundabouts and planting beds.

2027 Program Goals and Objectives (July 2026 – June 2027):
1)
2)
3)
4)
5)
6)
7)
8)

Replace Carney Park playground.
Construct Volunteer Park playground.
Redevelop Wilson Park to conceptual plan.
Replace Ice Arena rubber flooring.
Replace Ice Arena main electric panel.
Develop historic sign for Volunteer Park.
Develop and install main sign for Disc Golf Course at Legion Park.
Install ADA access path to south fields at Southwest Park.

Costs and Benefits:
The proposed 2027 Parks and Public Land program budget is $914,729. The program benefits the community by providing residents
and other patrons with clean, well maintained, and adequately equipped recreational and leisure facilities.

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2027 Budget Significant Expenditure Changes:
1)
2)
3)
4)
5)

6)
7)
8)

Salaries, Hourly Wages, FICA, and Retirement accounts increased to reflect a Cost of Living Allowance (COLA) and the
adjustments per the approved compensation study.
Health, Dental, DIB, Life & Worker’s Comp Insurance account changed based on current plan selections and increased
insurance costs.
Training: Playground Safety training $1,500; Turf Equip/Main. $200; Safety programs $300.
Seminars and Conferences includes: Turf Management $100; WPRA Summer Park tour $300.
Consulting includes $11,900 - Roundabout Maintenance cost, Nelson Pavilion Internet - $600, Cross Connection
maintenance $250, $400 – General services. Nelson Pavilion – Weekend cleaning - $4,080, GPS Vehicle Tracking $3,120, and City Hall Bed maintenance - $3,650.
Operating supplies increased $10,000. This increase was directly related to increasing our Poured In Place treatment
program so we could be on a four-year rotation with all our playgrounds.
Ice Arena Repair and Maintenance Supplies decreased by $25,000. The reduction is a reflection of the current balance in
the Ice Arena Fund.
Capital Outlay includes $3,300 for permanent garbage receptacles at the Voyageur Playground.

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City of De Pere
2027 General Fund
Adopted Budget

EXPENDITURES
2025
Year End
Actual

Account Title

PARKS AND PUBLIC LAND
Account Number
PERSONAL SERVICES
100 55210 110 Salaries
100 55210 120 Hourly Wages
100 55210 125 Overtime Wages
100 55210 126 Seasonal Labor
100 55210 150 FICA
100 55210 151 Retirement
100 55210 152 Health, Dental, DIB, Life & Wks Cmp Ins
100 55210 190 Training
Subtotal

$

2026
Adopted
Budget

2026
Current
Budget

2026
6 mos
Actual

2026
Year End
Estimate

2027
Dept Head
Proposed

2027
Executive
Proposed

2027 / 2026
Budget
% Of Change

38,048 $
303,639
3,389
114,166
26,772
24,086
110,427
593
621,119

41,763 $
257,942
4,000
124,800
25,043
21,867
106,073
2,000
583,488

41,763 $
257,942
4,000
124,800
25,043
21,867
106,073
2,000
583,488

19,582 $
141,314
2,807
42,395
12,518
11,796
77,932
602
308,946

41,763 $
257,942
4,000
120,000
24,973
21,867
105,953
2,000
578,498

44,183 $
266,009
4,000
124,800
25,845
22,779
112,936
2,000
602,552

44,183
267,730
4,000
124,800
25,977
22,904
112,188
2,000
603,782

5.79%
3.79%
0.00%
0.00%
3.73%
4.74%
5.76%
0.00%
3.48%

100
100
100
100

55210
55210
55210
55210

CONTRACTUAL SERVICES
212 Seminars and Conferences
215 Consulting
220 Utilities
240 Equipment Maintenance
Subtotal

0
11,888
47,905
17,387
77,181

400
22,970
56,500
17,500
97,370

400
28,970
56,500
17,500
103,370

300
9,874
24,292
6,827
41,293

300
22,000
51,500
17,100
90,900

400
24,000
56,500
19,200
100,100

400
24,000
56,500
18,000
98,900

0.00%
4.48%
0.00%
2.86%
1.57%

100
100
100
100
100
100

55210
55210
55210
55210
55210
55210

SUPPLIES AND EXPENSE
331 Transportation
340 Operating Supplies
345 Turf Chemicals
346 Memorial Benches
350 Ice Arena Repair and Maint. Supplies
351 Safety Equipment
Subtotal

22,599
43,664
11,527
18,866
0
4,898
101,554

23,573
65,864
14,800
12,450
100,000
5,096
221,783

23,573
65,864
14,800
12,450
100,000
5,096
221,783

9,383
22,275
11,866
5,064
22,480
2,190
73,258

25,000
65,864
14,200
10,000
100,000
5,100
220,164

24,733
75,864
15,400
12,450
75,000
5,300
208,747

24,733
75,864
15,400
12,450
75,000
5,300
208,747

4.92%
15.18%
4.05%
0.00%
-25.00%
4.00%
-5.88%

100

55210

CAPITAL OUTLAY
810 Capital Equipment
Subtotal

59,214
59,214

0
0

0
0

0
0

0
0

3,300
3,300

3,300
3,300

100.00%
100.00%

859,069 $

902,641 $

908,641 $

423,497 $

889,562 $

914,699 $

914,729

1.34%

TOTAL

$

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Forestry
Program Full Time Equivalents: 2.78
Program Mission:
Expand and upgrade our successful urban forestry program. Preserve, protect and improve our environment and enhance the
aesthetics of our community. Work together with other departments to form alliances to better serve the public.
List of Program Service(s) Descriptions:
1)
2)
3)
4)
5)
6)
7)
8)
9)

Insect and Disease Control – Help monitor and control native and invasive pests of trees and shrubs in the City of De Pere.
Prune Trees and Shrubs – Continue to train and safely prune trees and shrubs on all City grounds.
Removal of Trees and Shrubs – Remove undesirable, unsafe or unwanted trees, shrubs and plants on all City owned
properties including ROWs.
Plant Trees, Shrubs and Flowers – Continue to offer our tree planting program in both spring and fall. Plant shrubs and
flowers where needed and desirable.
Landscaping Projects – Install and maintain various beds on City grounds and ROWs.
Assist Other Departments – Assisting other departments as necessary to help maximize City needs and/or emergencies.
Community Education – Educate the community on matters of insect and disease concerns and control. Educate members
of the community on proper pruning, planting, and other matters of Forestry.
Review of Landscaping Plans – Review and provide recommendations to proposed site plans of business developments.
Unsafe Tree Condition Response – Respond in a timely manner to all unsafe tree conditions created when adverse storms
move into our immediate area or other contributing factors that cause damage.

Importance to Community:
1)
2)

Provide regular community education through presentations and media to help residents better understand forestry services
and environmental issues, while building grassroots support for a healthy urban forest.
Conduct scheduled tree maintenance and removals to reduce risks within terraces and rights‑of‑way, strengthen the overall
health of the urban forest, and enhance the City’s infrastructure. Goals include pruning each tree approximately every five
years and removing high‑risk trees within one working day, and other risk trees within one month.

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3)
4)
5)
6)
7)
8)

Perform annual insect and disease monitoring and control to identify and address threats that could otherwise cause
significant damage to the urban forest, including emerging concerns such as Emerald Ash Borer and Japanese Beetle.
Implement Spring and Fall tree‑planting programs for residents, parks, and rights‑of‑way to support property enhancement
at minimal cost and promote the economic, environmental, and social benefits of a growing, well‑maintained urban forest.
Respond to resident tree concerns within one working day to ensure timely evaluation of potential threats, reinforce high
customer‑service standards, and determine urgency and appropriate action.
Supports environmental health by improving air quality, reducing stormwater runoff, and moderating urban temperatures.
Promotes long term sustainability through proactive planting programs that ensure diverse and healthy tree canopy.
Increase property values through well-maintained and strategically placed trees.

Important Outputs:
1)
2)
3)
4)

Planting of trees and shrubs in City parks and ROW – Activity funded by property tax and fees. Result in a younger,
rejuvenated urban forest long-term.
Pruning of trees and shrubs in City parks and ROW – Activity funded by property tax. Result in a more managed and
maintained urban forest.
Removal of trees and shrubs in City parks and ROW - Activity funded by property tax. Results in less risk trees in the
urban forest.
Community Presentations to school and service groups – Activity funded by property tax. Contributes to community
education regarding Forestry matters.

Expected Outcomes:
1)
2)
3)
4)
5)
6)
7)
8)

Maintain a healthy urban forest that enhances quality of life and increases property values.
Decrease the number of calls about insects and diseases by educating residents of identification and control measures.
Maintain or increase number of trees pruned in the City.
Maintain the amount of risk trees removed.
Maintain a healthier urban forest in Spongy Moth infested areas.
Increase the number of trees planted in the parks and public areas to help maintain the City’s canopy cover and continue
replacing losses that occur due to Emerald Ash Borer, decline, and other insect/disease related issues.
Maintain the amount of shrub and/or flowerbeds in the City to continue to beautify select areas.
Maintain our assistance of other departments to help minimize costs and contribute to a healthy relationship between the
departments.

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2026 Program Achievements (July 2025 – June 2026):
1)
2)
3)
4)
5)
6)
7)
8)

As part of our Arbor Day Program, forestry staff planted 2 trees with students at West De Pere Intermediate Elementary
School with financial sponsorship from Wisconsin Public Service and American Transmission Company.
Partnered with a Girl Scout Troup to plant 4 trees at Voyageur Park and Phantom Knight School to plant 4 trees at
Rainbow Park.
The Forestry Division pruned 991 trees, removed 152 trees, ground/site restored 183 stumps, planted 328 trees, and
responded to 67 storm damage requests.
Received Tree City, USA award.
Partnered with the GB Packers, National Forest Service and WDNR to obtain and plant 32 donated trees in a program
called ‘First Downs for Trees’.
Worked with De Pere Beautification Committee to prep and plant various beds, pots and roundabouts in the City.
Assisted with installation of banners, hanging baskets, and seasonal decor in the downtown areas of the city.
Shifted primary operations from tree removal to tree pruning.

2027 Program Goals and Objectives (July 2026 – June 2027):
1)
2)
3)
4)
5)
6)
7)
8)
9)
10)
11)

Implement revised tree planting program to allow the replacement of previously removed trees.
Enroll the Forestry Division in EHAT (Electrical Hazard Awareness Training) to ensure safety while working around
overhead utilities.
Implement direct funds to manage and maintain our Urban Orchards.
Address all tree complaint issues in a timely manner within the City.
Receive Tree City USA award.
Monitor Emerald Ash Borer population and continue to educate residents of options and consequences.
Continue to replant trees in parks and ROWs where trees have been removed to help mitigate stormwater and return health,
social economic and environmental benefits to the areas.
Continue to update and improve tree inventory records.
Continue to remove all stumps within one year of tree removal.
Continue to focus on street tree pruning to promote public safety, tree health, and ensure roadway/sidewalk clearance.
Continue to collaborate with outside groups to promote education regarding all forms of tree care.

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Costs and Benefits:
The proposed 2027 Forestry program budget is $456,150. The program benefits the community by providing an urban forest that is
continuously maintained. By maintaining the urban forest, the City helps to eliminate risky trees in the terrace, in parks and other
ROW areas. The program also helps to minimize damage to all trees in the city by identifying and helping to control pests of those
trees. By maintaining a healthier, managed urban forest the community benefits from reduced air pollution, rainwater filtration, noise
pollution, heat reduction, increased property values and reduced storm water run-off. A healthy, managed urban forest contributes to
dozens of other social and economic benefits as well.
2027 Budget Significant Expenditure Changes:
1)
2)
3)

4)
5)

6)
7)

8)
9)

10)

Salaries, Hourly Wages, FICA, and Retirement accounts increased to reflect a Cost of Living Allowance (COLA) and the
adjustments per the approved compensation study.
Health, Dental, DIB, Life & Worker’s Comp Insurance account changed based on current plan selections and increased
insurance costs.
Training increased by $2,800 to accommodate Electrical Hazard Training. Includes Wisconsin Arborists Association
Spring conferences $450, Wisconsin Arborists Annual Conference $900, and Electrical Hazard Awareness Training
$2,800.
Seminars and Conference includes Wisconsin Arborist Association conferences - Fall and Annual (1 person) $550;
Management Educational programs (1 person) $300.
Consulting increased by $23,000. Includes $3,600 for Invasive Species Control, $700 for General Consulting, and $2,500
for emergency contracted removal, and $25,000 for creek bed maintenance and removal in Preserve Park (one time
expense).
Equipment Maintenance increased by $4,000 to accommodate repairs for two lift trucks and log loader truck.
Memberships/Subscriptions includes Wisconsin Arborist Association (2 persons) $130; International Society of
Arboriculture – (2 persons) $320; Society of Municipal Arborists – (1 person) $80; Tree care brochure – (1 person) $60,
and ISA recertification $230.
Operating Supplies increased $1,460 to fund supplies and materials required to maintain Urban Orchards.
Trees increased by $12,200 due to addition new urban forestry programs. ROW Tree Incentive Program - $16,250, ROW
Replacement Program - $5,000, Arbor Day seedlings - $2,000, General Park Trees - $5,000, Shrubs/Perennials/Annuals $1,500.
Capital Outlay includes $2,000 – Alturnamats, $3,800 – Good Rigging Control System.

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City of De Pere
2027 General Fund
Adopted Budget

EXPENDITURES
2025
Year End
Actual

Account Title

FORESTRY
Account Number
100 55220
100 55220
100 55220
100 55220
100 55220
100 55220
100 55220
100 55220

PERSONAL SERVICES
110 Salaries
120 Hourly Wages
125 Overtime Wages
126 Seasonal Labor
150 FICA
151 Retirement
152 Health, Dental, DIB, Life & Wks Cmp Ins
190 Training
Subtotal

$

2026
Adopted
Budget

2026
Current
Budget

2026
6 mos
Actual

2026
Year End
Estimate

2027
Dept Head
Proposed

2027
Executive
Proposed

2027 / 2026
Budget
% Of Change

42,163 $
171,446
1,844
12,283
15,932
14,953
74,201
1,275
334,096

41,763 $
174,154
583
9,900
16,706
15,588
70,173
1,350
330,216

41,763 $
174,154
583
9,900
16,706
15,588
70,173
1,350
330,216

19,582 $
86,196
106
8,753
7,799
7,645
43,808
1,269
175,157

41,763 $
174,154
583
12,000
16,736
15,588
70,225
1,350
332,399

44,183 $
182,719
583
9,900
17,546
16,493
80,747
4,150
356,321

44,183
183,192
583
9,900
17,582
16,527
80,291
4,150
356,408

5.79%
5.19%
0.00%
0.00%
5.24%
6.02%
14.42%
207.41%
7.93%

100
100
100

55220
55220
55220

CONTRACTUAL SERVICES
212 Seminars and Conferences
215 Consulting
240 Equipment Maintenance
Subtotal

808
4,035
9,884
14,727

850
8,800
1,000
10,650

850
8,800
1,000
10,650

300
3,221
0
3,521

850
8,800
1,000
10,650

850
31,800
5,000
37,650

850
31,800
5,000
37,650

0.00%
261.36%
400.00%
253.52%

100
100
100
100
100

55220
55220
55220
55220
55220

SUPPLIES AND EXPENSE
320 Memberships/Subscriptions
331 Transportation
340 Operating Supplies
346 Trees
347 Tree Chemicals
Subtotal

90
7,635
8,203
26,259
297
42,484

820
14,915
6,500
19,500
300
42,035

820
14,915
6,500
19,500
300
42,035

135
5,975
2,120
14,741
0
22,970

820
14,915
6,500
19,500
300
42,035

820
15,512
7,960
39,700
300
64,292

820
15,512
7,960
31,700
300
56,292

0.00%
4.00%
22.46%
62.56%
0.00%
33.92%

100

55220

CAPITAL OUTLAY
810 Capital Equipment
Subtotal

0
0

0
0

0
0

0
0

0
0

5,800
5,800

5,800
5,800

100.00%
100.00%

391,307 $

382,901 $

382,901 $

201,649 $

385,084 $

464,063 $

456,150

19.13%

TOTAL

$

206

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Boat Ramps
Program Full Time Equivalents: 0.15
Program Mission:
Provide safe and efficient facilities to launch watercraft, while enhancing boater access to the Fox River.
List of Program Service(s) Descriptions:
1)
2)
3)
4)

Maintain park and launch facilities on a weekly basis.
Sale of day passes on site and season passes at City Hall and the Municipal Service Center.
Thirteen total boat ramps for launching.
Bathroom facilities and parking for 150 boats/trailers at 3 launches.

Importance to Community:
1)
2)
3)
4)
5)
6)

Provides clean and accessible launches throughout the City which enhances the user experience.
Provide safe launches by inspecting restrooms and launches on a regular basis.
Provide daily and seasonal pass options for people to benefit and utilize boat launches.
Creates an economic driver during the spring as boats come from all across the Midwest to fish the spring walleye run.
Offer automated ticket machines to provide a user friendly experience.
Cooperate with local municipalities which allows pass holder to utilize all boat launches within cooperating communities.
This provides for a larger value to the user.

Important Outputs:
1)

2)

Daily to weekly maintenance and cleaning of the facility – Activity funded by property tax and boat launch fees. Provides
for safe and sanitary launch conditions, in addition to prolonging the life expectancy of the facility and reducing capital
costs.
Posting of launch conditions on website – Activity funded by property tax. This allows both residents and tourists to
monitor the condition of the launch.

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3)

Sell day and season passes – Activity funded by property tax. The sale of daily passes on site allows one-time users the
flexibility to only purchase for their use. The sale of season passes allows a user to purchase passes once and use all
launches in Brown County.

Expected Outcomes:
1)
2)
3)
4)

Increased quality of life to community through access to Fox River for recreational activities which include fishing, water
skiing, special event participation, sight-seeing, etc.
Maintain clean and safe boat ramps through routine maintenance.
Increase revenue generated from the sale of day and season passes.
Reduce waterfowl population at all ramps.

2026 Program Achievements (July 2025 – June 2026):
1)
2)
3)
4)
5)
6)
7)

Installation of new boat launch ticket machine at Perkofski Boat Launch.
Installation of epoxy floor at Fox Point Boat Launch.
Additional stone added to Fox Point Boat Launch filling void created by power loading.
Ordinance passed to prohibit power loading at De Pere Boat Launches.
Safe dock installation and removal.
Replace plexiglass on the informational kiosk at Perkofski Boat Launch.
Installed hinge system on anchor poles at Perkofski Boat Launch to improve dock removal efficiency and safety.

2027 Program Goals and Objectives (July 2026 – June 2027):
1)
2)
3)
4)

Continue to maintain clean and safe boat launches.
Resurface restroom floor at Bomier Boat Launch with epoxy coating.
Conduct preventative maintenance on ticket machines.
Safe dock installation and removal.

Costs and Benefits:
The proposed 2027 Boat Ramps program budget is $41,963. The program benefits the community by providing safe, clean facilities
to launch watercraft and to provide the community with access to the Fox River.

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2027 Budget Significant Expenditure Changes:
1)
2)
3)

Health, Dental, DIB, Life & Worker’s Comp Insurance account changed based on current plan selections and increased
insurance costs.
Consulting increased by $1,495 to accommodate software for new ticket machine. Credit Card Transaction fees - $3,600,
Contracted Cleaning service on weekends - $3,450, Annual Management Software for Ticket Machine - $1,495.
Capital Outlay includes: $3,500 Epoxy Floor at Bomier Boat Launch

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City of De Pere
2027 General Fund
Adopted Budget

EXPENDITURES
2025
Year End
Actual

Account Title

BOAT RAMPS
Account Number
100 55230
100 55230
100 55230
100 55230
100 55230
100 55230

2026
Adopted
Budget

2026
Current
Budget

2026
6 mos
Actual

2026
Year End
Estimate

2027
Dept Head
Proposed

2027
Executive
Proposed

2027 / 2026
Budget
% Of Change

PERSONAL SERVICES
120 Hourly Wages
$
125 Overtime Wages
126 Seasonal Labor
150 FICA
151 Retirement
152 Health, Dental, DIB, Life & Wks Cmp Ins
Subtotal

7,221 $
709
735
596
554
2,411
12,226

10,101 $
400
0
803
756
2,773
14,833

10,101 $
400
0
803
756
2,773
14,833

4,656 $
144
915
366
346
1,529
7,956

10,101 $
400
915
817
756
2,796
15,785

10,436 $
400
0
829
786
3,181
15,632

10,506
400
0
834
791
3,162
15,693

4.01%
0.00%
0.00%
3.82%
4.62%
14.03%
5.80%

100
100
100
100

55230
55230
55230
55230

CONTRACTUAL SERVICES
210 Telephone
215 Consulting
220 Utilities
240 Equipment Maintenance
Subtotal

1,100
0
4,990
3,814
9,904

1,200
7,050
6,750
3,000
18,000

1,200
7,050
6,750
17,277
32,277

600
3,969
3,332
11,303
19,205

1,200
7,050
6,750
11,303
26,303

1,200
8,545
7,025
3,000
19,770

1,200
8,545
7,025
3,000
19,770

0.00%
21.21%
4.07%
0.00%
9.83%

100

55230

SUPPLIES AND EXPENSE
340 Operating Supplies
Subtotal

785
785

3,000
3,000

3,000
3,000

757
757

2,500
2,500

3,000
3,000

3,000
3,000

0.00%
0.00%

100

55230

CAPITAL OUTLAY
810 Capital Equipment
Subtotal

0
0

0
0

0
0

0
0

0
0

3,500
3,500

3,500
3,500

100.00%
100.00%

22,915 $

35,833 $

50,110 $

27,918 $

44,588 $

41,902 $

41,963

17.11%

TOTAL

$

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Parks Equipment/Vehicle Maintenance
Program Full Time Equivalents: 0.50
Program Mission:
Provide proper maintenance to all equipment and vehicles assigned to department. Provide equipment and vehicles that are safe and
dependable to be operated on a day-to-day basis.
List of Program Service(s) Descriptions:
1)

Maintenance and repairs to all park equipment and vehicles – Staff conduct routine maintenance (Oil changes, rotate tire,
seasonal tune-ups, etc.) on all vehicles and equipment in addition to repairing broken or malfunctioning items on vehicles
and equipment.

Importance to Community:
1)
2)
3)
4)
5)
6)

Seasonal tune-ups are performed on all mowers and equipment to ensure efficient operation and reduce the risk of
breakdowns.
Oil changes are completed every 3,000 miles on all vehicles to extend vehicle life and prevent major repair issues.
Repairs are made promptly on vehicles and equipment so staff can reliably perform essential park and open‑space
maintenance tasks.
Preserves the reliability and lifespan of vehicles and equipment, minimizes downtime and emergency repairs.
Ensures the department has the equipment needed to maintain parks and facilities.
Reduces long-term taxpayers costs by preventing premature replacement of assets.

Important Outputs:
1)
2)

Conduct preventative maintenance on all vehicles and equipment – Activity funded by property tax and ensures all
vehicles and equipment maintains their life expectancy as well as run efficiently.
Repairs to all department vehicles and equipment – Activity funded by property tax and ensures the departments fleet are
operational with minimal down time.

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Expected Outcomes:
1)
2)
3)

Maintain all equipment and vehicles are running at their highest level of fuel efficiency possible.
Decrease equipment down time through preventative maintenance.
Repair equipment and vehicles in a quick and efficient manner to reduce or eliminate staff down time.

2026 Program Achievements (July 2025 – June 2026):
1)
2)
3)
4)
5)
6)

Acquired first ever all electric vehicle and put into fleet.
Acquired two more robotic mowers, which keep Kelly Danen baseball fields cut.
Acquired additional salter for snow plowing truck.
Acquired new diamond groomer.
Acquired new chipper due to replace existing chipper which was continually inoperable.
Successfully completed the repair of old chipper.

2027 Program Goals and Objectives (July 2026 – June 2027):
1) Continue implementation of robotic mowers into fleet.
2) Replace 16 ft mower.
3) Replace truck 60 (1/2 ton truck).
Costs and Benefits:
The proposed 2027 Park Equipment/Vehicle Maintenance budget is $124,563. The program benefits the community by maintaining
equipment and vehicles used in performing necessary functions of the departments operation.
2027 Budget Significant Expenditure Changes:
1)
2)
3)

Health, Dental, DIB, Life & Worker’s Comp Insurance account changed based on current plan selections and increased
insurance costs.
Consulting includes charges for when vehicles or equipment need to be sent out for service.
No Capital Outlay

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City of De Pere
2027 General Fund
Adopted Budget

EXPENDITURES
2025
Year End
Actual

Account Title

PARKS EQUIPMENT/VEHICLE MAINTENANCE
Account Number
PERSONAL SERVICES
100 55240 120 Hourly Wages
100 55240 125 Overtime Wages
100 55240 126 Seasonal Labor
100 55240 150 FICA
100 55240 151 Retirement
100 55240 152 Health, Dental, DIB, Life & Wks Cmp Ins
Subtotal

$

2026
Adopted
Budget

2026
Current
Budget

2026
6 mos
Actual

44,051 $
92
74
3,339
3,006
8,431
58,993

43,911 $
788
0
3,419
3,218
9,387
60,724

43,911 $
788
0
3,419
3,218
9,387
60,724

2026
Year End
Estimate

27,110 $
0
189
2,029
1,967
6,272
37,567

2027
Dept Head
Proposed

2027
Executive
Proposed

2027 / 2026
Budget
% Of Change

43,911 $
500
0
3,397
3,198
9,387
60,393

45,319 $
788
0
3,527
3,343
12,890
65,867

45,562
788
0
3,546
3,360
12,807
66,063

3.76%
0.00%
0.00%
3.70%
4.40%
36.43%
8.79%

100

55240

CONTRACTUAL SERVICES
215 Consulting
Subtotal

12,506
12,506

14,500
14,500

14,500
14,500

196
196

14,500
14,500

14,500
14,500

14,500
14,500

0.00%
0.00%

100

55240

SUPPLIES AND EXPENSE
340 Operating Supplies
Subtotal

27,579
27,579

42,500
42,500

42,500
42,500

19,077
19,077

42,500
42,500

44,000
44,000

44,000
44,000

3.53%
3.53%

100

55240

CAPITAL OUTLAY
810 Capital Equipment
Subtotal

0
0

0
0

0
0

0
0

0
0

0
0

0
0

0.00%
0.00%

99,078 $

117,724 $

117,724 $

56,840 $

117,393 $

124,367 $

124,563

5.81%

TOTAL

$

213

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Recreation and Recreation Programs
Program Full-Time Equivalents: 4.10
Program Mission:
Establish and maintain City-wide recreational activities that will be economically provided to City of De Pere residents of all ages
with adequate, convenient, equitable and high-quality recreational opportunities on a year-round basis.
List of Program Service(s) Descriptions:
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Recreation Programs/Services - Provide a wide variety of recreation programs, events and services to people of all ages –
resident and non-resident youth to adults and senior citizens.
Summer Day Camps, Kidz Zone & Playgrounds Programs – Safe, fun, socially interactive, educational and cost-effective
recreation programs and activities offered during the summer and before/after school hours for families in cooperation with
local schools and the City.
League Support - Subsidies offered to 4 major user groups in the City: De Pere Area Baseball; De Pere Rapides Youth
Soccer; Youth Hockey; De Pere Girls Softball Association.
Adult Leagues - Leagues include adult softball (summer and fall leagues), basketball, and pickleball leagues.
Recreation Scholarship Fund - Established to provide recreational opportunities for youth and families who have
demonstrated financial need.

Importance to Community:
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All registration-based programs shall financially sustain themselves.
A) Community Importance:
a) Programs offered are not a financial burden to the taxpayer or to the community and can be a source of revenue.
All programs offered are evaluated by staff and participants to ensure programs are adapting to the demands of the
community.
A) Community Importance:
a) Programs offered are based on feedback from the users and reflective of current needs, wants and trends.
Provide financial support annually to youth user groups to assist in offering an economically affordable program.
A) Community Importance:
a) Strengthens partnerships and collaborations with organizations within the community.
b) Strengthens communication with citizens in what we do and what we have to offer.
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c) Provides opportunities for youth to participate in sport-related activities outside of a school setting.
4) Implement and maintain cost-effective Summer Day Camp and Kidz Zone Programs
A) Community Importance:
a) Meets a specific need and demand within our community while remaining cost-effective to our participants.
b) Provides socially interactive, educational, and fun programming in a safe atmosphere.
c) Strengthens and enhances the collaborative partnership with the schools providing cooperative programming at
affordable costs.
d) Programs financially sustain themselves and create a significant source of revenue for the City.
e) Utilizes facility during low traffic hours maximizing available times.
Important Outputs:
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Supports community health and wellness by providing accessible events, programs, and opportunities.
Enhances quality of life through diverse leisure, cultural, educational, social, and multi-generational programs.
Reduces juvenile issues by providing positive and structured outlets and safe community spaces.
Strengthens community connections, social engagement and sense of belonging.
Provides essential and economical services for working families such as Summer Playground Program and Day Camp.
Helps attract new residents to the community
Contributes to public safety by creating positive outlets.
Drives economic impact through various programs, special events, tournaments, etc…
Supports and enhances child development by offering a diverse listing of programs to help build social, mental and
emotional health.
Strengthens partnerships with community groups, schools and businesses.
Creates seasonal employment opportunities which builds the new generational workforce.
Provides an avenue for low income and/or hardship families an avenue for recreational opportunities through the
Recreation Scholarship.
Provide assistance to sponsored youth athletic groups in their effort to run leagues.

Expected Outcomes:
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Sponsored programs enhance the quality of life through partnering with other organizations and reducing the financial
impact on the City.
Youth, Family, Adult and Senior programs enhance the quality of life by reducing juvenile issues in the community,
provide family bonding time, increase social interaction with community members, create a healthier community, and
increase the learning of lifelong skills.
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3)
4)
5)
6)
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11)

Programs offered increase exposure to and participation in arts, enrichment and humanities programs.
Programs offered increase opportunities for participants and staff to strengthen relationships and connections within the
community.
Adult Athletic Leagues enhance the quality of life for adults and create a healthier community.
Maintain varied recreation programs & services for people of all ages in our community at the lowest possible costs and
continue to provide recreation scholarships to those who are financially burdened.
Instructional based programs and leagues offered will maintain a “break even” or better cost basis.
Increase and promote online registration as the preferred method of registration versus other methods.
Maintain capacities in Summer Day Camp and Kidz Zone Programs that are profitable and near or at maximum capacity.
Increase overall participation in Summer Playground Program to aid in the reduction of program expenses and determine
validity of program. Obtain financial donations to help fund and support playground program.
Continue to stay competitive with the job market to attract and retain qualified seasonal, part-time and full-time staff.

2026 Program Achievements (July 2025 – June 2026):
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Implemented multiple staffing changes within the Recreation Division and Community Center, including office relocations to improve workflow and staff program oversight and collaboration.
a. Managed retirement of Recreation Supervisor, Cindy Lee – completed transition plan, planned retirement celebration,
and completed hiring process for new Recreation Supervisor.
b. Hired current Administrative Assistant, Susan Planert, as the new Recreation Supervisor for Youth & Specialty
Programs.
c. Recruited, interviewed, hired and trained new Administrative Assistant, Elizabeth Levinson
d. Re-classified the Recreation Office Assistant position to a 30-hour/week, benefit eligible Part-Time Administrative
Assistant position for Leah Olson, effective February ‘26. The additional staffing capacity strengthened office
operations, expanded support for preschool programs and workshops, and enabled the Recreation Supervisor to assist
with the Beer Gardens and other large-scale special events.
e. Oversaw office relocations to improve workflow, training and staff supervision.
Continued and expanded off-site recreation programming at the Nelson Family Pavilion, including weekly Beer Gardens,
Sunrise Serenity Yoga classes, Photography Workshops, Goat Yoga, Paintin’ Pottery Workshops, Candy Bar Bingo, and a
Movie in the Park in partnership with Allouez Park & Recreation Dept.
Other successful special events offered by our department included Big Rig Gig, Therapy Dog Yoga, the Parent-Chi