In the police department.

Executive overview.

Police departments.

Okay.

I'll cross the move for you as well.

Okay, if I don't sit in my assignment spot, but I stay up here.

No, I need you up here.

Yeah.

Terry's got a place for me over there.

Now I might have to lean over to subsidiary attorney a couple times.

If the chair makes the rules, don't you ask me?

I might need you.

Are you ready?

Okay.

All right, we're gonna ask the authors to uh be seated as we start.

Cody.

That was six o'clock has arrived.

We will start our Wednesday, October 22nd.

Uh 2026 budget presentation.

First, we'll have uh call to order.

Uh we will have the approval of the minutes for September 16th, 2025 meeting.

Got a motion and a second.

All in favor signify by saying aye.

Opposed?

Motion carries.

So tonight we'll start we'll start our budget.

So good evening.

Everyone, tonight marks the first day of our budget review process.

And I want to take a moment to outline how the meeting will proceed so that we can stay organized and ensure everyone has a fair and equal opportunity to participate.

This evening, each department will have five minutes to present its budget summary.

We will move through all the departments in order and a break, and we will take a break if it is necessary, depending on how long we we are we get in the presentation.

No question will be taken tonight.

The session is intended for presentations only.

Tomorrow, day two, uh, we will convene at six o'clock for the questions and answer session.

Uh questions will be taken in rotating order, uh, orders order beginning with the order of the first district, then the second district, and continuing through all 15 orders.

Each order will have one primary question and one follow-up question per term.

Once all orders have a turn, the order will start over for the second round and continue until all questions are completed or until 9 o'clock p.m.

Whichever comes first.

We will have a 15-minute break at 7 30.

All departments will remain available throughout the session to respond to any questions, and I will be keeping time to assure fair and uh efficiency.

Thank you all for this for your cooperation as we work together through this review, the view this budget and organize transparency and respectful manner.

So tonight we will start.

We're gonna start tonight with our uh first department, which would be the racing police department.

Yes, yes.

Thank you, Mr.

Chairman, for allowing me to speak prior to the start of this.

Um I like the idea that we will be going um alderman by alderman to keep things consistent.

Having sat in that chair, I know how difficult it can be to keep track of who is in the queue and in what order, and so I think that's a good step in creating some parody here.

However, uh having sat through many of these sessions, both with the county of Racine on that side of the aisle, and with the city of Racine on this side of the aisle.

Um I'm concerned that we're going to be taking a shotgun approach.

Um, just like we have created order with how the aldermen are going to um be in the queue to ask questions.

I think that we should be going uh department by department exhausting the questions for each department so that we are not calling up the human resources for one alderman, the police department for another, DPW for another, back to the police department, then over to the fire department.

I think it would be more consistent and orderly if we follow that with that same vein uh in the past, and I'm not one that lives in the past, but there are some practices that are um practical and prudent to follow.

I would suggest that tonight instead of dismissing each department that we begin engaging the questions for that department so that we can clear them out and they wouldn't have to come back necessarily on a different evening.

So I would make a motion that we begin our questioning uh this evening by department after their five-minute budget overview.

All right, there's a there's a motion and a second uh jurgison.

I just wanted a point of order on that.

If the attorney could weigh in, are we is that motion is are we setting the rules now or is that set by the um the chair?

The I just want to make sure that we're not straying from the agenda item, which looks like it's just for the budget.

Did he answer the question?

But he didn't say that he needed to.

Well, the agenda item tonight is for the budget, but if there isn't anything specific about what will happen tonight as opposed to what will happen on another night, my understanding is what uh the council president described is the procedure that he determined would be followed.

And typically, if you're talking about altering a procedure, there would have to be a motion to suspend the rules of procedures and uh vote on that as opposed to just a plain motion to proceed in a different fashion.

City administrator.

Thank you.

Uh Council President Horton.

Um we have uh laid out the rules in the structure for our discussion uh both in the original um uh resolution from the summer and also from President Horton's identification of the rules to follow today.

I think it would be appropriate that if we were to change those rules.

Um my concern is that uh by uh going into questions tonight.

I know that all the department heads are prepared to do a brief five-minute presentation.

I don't think that they are prepared to entertain a whole round of questions.

Also, I think that our structure of uh doing the presentations tonight and having questions in order uh tomorrow uh would be kind of out the window.

I think that if we were to change the rules, that a motion to suspend the rules would be appropriate.

Oh man, thank you, Chair.

I appreciate that.

My comment with regards to the motion that is on the floor at this time is that um the president, I and administrators um thoroughly went through the process so that we could have things orderly.

Tonight we're supposed to end by 9 p.m.

If we start having questions during each department, we won't be able to finish everyone by 9 p.m.

so that we can um efficiently go home.

Not that that's a not that that's uh an issue, but we have set up the entire evening tomorrow to ask questions so that the departments without interruption can present and so that we can move forward in an orderly fashion.

I would like for us to continue with that agenda, especially since it's been laid out and no one objected to it yesterday when it was when it was communicated.

Thank you.

Um I would talk to some of the department heads, and they said that they don't know how they're gonna get all that information in five minutes.

Um I want to just make sure that when we're going through this process that we're doing it diligently, and that we're I know we can ask some questions privately, but this is information that everybody wants to know, including our constituents.

Um I understand that people want to get out of here at a decent time, but at the same time this is our job, um, regardless of how long it takes.

So I support the motion.

State point order.

And uh, which motion uh would supersede?

Is it the motion as presented by Alder Mack, or is it us a motion to suspend the rules that we would have to discuss motion to suspend the rules takes precedence?

Thank you.

So I made a motion to suspend the rules.

I'd like to speak to that motion.

A motion to suspend the rules is not debatable.

Okay, it's not amendable.

Okay.

Um we say that uh by city ever seeing ordinance if so the rules of the common council apply to the committee of the whole, and the ordinance says if the common council is considering a resolution assessing or levying taxes, appropriating or dispersing money, or creating any liability or charge against the city or any funds thereof, the rules may be suspended by the vote of three-fourths of the members.

Excuse me, but we're not doing any of that tonight.

We are discussing the department's presentation.

That's it.

We're not we're not adopting a budget.

So the chair will be.

So what what so then what vote for a typical suspension of the rules?

For all other resolutions where there's a motion to spend the rules, the rules may be suspended by the vote of two-thirds of the members present.

Okay, thank you.

City city city administrator.

Just want to point out that we are noticed tonight for a budget presentation and with questions and further discussion.

So the entire conversation, these meetings are noticed as budget discussions.

So I think that the um budget threshold would apply if the city attorney could clarify that.

Thank you.

So the ordinance again says it's a committee of the whole is considering a resolution, assessing or levying taxes, appropriating or dispersing money, or creating any liability or charge against the city or any funds thereof that requires a three-quarters vote.

Well, the communication regarding the budget is required to be passed by resolution.

Ultimately by the common council.

Okay.

The agenda that I have before me, which is 1077-2-5 subject communication sponsored by Mayor Mason.

Therefore, that is the agenda that is noticed to the public, and so what we do within that meeting regarding that over the next several days, um, should all be pertinent.

The question that I have is it was said we laid out the procedures when we set the dates.

However, and it was also mentioned that yesterday the procedures were sent out.

I did not get an email until today, which outlined the logistics and expectations of the meeting, and that is where we see about the order of how I believe aldermen are going to be.

Oh, uh day two questions will be taken in rotating alder order first district through 15th.

I don't recall us laying that procedure out when we set the dates for these meetings.

I don't recall us as a body laying out those procedures.

And so I'm trying to understand why we would need to suspend the rules because these are not rules that were laid out by this body.

These were expectations and logistics laid out in an email that we received today from Maurice Horton Council President at 2 o'clock this afternoon or so forth.

So all I'm asking is that I love the idea of going alderman by alderman because that will make it much easier to chair this meeting and make sure that everybody has a voice or an opportunity to have a voice, and that uh one or two aldermen aren't monopolizing a conversation.

What I'm asking for though is we take the departments in order like we've done in the past, so we're not taking a shotgun approach to the questioning.

I've seen that done in the past, and it didn't work very effectively.

That's all I'm asking.

Well, and also asking that we begin this process this evening versus waiting until tomorrow.

So if each department is limited to five minutes, we should be out of here by 7 30, according to the rules and the number of departments that we have to go through.

But you've slated us to meet until nine o'clock.

I think we should start digging in tonight, because as we know, last year we actually ended up having to add a day because we did not get through everything we needed to get through, and that we had some very long nights.

So once again, I question whether or not we actually have to suspend rules that I'm questioning where those rules um where those rules were decided.

Thank you.

I I would like to say this before I get the city city uh administrator, and I I understand that we we did that last year, but uh we we we talked about how we proceed this year, and so uh I'm gonna stand firm on that unless there's something said that we can't so the the presentations will be the presentations tonight unless there's something that would override that uh down to the city minister administrator.

I'm just going to bring to the city attorney's attention if he would lay on in this this discussion, which has gone on at length at this point, began with the city attorney pointing out that a motion to suspend the rules is non-debatable, and uh the council has been debating it now for about five minutes.

The rules that are in place are the council's rules and subject to change at the council's desire.

Um, but I think that the first thing given the fact that we are noticed right now for uh budget discussion tonight, and that our department heads are prepared to answer questions and do a brief presentation tonight that um effectively we are debating a non-debatable motion, and I would like the city attorney to state whether or not we should uh move forward with that item first before having further discussion to chair's rules.

Okay, I just indicated to the chair that it's a chair's decision, city attorney advises on the rules, and the chair makes the decision.

And so with with that decision, um be presentations tonight, and we would do questions and answers on tomorrow.

There is a motion.

Uh well, there's a motion on the floor to suspend the rules to three quarters of the body is required to support the suspension of the rules.

Or is that the 15 aldermen?

Several of which are not here.

So that'd be three quarters of 15.

Which would be how many?

So that means everyone that is present in this room that is questioning how we do our council business has to vote in support of suspending the rules.

Because there are three absent two all two absent aldermen.

Question Yep.

Alder Frazier.

No.

Alder Townsend.

Alder Davis.

Alder Mack.

Alder Jurgensen.

No.

Alder Weidner.

Aye.

Alder Horton.

I'm sorry.

Alder Skada.

Alder Allen.

Alder Pete.

Alder Land.

Alder Kelly.

Alder Kelly, who I believe is on Zoom.

She's on mute.

Alder Harmon.

No.

Alder Pavon.

Yes.

That's six eyes.

Six noes.

Just disgusting.

Okay.

All right.

Suspend the rule fails.

Back to the chair.

All right.

We will have our first presentation from the chief from the Racing Police Department.

Can you press the little face with the three lines coming out?

You are Chief.

No.

Good evening.

It's uh always great to be number one in these type of uh hearings.

Uh Mayor Mason, President Horton, Administrator Sullivan, and members of the common council.

Uh before I get going, I'm Chief Alex Ramirez.

I do have part of my team here, Lieutenant Justin Kepnick, uh Chad Melby, Deputy Chief, and we have Julian Jones.

They helped me in my finances uh when running this department.

Thank you for the opportunity to present the 2026 police department budget for your review.

Uh this is on pages 7378 of your book.

Public safety remains my number one priority.

I'm proud to lead a department composed of exceptionally dedicated men and women who are passionate, professional, and intentional how they serve the community.

Some 2025 accomplishments.

We hired 25 new officers to enhance recruitment process.

We strengthen partnerships with the FBI, ATF, DEA, U.S.

Marshall, and other law enforcement agencies.

We expanded the professional standards unit to improve internal accountability.

We promoted development through our college reimbursement program and leadership training.

We hired four cadets as police officers through our robust cadet program.

We expanded officer wellness initiatives, strengthened community-oriented policing by opening a new satellite office in the downtown area.

We expanded the violent crime reduction initiative in collaboration with community safety department, recent county sheriff's office, we've seen neighborhood watch, safe and sound, unified school district, the group group violence interrupters and probation parole.

Some 2026 goals.

Expand the professional standards unit and pursue Wiley accreditation.

Some of the 2026 strategic initiatives that I have are crime reduction, of course, uh strengthen efforts to reduce gun violence, property crime and domestic violence using data-driven deployment and community partnerships, development of a regional information hub to enhance cross-juris jurisdictional coordination and continue group violence interrupters, incident reviews to intervene early and reduce retaliatory violence.

The other is towing license suspensions, and then the towing rates just to keep up with current market conditions.

Some things that do affect our budget quite a bit is our technology and infrastructure.

We continue to invest in technology that enhances public safety is through our NIBAN, which is our national integrated ballistic information network, our crime analysis software, our flock safety, which has our automated license plate readers, and our gunshot detection.

Axon seems to be a good partner to us.

The technology is uh obviously with the mobile license plate readers, our tasers, our digital evidence, our body warm camera, and our car cameras.

In addition, more technology that we do use is our drones, our cell phone forensics, and enhanced city and private camera networks.

Our operational budget essentially remains the same.

Right around 36 million, a little over 36 million dollars.

We have an increase of 0.9 prisoners, 9% increase, and part of that is part of the prisoners' expense account.

Our capital budget is gonna be an increase of about 25%, and a lot of it's due to our axon contract renewal, and also a purchasing vehicles versus leasing.

Uh our capital budget items an increase of 260,000 of yearly five-year contract for axon products and 550,000 to it went from 550,000 to 810,000, which is a 47% increase.

We reduced our vehicle upfitting by 175,000.

It was at uh 375, now going down to 200,000.

Uh there's no change in our flock products, which remained the same at about 155,000 a year.

In the interest of fiscal responsibility, we postponed bullet resistant class at our drive-through uh window at the police station at fifty that would cost 51,000, and also we uh delayed our sergeant's office remodel by 80,000.

Just one thing I'd like to add.

Uh, our costs for service are up eight percent from last year.

We currently respond to an average of 148 calls per day.

In closing, I want to thank each of you for your partnership and your continued support.

Together, we're building a safer, stronger, and more connected Racine.

I look forward to working with you in 2026 and beyond.

Thank you.

Thank you, Gene.

Next department is the fire department, Chief Hansen.

Thanks to you.

Chief, can you hit the button again for me down there?

I'm sorry.

Okay.

Mayor Mason, Administrator Sullivan, President Horton, and distinguished members of the Common Council.

Once again, it is my privilege to present the 2026 fire department budget this evening and to provide a brief oversight of the fire department in our proposed budget.

One thing that I would like to note for everybody is we are not a fire department anymore.

We are an all-hazards agency.

Not only do we do fire suppression and emergency medical services, but we're also involved in hazardous materials and technical rescue capabilities, both at this local and state level.

We also have water rescue capabilities.

Basically, when somebody needs help, we're Jack of all trades.

We've been doing this for over 181 years.

The fire department was formed in 1843.

I'd like to talk a little bit about our accomplishments, which are in line with our stated goals in the 2025-2026 budget.

We are actively involved in the community youth development program, that is our fire cadet program, and we've seen a lot of success with bringing in young people to the fire department and showing them what we're all about and hopefully preparing them for a future on the fire department.

We have a very active uh community smoke alarm program this past week, being involved with uh clean sweep, installed almost 100 smoke detectors in the homes off of 14th and Howell.

We have educational partnerships with uh Gateway and uh Recine Unified School District, along with the Fire Science Pathway, which comes through Unified.

We have multiple comprehensive firefighter and EMS training programs, fire prevention and inspection programs, public safety and fire safety awareness, community paramedic program, which is our mobile integrated health program in partnership with hospitals and health insurance providers.

We're also involved with uh the lifeguard collaboration with uh Park and Rec, and this is uh working with the lifeguards on zoo or on beach safety and in general life uh lakefront safety.

These are all critical services, oftentimes they're not noticed and they're often overlooked, yet they are vital to the health and safety of our community.

Looking at our budget, we have three sections in this year's budget.

On page 68 is the fire suppression and technical rescue budget.

On page 110 is the referendum budget for that was passed this past spring for 1.5 million dollars, and on page 123 is the emergency medical services budget.

And I would just like to make a word of caution that all three of these budgets do not mean that we have three separate subdepartments.

All our personnel are cross-trained in fire suppression, technical rescue, EMS, regardless of the apparatus or area where the expenses are assigned in this budget.

As you will look, and I'll leave this to you to read at your leisure on page 68, 110, and 123 of your budget documents is our mission statements, function initiatives, recently accomplished goals and our 2026 strategic initiatives.

Key points in the 2026 budget, fire suppression.

There's a 6.1% overall decrease in expenditures in this budget.

Salary infringes are down 5.9%, operating expenses are down 19.5%.

However, interdepartmental costs are up 6.3%.

On page 110, the referendum budget that is noted, uh the costs associated with restoring the nine paramedic positions are incorporated there.

This brings the department back to our pre-2022 levels of staffing, which uh will occur at the conclusion of the safer grant, which expires in March of next year.

Page 123 is our emergency medical services budget.

This budget is where all the costs associated with EMS are now being allocated.

As you will note in your budget book, the document uh breaks we are a break-even uh budget in this special revenue account where costs equal expenditures.

And as a footnote, we are we keep working hard on covering our costs through EMS billing.

Although through more accurate reporting and for 2025, I have to admit right now that our budgetary estimates are being exceeded, so the numbers that are in the 2026 budget look really solid at this point.

In closing, I'd like to thank you for your time this evening.

And as always, if you have any questions, please do not hesitate to reach out to us anytime in the future.

Here, we welcome you and your interest in the fire department.

And don't forget, we'd love to have you do a ride along with us so that you can gain intimate knowledge on how we operate as a department in all the various uh areas that we uh provide to the citizens every scene.

21 seconds left.

Thank you for your time this evening.

Really appreciate it, and look forward to your questions tomorrow night.

Next presentation.

Thank you, Chief.

Uh, next presentation is the Department of Public Works.

Mr.

Rooney.

Uh thank you, President uh Horton, members of the Common Council.

Tonight I will discuss some of our accomplishments from the 2025 and our goals and objectives for the 2026 budget.

With the transfer station in operation for over a year, DPW's increased capacity on routes and reduced the use of refuse trucks, fuel, and labor.

Today, the refuse fleet uses 32% less diesel than it did three years ago, reducing our annual fuel costs by $70,000 and our carbon footprint by nearly 1.4 million pounds.

The transfer station property will be studied to see if yard waste can be brought to the west side of the site in the future, making this facility a one-stop shop for all items that DPW receives and disposes of.

While the study is underway, DPW will continue to receive yard waste at Pearl Street in 2026, but only on Saturdays with seasonal and non-seasonal hours.

Data collected from the past year shows monthly drop-offs from November through March are less than 7% of what is collected April through October.

To that end, non-seasonal hours will be 745 a.m.

to 345 p.m.

November through February.

Seasonal hours will be 745 a.m.

to 540 p.m.

March through October with one additional staff assigned.

In 2025, the fuel depot was converted from an underground 40,000 gallon facility to an above-ground 30,000 gallon facility.

This 25% reduction in fuel management is attributed to more fuel efficient vehicles, active fleet maintenance, and the replacement of eight combustion engine vehicles with electric vehicles.

Five DPW and three parks EVs are currently in use with three more budgeted for in 2026.

This fall, DPW will install a level two charging station with six EV ports in the City Hall pit parking lot for city-owned and lease EVs to quickly and reliably charge.

DPW recently opened the 2026 disposal and hauling bids for municipal solid waste and recycling, reducing those costs by 58,000 and 51,000 respectively.

Public works, customer service, and MIS departments are collaborating to better respond to citizen complaints.

Complaint data is collected and processed through polymorphic software, then moved into CityWorks to reduce response time.

Work orders on tablets can now be directly opened to the field.

Complaints investigated and work orders closed.

A dashboard in CityWorks allows management to review all service calls separating actionable requests from non-actionable inquiries or questions.

DPW will track vehicle and employee performance and perform spatial analysis of where problem areas exist.

Also, DPW and MIS will install three cameras on every refuse truck to reduce missed refuse collection complaints and investigate workmen's compensation claims.

A consultant selected by DPW will prepare plans and specifications to bid out permanent structural pairs of the state street lift bridge by spring of 2027.

The approved state municipal agreement will ensure that WISDAT will fully fund this eight-figure major rehabilitation project with no cost to city residents.

In addition, the 2022 bipartisan infrastructure law projects are underway.

Two bridge rehabilitation projects on 6th Street are complete.

Three road projects are scheduled for 2026 and one in 2027.

Efforts continue to reduce peak flow at the wastewater treatment plant.

Since September 1st, 2024, the homeowner initiated sump pump reimbursement program has had 732 applicants.

However, only 78 permit vouchers have been issued with 59 installations complete.

This clearly shows the need for a new inflow infiltration reduction coordinator position in 2026.

Fully funded through the annual surcharge fee.

This outreach position will assist eligible property owners with sump pump application and installation process.

Analysis shows sump pumps are the fastest and most cost effective way for the city to reduce inflow and infiltration.

For the same investment, a sump pump reduces three and a half times the peak flow is sealing a manhole without disrupting traffic or impacting road infrastructure.

In 2025, 2.7 million dollars in sanitary sewer projects have sealed dozens of manholes and rehabilitated thousands of feet of sewers and laterals.

In addition, 51 sanitary lateral emergency repairs have been managed by engineering, saving property owners 1.1 million dollars.

In 2026, Stormwater Utility will fund two major dredging projects to remove sediment from the English Street Outfall Settling Basins and Graceland Cemetery Pond.

In summary, DPW continues to manage major capital projects and infrastructure assets while implementing cost-effective management practices to lower operating costs.

Thank you for your time, and we look forward to answering your questions during the budget process.

All right, thank you.

Director Rooney.

Thank you.

Um good evening, everyone.

I'd like to begin by reiterating the mission of the recent water utility to exceed expectations by providing safe drinking water and high quality services in a safe, environmentally friendly and efficient manner.

This mission shapes every decision we make, including our 2026 operating and maintenance budget as well as capital improvement plan budget as approved by the Waterworks Commission already.

First, the good news.

There will be no water rate increase in 2026.

With that, I will start by giving a brief overview of the 2026 ONM budget.

The ONM budget reflects an increase of 3.2% or about 484,000.

This increase is primarily driven by personal services up 6.3%, which is $285,000 due to wage adjustments and benefits.

Contractual services up by 10%, which is $316,000, supporting essential operations.

Materials and supplies up by 4.9%, which is 60,000 68,000 due to inflation and higher procurement costs.

There will be also some savings.

Administrative and general services are down by 0.5%, which is $11,000.

Other expenses like real estate taxes are down by 4.6%, saving 174,000.

Now some key additions to the ONM budget, which includes a new water quality specialist to evaluate real-time water quality data and maintain the online monitors to be installed in 2026.

This will help us to get early warnings to prevent future taste and odor issues like those we saw in the summer of 2025.

We are also adding one half of an FTE for executive assistance, which was previously shared with wastewater utility.

Recent water is adopting cities' policies for parental leave and residency residency paid differential to support and retain our staffs.

An additional 76,000 in professional services are added for legal consulting, DNR fees, and transitioning to recine cities financial and customer service system.

$82,000 were added for critical infrastructure repairs such as VFDs in our low lift pumps.

A $60,000 increase in water treatment related residuals handling due to labor and transportation cost increase.

Now let's talk about the capital improvement plan.

Our 10-year CIP totals 242 million, and we have developed an aggressive five-year plan to carry out over 200 million dollars worth of work in the next five years.

We already developed a comprehensive five-year plan to replace left service lines and failing water mains side by side.

Why are we moving so quickly?

This approach allows us not only to meet the requirements to comply with the improved lead and copper rule, but also to take full advantage of principal forgiveness opportunities under the bipartisan infrastructure law loan programs.

This year we have applied for a 40 million dollan to replace lead service lines to be used over the next three years.

Typically, the Wisconsin DNR would have confirmed loan amounts by now, but this year there has been a delay.

That said, even if we receive just a third of what we have requested, our 2026 CIP is still on solid ground.

Now some highlights from for the CIP plan.

$16 million for lead service line replacements funded through LSLR loan, at least half of which we are expecting to be forgiven.

And another $5.5 million to reconstruct roads in the area of lead service line replacement projects.

All uh will be funded through safe drinking water loan programs.

Plus a $1 million for additional old water main replacements, uh, $500,000 for to upgrade our carbon filtration system to address test and odor issues, both funded through uh revenue.

So to sum it up, no rate increase in 2026, a responsible ONM budget with targeted investments in water quality, staffing and operations, a bold strategic capital plan that keeps us ahead of regulations and makes the most of federal funding opportunities.

Thank you, and I'll be looking forward to have questions tomorrow.

Thank you.

Thank you for the opportunity to share a little bit about the wastewater utility budget in 2026.

All city services are essential.

But only water and wastewater touch every resident every day.

Thanks to the exceptional work of our wastewater utility staff.

We continue to improve to provide excellent service with a lean team.

Wastewater is adding one-half FTE for executive assistant previously shared with water.

Facing more frequent and more severe storms, the wastewater utility must better manage energy consumption and clear water intrusion in our sanitary system.

2026 will highlight three main approaches.

The first, energy master planning.

The wastewater utility is a significant draw on fossil fuel energy resources.

Our energy road map will set a clear and aggressive path forward to energy conservation and generation by identifying projects, process updates, green infrastructure opportunities to reduce energy demands.

The second is lift station upgrades.

Lift stations are crucial, crucial pumping infrastructure that move sewage from neighborhoods to the treatment plant.

In 2024, the utility completed an assessment of our lift stations that provided a strategic plan to either upgrade or replace 14 stations over the next 15 years.

And third, a comprehensive system-wide study on clear water infiltration from rainstorms and how to mitigate those effects, coupled with an evaluation on our on how our partner communities divide, manage, and share the capacity of the treatment plant.

To the budget, you'll find it on page 205.

For our CIP, the UV disinfection and biogas cleaning projects are close to substantial completion with startup planned in mid-2026.

Our biogas generator project, which will turn biogas created in a treatment process to energy, is expected to reach completion in 2026 as well.

Our Chicory Road storage tank, which will alleviate basement backups for residents in the city's southeast side, is nearly complete with final completion in quarter one of 2026.

Pivoting to the operations budget, you'll notice a slight increase over 2025, driven by a few key elements.

The first, full funding of digester cleaning, sewer lining, and sewer cleaning.

The second, higher cost forecasted for treatment chemicals, safety supplies, and an expected increase in electric and natural gas rates.

Third, under the direction of the city of the city and the commission, uh the utilities were instructed to fund efforts to align administrative services with the city.

This wastewater budget presented was already approved by the Wastewater Commission in September.

The wastewater utility is not funded by city taxes but independently through user rates from residents in our partner communities.

And finally, what's all this going to cost?

Wastewater is proposing a 3.1% increase, uh, which is a slight deviation that's listed in the fees of 2.77, which was basically a rounding error.

Uh increase in class one residential rates for 2026.

This is about a dollar and sixty-one cents per quarterly bill for the average resident whose water bill in 2025 averaged about 215 dollars.

Thank you.

And I look forward to your questions tomorrow.

Thank you.

Next department is to park and recreation and cultural service.

Uh Director Mobag and uh the budget page is page 90.

Special.

This past year we focused on maintaining and improving the quality of our parks, programs, and our facilities, making sure that every dollar worked hard for our residents.

We made great strides, completing long-needed upgrades to our facilities such as Harvey Park Playground, MLK Plaza, North Beach Kids Cove, and Island Park Upgrades.

We are expanding youth, adult, and senior programming at our community centers and throughout our park system, and continue to host community events that bring people together, such as the Beer Garden at Island Park, Juneteenth Day celebration, the bowling fundraiser that we do, and also movies in the park.

Looking ahead to next year, our priorities remain clear to build on the momentum and continue to invest in people in places that make our community strong.

At this point, I will turn over this presentation to Matt, who will take you through highlights of our 2026 budget.

Thank you very much.

The 2026 budget book is organized into the following PRCS categories: Administration, parks, recreation, community centers, Worcester Museum, the zoo, and our golf courses.

Across these categories, the budget shows a 4.1% increase.

The main drivers are salaries and benefits, interdepartmental fees, and operating costs, primarily with utilities and contracted services.

The summit cemetery budget increases by 4%, again reflecting salaries, benefits, and interdepartmental charges.

And finally, the civic center budget shows an 11.6% increase tied to operational subsidies.

We are proposing a few new updates or a few updates to fees and charges this year.

For recreation programs, we're adding non-resident fees for adult players and tournament rentals.

This means all registration fees will now have both resident and non-resident rates.

Boat launch fees will increase for the first time in five years while still in compliance with the DNR's public voting access fee schedule.

Facility rental fees are increasing, but we are still competitive with nearby communities.

Cemetery fees will increase by 10% across the board, helping us move towards self-funded operations that do not rely on tax dollars.

And there are no major fee changes for the zoo, Wisdom Museum, golf courses, or civic centers.

We've set three main goals for the year ahead.

First, we will continue expanding recreational and cultural programming at the new MLK Community Center.

We are focusing on inclusive policies, targeted outreach and partnerships with local nonprofits, cultural institutions, and businesses to bring new and enriching programs to Racine residents.

Second, we will begin work on a comprehensive master plan for Lakeview Park.

We'll be hiring a design firm to help create a vibrant, inclusive, and sustainable park space, including a new playground that promotes active play and community connection.

This ties directly into the initiative introduced by Mayor Mason and Alder Mack earlier this week.

Third, we will be partnering with the city clerk and customer service department to establish a Hispanic resource center within the Cesar Chavez Community Center.

It'll be staffed by a part-time bilingual employee and serve as a central place for residents to access city information in Spanish.

Regarding ongoing work, we will continue partnering with the fire department, health department, and Racine County to ensure a safe environment at North and Zoo Beaches.

We will also keep collaborating with the Root River Council on park upgrades along the river and providing community events like Family Fun Day and Music in the Park.

And finally, we will continue making improvements to parks and facilities citywide through CIP funded projects.

So in closing, Tom and I want to thank you and our community members for your ongoing support of our department.

Your support allows us to keep improving our parks, facilities, recreational opportunities, and the quality of life in Racine.

Thank you.

Thank you.

Next department would be the Department of Community Safety.

Uh, Director John Tate.

Yes, I'm not sure page 79.

Don't you start that clock?

Don't you start that clock?

Okay.

All right, good evening, all there's uh thank you for the time to speak on behalf of the Department of Community Safety.

There is no better way to describe or better analogy to describe this department than building a plane while it's in flight.

And I would be remiss if I didn't acknowledge the essential role that the violent crime reduction initiative played in establishing an ecosystem of communication, cooperation, and collaboration, which allowed us to plug in and accelerate.

Going into 2026, our plane is built, staffed, and has reached cruising altitude, and we are well on our way to helping Racine become a safer, more connected community.

I'm pleased to report that we have either met or made substantial progress toward each of our 2025 objectives.

While we have begun implementation of our comprehensive plan as described to you all last month during Committee of the Whole, we did pivot away from identifying policies in specific specific city departments.

Instead, we shifted to creating our joining policy work groups, specifically oriented around the policy, the five priority areas named in the comprehensive plan.

The reason for this pivot was twofold.

First, in our early discussions with other city departments such as parks and rec in transit, we learned that some already had specific safety plans associated with general operations.

Secondly, as we finalize the framework of the comprehensive plan, the priority areas called for more collaborative cross-sectional approach rather than encouraging departments to remain siloed.

Our second goal was refining and further institutionalizing our group violence intervention strategy, which was met.

We continue to meet bi-weekly for shooting reviews, establish internal redundancies to ensure there were no cancellations, and gain participation from Mount Pleasant PD.

This uh strategy has seen partners develop new practices thanks to information shared, and we envision building a regional ecosystem because that violence doesn't end at our borders.

We've also thus far met our 10% reduction of shots fired instances statistics in the city.

Some might wonder well, how can you get set a goal of reduction?

Couldn't it just be coincidence?

But the answer is simple.

The strategy we deployed in partnership with RPD, in partnership with the county, in partnership with the school district, and in partnership with our community is based on research and evidence that predicts that kind of decline.

If we do what we collectively set out to do, that's the result we should see, and we don't do it alone.

We succeed together or we fail separately.

So the credit belongs to all of us, not just this department.

But let me share some of the specific work done on our part.

Our two outreach specialists maintain caseloads of four to five individuals for most of the year.

For context, best practices recommend a maximum caseload of six to eight depending on individual need.

Our specialists are expected to contact program participants no fewer than three times per week, but often at daily contact, many times initiated by the participants themselves.

These contacts include providing support with navigation through for educational attainment, employment, probation and parole expectations, pending criminal charges, child support, co-parenting, street and family conflicts, and so on.

Only one of our program participants, meeting someone who said yes to the offer of support, committed a firearm related offense after engaging with the program.

We also helped to relocate two families out of harm's way, removing targets of violence and interrupting that cycle.

To go a little deeper, most of the homicides that occurred in this community this year provided fertile ground for anger and retaliation.

Our team in the aftermath connected with impacted families and use relationships within the community to provide emotional and material support during these crushing tragedies, while also discouraging escalation and retaliation.

Throughout the summer, there are at least three inflammatory music videos, which could have served as an ignition to well kindle fire for rage and revenge.

Again, our team worked alongside with our partners, worked in the background to connect and use real relationships to discourage escalation and encourage peace.

We know what the numbers are for the events that happened.

But it's harder to enumerate what we stopped from happening, but we do know how it works.

Our third and final goal was to expand our domestic focus on domestic violence and intimate partner violence.

So far, we organized three collaborative meetings with partners across sectors, including law enforcement, Ascension, the Women's Women's Resource Center, and other nonprofits, and even Alder Davis.

In these meetings, we are sharing information and resources and developing a shared understanding of the problems and barriers.

Our goals for 2026 are largely built on expanding our foundations, taking our GVI strategy and applying it to non-gum related conflicts, looking further upstream, continuing to build our relational violence collaborative with having specific strategies and objectives throughout the year, and continuing implementation of our comprehensive plan, now focused on policy and advocacy workgroups within and without the city's infrastructure.

As for fiscal impact on the tax levy to date, this department has been entirely grant-funded, but the granting landscape has changed dramatically since our department's creation.

Recognizing this, it is proposed that the city tax levy fund three positions in the department with modest operating funds.

However, despite these dramatic changes, we do are still confident and well positioned to secure grants for the 2026 year.

And if and when we do, the intent would be to use those grants to cover operations and spec staffing expectations, expenses to the maximum extent possible.

To conclude, we are on course at altitude and making progress to a safer, more connected Racine.

But we do need fuel.

We need your support.

Thank you.

Thank you, Director Tate.

All right.

Thank you, Mr.

President.

Mayor Mason, members of the common council.

I want to begin by extending my sincere appreciation to the dedicated professionals who make up Ride Racine.

These public servants continue to demonstrate a commitment to keeping this city moving.

Over the past year, Ride Racine has demonstrated measurable progress across several core areas.

Ridership in our system remains strong with over a million passenger trips projected again for 2025, marking the third consecutive year we've surpassed that milestone.

We are proud to report a number of key accomplishments that will shape the future of public transit in Racine.

Ride Racine was awarded a 1.68 million dollars in competitive federal funds, enabling the replacement of one fixed route bus, two pair transit vehicles, and completing phase two renovations of our maintenance garage.

Construction was finalized on a 1.7 million dollars in federally funded enhancements at our Kentucky Street facility, including a modernized dispatch center and dedicated training space.

We continued uh strong partnerships with Gateway Technical College and Racine Unified School District, which not only support student success and workforce development, but also generate system revenue and boost ridership.

And finally, we received statewide recognition from transit mutual insurance as the most improved transit system in Wisconsin based on enhanced safety performance metrics.

We've also increased our public visibility through the Why We Ride campaign featuring stories of those who utilize transit in Racine.

Examples being Bill getting to work at Twin Desk, Kristen using the bus to get to classes at Gateway, and Carol utilizing paratransit bus service to preserve her independence as she gets to work at Target 26 years and running.

These successes demonstrate that Ride Racine is not just operating buses, but is a critical service enhancing quality of life for residents in Racine.

Now turning to the 2026 budget and our path forward.

Please note that the transit commission's uh has already approved the transit department's budget uh as reviewed and approved.

Uh this year's budget reflects the transit department's ongoing commitment to quality service and fiscal responsibility.

At the same time, it recognizes significant upcoming challenges, most notably the sunsetting of federal pandemic era funding, such as ARPA, which will increase pressure on local resources.

Despite this, we remain committed to minimizing the burden on Racine taxpayers.

In fact, the local tax levy uh continues to fund just a small share of Ride Racine's operating budget, approximately 12%, thanks to our continued success in securing external funds.

In 2026, our budget is anchored by three major strategic initiatives.

Number one, adopt open payment systems and innovative transit technologies, with Wisco smart cards now available and reloading options expanded to major retail stores.

We'll further integrate web and mobile applications to streamline how riders interact with us.

In 2026, we'll complete our transition to a fully modern fair payment system, rolling out open payment options, making uh paying with your credit or debit card possible when boarding a bus.

Number two, advanced capital modernization initiatives.

This year we'll continue capital upgrades in line with our transit asset management plan that we submit to the Federal Transit Administration, including replacing aging buses and paratransit vehicles and completing renovations at our Kentucky Street and Transit Center facilities.

These improvements ensure a state of good repair for our assets and reliable experience for the public.

And three, expand public nonprofit, and private sector partnerships to grow ridership.

Partnerships remain a cornerstone of our strategy.

In 2026, we will strengthen ridership with educational institutions, healthcare providers, regional employers, and community organizations to expand transit access and ensure ridership continues to exceed a million unique trips per year.

For example, our municipal partners, neighboring jurisdictions, have increased their contributions by 39% over the past three years, showing their commitment to a regionally connected transit system.

In conclusion, the transit department enters 2026 with a strong track record of responsible management and community-focused service delivery.

While we face headwinds with reduced federal funding, our team is confident in the plan laid out before you tonight.

With continued support from this council, Ride Racine is well positioned to serve residents and taxpayers of the city of Racine.

And we encourage you to also ride RYDE along with us after you're done with the fire department.

Thank you.

Thank you, Dr.

AP.

All right, next next department is municipal court, Judge Weber, and the budget pages, page 127.

Kathleen, do I get the six seconds at one?

Mr.

Mayor, Mr.

President, Honorable Alders, and all of you incredibly hardworking administrative managers and directors.

But because I won the contest of who looks most like the guy.

For many years, I practiced labor law and represented the Racine and Kenosha police and firefighters and teacher unions.

More recently, I was the city attorney for Racine for a decade.

Glad that I don't have to sit in his seat to take questions anymore.

But more recently, I have been for probably the last eight years Racine's municipal judge, a job I love.

Besides me, there are only two full-time clerks and one part-time clerk.

The chief is kind enough every year to give us a court officer.

And so we have, if not the smallest department, certainly one of the smallest departments.

So our costs are essentially the same from one year to another, other than salary increases, which, if I understand Kathleen's presentation last night, would be one percent for 2026.

We have two no-cost transfer requests for next year.

One is to move 120 from our training account to our mileage account, and the other is to move $10 from our contracted service account to our membership account for training.

There are also two actual cost requests.

We are first requesting an additional $241.44 cents to cover postage machine costs, which we split with the city attorney's office.

And second, we are requesting an additional $560 for the painting of our court officer's office.

So, in terms of cost items, we are requesting a grand total of $801.44 cents.

Those items are listed at page 127 of your budget book.

If you reject the cost for the painting, I could do it myself, but I am in fear of being sued by the old unions I represented.

At the end of every calendar year, uh the Wisconsin Municipal Judges Association publishes the statistics regarding the number of cases, the types of cases handled, and the revenue generated by the courts of all cities, towns, and villages in the state, which I then forward to the council.

I would just note that since July of this year, thanks to all of the was it 25, I think the chief said, new officers who are out on the streets who have now finished their training.

We are experiencing a very high volume of cases.

And that will lead, of course, to an increase in revenue, which is always good news, but which is not the primary focus of the court.

Again, I would invite you to come to the municipal court so that you can see and judge what we do and how we do it, particularly on Tuesdays when we have our trials, and on Thursdays when we have both arraignments and the middle and high school truancy cases.

The only other thing I'd like to say is that we do not operate.

Well, we operate differently than a lot of the municipal courts around us.

And I know you've got 17,000 pages of things to read this budget cycle, but I'm going to leave my one-page, well, it's got a back on it too, two-page summary of what our differences are from the other municipal courts near us with Tara and I think you would find it interesting to read what our differences are.

In any event, if anybody asks me a question tomorrow night, I will hold them in contempt.

Thank you.

Thank you, Judge Weber.

Next department is the uh library, uh uh Director Domsky and the uh budget page is 113.

The judge is always a very hard act to follow.

Mayor President Horton, members of the council, thank you so much for the present uh for the opportunity to present to you tonight.

Uh the budget you have before you was approved by the library board earlier this month, and I look forward to answering questions that you all have about it in the upcoming meetings.

Uh in the meantime, the library has had a banner year, and I'm grateful for the time to get to talk a bit about what we've accomplished in 2025.

First, without a doubt, one of the changes that has been most transformative for the RPL over the last year is that we filled our vacant deputy director and business manager roles.

So much of the rest of what I say is only possible because those positions are filled again, and particularly because they're filled with two people who have been enormous contributors in just a few months to the library.

Having Lizzie, our deputy director, and Becky, our new business manager, has amplified our capacity and allowed us to give attention to things that were in dire need of it.

Becky, in her role as business manager, made our preparations for this budget infinitely easier than the year prior, and she's also done a huge amount of work to continue positioning our foundation to be a more effective fundraising arm.

We kept these roles open previously despite the capacity strain because the funding forecast was so unclear to us.

I really want to thank this body for making it possible to staff the library appropriately again so we can deliver the library services that the community deserves.

There's too many highlights from the last year to name in five minutes, but just to say a few.

Just in the past two months alone, we hosted the fifth annual Lakefront Expo with the African American Chamber of Commerce and other partners, which saw over 200 attendees, a fundraiser event uh, which the was featuring some best selling romance authors, our friends of the library hosted that, a program on the importance of civic engagement that we partnered on at the Golden Rondell, which saw over 150 attendees, and most recently we had the privilege of hosting the children's book author and legend Kevin Hankis, who is originally from Racine.

This event was also standing room only in our youth department, and I can't overstate just how important and life giving it was for this community and for Kevin himself to have that event.

Big thanks to Alders Mack and Townsend for being there to read the proclamation, which the mayor provided for that event as well.

We at the library know our services are lifelines to countless members of this community, even to those who aren't able to make it into our building.

Our home delivery service this past year got a note from a man whose mother had passed away just prior.

He wrote us specifically to make sure we knew that this service had been critical to his mother's quality of life, that once she developed macular degeneration, the audio book resources we brought directly to her home kept her worldwide and broad when it could have otherwise felt shrunken and lonely.

And we know this story is representative of countless experiences people have with us every day that make a major improvement to their life.

The Racine community loves its library, and we are honored to get to serve them.

There have been so many other accomplishments this past year.

The establishment of our safety committee, which has radically improved how we handle difficult incidents, the grants we received from the United Way, Wills, Microsoft, and other organizations, furthering our capacity beyond city resources to deliver innovative services to our people.

I, even at the start of the year, was invited as one of only four library professionals from throughout the country to speak at a nationwide town hall event put on by the public library association in January, called Public Libraries Standing Up and Standing Together.

I was frankly surprised that the Racine Public Library's work stood out in the national landscape enough for us to receive that invite, but it was a huge honor to be a part of that program, and more than 600 attendees watched it live from throughout the county, the country.

They change what is possible in our patrons' lives, and every accomplishment I can mention is something that our whole team can take a piece of credit for.

And thank you all as well as always the city council members for your service.

I appreciate your time and attention, and I look forward to your questions tomorrow and ongoing meetings.

Thanks.

Thank you.

And uh uh the budget page is page 217.

Good evening and thank you, President Horton, Mayor Mason, and members of the committee of the whole.

I'm Adele Edwards, the Chief Information Officer for the City of Recine.

My job is to administer the operations of the information systems department and to oversee smart city initiatives.

We support all city departments and staff.

We manage the city's network and technology, including cameras located throughout the city, to support the police department, public Wi-Fi to increase citizen access, city computers, mobile devices, and access points that enable access to our network in off-site and mobile locations, such as ambulances, squad cars, and other specialized vehicles.

Additionally, we support the software used by city employees, such as financial software, mapping software, and the city website to name a few.

Our top 2026 priority pending Common Council's budget adoption is to ensure all systems in the new building are fully operational by opening day.

This allows residents to experience reliable, intuitive, and cutting edge technology immediately.

In 2025, we modernized over six systems and we implemented new geographic information system, GIS hub, to bring together all city maps and map based applications in one convenient location.

We are finalizing the implementation of a modern map-based cemetery solution to make managing and finding gravesites easier.

Goal two is about improving data and system security.

In 2025, we enhance security policy enforcement, data protection, and speed of software deployment across the organization.

We aligned all hardware with supported operating systems, including the verification and upgrade of over 800 devices to Windows 11, a fundamental but critical step in eliminating vulnerabilities and reduce organizational risk.

During the 2026 year, we will continue to improve our security posture by proactive refinement of our infrastructure, which will result in stronger operational resilience, reduce security risk, and reinforce organizational trust in our technological environment.

To combat reversed funding in future years, by end 2026, we replace older devices that each so that each remaining will have 80% or more life left.

This will dramatically reduce maintenance costs and failures, increase security, and stabilize the MIS budget.

Goal three centers on Smart City initiatives.

A smart city is an urban area where technology and data collection help improve residents' quality of life.

Begun in 2025 to be completed in October of 2026 by using funds from the Public Service Commission of Wisconsin's Capital Project Fund, Digital Connectivity and Navigators Program grant.

The City of Racine will complete computer training of 460 low-income residents and provide laptops so they can access vital services regarding health care, work, education, and government, thus improving residents' quality of life.

In 2025, the city substantially improved data collection and use.

In 2026, we will provide more data dashboards and analytics to highlight areas of resident concern and improve staffing decisions made especially around the impact of neighborhood enhancements.

Now I will review the information systems 2026 operating budget, page 217.

Major changes from last year.

Sally and fringes increases by about 12% due mainly to health care.

Operating expenditures remain flat from 2025 through the budget lines, were though the budget lines were re-adjusted.

After evaluation and changes to reduce cost, software maintenance is reduced by approximately 256,000 dollars.

Professional services increases by 218,000 to accommodate hiring contractors to support the Lincoln King Community Center and clinic building work.

External communications increases by almost 39,000 due to expected increases in cellular costs for cameras and alleys and on refuse vehicles.

MIS has no fees.

Our positions reduce slightly due to grant funding positions being eliminated.

MIS has no ordinances, and that includes my presentation.

Thank you very much.

Thank you.

We have administrator Bowers and the page number 62.

Ah, thank you, and good evening.

Again, my name is Daddy Kate Bauer Socks.

I'm the public health administrator with the city of Percy.

With us this evening, we have Bobby Fergus, who is the deputy health officer.

We've got Cody Pierce, who is the coordinator or the director of community health, and Sadie Schultz, who is the director of environmental health.

We're going to start off with a basic definition of public health is the science and art of preventing disease, prolonging life, and promoting health through the organized efforts and informed choices of society, organizations, public and private communities, and individuals.

Again, preventing disease, prolonging life, and promoting health.

That brings us to our 2026 goals.

We have three goals that we're recommending this year.

The first is to prepare the city of Racine Public Health Department to relocate in the Martin Luther King building.

We had a beam signing event this afternoon, which was well attended.

Another step toward us relocating along with parks in the building in December of 26.

Second goal statement is enhanced client interactions to reduce maternal health risks and improve outcomes for babies.

This in particular is our UFIRS program.

We'll see that our participants will experience a 75% decrease in unhealthy behaviors.

The program is designed as a holistic approach to maternal and infant health.

Goal number three is improvement of food safety practices and reduction of violations among licensed food, retail food establishments.

Our environmental health division through education and awareness campaigns will reduce the violations by 25% again in this next budget year.

We've got seven items that directly impact our budget.

The first is we're recommending two promotional opportunities for existing employees, again, existing employees of community and environmental health divisions, specifically a lead public health nurse and a lead environmental health sanitarian.

These positions will assist in the secession of management and provide promotional opportunity that does not currently exist, again with current employees.

Number two is a transfer of the laboratory coordinator to the environmental health coordinator position.

This individual meets all requirements of the position, and this is a lateral move.

Three, elimination of the laboratory coordinator position.

Funding from this position will be utilized for the two promotional opportunities, and the remainder of the funds will go back to the general fund.

Number four, determine the best location of the public health laboratory within city government over the 12 months of 2026, develop a process to analyze and determine the exact location or the best location for the laboratory.

We'll be working very closely with water, wastewater, and the parks department.

Our operational budget projections remain flat.

We have a reduction of mileage and an increase in advertising.

It was a flip-flop of $2,000.

Revenue projections are remain the same except for the business licensing.

We'll have an increase from 227 to 232,000.

Since COVID, we've seen an expanse in budget, or I'm sorry, in business opportunities in the city of Racine, and we can um we hope or we project that that will continue.

Then we have some fee alterations in some of the areas of community environmental health.

They were altered specifically to increase some reinspection in short-term rental fees, multiple vaccinations, in addition to the two-step TB skin test.

And this is all accomplished with a comparison of 10 different jurisdictions.

One to make sure that we weren't too high, we weren't too low, that we were competitive with those that areas which surround us, as well as those areas which we consider to be our sister cities.

So again, 10 other jurisdictions were assessed.

Currently, for the 2025 budget, the public health department is 6.37% of the budget.

In 2026, it's estimated it'll be at 4% of the budget.

Ordinance that directly affect the public health department in the 2026 budget.

Um, the first one and the only one is 7 or 0017-25 hotel and motel occupancy limits.

The proposed ordinance clarifies that hotel and hotel and motel occupancy is limited to 29 days with any 90-day period at a single facility, regardless of room changes and mandates that all guests be accurately listed in the registry.

These updates strengthen enforcement against long-term stays, disguised as short-term rentals, and align local regulations with forthcoming state rule changes under Wisconsin Department of Agriculture Trade and Consumer Protection, where remaining equal or more stringent.

So again, um basically right now they can stay for uh the 29 days and they go to a different room.

So instead of being a guest, they could be a long-term resident of the facility.

Uh that concludes my presentation, and I thank you very much.

I look forward to the remainder of the 26 budget interactions and questions tomorrow night.

Thank you.

Thank you.

Uh next department is the city city development director Williams.

Thank you.

Well, good evening, Mayor Mason, President Council Horton, Alderman, and colleagues.

It is my pleasure to present the city development budget.

Before I get started, I would like to acknowledge and thank my division managers for their contributions to this budget.

Let me remind you of the admission of city development.

It is to increase assessed values, reduce the tax rate, attract private development, to fund city services, and improve the quality of life for received residents.

This past year, the department has recorded over 73 million dollars in new net construction and over 1 million dollars in permit revenue.

Not quite where we should be in terms of net and new construction, but the increase over the previous year.

City development has funded 568 home repair grants through the neighborhood TID, totaling over 4.6 million dollars, improving the housing stock and stabilizing neighborhoods.

We adopted the city comprehensive plan and advanced the zoning code update, making it easier for developers and visitors businesses to invest in Racine.

City development completed the demolition of the former YMCA.

We are grateful for that.

The assessment base increased by over 11% from $4.7 billion to $5.2 billion.

And finally, the city clean sweep initiative was a tremendous success, transforming targeted neighborhoods through coordinated cleanup, repair, and beautification efforts.

Building on this momentum, the program will transition under newly established TID division, which plans to conduct three clean suites events in 2026, including at least two with designated TID to further strengthen community revitalization efforts.

These accomplishments strengthen our tax base and will prepare us for 2020 2026.

City development goals for next year are continuing the implementation of the Lincoln King revitalization plan in order to stabilize and revitalize the Lincoln King neighborhood in conjunction with the construction of the federally qualified health clinic and community center.

The CDA will oversee the construction of 33 townhomes.

In conjunction, these town homes, the CDA will establish at homeowner association.

Homes will be available for sale in the late 20 summer of 2026.

Our second goal will be the continued utilization of the TID fund program to increase assessed values, stabilizing and improve the housing stock using this instrument grant dollars to help improve our neighborhoods as we grow continue to grow.

Our third goal is the uh implementation and adoption of our zoning code.

Again, this will help make it easier for businesses and developers to do business with the city.

Our suggested ordinances changes all fall under our neighborhood enhancement division.

Proposed ordinances, such as the requiring adult family homes to have certificates of occupancy, will go a long way to ensure compliance with local building codes for the safety of the residents.

In addition, the review of adult family homes and community living arrangement establishes a formal process for the common council to review adult family homes and community living arrangements to assess the impact on public health, safety, and welfare while ensuring compliance with federally disability and federal housing protections.

We will also suggest the vacant building registration and maintenance ordinance, which will require owners of vacant buildings to register property, allow access to the property and building, and meet and maintain a minimum maintenance requirement.

By having this ordinance in place, it will create a more safe environment for our residents and improve the quality of life.

We will also be suggesting that the property maintenance codes will focus more on prevention versus construction compliance, focusing on the ongoing conditions of existing buildings and properties.

This will ensure that we will remain having a safe environment as we continue to grow.

The littering illegal dumping ordinance incentivizes reporting by providing a financial reward to report illegal dumping in our community.

And finally, the no more may ordinance removes the sunset clause and registration fee, allowing property owners to participate without a fee each year.

In summary, 2026 will be a year of building, stabilizing, and positioning Racine for Growth through targeted housing investment, code enforcement, zoning modernization, and redevelopment.

We are strengthening neighborhoods and expanding our taxpays.

Thank you for your support, and I'll welcome your questions tomorrow.

Thank you.

Our next presentation is going to be from the Human Resource Director Horton.

And the budget page is page 37.

Good evening, Mayor Mason, Administrator Sullivan, President Horton, and members of the Common Council.

Thank you for the opportunity to present the Human Resource Department's budget proposal for the upcoming fiscal year.

Our department is committed to attracting, developing, and retaining talented, diverse and engaged workforce that reflects the community we serve and advances the city's mission to provide high quality, equitable public services.

During this past year, the Human Resources Department has continued to align its operations with the city's strategic priorities, focusing on recruitment, retention, employee development, workplace culture, and overall organizational health.

As we look ahead, our primary focus remains on strengthening our ability to recruit effectively, enhance community representation with the workforce, and invest in continued development and engagement of city employees.

To address these challenges, the department must adapt a more proactive data-driven approach to talent acquisition, emphasizing strategic outreach, enhance recruitment partnerships, and improve process efficiencies to attract qualified candidates in a timely manner.

To advance these strategic priorities, the human resources department respectfully request funding for workforce and recruitment specialists.

The addition of this position will lead targeted recruitment efforts for hard-to-fill and mission critical positions, expand partnerships with educational institutions and community organizations to strengthen local hiring pipelines, and to support internal workforce development and succession planning initiatives.

The position represents a strategic investment in cities in the city's long-term workforce sustainability and its ability to deliver consistent high-quality public service.

In addition to the workforce initiatives, the human resources manages the city's self-insured medical and prescription programs for all active employees and pre-Medicare retirees.

The city's self-funded plan is currently administered by the United Healthcare for Medical and CBS for prescription coverage.

Beginning in 2026, Centivo will serve as the city's third-party administrator, offering four plan design options for eligible employees and pre-65 retirees.

The city also provides a Medicare Advantage Insurance Plan for Medicare eligible retirees.

Altogether, approximately 689 active employees in 1,044 retirees independents are enrolled in the city's health plan.

The insurance fund accounts for all revenues and expenditures related to medical, dental, prescription, short-term disability, wellness clinic, and administrative costs.

Revenues include employee and retiree, premium contributions, insurance rebates, and interdepartmental charges.

Health care costs are allocated to departments through a premium equivalent charge that reflects each department's employee composition at the time the budget is developed.

Ensuring fair and transparent distribution of health care and expenses.

2026 department goals.

In alignment with the city strategic direction, the human resources department has the following goals for 2026.

To improve workplace culture, the part the department will achieve a 10% increase in the representation of residents in the city's positions.

Goal number two is to advance employee development, ensuring that at least 50% of the city's employees participate in at least one professional development opportunity, which has already occurred in 2025 and is a carryover into 26.

And our third and final goal is to increase the utilization of the Racine Health and Wellness Center by 3% through ongoing education and communication efforts.

In conclusion, the human resource department remains committed to fostering an equitable, innovative, and high performing workforce that supports the city's mission and enhances public service.

Thank you.

All right, thank you, Director Horton.

Sound like she did both.

She did the insurance and uh the human human resource.

All right.

Next, we will have the city's attorney's office uh attorney lightning and the budget page is page 48.

Thank you, President Horton, Mr.

Mayor, and members of the committee of the whole.

In 2026, the City Attorney's Office will continue progress on the blueprint we established in recent years.

This, of course, includes addressing the myriad day-to-day legal concerns of the city of Racine, proactively when possible, and reactively when needed.

This also includes the continued process of handling as much of the legal work of the city as is possible in-house and only referring matters to outside council when there's an actual conflict of interest or when a particular expertise is needed.

Because of the hard work of the city attorney office staff, I anticipate that actual expenditures for outside council for 2025 will be the lowest in a decade.

In addition, moving into 2026, the city attorney's office will continue to play a leading role in the city's emphasis on code enforcement.

Code enforcement broadly involves the prevention, detection, investigation, and enforcement of violations of statutes or ordinances regulating public health, safety and welfare, public works, business activities, building standards, and land use.

First, increased attention related to code enforcement activities with the intent to further strengthen the city's blight elimination efforts.

And second, increased training activities for city departments with the intent of enhancing citywide legal compliance and efficiency.

As for the city attorney's office budget request, there are no funding or program changes.

The only increases requested are minimal, principally reflecting growth in market costs.

All right.

Thank you.

All right, the next next department would be the finance department.

Um Director Fisher, and she's going to do uh finance department, nondepartmental and debt services.

So the first uh first part of the budget is page 53, non-departmental is uh 58, and debt services is 148.

Thank you all for having me again tonight and listening to me again tonight.

As um President Horton said, I'll be covering three sections of the budget uh within my presentation tonight.

Uh we have for the finance department on page 53.

We have three key priorities for 2026.

The first priority is the integration of the water and wastewater finance area into our Munis ERP system, which is our current finance system of the city of Racine that all the other departments are part of throughout the year, and especially during the budget process, I focus on opportunities for continuous improvement across the organization.

This includes not only cost savings, but also improvements to operational efficiencies and service delivery.

As I noted in last year's budget presentation, one area that's been under review for a bit is a reorganization and consolidation of finance functions within the water and wastewater utility.

Although these city, although these are city departments, their financial operations have historically been managed separately with their own financial systems, billing and collection processes.

This separation has led to duplicated work, inefficiencies, internal control concerns, and inconsistent customer service.

Yes, this has been the way it's been done for a long time, but with an upcoming high-level retirement and an aging financial system at the utilities, now is the time to make the necessary change.

As part of the transition and in coordination with the utility directors, two team members will move from the utilities to the finance department to support these consolidated functions.

This move ensures we retain valuable institutional knowledge while enhancing collaboration, oversight, and alignment with citywide policies and standards.

Ultimately, this restructuring will reduce duplication, strengthen internal controls, and improve consistency and customer service.

Our goal number two for the finance department focuses on the Lincoln King Community Center and Clinic Oversight.

The finance department has been leading the internal oversight of the Lincoln King Community Center and Clint and Clinic Construction Project for well over a year.

This includes regular scope reviews with Pepper Construction and the Concord Group, budget tracking and reporting, grant administration, performing and responding for the funding agencies and funding partners.

This facility is a major investment in the community, as many of us saw today.

Um, and will be a catalytic project for the surrounding neighborhood for years to come.

This role is being filled by existing staff and has no budgetary impact.

Our goal number three is in-house management of the Racine Works program.

So a bit of a carryover from 2025.

Uh, we will bring full operational control of the Racine Works program in-house into the finance department, ending reliance on external administrators for this program.

We will create clear internal procedures that meet all ordinance requirements while improving reporting accuracy, outreach and marketing, and workforce participation tracking.

There's no additional cost for this in the 2026 budget.

The fiscal impact of these priorities in the finance department is relatively nominal, but the operational impact and long-term benefits are significant for the city.

The detailed budget expenditures as well as the positions listed support the implementation of these goals during 2026.

Moving on quickly to the non-departmental area of the budget, which is page 58 of your budget book.

The expenditures that are included in the non-departmental area don't particularly fit in any one individual department, which is why they're classified as non-departmental.

The two main increases in this budget are in unemployment insurance.

So we have been having a few more claims in the unemployment insurance space.

Um, so that's really just a true up of actual results from 2024 and 2025.

And then also an increase in judgment and claims.

We have had more of an influx of claims in the attorney's office area over the last few years, so that is more of a reflection to put a little bit more budget in that space.

So that's a $50,000 increase in that space.

Those are the two main factors in interdepartmental.

Next, moving on to the debt service budget.

I talked about this a little bit last night, so I'm not gonna beat a dead horse, but this fund accounts for the principal and interest payments on our outstanding debt or bonds.

The primary increase in this fund is in the interest costs area of the of the budget.

The city has borrowed a little bit more in the last few years, and interest rates are significantly higher today than they were two, three years ago, as all of us are hearing.

Um, so you will see the primary primary increase in that area, and that's on page 149 of the budget, that interest line.

The debt service fund is supported primarily by tax levy, debt service tax levy.

Thank you all for your time this evening.

I'm happy to answer any questions tomorrow night, and you're always welcome to email me or call me at any time with any questions that you have.

Thanks so much.

Thank you, Director Fisher.

Uh, Department of Customer Service, Director Miniman.

And uh the budget page is page 42.

Good evening, Council President Horton, Mayor Mason, and members of the Common Council.

The Department of Customer Service continues to serve as the front door to City Hall, managing everything from taxes and licensing to elections and public inquiries.

Our mission remains clear to provide exceptional, transparent, and accessible service to every resident who contacts or visits City Hall.

2025 highlights include launching 15 new online permits through the polymorphic platform, simplifying access and saving both residents and staff time, executing two successful clean sweep events with the collaboration of the city development department, reducing blight and restoring pride in our neighborhoods, expanding bilingual access by hosting Spanish language training for city hall staff, and planning for the opening of our bilingual service satellite office at the Cesar Chavez Community Center in collaboration with the Parks Department.

We've collected more than 337 million dollars in city revenue through Department of Customer Service and maintaining accuracy and compliance across all transactions.

We've processed 1,058, oh sorry, 158,943 total transactions with our department of 12.

We've completed over 400 staff training hours and reinforcing our culture of continuous improvement and service excellence.

In 2026, you'll notice two budget goals.

The first being the integration of the water and wastewater services into the Department of Customer Service to continue creating a one-stop experience for residents to manage bills, payments, and inquiries in a single location.

This consolidation will also ensure cash handling processes remain consistent and compliant across departments.

Expanding election access and engagement by hosting at least two voter registration events and providing 15 early voting sites per location, supported by our mobile election unit.

As for our budget summary for 2026, you'll notice an increase in elections close to doubling.

This is due to the doubling in elections.

So in 2025, we only had two, and it was a nice reprieve.

However, in 2026, there will be four elections.

So you'll notice that increase for additional staffing, ballot supplies, and logistical support.

You'll also notice an increase in salary and fringe benefit lines within the Department of Customer Service to reflect the 2025 budget amendment that transfers the communications director position into this department, which is why you'll see such a substantial increase.

Additionally, a marketing position will be moved from the parks department to the communication director to ensure consistent citywide approach to marketing and public engagement.

The communication and marketing functions will be fully integrated within customer service, creating a unified team that coordinates outreach, branding, and public information for all departments.

There will also be the introduction of a coordinator position to manage the cross-departmental initiative as mentioned by Commissioner Rooney of the Inflow and Infiltration Reduction Program, ensuring seamless coordination between residents, contractors, and city departments, and offering white glove service to city residents participating in the grant program.

In closing, 2026 is a year of connection, modernization, and service.

We are building a department that not only answers questions but solves problems, reduces barriers, and strengthens trust between residents and their government.

Thank you for your continued support of the Department of Customer Service and our mission to make every interaction within City Hall a positive one.

Thank you.

Our next department is the city administrator.

Okay.

Thank you very much for the opportunity to present the city administration budget to you tonight as Chief Vermeer has begun the night by saying that the police department got to be number one.

The administration will get to be the closer, at least for this evening.

So the city administration budget includes both the mayor's office and also expenses related to the common council.

The mission statement for city administration is that city administration is dedicated to making Racine.

The community of choice in Wisconsin by focusing on equity, sustainability, and smart city innovation.

These efforts work together to improve the quality of life for all our residents.

These efforts will include initiatives such as displaying flags on our light posts, planting 250 new trees, and finding small but impactful ways to foster unity and celebrate our differences.

We're hoping to do three in 2026.

Racine will host three events to beautify and strengthen our neighborhoods.

These events will remove debris, improve public spaces, and encourage community pride through collaborative efforts between residents, volunteers, and city departments.

Goal number four data-driven decision making governing with insight.

By enhancing our data collection processes and building tools for better analysis, the city will transform raw information to actionable insights.

Additionally, each department will have the capacity to provide real-time data-driven dashboards, offering up to the minute insights into service delivery, performance trends, and community impact.

Again, being both the mayor's office and city council expenses.

On the mayor's office side, salary infringed is about 54.7% of the administration budget.

Smaller pieces are interdepartmental expenses, which were relatively flat.

The major difference was changes to the operating expenditures.

Operating expenditures are only 17% of the overall city administration budget, but we did have significant increases to operating expenses, particularly on the council side, and that's direct result of the change in scheduling that the council took in the last year.

We had 17 common council meetings in 2024 and 24 common council meetings in 2025, also dozens of additional committee meetings in order to support those council meetings.

So the increase in operating expenses was directly related to those additional meetings.

But although operating expenses are relatively small, um piece of the pie at 17%, it's a significant increase.

That is an 18% difference, and there are no new positions to report.

Thank you.

Thank you.

Opposed?

Motion carries, and we are adjourned.