TIMETABLE - City of Waupaca, WI

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TUESDAY FEBRUARY 2, 2021

6:00 P.M.: PUBLIC HEARING – FULTON STREET

CORRIDOR OVERLAY DISTRICT, ORDINANCE NO. 01-2021

Shortly thereafter the Public Hearing: REGULAR COUNCIL MEETING

PUBLIC NOTICE

CITY OF WAUPACA The City of Waupaca shall hold a public hearing to consider boundary location of the Fulton Street Corridor Overlay District as delineated on the Zoning District Map. The Public hearing will take place at the Common Council meeting on February 2, 2021 at 6:00 p.m. The meeting will be held virtually and will be broadcast on Facebook Live, FM96.3 and Win-TV 991. Public Input for any City meeting can be submitted to [email protected]. For Public Input to be read it should include the name, address and contact information and must be presented by 3:00 p.m. on the day of the meeting. Anyone wishing to give Public Input in person should contact City Administrator Aaron Jenson or Sandy Stiebs, City Clerk at 715-258-4411. Questions or more information about the Fulton Street Corridor Overlay District and district boundary location may be directed to Jeffrey Sanders, City of Waupaca Zoning Administrator, at [email protected]. He may also be reached at 920.309.0721. The Zoning District Map showing the proposed Fulton Street Corridor Overlay District boundary location can be inspected and downloaded from the City’s website at https://www.cityofwaupaca.org/plan-updates/ Sandy M. Stiebs City Clerk PUBLISH: January 14 and 21, 2021

mailto:[email protected]


https://www.cityofwaupaca.org/plan-updates/

CITY OF WAUPACA MISSION STATEMENT: “The City of Waupaca’s mission is to provide services that ensure a safe, vibrant and connected community.”

1. CALL TO ORDER

2. PLEDGE OF ALLEGIANCE

3. REPORT FROM CLERK ON OPEN MEETING LAW COMPLIANCE

4. ROLL CALL

5. CONSENT AGENDA All items listed below are considered routine by the City Council and will be enacted by one motion. There will be no separate discussion on these items unless a Council member or City staff so requests it, in which event the item will be removed from the Consent Agenda and considered in its normal sequence on the Regular Agenda. The items selected for the Consent Agenda are as follows: Regular and Special Meeting Minutes, Monthly Income Report for the Parks and Recreation Department, Airport Hangar Reports, Monthly Department Head Reports, Payrolls and Bills, Quarterly Weights and Measures Reports, Quarterly Room Tax Reports, project invoices for projects previously approved by City Council, any low bid budgeted operating or capital expenditure under $25,000 approved by the appropriate Board or Committee and any expenditure of non-city funds that received a unanimous recommendation.

A. PAY REQUESTS AND CHANGE ORDERS, INVOICES FOR PROJECTS/CONTRACTS HAVING PRIOR COUNCIL APPROVAL AND ANY OTHER INVOICES THAT MAY COME BEFORE THE COUNCIL: none

B. MONTHLY/QUARTERLY/ANNUAL REPORTS: 1. Waupaca Area Convention & Visitors Bureau 4th Quarter Room Tax Report

C. APPROVAL OF BILLS – CITY GENERAL, WATER, SEWER, AND SPECIAL FUNDS

D. MEETING MINUTES: 1. BOARD OF ZONING APPEALS

• Minutes of a Special Called Meeting on December 22, 2020 2. COMMUNITY DEVELOPMENT AUTHORITY

• Minutes of a Special Called Meeting on January 13, 2021 3. SENIOR CENTER ADVISORY BOARD

• Minutes of a Regular Meeting on January 19, 2021 4. COUNCIL PROCEEDINGS

• Minutes of a Regular Meeting on January 5, 2021 • Minutes of a Regular Meeting on January 19, 2021

CITY OF WAUPACA

COUNCIL MEETING

TUESDAY FEBRUARY 2, 2021

VIA VIDEO / TELECONFERENCING

6:00 P.M.

2

6. REGULAR AGENDA 7. NON-AGENDA ITEMS AND ANNOUNCEMENTS

A) ANNOUNCEMENTS AND CORRESPONDENCE: none B) PUBLIC INPUT

8. UNFINISHED BUSINESS: a. Mayor’s Appointment of Andrew Whitman to the Airport Board – Council President Paul Mayou b. Change the Tuesday February 16, 2021 Council Meeting to Wednesday February 17, 2021 due to

the Spring Primary being held on that date AND change the Tuesday April 6, 2021 Council Meeting to Wednesday April 7, 2021 due to the Spring Election being held on that date

9. NEW BUSINESS:

a. Ordinance No. 01-2021 – An Ordinance Amending Ordinance No. 09-2020, Which Repeals and Recreates Chapter 17, Zoning Code, City of Waupaca Municipal Code, 1st Reading – Aaron Jenson, City Administrator b. City Hall Software Contract with Dude Solutions – Aaron Jenson, City Administrator c. Personnel Policy: Local Emergency Paid Sick Leave Benefit – Aaron Jenson, City Administrator d. Ordinance No. 02-2021, An Ordinance for Remote Meeting Procedure Using Internet Meeting Services, 1st Reading – Aaron Jenson, City Administrator e. TID #10 Main Street Grant – Aaron Jenson, City Administrator f. High and Harrison Street Design Engineering Services – Justin Berrens, Public Works Director g. New Front-End Loader for Streets – Justin Berrens, Public Works Director h. Air Handling Unit (AHU) Upgrades at City Hall/Library Building – Justin Berrens, Public Works Director

10. ISSUES/PROJECT DISCUSSION (30 MINUTE MAXIMUM) – NO ACTION REQUIRED:

a. Lake Management Plan Project Update – Andrew Whitman, Parks and Recreation Director b. Strategic Plan Reports:

• Overview of the Strategic Plan and the City’s Progress – Aaron Jenson, City Administrator • Community Media Review and Strategic Plan Update – Josh Werner, IT/Community Media

Director 11. COMMUNICATIONS AND RECOMMENDATIONS OF THE MAYOR

12. ADJOURNMENT

/s/ Mayor Brian Smith PLEASE NOTIFY THE CLERK’S OFFICE IF YOU ARE UNABLE TO ATTEND. PLEASE ADVISE THE CITY CLERK’S OFFICE IF YOU REQUIRE SPECIAL ACCOMMODATIONS. THE CITY OF WAUPACA PROVIDES EQUAL OPPORTUNITIES FOR PUBLIC MEETINGS.

NOTE: This Meeting will be held virtually via video / teleconferencing.

Open Public Access to Meetings. All meetings will be virtual until further notice. We will broadcast all city meetings on Facebook Live, FM96.3 and Win-TV 991. Public Input for any city meeting can be submitted to [email protected]


January 28, 2021

City of Waupaca 111 South Main Street Waupaca, WI 54981 Dear Council Members, Attached please find our 2020 4th Quarter Room Tax Report. Included is a report from Mitchell Swenson, VP of Tourism and the Waupaca Area Convention & Visitor Bureau (WACVB) Financial Report which includes a breakdown of our advertising and event budgets. When looking at the Financials you will see that we did cut back on a number of things including our advertising for last year. We wanted to save money to bring forward for 2021 as we knew room tax dollars would be down in 2020 which effects our 2021 budget. As it turned out room tax dollars were down about 50% in 2020. We did apply for a Tourism Grant from the State of Wisconsin for our losses of event income and room tax dollars in the amount of $78,569, which we received. This will help with our 2021 budget. If you have any questions about this report please feel free to contact me. Thank you for your support of the WACVB. Sincerely,

Terri Schulz President Waupaca Area Chamber of Commerce, Inc. Waupaca Area Convention and Visitor Bureau, Inc.

315 S. Main Street

Waupaca, WI 54981-1745

Phone: 715-258-7343

www.WaupacaAreaChamber.com

www.WaupacaMemories.com

http://www.waupacaareachamber.com/

http://www.waupacamemories.com/

4th QUARTER Room Tax Report - 2020

VP of Tourism Report

1. Our marketing plan continues to promote the Waupaca area as a tourism destinationalong with promoting Chamber/CVB events to keep a consistent “Waupaca Area” message.

We are utilizing Our Wisconsin Magazine, Fun in Wisconsin, Wisconsin Travel Atlas,Wisconsin Bike Trails Guide and Wisconsin Travel Publications in the greater Chicagolandarea. Our Waupaca Area Visitor and Silent Sports guides are continuously requested.Additionally, websites and social media are used to promote our area.

2. Tourism Brochure Racks are restocked as needed at six locations along with our kiosk.

3. 2020 Chain O’ Lakes Blues Festival - The 9th Annual Chain O’ Lakes Blues Festival wascanceled due to COVID-19.

4. The Waupaca Area Convention & Visitor Bureau partnered with the Wisconsin Departmentof Tourism’s annual “Big Bundle Up Campaign”. This is an opportunity for people todonate items to help people in need. 406 items (coats, sweaters, hats, gloves, scarves, othercare items etc.) were donated locally to the “Yuletide Trail Event”, “Waupaca Miracle

Tree” and “Foundations for Living” charities.

5. Work is being finalized on our new Waupaca Chain O’Lakes area tourism website. Due tothe age of our old site transferring over has been more time consuming than expected. Wehave partnered with CivicBrand on this project.

6. Our organization helps promote non-WACVB sponsored fall/winter events includingSmall Business Saturday and the Yuletide Trail event.

7. The Waupaca Area Convention & Visitor Bureau [WACVB] Board of Directors meeton a quarterly basis to provide guidance for tourism promotion and oversee our budgets.

8. Social Media / Website Updates:▪ Facebook – 4th QTR 2020

• ‘I Love Waupaca’ – Total Reached 32,443• ‘Waupaca Area Chamber’ – Total Reached 24,497

▪ Websites - 4th QTR 2020• WaupacaMemories.com – had 60,467 page views;• WaupacaAreaChamber.com – had 4,795 page views

Both websites continue to be updated on a weekly basis with information about the area by Lynn and Mitch.

9. The Chamber/CVB maintains a comprehensive online Community Calendar for events

and activities in the greater Waupaca Area. The calendar can be found at: WaupacaMemories.com/community-calendar/

10. Work has begun for the 2021 Waupaca Chain O’ Lakes Visitors Guide. The magazine

format guide will be available first quarter in 2021 with 35,000 copies being printed. Distribution will take place throughout the State of Wisconsin at waysides and visitor centers. Guides are also mailed upon request to individuals and other Chamber/CVB offices. The guide will also be available online at www.WaupacaMemories.com

11. Terri and Mitch have attended a number of Farmington and Dayton Township meetings to

discuss implementing room tax ordinances and get updates about Chain O’ Lakes parking

concerns. The Town of Farmington has implemented a room tax ordinance and we anticipate Dayton doing likewise.

12. We continue to share COVID-19 information, including grant opportunities with our local

businesses.

13. The Waupaca CVB staff has worked to develop a plan for temporary site for Strawberry Fest 2021 due to the downtown main street reconstruction. This process included reaching out to property owners, City of Waupaca Administration, Police & Fire. Our plan was taken forward to the December 1, 2020 council meeting and was approved.

14. The Waupaca Chamber/CVB is responsible for the Wisconsin Department of Tourism’s

Extranet entries for the Waupaca area. Entries include tourism related events, all of our lodging facilities, restaurants, and local attractions, etc. These are updated on a daily basis, as needed. We also participate in updating the Fall Color and Snow Reports for our area.

15. The Chamber/CVB’s large attractive Visitor’s Center welcomes guests and we display

over 350 brochures and business cards. The brochures which are displayed include information on area businesses, things to see and do, maps, and general information on the area.

We look forward to promoting the greater Waupaca area in 2021 and going forward!

Waupaca Area Convention Visitor Bureau

2020 4th Quarter Financials

Budget Category 1st QTR 2nd QTR 3rd QTR 4th QTR 4th Qtr 2019 Total% compared

to budget

EXPENSESADMINISTRATIONStaff Wages 57,235.00$ 24,866.01$ 8,536.41$ 20,627.93$ 16,288.92$ 54,030.35$ 94.40%Education/Training 800.00$ 240.00$ 240.00$ 30.00%Expenses 900.00$ 172.78$ 43.70$ 23.23$ 40.72$ 239.71$ 26.63%ADMINISTRATION Subtotal 58,935.00$ 240.00$ 25,038.79$ 8,580.11$ 20,651.16$ 16,329.64$ 54,510.06$ 92.49%OPERATINGPromotionAdvertising-Tourism 65,000.00$ 28,973.49$ 7,885.21$ 3,827.32$ 12,354.55$ 7,504.18$ 53,040.57$ 81.60%Vacation Rental ListingEventsChain O'Lakes Blues Fest 17,000.00$ 815.40$ 50.00$ 11,261.08$ 865.40$ 5.09%July 4th Celebration 16,750.00$ 150.00$ 1,086.15$ 150.00$ Strawberry Fest 12,500.00$ 275.00$ 9,506.00$ 4,050.00$ 132.20$ 250.00$ 13,963.20$ 111.71%New Project - Signage 8,000.00$ OperatingProfessional Organization Dues 1,100.00$ 1,000.00$ 1,000.00$ 90.91%Miscellaneous - Tourism 250.00$ 250.00$ Operating/Rent 40,000.00$ 20,000.00$ 7,055.19$ 12,944.81$ 10,000.00$ 40,000.00$ 100.00%Storage Unit Rental -$ Office Expense 850.00$ 474.90$ 474.90$ Contracted Services 340.00$ 320.00$ 320.00$ Miscellaneous 125.00$ Taxes - Sales 1,300.00$ 543.96$ 543.96$ 41.84%Special Project - Signage Study 20,000.00$ 148.51$ -$ Staff Support for Events 15,000.00$ 5,625.00$ 1,500.00$ 3,750.00$ 7,500.00$ 10,875.00$ 72.50%Operating Expenses Subtotal 198,215.00$ 31,063.89$ 43,016.21$ 16,952.51$ 30,200.42$ 37,999.92$ 121,233.03$ 61.16%

Tourism Development Grants 51,500.00$ 13,358.00$ 15,000.00$ 23,500.00$ 28,358.00$ 55.06%

TOTAL EXPENSES 308,650.00$ 31,303.89$ 81,413.00$ 25,532.62$ 65,851.58$ 77,829.56$ 204,101.09$ 66.13%

Budget Category 2020

Proposed 1st QTR 2nd QTR 3rd QTR 4th QTR 4th QTR 2019 Total% compared

to budget

REVENUESPromotionAdvertising 27,000.00$ 2,099.25$ 715.69$ 350.00$ 18,709.63$ 24,262.51$ 21,874.57$ 81.02%Vacation Rental Listings 2,000.00$ 802.08$ 375.00$ 250.00$ 625.00$ 125.00$ 2,052.08$ 102.60%Events:Chain O'Lakes Blues Festival 19,500.00$ 2,050.00$ 1,000.00$ 11,571.12$ 3,050.00$ 15.64%

1/19/2021

Prepared by T Schulz


2020 4th Quarter Financials

July 4th-Hometown Day Celebration 17,000.00$ 5,550.00$ 1,020.00$ 100.00$ 6,670.00$ 39.24%Strawberry Fest 31,000.00$ 12,825.00$ 1,000.00$ 13,825.00$ 44.60%New Project 2,000.00$ OperatingInterest 150.00$ 52.05$ 37.85$ 32.53$ 41.49$ 57.15$ 163.92$ 109.28%Postage ReimbursementSales Tax Adjustment 9.97$ Special Project - Signage StudyCarryover from 2018 for Signage Study 20,000.00$ Return of Grant Money 3,000.00$ Other Income 500.00$ Room Tax Receipts 190,000.00$ 20,239.87$ 9,648.90$ 32,156.29$ 28,941.63$ 52,245.55$ 90,986.69$ 47.89%State Grant 78,569.00$ 78,569.00$

TOTAL REVENUES 308,650.00$ 43,618.25$ 13,797.44$ 36,388.82$ 126,886.75$ 88,271.30$ 217,191.26$ 70.37%

Account BalancesBankFirst National Checking Account 101,128.88$ 31,025.95$ 42,029.18$ 26,091.82$ BankFirst National Money Market Account 45,434.86$ 45,488.08$ 45,520.61$ 124,546.73$

Note: Payment for 1st quarter wages, operating/rent, support staff was paid out on April 14 and does not show in the first quarter numbers 26,872.85$

1/19/2021

Prepared by T Schulz


2020 - 4th Quarter Advertising and Events Budgets

Advertising Budget

Event/Item Expenses 1st Qtr 2nd QTR 3rd QTR 4th QTR Total Income 1st Qtr 2nd QTR 3rd QTR 4th QTR Total

Advertising to be determined 23,920.00$ Silent Sports 1,632.50$ 1,284.00$ 587.00$ 3,503.50$ Our Wisconsin 868.00$ 1,736.00$ 432.00$ 864.00$ 3,900.00$ Fire On Ice 130.00$ 130.00$ Northwood Map Publishing Spring/Summer 825.00$ 825.00$ Journal & Topics Newspaper 1,712.00$ 1,712.00$ Canoecopia 759.60$ 273.00$ 1,032.60$ Wall picture 110.77$ 110.77$ Waupaca King In Between 10.00$ 10.00$

Visitors Guide Printing 23,000.00$ 18,513.14$ 18,513.14$ 26,400.00$ 2,099.25$ 715.00$ 18,709.63$ 21,523.88$ Visitor Guide Promotion 7,240.00$ 4,174.60$ 1,825.00$ 2,088.90$ 642.50$ 8,731.00$

Web hosting 940.00$ 60.00$ 860.50$ 657.49$ 615.00$ 2,192.99$ Calendar Program 400.00$ -$

Brochure Rack Program 600.00$ 350.00$ 350.00$ Brochure Racks 2,010.65$ 2,010.65$ Kiosks Electricity 500.00$ 184.71$ 61.93$ 122.28$ 368.92$ Sales 0.69$ 0.69$ Website Redevelopment 9,000.00$ 10,000.00$ 10,000.00$ -$

Total 65,000.00$ 28,973.49$ 7,885.21$ 3,827.32$ 12,354.55$ 53,040.57$ 27,000.00$ 2,099.25$ 715.69$ 350.00$ 18,709.63$ 21,874.57$

Chain O'Lakes Blues Festival Budget


Advertising 4,000.00$ 815.40$ 815.40$ Entertainment 8,150.00$ -$ Entertainment Hospitality 150.00$ Emcee 200.00$ Merchandise Sales -$ Miscellaneous ASCAP Fee 425.00$ 50.00$ 50.00$ 100.00$ Change 1,500.00$ -$ 1,500.00$ -$ Shuttle Service 1,100.00$ -$ Signage 150.00$ Sponsorship 3,250.00$ 2,050.00$ 1,000.00$ 3,050.00$ Stool/Chair Rental 475.00$ -$ Ticket Sales 150.00$ 13,950.00$ -$ Taxes 700.00$ 700.00$

Total 17,000.00$ 815.40$ -$ 50.00$ -$ 865.40$ 19,500.00$ 2,050.00$ 1,000.00$ -$ -$ 3,050.00$

1/19/2021

Created by T.Schulz


2020 - 4th Quarter Advertising and Events Budgets

July 4th Celebration Budget


Advertising 760.00$ -$ Fireworks 15,500.00$ -$ Miscellaneous ASCAP fees 75.00$ 50.00$ 50.00$ Parade Entry Fees 1,000.00$ -$ Parade Prizes (Decorating Contest) 40.00$ 100.00$ 100.00$ Portalets 250.00$ Postage 20.00$ Parade Permit 5.00$ Security 100.00$ Sponsorship 16,000.00$ 5,550.00$ 1,020.00$ 100.00$ 6,670.00$

Total 16,750.00$ -$ -$ 150.00$ -$ 150.00$ 17,000.00$ 5,550.00$ 1,020.00$ 100.00$ -$ 6,670.00$

Strawberry Fest Budget


Advertising 950.00$ 25.00$ 25.00$ All Berry Booth 800.00$ 1,300.00$ -$ Arts and Crafts Vendors 200.00$ 250.00$ 8,075.00$ 8,325.00$ 13,600.00$ 7,300.00$ 7,300.00$ Change 1,000.00$ -$ 1,000.00$ -$ Dumpsters 450.00$ Eating Contest Prizes 500.00$ -$ 50.00$ -$ Emcee 150.00$ -$ Entertainment 1,700.00$ -$ Food Booths -$ Miscellaneous ASCAP Fees 75.00$ 31.00$ 50.00$ 132.20$ 213.20$ -$ Reseller Vendors 1,400.00$ 1,400.00$ 4,400.00$ 2,425.00$ 2,425.00$ Portalets 750.00$ -$ Shortcake 2,300.00$ -$ 5,100.00$ -$ Sponsorship 4,000.00$ 4,000.00$ 5,550.00$ 3,100.00$ 1,000.00$ 4,100.00$ Tent, Tables & Chairs 2,300.00$ -$ Security 75.00$ -$ Volunteers 1,250.00$ -$

Total 12,500.00$ 275.00$ 9,506.00$ 4,050.00$ 132.20$ 13,963.20$ 31,000.00$ 12,825.00$ 1,000.00$ -$ -$ 13,825.00$

1/19/2021

Created by T.Schulz

12:47 PM 01/26/21

Waupaca Area Convention & Visitor Bureau Check Detail

October through December 2020

Type Num Date Name Memo Account Paid Amount Original Amount

Check aw 10/27/2020 Elan Bank First Checking -5,000.00

Civic Brand for webiste development 600E-10 ꞏ Website -5,000.00 5,000.00

TOTAL -5,000.00 5,000.00

Check aw 11/27/2020 Elan Bank First Checking -358.30

Cert Ltrs to residents at new location 50E-08 ꞏ Micellaneous - SBF -118.30 118.30

Reinstall of current website 600E-10 ꞏ Website -240.00 240.00

TOTAL -358.30 358.30

Check aw 12/18/2020 Elan Bank First Checking -43.90

Cert Ltrs to residents at new location 50E-08 ꞏ Micellaneous - SBF -13.90 13.90

Hosting fee 600E-10 ꞏ Website -30.00 30.00

TOTAL -43.90 43.90

Check aw 12/21/2020 Wisconsin Department of Revenue Bank First Checking -10.00

60900 ꞏ Business Expenses -10.00 10.00

TOTAL -10.00 10.00

Check aw 12/30/2020 Elan Bank First Checking -5,345.00

Civic Brand for webiste development 600E-10 ꞏ Website -5,000.00 5,000.00

Reinstall of current website 600E-10 ꞏ Website -345.00 345.00

TOTAL -5,345.00 5,345.00

Check 1651 10/02/2020 5 Star Marketing, LLC Bank First Checking -330.00

Distribution Service 600E-09 ꞏ Visitor Guide Promotion -330.00 330.00

TOTAL -330.00 330.00

Check 1652 10/02/2020 Our Wisconisn Magazine Bank First Checking -332.00

600E-03 ꞏ General Advertising -332.00 332.00

TOTAL -332.00 332.00

Check 1653 10/02/2020 Waupaca Area Chamber of Commerce Bank First Checking -100.00

Gift Cert for Our WI Contest Winner 600E-03 ꞏ General Advertising -100.00 100.00

TOTAL -100.00 100.00

Check 1654 10/02/2020 Waupaca Area Chamber of Commerce, Inc. September Bank First Checking -7,487.11

Page 1 of 4

12:47 PM 01/26/21




6008 ꞏ Staff Wages -4,141.45 4,141.45

6004E ꞏ Rent -1,000.00 1,000.00

600E-K ꞏ Kiosk Electricity -28.99 28.99

6004E-1 ꞏ Building Maintanence -217.06 217.06

6004E-3 ꞏ Postage and Copy Machine costs -194.31 194.31

6004E-4 ꞏ Telephone & Internet -159.18 159.18

6004E-5 ꞏ Utilities -391.00 391.00

6004E-8 ꞏ Office Supplies Expense -149.96 149.96

6004E-9 ꞏ Computer IT Services -489.86 489.86

6004E-2 ꞏ Postage - Prospect Visitor Pkts -120.33 120.33

6004E-7 ꞏ Insurance - Org & Event -343.35 343.35

6004E-0 ꞏ Credit Card Processing Fees -119.18 119.18

6004E-6 ꞏ Accounting -132.44 132.44

TOTAL -7,487.11 7,487.11

Check 1655 10/05/2020 Waupaca Curling Club Voided Check Bank First Checking 0.00

TOTAL 0.00 0.00

Check 1656 10/05/2020 Waupaca Area Youth Hockey Association Bank First Checking -6,250.00

90E ꞏ Tourism Development Grants -6,250.00 6,250.00

TOTAL -6,250.00 6,250.00

Check 1657 10/16/2020 Chain O Lakes Litho Bank First Checking -110.77

Prinitng of Picture for wall display 600E-03 ꞏ General Advertising -110.77 110.77

TOTAL -110.77 110.77

Check 1658 10/30/2020 Waupaca Area Chamber of Commerce, Inc. October Bank First Checking -7,295.22

6008 ꞏ Staff Wages -3,815.53 3,815.53

6004E ꞏ Rent -1,000.00 1,000.00





6004E-5 ꞏ Utilities -391.00 391.00





6004E-6 ꞏ Accounting -132.44 132.44


TOTAL -7,295.22 7,295.22

Page 2 of 4

12:47 PM 01/26/21




Check 1660 11/25/2020 Waupaca Area Chamber of Commerce Bank First Checking -100.00

Gift Certificates - Our WI Mag contest Winner 600E-03 ꞏ General Advertising -100.00 100.00

TOTAL -100.00 100.00

Check 1661 12/01/2020 Waupaca Curling Club Bank First Checking -2,500.00


TOTAL -2,500.00 2,500.00

Check 1662 12/01/2020 Waupaca Area Chamber of Commerce November Bank First Checking -7,231.21

6008 ꞏ Staff Wages -3,869.17 3,869.17


6007 ꞏ VP of Tourism Expenses -16.33 16.33




6004E-5 ꞏ Utilities -391.00 391.00




6004E ꞏ Rent -1,000.00 1,000.00



6004E-6 ꞏ Accounting -132.44 132.44

TOTAL -7,231.21 7,231.21

Check 1663 12/16/2020 Waupaca Aea Youth Hockey Assn. Bank First Checking -6,250.00


TOTAL -6,250.00 6,250.00

Check 1664 12/17/2020 Our Wisconisn Bank First Checking -332.00

600E-03 ꞏ General Advertising -332.00 332.00

TOTAL -332.00 332.00

Check 1665 12/17/2020 Journal & Topics Newspapers Bank First Checking -312.50

Visitor guide distribution 600E-09 ꞏ Visitor Guide Promotion -312.50 312.50

TOTAL -312.50 312.50

Check 1666 12/31/2020 Waupaca Area Chamber of Commerce December Bank First Checking -15,919.61

6008 ꞏ Staff Wages -5,374.26 5,374.26

Page 3 of 4

12:47 PM 01/26/21




6008 ꞏ Staff Wages -3,427.52 3,427.52

6007 ꞏ VP of Tourism Expenses -6.90 6.90


6005 ꞏ Staff Support for Events -3,750.00 3,750.00




6004E-5 ꞏ Utilities -391.00 391.00




6004E ꞏ Rent -1,000.00 1,000.00



6004E-6 ꞏ Accounting -135.00 135.00

TOTAL -15,919.61 15,919.61

Page 4 of 4

BOARD OF ZONING APPEALS CITY OF WAUPACA

SPECIAL MEETING TUESDAY DECEMBER 22, 2020 VIA VIDEO / TELECONFERENCING 1:04 P.M. PRESENT: Mayor Brian Smith, Chairperson, Bryon Gyldenvand, Jean Grenlie, Lentry Vance and Jerry Deuman ABSENT: None OTHERS PRESENT: Aaron Jenson, City Administrator, Jeff Sanders, Zoning Administrator and City Attorney Tom Hart

PUBLIC NOTICE

BOARD OF ZONING APPEALS

CITY OF WAUPACA YOU ARE HEREBY NOTIFIED, the Board of Zoning Appeals will meet on Tuesday, December 22, 2020 at 1:00 p.m. via video/teleconferencing to consider the testimony on the following case:

Case No. 174 – Green Tree Construction Inc. 794 Hillock Court Parcel No. 34-19-85-10

• To bring a newly constructed structure into conformance which will have a front yard

setback of 23.7 feet. Chapter 17.121(3) R-1 Single-Family Residence District Dimensional Standards. Minimum Setbacks. Principal Structure. Street Yard 25 feet.

YOU ARE FURTHER NOTIFIED the Board will hear all persons concerned, their agents or attorneys. Details will be posted on the City of Waupaca website regarding the virtual hearing format and participation. Any public input shall be emailed to [email protected]. Your name, address and phone number shall be included for input to be official and the title of the email should read “Public Input”. All public input for a particular meeting must be received by 8 am the day of the meeting. Details on additional ways to provide public input will be shared on the City’s website and social media. /s Sandy M. Stiebs City Clerk PUBLISH: December 10, 2020

Board of Zoning Appeals December 22, 2020 1. AGENDA

MOVED by Mr. Gyldenvand, SECONDED by Mr. Deuman to APPROVE the agenda as presented. 5 ayes, 0 nays, 0 absent, MOTION CARRIED ON A VOICE VOTE.

2. Case No. 174 – Green Tree Construction, Inc., 794 Hillock Court, Parcel No. 34-19-85-10

City Administrator Aaron Jenson provided a brief overview stating that the reason the Board of Zoning Appeals is meeting today is to bring a newly constructed structure into conformance, which will have a front yard setback of 23.7 feet. The minimum setbacks of a principal structure are 25 feet from street yard. He added that staff review made an error and realized this after the home was constructed.

Mr. Jenson read public input into the record he received from three individuals who all disapproved of the city issuing this variance, Adam Ross, 765 Woodland Circle, Waupaca, Gary Edelman, 912 Nevermind Court, Waupaca and Alonzo L. Coiley, 777 Woodland Circle, Waupaca.

Jeff Sanders, Zoning Administrator summarized his staff report saying that the lot is an abnormal lot with five sides, which contributed to the City of Waupaca to inappropriately approving the site plan. There were questions about the rear yard originally and it was eventually determined that the street yard setback was encroached on. Because of the unique shape of the lot and the greater amount of right of way that inherently exists in a cul-de-sac, the home could encroach on the rear yard (west line) if it were to have been pushed back to meet front yard requirements. Encroaching on the front yard, 7 inches is the least impactful to neighboring properties. City Staff approved a site plan in which lot lines were reviewed as the improper lot lines, in part, because of the uniqueness of the lot, 5 sides. Because it was approved and staff error, the building was constructed and any moving of the building at this time would cost thousands of dollars and displace the purchaser of the home for an extended period.

Mr. Sanders recommends approval of the requested variance with the following conditions: 1. The variance grants only the specific relief requested and applies only to the Principal Structure and not for any subsequent construction on the lot, including any future additions to the Principal Structure that would intrude farther into the setback.

MOVED by Mr. Gyldenvand, SECONDED by Mr. Vance to APPROVE the Variance Request for Case No. 174 – Green Tree Construction, Inc., 794 Hillock Ct, Parcel No. 34-19-85-10 as requested. ON A CALL OF THE ROLL, Mayor Smith, Bryon Gyldenvand, Lentry Vance, Jerry Deuman, voted aye, 0 nays, 1 abstain (Jean Grenlie) and 0 absent. MOTION CARRIED ON A ROLL CALL VOTE.

3. ADJOURNMENT

MOVED by Mr. Gyldenvand, SECONDED by Ms. Grenlie to ADJOURN the December 22, 2020 Special Board of Zoning Appeals meeting. 5 ayes, 0 nays, 0 absent. MOTION CARRIED ON A VOICE VOTE. The meeting adjourned at 1:32 p.m. Mayor Brian Smith, Chairperson Board of Zoning Appeals ss

CITY OF WAUPACA COMMUNITY DEVELOPMENT AUTHORITY

SPECIAL CALLED MEETING WEDNESDAY JANUARY 13, 2021 VIA VIDEO / TELECONFERENCING 5:30 P.M. Present: Mayor Brian Smith, Chairperson, Alderperson Paul Mayou, Pam Gusmer, Dennise Ross, Shellady Udoni Horn and Gene LeSage Absent: Tracy Behrendt Also Present: Andrew Dane, Senior Economic Development Specialist, Mike Beacom and Aaron Jenson, City Administrator

APPROVAL OF AGENDA

MOVED by Ms. Gusmer, SECONDED by Ms. Ross to APPROVE the Agenda as amended with an Addendum. 6 ayes, 0 nays, 1 absent. MOTION CARRIED ON A VOICE VOTE.

COMMUNITY DEVELOPMENT AUTHORITY 101

City Administrator Aaron Jenson provided a quick breakdown of the history of the Community Development Authority (CDA) and its statutory authority. He provided the powers of the CDA and described the overall purpose, which is to support continued revitalization of downtown Waupaca.

REVIEW OF DOWNTOWN BUSINESS INCENTIVE PROGRAM AND ECONOMIC

DEVELOPMENT GOALS

Mr. Dane described the goals and incentive of the Downtown Business Incentive Program are to upgrade downtown historic buildings and encourage new housing developments to attract visitors to support the downtown businesses.

STATUS OF ECONOMIC DEVELOPMENT GOALS

Mr. Dane then provided the matrix of the program saying the focus is to enhance the Downtown Incentive Program.

COMMUNICATION OF PROCEDURES / TIMELINES FOR FUTURE MEETINGS

Mr. Jenson described the procedure, and said that as applications are received he will set up a meeting within the next two weeks and asked of a day that is best for each member. It was decided that Tuesdays and Wednesdays would not work for most members.

Community Development Authority Meeting January 13, 2021

2

The Time into Closed Session is 6:08 p.m.

MOTION TO CONVENE INTO CLOSED SESSION IN ACCORDANCE WITH WISCONSIN STATE STATUTE 19.85(1)(C) DELIBERATING OR NEGOTIATING THE PURCHASING OF PUBLIC

PROPERTIES, THE INVESTING OF PUBLIC FUNDS, OR CONDUCTING OTHER SPECIFIED PUBLIC BUSINESS, WHENEVER COMPETITIVE OR BARGAINING REASONS REQUIRE A

CLOSED SESSION

MOVED by Ald. Mayou, SECONDED by Ms. Gusmer to CONVENE into Closed Session in Accordance with Wisconsin State Statute 19.85(1)(c) Deliberating or Negotiating the Purchasing of Public Properties, the Investing of Public Funds, or Conducting other Specified Public Business, whenever Competitive or Bargaining Reasons Require a Closed Session. 6 ayes, 0 nays, 1 absent. MOTION CARRIED ON A VOICE VOTE.

The Time into Open Session is 7:35 p.m.

MOTION TO RECONVENE INTO OPEN SESSION FOR POSSIBLE ACTION MOVED by Mr. LeSage, SECONDED by Ms. Udoni Horn to RECONVENE into Open Session for Possible Action. 6 ayes, 0 nays, 1 absent. MOTION CARRIED ON A VOICE VOTE. ACTION: MOVED by Mr. LeSage, SECONDED by Ms. Udoni Horn to APPROVE Option No. 3, distributing $40,000 with the possibility to approve an additional $20,000 at a later date for Mike Beacom, 201/203 North Main Street project. 6 ayes, 0 nays, 1 absent. MOTION CARRIED ON A VOICE VOTE.

ADJOURNMENT

MOVED by Ms. Gusmer, SECONDED by Ms. Ross, ADJOURNS the Special January 13, 2021 Community Development Authority Meeting. 6 ayes, 0 nays, 1 absent. MOTION CARRIED ON A VOICE VOTE. Meeting adjourned at 7:34 P.M. Mayor Brian Smith, Chairperson Community Development Authority

CITY OF WAUPACA SENIOR CENTER ADVISORY BOARD MEETING

REGULAR MEETING TUESDAY, JANUARY 19, 2021 VIA VIDEO / TELECONFERENCING 8:00 A.M.

1. CALL TO ORDER

Moment of silence observed for deceased friends.


3. ROLL CALL

Present: Chair, Gene Antoniewicz, Vice Chair, Roy Luellen, Secretary, Betty Stewart, Ald. Dave Peterson, Joan Bretwisch, Kim Kinner, Joanne Rasmussen, Diane Baker and Bob Tronsen

Absent: none

Also Present: Sara Reybrock, Senior Coordinator, Parks and Recreation Director Andrew Whitman, and Sue Wunderlich

4. APPROVAL OF AGENDA

Ms. Reybrock asked to remove item F. Other from the agenda

MOVED by Mr. Luellen, SECONDED by Ms. Rasmussen to APPROVE the Agenda with removal of item F. other. 9 ayes, 0 nays, 0 absent. MOTION CARRIED ON A VOICE VOTE.

5. APPROVAL OF MINUTES – NOVEMBER 10, 2020 MEETING

Approve minutes with correction. Diane Baker excused absence on November 20, 2020 meeting.

MOVED by Mr. Luellen SECONDED by Ms. Bretwisch to APPROVE the Minutes from the November 10, 2020 meeting with correction. 9 ayes, 0 nays, 0 absent. MOTION CARRIED ON A VOICE VOTE.

6. OLD BUSINESS: a. Helen Bader Grant/VR-Enhanced Rock Steady Boxing

Ms. Reybrock said the Senior Center has made it to the second phase of the Helen Bader Grant-Virtual Reality Rock Steady non-contact boxing program for those with Parkinson’s disease. She gave a brief overview of the health improvements for people using the program. There is a new partnership with ThedaCare for physical therapy assessments and will provide one person per week to help with the program. The grant request amount is $10,000-$15,000 for equipment, training and the VR systems.

Senior Center Advisory Board January 19, 2021

b. Membership and Age Change for 2021

Ms. Reybrock said there are new memberships with the lowered membership age of 50 years. Veterans can obtain a free membership for 2021.

c. Donation Fund Balance

Ms. Reybrock said the approximate fund balance is $27,600.

d. Board Member Pictures

Ms. Reybrock thanked everyone who had his or her photo taken.

7. NEW BUSINESS: a. Board Member Terms

Ms. Reybrock said that after speaking with Ms. Sandy Stiebs, the board is not able to vote on the term limits until April.

Mr. Antoniewicz said with the current term of either two-year or three-year board member terms, every six years, everyone’s term would end at the same time. He is suggesting that either the board member terms will be either two-year or three-year terms.

There was general discussion regarding the terms.

Ms. Reybrock said community members have two-year limits while other members are three-year terms.

MOVED by Ms. Rasmussen SECONDED by Ms. Bretwisch to TABLE the board member terms. 9 ayes, 0 nays, 0 absent. MOTION CARRIED ON A VOICE VOTE.

b. Schedule of Events for 2021

Ms. Reybrock said events depend on the pandemic outcome. She discussed the requirement of the grant used for the hydroponics to hold a program showing how to use the herbs and lettuce in six months after the purchase. She said the typical events include outdoor bingo, auction, dance, cheer boxes, rummage sale and a few others.

There was general discussion regarding food handling for a possible brat fry.

c. Kitchen Remodel Project

Mr. Whitman said there is no change in the project status. The city will do a study regarding all available options and best use for the City of Waupaca.

There was general discussion.

Senior Center Advisory Board January 19, 2021

d. Serenity Park Project Update

Ms. Reybrock said she contacted Silver Mist regarding installation of a retaining wall this spring. Silver Mist will get back to her regarding the project. Project funds are set aside. The memorial brick sales are still available for purchase.

e. Accreditation Update

Ms. Reybrock said all of the paperwork is in. The person that handles the accreditation had a medical emergency. There is a backlog due to COVID-19 so the update is currently on hold.

8. ADJOURNMENT

MOVED by Ms. Kinner, SECONDED by Ms. Rasmussen to ADJOURN the January 19, 2021 Waupaca Senior Center Advisory Board Meeting. 9 ayes, 0 nays, 0 absent. MOTION CARRIED ON A VOICE VOTE. Meeting adjourned at 8:25 am Sara Reybrock, Senior Coordinator Waupaca Senior Center Advisory Board tj

CITY OF WAUPACA COUNCIL PROCEEDINGS

REGULAR MEETING TUESDAY JANUARY 5, 2021 VIA VIDEO / TELECONFERENCING 6:06 P.M. 1. CALL TO ORDER

Pursuant to regulations, the Common Council of the city of Waupaca met on the above date and time. 2. PLEDGE OF ALLEGIANCE

3. CLERK TO READ OPEN MEETING STATEMENT Sandy Stiebs, City Clerk stated this meeting and all other meetings of the Common Council are open to the public. Proper notice has been posted and given to the Media, in accordance with Wisconsin State Statutes so that the citizens may be aware of the time, place, and agenda of this meeting.

4. ROLL CALL Present: Mayor Brian Smith, Alderpersons Steve Hackett, Lori Chesnut, Paul Hagen, Alan Kjelland, Scott Purchatzke, Dave Peterson, Paul Mayou (logged on at 6:21 p.m.), Dmitri Martin, Mary Phair, and Eric Olson Absent: none

A quorum was declared.

Also Present: Aaron Jenson, City Administrator, Sandy Stiebs, City Clerk, Kathy Kasza, Finance Director/Treasurer, Peg Burington, Library Director, City Attorney Tom Hart, Justin Berrens, Public Works Director, Andrew Whitman, Parks and Recreation Director, Chief Brian Hoelzel and Josh Werner, IT Community Media Director

5. APPROVAL OF CONSENT AGENDA

All items listed below are considered routine by the City Council and will be enacted by one motion. There will be no separate discussion on these items unless a Council member or City staff so requests it, in which event the item will be removed from the Consent Agenda and considered in its normal sequence on the Regular Agenda. The items selected for the Consent Agenda are as follows: Regular and Special Meeting Minutes, Monthly Income Report for the Parks and Recreation Department, Airport Hangar Reports, Monthly Department Head Reports, Payrolls and Bills, Quarterly Weights and Measures Reports, Quarterly Room Tax Reports, Second Reading of Ordinances, if received a unanimous recommendation at the previous meeting, project invoices for projects previously approved by City Council, any low bid budgeted operating or capital expenditure under $25,000 approved by the appropriate Board or Committee and any expenditure of non-city funds that received a unanimous recommendation.

A) PAY REQUESTS AND CHANGE ORDERS, INVOICES FOR PROJECTS/CONTRACTS HAVING PRIOR COUNCIL APPROVAL AND ANY OTHER INVOICES THAT MAY COME BEFORE THE COUNCIL: none

B) MONTHLY/QUARTERLY/ANNUAL REPORTS:

Council Proceedings January 5, 2021

1. Monthly Hangar Report for December 2020 2. Waupaca County Economic Development Corp. (WCEDC) Monthly Report for November 2020

C) APPROVAL OF BILLS – CITY GENERAL, WATER, SEWER, AND SPECIAL FUNDS

D) MEETING MINUTES: 1. WAUPACA HISTORICAL SOCIETY

• Minutes of a Regular Meeting on October 1, 2020 2. SENIOR CENTER ADVISORY BOARD

• Minutes of a Regular Meeting on November 10, 2020 3. POLICE AND FIRE COMMISSION

• Minutes of a Regular Meeting on December 8, 2020 4. AIRPORT BOARD

• Minutes of a Rescheduled Meeting on December 10, 2020 5. COMMITTEE OF THE WHOLE

• Minutes of a Special Called Meeting on November 17, 2020 6. WAUPACA AREA PUBLIC LIBRARY BOARD

• Minutes of a Regular Meeting on December 16, 2020 7. PARKS AND RECREATION BOARD

• Minutes of a Regular Meeting on December 3, 2020 8. COUNCIL PROCEEDINGS

• Minutes of a Regular Meeting on November 17, 2020 • Minutes of a Public Hearing and Regular Meeting on December 1, 2020

MOVED by Ald. Olson, SECONDED by Ald. Chesnut, Council APPROVES of the Consent Agenda as printed. 9 ayes, 0 nays, 1 absent. MOTION CARRIED ON A VOICE.

6. REGULAR AGENDA

MOVED by Ald. Phair, SECONDED by Ald. Peterson Council APPROVES of the Regular Agenda as printed. 9 ayes, 0 nays, 1 absent. MOTION CARRIED ON A VOICE VOTE.

7. NON-AGENDA ITEMS AND ANNOUNCEMENTS A. ANNOUNCEMENTS AND CORRESPONDENCE:

1. Proclamation Honoring Lois Mae Dorschner on Her 100th Birthday – Mayor Smith read the Proclamation into the record.

B. PUBLIC INPUT - NON AGENDA ITEMS: none

8. UNFINISHED BUSINESS:

a. Resolution No, 1474, Adoption of the City of Waupaca Comprehensive Outdoor Recreation Plan 2021-2025 – Andrew Whitman, Parks and Recreation Director Parks and Recreation Director Andrew Whitman explained this is a cleanup item for East Central Regional Wisconsin Planning Commission as Mr. Whitman was unaware that a Resolution needed to be adopted when Council previously approved the City of Waupaca Comprehensive Outdoor Recreation Plan 2021-2025.


MOVED by Ald. Kjelland, SECONDED by Ald. Chesnut, Council ADOPTS Resolution No. 1474, Adoption of the City of Waupaca Comprehensive Outdoor Recreation Plan 2021-2025. ON A CALL OF THE ROLL Ald. Hackett, Ald. Chesnut, Ald. Hagen, Ald. Kjelland, Ald. Purchatzke, Ald. Peterson, Ald. Martin, Ald. Phair and Ald. Olson voted aye, 0 nays, 1 absent. MOTION CARRIED ON A ROLL CALL VOTE. 9. NEW BUSINESS:

a. City of Waupaca Bike and Pedestrian Plan – Andrew Whitman, Parks and Recreation Director

Parks and Recreation Director Andrew Whitman said he received a bid from East Central Regional Wisconsin Planning Commission to complete a Bicycle & Pedestrian Plan for an amount not to exceed $15,370. He said this was budgeted within the 2021 Capital Improvement Budget.

Ald. Mayou joined the meeting at 6:21 p.m. MOVED by Ald. Hackett, SECONDED by Ald. Chesnut, Council APPROVES of entering into a Contract with East Central Wisconsin Regional Planning Commission (ECWRPC) to complete a Bicycle & Pedestrian Plan for an amount not to exceed $15,370. ON A CALL OF THE ROLL Ald. Hackett, Ald. Chesnut, Ald. Hagen, Ald. Kjelland, Ald. Purchatzke, Ald. Peterson, Ald. Mayou, Ald. Martin, Ald. Phair and Ald. Olson voted aye, 0 nays, 0 absent. MOTION CARRIED ON A ROLL CALL VOTE.

b. Update Acquisition and Development Agreement: St. Mary’s Church – Aaron Jenson, City

Administrator

Mr. Jenson summarized that to date; Mr. Nino Pedrelli has had no development proposals on the former St. Mary’s Church and he is recommending that Council amend the agreement for a second time extending the date of the agreement through December 31, 2021. MOVED by Ald. Phair, SECONDED by Ald. Martin, Council EXTENDS the Amended Version of the Acquisition and Development Agreement with Mr. Nino Pedrelli for St. Mary’s Church. ON A CALL OF THE ROLL Ald. Hackett, Ald. Chesnut, Ald. Hagen, Ald. Kjelland, Ald. Purchatzke, Ald. Peterson, Ald. Mayou, Ald. Martin, Ald. Phair and Ald. Olson voted aye, 0 nays, 0 absent. MOTION CARRIED ON A ROLL CALL VOTE. c. Resolution No. 1475, City of Waupaca Compliance with Section 104 (I)(1) of Title I of the Housing

and Community Development Act of 1974 as Amended (42 U.S.C. 69 §5304) – Aaron Jenson, City Administrator

Mr. Jenson explained that Resolution No. 1475 directly relates to the CDBG Program and Grant money and requires that municipalities adopt policies that relate to excessive force within the Police Department.

MOVED by Ald. Peterson, SECONDED by Ald. Chesnut, Council ADOPTS Resolution No. 1475, City of Waupaca Compliance with Section 104(I)(1) of Title I of the Housing and Community Development Act of 1974 as amended (42 U.S.C. 69 §5304). ON A CALL OF THE ROLL Ald. Hackett, Ald. Chesnut, Ald. Hagen, Ald. Kjelland, Ald. Purchatzke, Ald. Peterson, Ald. Mayou, Ald. Martin, Ald. Phair and Ald. Olson voted aye, 0 nays, 0 absent. MOTION CARRIED ON A ROLL CALL VOTE.


d. City Wide Deer Hunt – Aaron Jenson, City Administrator

Mr. Jenson said that the city has supported a managed deer hunt to reduce the deer population within city limits for the past three years. This hunt will be managed by city employee Roger Hansen and coordinated with Jacob Fries from the Wisconsin DNR to ensure proper approvals and state laws and regulations are followed. The hunt will take place from January 15, 2021 through March 31, 2021. MOVED by Ald. Martin, SECONDED by Ald. Phair, Council APPROVES of a City Managed Deer Harvest from January 15, 2021 through March 31, 2021. ON A CALL OF THE ROLL Ald. Hackett, Ald. Chesnut, Ald. Hagen, Ald. Kjelland, Ald. Purchatzke, Ald. Peterson, Ald. Mayou, Ald. Martin, Ald. Phair and Ald. Olson voted aye, 0 nays, 0 absent. MOTION CARRIED ON A ROLL CALL VOTE. e. License Report No. 1521, Taxicab Vehicle Renewal – Sandy Stiebs, City Clerk

MOVED by Ald. Chesnut, SECONDED by Ald. Hagen, Council APPROVES of License Report No. 1521, Taxicab Vehicle Renewal. 10 ayes, 0 nays, 0 absent. MOTION CARRIED ON A VOICE VOTE.

f. License Report No. 1522, Taxi Driver’s Renewal – Sandy Stiebs, City Clerk

MOVED by Ald. Olson, SECONDED by Ald. Hackett, Council APPROVES of License Report No. 1522, Taxi Driver’s Renewal, pending payment of monies owed to the City. 10 ayes, 0 nays, 0 absent. MOTION CARRIED ON A VOICE VOTE.

g. License Report No. 1523, Operator’s Licenses – Sandy Stiebs, City Clerk

MOVED by Ald. Phair, SECONDED by Ald. Peterson, Council APPROVES of License Report No. 1523, Operator’s Licenses, pending payment of monies owed to the City. 10 ayes, 0 nays, 0 absent. MOTION CARRIED ON A VOICE VOTE.

h. License Report No. 1524, Dance Hall Licenses – Sandy Stiebs, City Clerk

MOVED by Ald. Kjelland, SECONDED by Ald. Hackett, Council APPROVES of License Report No. 1524, Dance Hall Licenses. 10 ayes, 0 nays, 0 absent. MOTION CARRIED ON A VOICE VOTE.

i. License Report No. 1525, “Class B” Intoxicating Liquor Licenses and Class “B” Fermented Malt Beverage License AGENT ONLY CHANGE for Waupaca Hospitality Corp. PAR 4 Resort, 201 Foxfire Drive to Russell L. Reeves, Agent – Sandy Stiebs, City Clerk

MOVED by Ald. Hackett, SECONDED by Ald. Phair, Council APPROVES of License Report No. 1525, “Class B” Intoxicating Liquor Licenses and Class “B” Fermented Malt Beverage License AGENT ONLY CHANGE for Waupaca Hospitality Corp. PAR 4 Resort, 201 Foxfire Drive to Russell L. Reeves, Agent. 10 ayes, 0 nays, 0 absent. MOTION CARRIED ON A VOICE VOTE.

j. License Report No. 1526, Scrap Dealer Licenses – Sandy Stiebs, City Clerk

MOVED by Ald. Peterson, SECONDED by Ald. Olson, Council APPROVES of License Report No. 1526, Scrap Dealer Licenses. 10 ayes, 0 nays, 0 absent. MOTION CARRIED ON A VOICE VOTE.


10. ISSUES/PROJECT DISCUSSION (30 MINUTE MAXIMUM) – NO ACTION REQUIRED: none 11. COMMUNICATIONS AND RECOMMENDATIONS OF THE MAYOR - none 12. ADJOURNMENT MOVED by Ald. Hagen, SECONDED by Ald. Kjelland, Council ADJOURNS until the next Regular Council Meeting on Tuesday January 19, 2021, subject to call. 10 ayes, 0 nays, 0 absent. MOTION CARRIED ON A VOICE VOTE.

MEETING ADJOURNED AT 6:52 P.M. Mayor Brian Smith ss

CITY OF WAUPACA COUNCIL PROCEEDINGS

REGULAR MEETING TUESDAY JANUARY 19, 2021 VIA VIDEO / TELECONFERENCING 6:00 P.M. 1. CALL TO ORDER Pursuant to regulations, the Common Council of the city of Waupaca met on the above date and time.


3. REPORT FROM CLERK ON OPEN MEETING LAW COMPLIANCE

Sandy Stiebs, City Clerk stated this meeting and all other meetings of the Common Council are open to the public. Proper notice has been posted and given to the Media in accordance with Wisconsin State Statutes so that the citizens may be aware of the time, place, and agenda of this meeting.

4. ROLL CALL Present: Mayor Brian Smith, Alderpersons Lori Chesnut, Alan Kjelland, Scott Purchatzke, Dave Peterson, Paul Mayou, Dmitri Martin, Mary Phair and Eric Olson Absent: Ald. Steve Hackett and Ald. Paul Hagen (both excused)

Also Present: Aaron Jenson, City Administrator, Sandy Stiebs, City Clerk, Kathy Kasza, Finance Director/Treasurer, Peg Burington, Library Director, City Attorney Tom Hart, Justin Berrens, Public Works Director, Andrew Whitman, Parks and Recreation Director, Sergeant Wes Zube and Josh Werner, IT Community Media Director

A quorum was declared. 5. CONSENT AGENDA

A. MONTHLY REPORTS: 1. Finance Director/Treasurer’s Report for the Month of December 2020 (not provided) 2. Director of Public Works Report for the Month of December 2020 3. Parks & Recreation Department and Income Report for the Month of December 2020 4. Police Department Report for the Month of December 2020 5. IT/Community Media Director Report for the Month of December 2020 6. City Clerk’s Report for the Month of December 2020 7. City Administrator’s Report for the Month of December 2020

B. PAY REQUESTS AND CHANGE ORDERS, INVOICES FOR PROJECTS/CONTRACTS HAVING PRIOR COUNCIL APPROVAL AND ANY OTHER INVOICES THAT MAY COME BEFORE THE COUNCIL: none

C. MONTHLY/QUARTERLY/ANNUAL REPORTS: 1. Waupaca Municipal Airport Hangar Report for January 2021 2. Waupaca County Economic Development Corporation (WCEDC) Annual Report for 2020

D. APPROVAL OF BILLS – CITY GENERAL, WATER, SEWER, AND SPECIAL FUNDS


E. MEETING MINUTES: 1. CITY PLAN COMMISSION

• Minutes of a Regular Meeting on October 7, 2020 • Minutes of a Regular Meeting on October 26, 2020

2. POLICE AND FIRE COMMISSION • Minutes of a Regular Meeting on January 12, 2020

3. PARKS AND RECREATION BOARD Minutes of a Regular Meeting on January 7, 2021

Under Number 5 Consent Agenda, Letter A Monthly Reports, No. 4 Police Chief’s Report for December was uploaded to the city website and No. 7 the City Administrator’s Report was uploaded to the city website. Under No. 5 Consent Agenda, Letter D, Approval of Bills were uploaded to the city website. MOVED by Ald. Phair, SECONDED by Ald. Martin, Council APPROVES of the Consent Agenda as amended. 8 ayes, 0 nays, 2 absent. MOTION CARRIED ON A VOICE VOTE. Public Works Director Justin Berrens asked that No. 9, New Business, letter b, 2021 Clarifier Rehabilitation Project Award be removed from the Regular Agenda. 6. REGULAR AGENDA MOVED by Ald. Chesnut SECONDED by Ald. Peterson Council APPROVES of the Regular Agenda as amended. 8 ayes, 0 nays, 2 absent. MOTION CARRIED ON A VOICE VOTE.

7. NON-AGENDA ITEMS AND ANNOUNCEMENTS A. ANNOUNCEMENTS AND CORRESPONDENCE: 1. Presentation of Certificate of Appreciation to John P. Bartel for 5 years of service to the City – Mr. Bartel was not present; Justin Berrens, Public Works Director will present the certificate to him along with some donuts for the crew.

2. Presentation of Plaque to Captain John D. Helgeson for 25 years of service to the City – Captain Helgeson was not present; Sergeant Zube and Chief Brian Hoelzel will present the plaque to him.

B. PUBLIC INPUT: none

C. COMMUNITY / DEPARTMENT HEAD ANNOUNCEMENTS/REPORTS: -Kathy Kasza, Finance Director/Treasurer reported she has been busy training Jeri Allen, Deputy

Treasurer.

-Peg Burington, Library Director reported her department has been discussing increasing service levels and will revisit it the first week in February to make some decisions about opening up a little bit. Ms. Burington reported the statistics she has regarding service provided to patrons during the pandemic as well as the number of Wi-Fi connections. –Justin Berrens, Public Works Director reported the Wastewater department has completed the amalgam reporting for 2020 and repaired the sludge recirculation pump in the main sludge handling building. The Aeration Upgrade Project is completed. Request for proposals and design services have been prepared and distributed for High Street and Harrison Street. Main Street construction is


expected to start in March or early April. Emerald Ash Borer has been discovered in the city and was been confirmed by the Department of Natural Resources (DNR). Mr. Berrens asked that all residents be aggressive to eliminate this invasive species and said that street crews will be cutting down 90-95 trees that are located within the boulevard, about 55 trees located in the city parks and 16 trees located on Main Street. The trees will be replaced in the future as his budget allows.

-Andrew Whitman, Parks and Recreation Director reported that remodeling work as begun on the Riverside Park Shelter to include upgrades inside of the bathroom. Senior Center memberships are increasing with free membership for Veterans in 2021. His department has been working on the annual report, which should be available in February. -Sergeant Wes Zube reported that the P&F Commission was introduced to Tiffany Stotzheim who is the new Administrative Assistant for the Police Department. There were seven drug arrests in the city that resulted in two search warrants in which the Officers recovered meth that had a street value of $3,600 and other drug paraphernalia. The Adopt a Family Christmas program was a success with approximately $250 donated to a family that was in crisis. He thanked Ald. Lori Chesnut for her help.

–Josh Werner, IT Community Media Director reported that additional security cameras have been installed at the Airport on the east side of the T-Hangar building. A/V upgrades are complete in the City Council Chambers and he has completed working with Winchester Academy to present a virtual fall series. Waupaca Online has turned the grant application into the Public Service Commission with help from Greg the city’s shared grant writer.

-Sandy Stiebs, City Clerk reported that she has learned that the two ICE Voting machines will not be available in time for the February and April 2021 Elections due to COVID. The purchase of the two new ICE Voting machines were allowed in the Road to Recovery Grant saving the city $14,700. Ms. Stiebs added that there is a February 16, 2021 Primary Election and absentee ballots will be mailed on January 26, 2021 per State Statutes.

–Aaron Jenson, City Administrator reported that starting in February on the first Tuesday of each month and thereafter, Department Heads would be providing Strategic Planning updates. Noah Lencki has created 28 videos for the city’s marketing library. The city held its first newly reconstituted Community Development Authority (CDA) meeting, where they reviewed, and approved the first infrastructure application. Staff is working with our neighboring townships on establishing a room tax zone that would allow room tax dollars to be distributed to the municipality in which the dollars originate from the result of Airbnb’s. -Community – Laura Jandacek, Adult Programming Coordinator at Waupaca Public Library thanked Council and the City of Waupaca for their ongoing support in the Library projects and for their support in the Waupaca Area Culture Network. Ms. Jandacek described the upcoming Sidewalk Poetry Project, which will imbed poetry in a four-block area of sidewalks during the Main Street Reconstruction project. They have also distributed 1,607 Take and Make Craft Kits to families during the pandemic.

8. UNFINISHED BUSINESS a. Mayor Smith’s Appointment of the Following Members to the Community Development Block Grant (CDBG) Committee:


• John Ryan • Julie Thompson • Dave Peterson • Thiago Souza • Lori Chesnut • Dick Phillipsen

MOVED by Ald. Kjelland SECONDED by Ald. Olson Council APPROVES Mayor Smith’s appointments to the Community Development Block Grant (CDBG) Committee: John Ryan, Julie Thompson, Dave Peterson, Thiago Souza, Lori Chesnut and Dick Phillipsen. 8 ayes, 0 nays, 2 absent. MOTION CARRIED ON A VOICE VOTE. 9. NEW BUSINESS: a. 8000 Digester Cover Rehabilitation Design Project Award – Justin Berrens, Public Works Director Public Works Director Justin Berrens said that the 8000 Building at the Waupaca Wastewater Treatment Facility (WWTF) is the oldest building at the plant and it is the original plant with office that has since been converted to handle sludge and grease treatment. The anaerobic digester was first put into service in 1955 with the cover operating solely as a floating cover system up to 1996. It was subsequently placed into a fixed position in 1997. Mr. Berrens said it is time to pull the cover and perform a thorough inspection again and he felt it was time to convert the cover back to floating to better manage their waste stream, improve control on expenses and increase operational safety. Mr. Berrens is asking Council to approve entering into an Agreement with McMahon Associates, Inc. for design, bidding, and construction services of the 8000 Building Digester Cover Rehabilitation project in an amount not to exceed $28,900. Funding will be from the 2021 Sewer Revenue Bonds. MOVED by Ald. Chesnut SECONDED by Ald. Kjelland Council APPROVES of Entering into an Agreement with McMahon Associates, Inc. for Design, Bidding and Construction services of the 8000 Building Digester Cover Rehabilitation project in an amount not to exceed $28,900 with funds coming from the 2021 Sewer Revenue Bonds. ON A CALL OF THE ROLL Ald. Chesnut, Ald. Kjelland, Ald. Purchatzke, Ald. Peterson, Ald. Mayou, Ald. Martin, Ald. Phair and Ald. Olson voted aye, 0 nays, 2 absent. MOTION CARRIED ON A ROLL CALL VOTE.

b. 2021 Clarifier Rehabilitation Project Award – Justin Berrens, Public Works Director - REMOVED c. Resolution No. 1476, Authorized Representative to File Applications for Financial Assistance from State of Wisconsin Environmental Improvement Fund – Justin Berrens, Public Works Director Public Works Director Justin Berrens explained that Resolution No. 1476 authorizes the Mayor or City Administrator to file applications for financial assistance from the State of Wisconsin Environmental Improvement Fund. MOVED by Ald. Phair SECONDED by Ald. Martin Council APPROVES of Resolution No. 1476, Authorized Representative to File Applications for Financial Assistance from State of Wisconsin Environmental Improvement Fund. 8 ayes, 0 nays, 2 absent. MOTION CARRIED ON A VOICE VOTE.

Council Proceedings January 19, 2021 d. License Report No. 1527, Taxi Driver’s Renewal – Sandy Stiebs, City Clerk MOVED by Ald. Olson SECONDED by Ald. Kjelland Council APPROVES of License Report No. 1527, Taxi Driver’s Renewal. 8 ayes, 0 nays, 2 absent. MOTION CARRIED ON A VOICE VOTE. e. License Report No. 1528, Dance Hall Licenses – Sandy Stiebs, City Clerk MOVED by Ald. Phair SECONDED by Ald. Peterson Council APPROVES of License Report No. 1528, Dance Hall Licenses. 8 ayes, 0 nays, 2 absent. MOTION CARRIED ON A VOICE VOTE. 10. ISSUES/PROJECT DISCUSSION (30 MINUTE MAXIMUM)-NO ACTION REQUIRED - none 11. COMMUNICATIONS AND RECOMMENDATIONS OF THE MAYOR Mayor Smith said he is considering having all city meetings virtually through the month of February and asked Council to email him if they had suggestions. 12. ADJOURNMENT MOVED by Ald. Kjelland, SECONDED by Ald. Chesnut Council ADJOURNS until the next Regular Council Meeting on Tuesday February 2, 2021, subject to call. 8 ayes, 0 nays, 2 absent. MOTION CARRIED ON A VOICE VOTE. MEETING ADJOURNED AT 7:07 P.M. Mayor Brian Smith

ss

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ORDINANCE NO. 01-2021 (2021)

AN ORDINANCE AMENDING ORDINANCE NO. 09-2020 WHICH REPEALS AND RECREATES CHAPTER 17,

ZONING CODE, CITY OF WAUPACA MUNICIPAL CODE WHEREAS, the intent of Ordinance No. 09-2020 is to incorporate a Zoning District Map as part of the ordinance which delineates the location and boundaries of the zoning districts established, and WHEREAS, said Zoning District Map was not included in Ordinance No. 09-2020, NOW THEREFORE BE IT ORDAINED: Section 1: The Zoning Districts Map attached hereto as Exhibit A is hereby included in Ordinance No. 09-2020 by reference. Section 2: This ordinance shall take effect upon passage and publication according to law. Brian Smith, Mayor Adopted: , 2021. Published: , 2021. ATTEST: Sandy M. Stiebs, City Clerk

CTY HWY QQ

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µZONING DISTRICTS MAPWaupaca County, WisconsinCITY OF WAUPACA

ZONING DISTRICTSR1, Single-Family Residence District

R2, Two-Family Residence District

R3, Multiple-Family Residence District

B1, Neighborhood Business District

B2, Central Business District

B3, General Commercial District

B4, Strip Commercial District

B5, Planned Commercial District

B6, Interchange Zone District

B7, Riverfront District

PUL, Public Facility and Utility Lands District

PUD, Planned Unit Development District

I1, Light Industrial District

I2, Heavy Industrial District

AG, Agricultural District

RC, Resource Conservation District

Q, Quarrying District

Parcels & RoadsCity BoundaryRailroadWater

Legend

OVERLAY DISTRICTFSC, Fulton Street Corridor Overlay

EXHIBIT A

Aaron Jenson, City Administrator 111 S. Main Street • Waupaca, WI 54981

[email protected] www.cityofwaupaca.org

715.258.4411

To: Mayor Smith and City Council From: Aaron Jenson, City Administrator Date: 2/02/2021 Re: City Hall Software Contract ____________________________________________________________________________________

Background: Staff has been working to address the City’s Strategic Plan Action Item - Priority 1 (Accelerate Economic Development), Action Item 2 (Streamline Economic Development Processes and Procedures) subsection (b) (Simplify Permitting process).

Our current software package lacks efficiency and is not viewed as customer friendly by customers or staff. This lack of user friendliness discourages online use, which results in staff spending time duplicating data entry as permits and applications are received outside of the software. In past years, staff has asked software customer support to consider creating systems that address concerns and increase efficiency. To date there have been no improved systems that have resulted from these requests. The current software package currently costs approximately $11,500 per year.

Summary: Josh Werner, Ronda Rollins, Elisabeth Holzwarth have researched different software options that address our current concerns and accomplish our goals of simplifying the permitting process for customers and increasing efficiency in staff workflows. Software companies researched included Dude Solutions, Evolve, IWorQ, GovPilot, CitizenServe and MyGov.

After numerous demos, pricing requests and reference checks staff narrowed down the list to Dude Solutions and Evolve. Staff has found that Dude Solution’s system is extremely user friendly for staff and the public.

The pricing breakdown for the two systems that best met the City’s needs were as follows.

First Year Costs Dude Solutions Evolve

Setup Cost (one time cost): $24,855.47 $14,000 Annual Maintenance (prorated): $4,030.84 $7,666.00 Total First Year Cost: $28,886.31 $21,666

City Hall Software Contract Page 2

Annual Costs After First Year Dude Solutions Evolve

$12,092.52 $23,000

Though Evolve would be less expensive in year 1, Evolve’s cost would exceed Dude Solutions in year 2 and that gap would continue to widen year after year. As noted earlier in this memo, our current software has an $11,500 annual maintenance cost meaning Dude Solutions is $592 more per year. This difference is already budgeted for in our 2021 operational budget.

The 2021 Capital Improvement Plan has $16,000 budgeted for this software upgrade. Other IT related expenses originally budgeted within the CIP included annual computer replacements ($10,000) and Council Chamber technology upgrades ($5,500). Both of these expenses were reimbursed in full through the CARES Act, Routes to Recovery Program. Because of CARES Act reimbursements, our technology related upgrades remain under budget by $6,644.53.

1st Year Funding Breakdown

CIP (GO Revenue Bonds): $24,855.47

Operational Budgets: $4,030.84

How Dude Solutions addresses challenges seen in our current software…

• Public accessible web interface for users to fill out forms for permits, code complaints, licenses and other public facing documentation to apply for permits.

o This will allow CED and Clerk’s department staff to use software for not only construction type permits but also planning application submittal such as Conditional Use Permits, Site Plan Review, Rezoning, Variances, operator’s licenses, cat and dog licenses, parking permits, etc.

o Applicant input of data vs staff o Submit and hold for completeness o Simultaneous reviews if desired allowing staff to issue permits sooner o Automated work flow between departments for improved

communication o Automated emails to the public for payment, needed documentation if

missing from application, issuance of permits, issuance of inspection reports and reminders to renew permits/licenses.

City Hall Software Contract Page 3

• Up-to-date property ownership information via REST web services with Waupaca

County o Current software requires splits and ownership information to be changed

manually

• GIS integration allowing public access to parcel specific information and reports within a central location.

• Integrated mobile app for easy access to employees in the field with an offline capability.

• Paperless, helps the City reach goal of paperless (important to note that

accommodations will be made to assist those users who are unable to complete an application or permit online).

• Keeps the city competitive with the expectations of the public by making government services available 24/7 by allowing our citizens to fill out forms, apply for licenses and permits and check status of applications anytime from the web interface. Payments can be made online saving our citizens a trip to city hall and offers flexibility by allowing items to be completed online at any time. The need to offer this became more apparent during COVID related closures.

Recommendation: Approve 2021 Software Contract with Dude Solutions

Attachments:

• Dude Solutions 2021 Software Proposal for City of Waupaca

PREPARED FORCity Of Waupaca111 South Main StreetWaupaca, WI 54981

PREPARED BYDude Solutions, Inc.

PUBLISHED ONJanuary 20, 2021

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Q-220242

This SOW has been defined to leverage DSI's experience, while optimizing the use of resources, therebymaximizing cost efficiencies on behalf of Client.

Based on our current understanding of the complexity and scope of this effort and the expected involvement ofthe DSI team resources, the current estimated Fixed Price for this engagement is shown in the Investmenttable. This estimated cost breakdown is as follows:

Pricing is based on...

Solutions - SubscriptionSmartGov - Enterprise- SmartGov Permitting- SmartGov Code Enforcement- SmartGov Business LicenseSmartGov Connector Merchant

Subscription Term: 10 months

6 months included at no additional costSubtotal: 4,030.84

USD

Implementation & Services

Portal Configuration

Map Connector Configuration

Parcel Connector Configuration

General Config

Workflow template customization (package of 10)

Fees Configuration (Pages)

Existing Merchant Connector

Project Management

Subtotal:24,855.47 USD

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Virtual Training

Data Migration

Subtotal:24,855.47 USD

Total Initial Investment 28,886.31 USD

Pricing for the First Renewal Term is 12,092.53 USD

Sourcewell/NJPA purchasing contract

• https://www.sourcewell-mn.gov/cooperative-purchasing/090320-sdi#tab-contract-documents (https://www.sourcewell-mn.gov/cooperative-purchasing/090320-sdi#tab-contract-documents).

• Contract #090320-SDI• Expiration date: 11/2/2024

The above level of effort and associated pricing is based on the SMARTGOV package selected by City OfWaupaca and is subject to change based on defined client requirements that may be discovered during projectdelivery. Any identified project scope or requirements changes will be addressed via DSI Change ControlAuthorization ("CCA") process.

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https://www.sourcewell-mn.gov/cooperative-purchasing/090320-sdi#tab-contract-documents



4

IntroductionDude Solutions, Inc. ("DSI") is pleased to submit this Statement of Work ("SOW") to City Of Waupaca forSmartGov Professional Services. SmartGov streamlines permitting, planning/zoning, Inspections, codeenforcement, and business licensing, providing efficiency for your jurisdiction and enhanced customer servicefor your citizens. The package City Of Waupaca has chosen for implementation of SmartGov will beimplemented using proven processes and methodologies managed by an experienced project managerdedicated to delivering a successful project.

DSI looks forward to the opportunity to deliver these services and the ever-lasting development of a strongbusiness partnership.

DefinitionsIn addition to the terms defined elsewhere in this SOW, the following terms have the following meanings:

"Change Control Authorization" or "CCA" means any request by the client to modify the scope of work,schedule, or costs will require preparation of a Change Control Authorization ("CCA" or "change order") formdetailing the work to be performed, as well as the associated costs and schedule impact. Additional work will beperformed only after both parties have duly executed the CCA. Scope of work changes will impact the projectschedule which will be updated to reflect such changes upon CCA approval.

"Closing Phase" means the phase that represents the completion of a project where all metrics are finalized,all deliverables are complete and accepted by client, and all remaining billing/invoicing takes place prior toproject closure and acceptance.

"Deliverable Acceptance Form" means the form that is a standard PMO form used for client to agree toaccept a deliverable as complete and final.

"Escort" means the client provided resource/person to take Dude Solutions, Inc. ("DSI") resources around clientfacilities and provide access to restricted areas agreeable between client and DSI as needed.

"Executing Phase" means the phase of the project where deliverables are developed and completed.

"Fixed Price/Fixed Fee/Fixed Price Project" means the project pricing includes all services, tasks, andexpenses associated with the client project.

"Monitoring and Controlling Phase" means the phase for measuring project progression and performanceand ensuring that everything happening aligns with the project management plan.

"Onsite Services Completion" means onsite services have been completed and when necessary, theDeliverable Acceptance form will be used to document the completion of deliverables provided during theonsite services visit.

"Orientation Call" or "Project Kick-Off Call" means the call/meeting which begins the project and properexpectations are set between DSI and the client.

"Output Documents" standard or custom documents generated from SmartGov "e.g. permits, Certificates ofOccupancy, violation letters, business licenses, receipts"

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"Orientation Call Completion" means the Orientation Call or Project Kick-Off Call has been completed and theproject has begun and proper expectations have been set between DSI and the client.

"Professional Services or Services" means professional, technical, consulting and/or other services.

"Project Completion" means the project completion occurs when all deliverables of the project have beencompleted and accepted by the client via the Project Completion Acceptance Form.

"Project Completion Acceptance Form" means the form that is a standard PMO form used for client to agreeto accept a project as complete and final.

"Project Management Methodology" means the manner and process used to deliver services projects.

"Project Management Office" or "PMO" means the office that provides the oversight and standardizedprocesses to consistently deliver projects in a concise, consistent, and standardized manner. The PMO managesand maintains the processes and standard templates utilized to manage DSI projects.

"SmartGov Modules" means the Permitting Module (permits for all departments), the code EnforcementModule, the Business Licensing Module, and the Recurring Inspection module.

"Software Component Configuration" means the components within the software have been configured perclient specifications.

"Statement of Work Acceptance" means the signing and accepting of the terms of the Statement of Workdocument by client.

"Support Engagement" means the point in the project where implementation services end and productsupport begins.

"System Configuration Completion" means the configuration items within the software have been configuredper client specifications.

"System Level Configuration Items" standard configurable items that are applied across departments andcase templates.

"Training Completion" means the onsite or virtual training has been completed and when necessary, theDeliverable Acceptance form will be used to document the completion of deliverables provided for completionof the onsite or virtual training services.

"User Acceptance Testing – UAT" means that after the system is configured the client will have an opportunityto perform user level testing based on client developed test scripts. DSI will correct issues as documented andpresented during this process.

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Project Scope and ApproachImplementation Process Overview

In order to successfully implement the SmartGov application, DSI will work with City Of Waupaca to understandrequirements necessary to configure and set up the SmartGov application to streamline processes related topermitting, planning/zoning, inspections, code enforcement and business licensing for your jurisdiction andcitizens. Once the City Of Waupaca has reviewed, and approved these requirements and processes, DSI willconfigure and setup the application to support the City Of Waupaca's unique business rules.

Following the configuration and modeling work, DSI will train the City Of Waupaca's team using its jurisdiction-specific configuration. After training, DSI will work with City Of Waupaca to test the work performed andprovide the necessary updates to successfully implement the solution. The system will then be ready to go livein production. If the City Of Waupaca purchases "Go-Live Support" packages, DSI will provide support for theperiod of time defined in the statement of work.

Customer Implementation Engagement Sessions ("CIES")Client project team representatives and DSI project team representatives will dedicate time to meet in personor via teleconference to maintain communication and conduct coordination of project activities and tasks.

Deliverables

Dude Solutions will provide the following task deliverables:

• Project Management Meeting Schedule• Data Migration and Technical Design Meeting Schedule• Configuration Meeting Schedule• Meeting notes or recordings for all scheduled meetings

The client will provide the following resources or task deliverables:

• A complete project team roster, including email addresses, phone numbers, and roles / titles• Necessary communication / information to allow all project schedules to be finalized• Timely response to task-related emails or phone calls to enable on-time completion of all assignments• A minimum of 24-hour notice if all minimum required members for any scheduled meeting cannot

attend the meeting. This will allow the meeting coordinator sufficient time to cancel or re-schedule themeeting as necessary

Assumptions and Constraints

• Initial proposed meeting plans from DSI will reflect the minimum recommended frequency, duration,participants (by job title or role), topics, and action items to address the full SOW

• Final meeting plan will be approved by the client key sponsor(s)• Coordination and integration of the PM meeting, data migration, technical design meeting, and

configuration meeting will align with the scope of the project, client organizational structure, andassigned resources

• The Client will provide dedicated knowledgeable technical resource available for questions• The Client will provide a dedicated knowledgeable resource for mapping analysis

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• The Client will provide read only access and screen shots for various permits/case types to providecontext to DSI data migration specialists

• The Client will provide resources for validation throughout the process• Client will provide side-by-side data entry for 2 weeks prior to go-live• Response time for questions is one business day• DSI may require up to 3 backups of data for each database throughout the process

Planning, Initial Set Up & System Level ConfigurationConfiguration begins with planning and analysis necessary to establish the overall configuration approach.After planning, and once the approach is documented and agreed to, DSI will set up the SmartGovenvironments to support implementation. DSI Consultants begin configuration with system level items or itemsthat apply generally across all departments and types of configuration items.

Setup of environments to support SmartGov implementation and configuration of core items in each SmartGovmodule that are specific to City Of Waupaca 's requirements. These core items are defined/configured at theclient level [i.e. these are configurable items that will be standard or shared across all departments andconfiguration types].

Deliverables


• A Configuration Plan document that includes:• Identified current and future state business processes to be supported by the final product via

the configuration work effort• Recommended approach to configuration that supports the identified business processes and

activities• Configuration details for all permit, inspection, license, and code enforcement types to be

configured in SmartGov. All templates required for creating the configuration types will becreated in SmartGov based on requirements gathered in meetings with the client

• SmartGov Environments to support the implementation process including:• Configuration (Dude Solution access only for configuration)• Validation (client has access for testing, can be refreshed with configuration copy upon request)• Training

• Weekly configuration status reports (in PDF format) generated from the client specific configurationinstance of SmartGov. These reports serve as the primary source to demonstrate core configurationelements, status, and needs

• Jurisdiction configuration, per Configuration Plan, to include as needed:• Parcel and/or address information management• Contact information management• Contractor license information management• Receipt/transaction information management• Inspection scheduling information management• Configurable screen display settings

• User configuration per Configuration Plan, to include as needed:

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• Individual User Rights• Available Departments• Available Distribution Groups• Available Inspection Qualifications• Available Security Groups

• Job configuration per Configuration Plan, to include as needed:• Default list of available queued jobs• Queued job parameters

• Administrative & shared configuration rules per Configuration Plan, to include as needed:• Administrative processing rules where available in the configurable Jurisdiction Values list• Standard status options for cases, submittal items, workflow steps, step actions, inspection types,

inspection actions, accounts, and intervals• Standard expiration rules• Standard online processing rules [for the portal]• Standard reports available across all case types


• The Configuration Plan will be based on information delivered to, or collected by, the DSI Consultantwithin a specified time frame established at the project kick-off

• During the development of the Configuration Plan, the client provides representatives for allwork units with work activity to be supported by the final delivered product

• Client will provide access to the appropriate leaders and/or subject matter experts to ensure meaningfulengagement at all required meetings and to ensure on-time completion of assigned action items

• Client will provide access/links to any public, or private, web sites or operating systems, if needed, togather complete business requirements

• The Configuration Plan can meet client requirements and can be fully executed within existing productdesign in all modules

• The Configuration instance will be solely owned by the DSI Implementation team and serves as theprimary source for the final delivered product design

• The Validation instance will be sole source used by the client to complete all assigned configuration UATtasks

• The Training instance will be used solely by members of the client project team to assist inunderstanding SmartGov functionality. It will contain default data sets and serves as a temporary "sandbox" for assigned users.

• The client will designate one person on their project team to serve as the final decision-maker for allsystem level configuration elements. These are configured settings that are shared across SmartGovmodules, and/or are settings common to all departments / divisions / users

• When configuration tasks, or related work effort, requires information to be submitted to the DSIImplementation team in a specific file format or within specified parameters, the client is able to complywith these stated requirements

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• Note: If the client cannot provide information in the DSI standard format, the assigned ProjectManager will determine if a formal Change Request or additional contracted SOW is needed toprovide assistance in developing or converting the information into the desired format

Module Case / Department TypesSmartGov implementation activities include the set up of case templates in one or more of these modules:Permitting, Licensing, Code Enforcement and Recurring Inspections. These case templates must be used tocreate records in SmartGov in each module. Your DSI Consultant will provide specific information about theminimum required elements to be configured for the case templates in each module; these required casetemplate elements do vary by module.

Deliverables


• Case template baseline elements, per the Configuration Plan, to include as needed:• Case record reference information• Template specific expiration, renewal or interval rules• Template specific default submittal list• Template specific details (custom attributes) that are required for any of the following:

application intake, workflow step completion, inspection completion, fee calculation, ormandatory regulatory reporting

• Template specific default workflow steps for Admin, Review, and Final work lists• Template specific default inspection list• Template specific list screens such as Bonds, Fixtures, Valuations, Violations, Citations, Lien, or

Items

• Once baseline case template configuration is completed, any expanded configuration beyond baselinemust be discussed during Configuration Meetings with the Consultant and approved by the assignedPM. Expanded configuration elements, if approved, may include

• Non-essential custom attributes• Work step dependencies and due dates• Step actions and Inspection actions• Default Parent-Child case linkages• Workflow cycling feature• Template specific tab appearance• Standard note types and note codes• Standard condition types and conditions• Standard code references• Template specific report links


• Specific lists of all types of applications, forms, or other documents that describe all services to besupported by SmartGov at the time of project "Go Live"

• This list should be inclusive of all in-scope departments• This list should conform to requested formatting and scope instructions, as communicated by

DSI

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• A PDF or Word version of all customer-facing documents (forms, letters, cards, etc.) expected to begenerated by SmartGov

• A publicly accessible URL, or electronic copies of reference information, that provide all pertinent state,county or local regulatory information that are known to impact business operations to be supported bySmartGov

• A fully approved version of the template validation workbook• Approval via email or other written correspondence of any other identified forms, as requested by the

Consultant


• The scoped number of department templates for this SOW are 1 types. If the number of departmenttypes identified during the configuration work effort exceed the number of types scoped for this SOW,the additional types may be introduced into the scope of the project via the DSI CCA process oncesigned and approved by the DSI Project Manager and the client Project Manager.

• Case template configuration will be completed within existing product design in each module.• DSI will configure each application or request type in the SmartGov module that best supports the

associated workflow. The primary goal of configuration of case templates is to optimize SmartGovcapability

• Note: This assumption means that recommended case template configuration may or may notalign with current internal customer naming convention or legacy system design

• The total number of case templates to be configured across all modules will be stated in theConfiguration Plan. This total may vary from the initial sales order, where applicable, if approved by theDSI Project Manager

• A complete list of case templates to be configured across all modules will be approved by the client keysponsor, or their delegate, no later than the third Configuration Meeting

• Baseline configuration for case templates identified in the Configuration Plan will be completed beforeany expanded template configuration work will be done

• Baseline configuration for case templates listed in the Configuration Plan will support the end-to-endwork steps that correspond to each default SmartGov Process State in the applicable module.

• If case templates or department types are identified during the configuration work effort, that are notdocumented in the original Configuration Plan or exceed the number of types scoped for this SOW, theadditional templates or types may be introduced into the scope of the project via the DSI CCA processonce signed and approved by the DSI Project Manager and the client Project Manager.

• Super Admin training will include how to maintain or update case templates

Financial Setup and Fees PagesConfiguration of GL Accounts and Fee Codes as needed to support financial transactions for any businessactivity to be supported by SmartGov.

Deliverables


• A weekly Fee List Report that reflects all configured active fees and their associated GL Accounts• Configuration of permitting module fee codes necessary to support all configured case templates• Configuration of Licensing module fee codes necessary to support all configured case templates

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• Configuration of Code Enforcement module fee codes necessary to support all configured casetemplates

• Configuration of Recurring Inspection module fee codes necessary to support all configured casetemplates

• Configuration of other fee codes required to support routine transaction activity including NSF ("Non-Sufficient Funds") fees, administrative fees, fines, regulated surcharges, convenience fees, and the like

• Configuration of fast track fees, deferred fees, and tax exempt fees within current product design.• Configuration of the timing during the workflow process that each fee will be assessed and may have

payment applied against the fee within current product design• Configuration elements as needed to support online [ SmartGov portal] payments• Setup and definition of Fees Pages


• A copy of all current fee schedules for all in-scope departments and business functions• A current list of GL Accounts• The last two monthly or quarterly relative financial reports• A copy of any other operating document that contains pertinent information regarding any assessed

charges, surcharges, potential fines, etc• Contact information for one or more subject matter experts in the appropriate finance

departments. This is to facilitate efficient information gathering from both operating and financedepartments / divisions


• All fee codes will be configured within existing product design• A GL Account list approved / authorized by the client's finance department is provided to the DSI

Consultant. This GL Account list will be limited to accounts associated to fee codes to be configured inSmartGov

• GL Accounts and Fee Codes will be configured with product design parameters• All configured fee codes will be derived from documented fee schedules or comparable client

documentation provided to the DSI Consultant. Updated fee schedules or related documents that areprovided after the initial versions may be incorporated into the final configuration if there is no adverseimpact on the project schedule

• Fee codes will be configured to optimize SmartGov capability, and therefore may not be identical tolegacy system fees

• Determination of the specific fee codes to be defaulted within each module case template will bedetermined by the designated client project team member

• Validation of case templates will include validation of fee code functionality• User security rights will address fee code management within current product capability• Super Admin training will include instructions for maintenance of GL Accounts and configured fee codes

Portal Configuration SetupConfiguration of required elements to enable in-scope functionality associated with the SmartGov online portal,as stated in the Configuration Plan.

Deliverables

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• A Portal Validation site to demonstrate and test Portal configuration• Information regarding Portal set up options• A Portal set up workbook template


• A fully completed and approved Portal Set up workbook• Any written content to be visible in portal that is not configurable• Resources to test Portal configuration


• The client will be responsible for taking steps to integrate the SmartGov portal into existing online sites• Online payments will not be enabled without also purchasing the Merchant Services connector• The client will be able to determine the level of online integration with their business processes, within

existing product design• Portal configuration will occur along with configuration of module case templates.• Validation tasks will include distinct tasks to approve Portal set up• Portal user security will be defined using existing product functionality• Super Admin training will include information about options for the client to maintain / update portal

configuration

Parcel Connector SetupThe parcel connector is an optional feature that is used to keep the parcel repository in SmartGov up todate. Parcel data that is typically maintained in a county assessor's system is used as the primary reference formodules in the SmartGov application. Parcel profile information, such as Parcel Number, Site Addresses,Current Owner, Legal Description, Section, Township, Range, Quarter, Subdivision, Block, Lot, andNeighborhood, is accommodated in standard data fields. Additional attribute data may also be stored in ourcustom detail area. Additionally, if the associated latitude and longitude data is available, those coordinates canbe added to the parcel record to allow users to geographically locate information on the map.

Deliverables


• A tested, working parcel connector along with a list of unresolvable errors to be addressed


• Parcel Connector required fields supplied

Map (GIS) Connector SetupThe Map (GIS) connector allows for the display and viewing of a geographical map based on parcel dataprovided in SmartGov. The Map (GIS) connector will display layers on the SmartGov map based on the clientscurrent Geo-database.

Deliverables

• Map layers configured and available for display on the SmartGov map

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• Parcel layer registered in SmartGov for use with SmartGov popup• Ability to turn layers on and off• Training to configure layers going forward


• Client will provide URL to ArcGIS REST Service with layers for SmartGov to consume and display on themap

• Layers are required to be hosted on an ESRI server• Layers must be available via HTTPS• Server must have valid security certificate issued by a digital certificate authority (not self-signed)• Layer formats supported:

• Map Services• Feature Services• Tiled Services• Web Map Service (WMS)

Merchant Service Connector SetupSmartGov's public portal can be configured to interface with 3rd party payment gateways to accept credit cardtransactions. SmartGov does not store any credit card information or other sensitive information relating tocredit card transactions processed via the portal. Most payment gateway providers will transition the user fromthe SmartGov site to their own secure site in order to complete the transaction before redirecting the user backto SmartGov. This allows the payment gateway provider to maintain the secure information and pass onlynecessary information, such as a confirmation or transaction reports, to SmartGov.

The first step to implement the connector is for DSI to build the interface between SmartGov and the selectedpayment provider. If the provider is new, DSI will first need to build the technical backend process to enableelectronic transactions to/from SmartGov. Once the initial backend setup is complete, SmartGov can beconfigured to process payments.

Each payment gateway provider has different sets of specifications that they require to be sent to their systemto authenticate payment information. When DSI builds a connector to a payment gateway provider, a newoption will become available in the Payment Vendor drop down menu on the Administration Portal PaymentConfiguration page. If a payment gateway provider does not have a connector to SmartGov, no option will beavailable in the drop down menu. The payment gateway provider should provide the necessary information tothe Jurisdiction in order to complete the setup process. Administrators may be asked to provide additionalURLs to SmartGov pages for navigation purposes.

Deliverables

• Configure the Merchant Service connector to process payments for client services and transactionsprocessed in SmartGov

• Configure the 3rd party payment gateway to accept credit card transactions


• SmartGov does not store any credit card information or other sensitive information relating to creditcard transactions processed via the portal

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• Merchant Services Gateway Payment Provider Partners include:• ACI Universal (Official Payments) – Integrated Level 1 Payment Process - Postback v2.4• Authorize.NET Service Integration method (SIM)• BridgePay• ETS Corporation – Hosted E-Com Payment Page Service v1.50<• First Data Global Gateway Connect v1.3• First Data Global Gateway E4• FISGlobal – PayDirect Web• GovPay• PACE Technology Engine• PayPal – Pay Flow Pro• Point & Pay – Parameter Passing v3.0• PayGov• Paymentus• Reliant Pay• TransFirst• US Bank – E-Payment Service v12.1 (Elavon)• Wells Fargo• XpressBillPay

Data MigrationData Migration can be a complex process and demands that solid requirements are well defined in order toprepare for the data migration process. Many clients start out with "we want everything" migrated to SmartGov.However, experience has shown that once the requirements of data to be utilized in SmartGov have beenreviewed, this often reduces the need for all information in legacy systems. Dude Solutions will help the clientdetermine the real needs for data to be migrated from the legacy system to SmartGov. Decisions will be madejointly via a thorough analysis of the legacy system data and how or if the legacy data should be targeted to bemigrated to SmartGov.

The consulting team will ask a series of questions, such as:

• What is the reason you want to migrate your data?

• What are your public data request requirements?

• What is the required retention period?

• What elements are required to meet the need? Once determined, this can expand orlessen the scope to include or eliminate other data points that need to be tracked movingforward

• Are legacy systems still available to extract data from?

• Do you need to report on this data?

• Do you need to be able to search for this data? What is the Search criteria? Thesequestions will help us determine where to store data within SmartGov

The data migration process will include the following steps:

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1. Define requirements

2. Map data elements

3. Extract data

4. Transform data

5. Load data

6. Perform data validation with client

7. Resolve data issues

8. Validate resolution

9. Obtain fresh copy of data

10. Add migrated data to configuration

11. Validate data and system configuration

12. Perform end to end testing

13. Perform final data migration

14. Move to Production/Training environments

15. Migration sign-off

Deliverables

• Dataset assessment and set priorities with client

• Evaluate data quality

• Work with client to cleanse data prior to extract

• Map data elements

• Determine migration pre-requisites and sequencing

• Define migration approach based on requirements definition

• Create and execute validation checklists


• Client will provide information related to:

• Data Source

• Database/Source Type (SQL Server, Access, Oracle, etc...)

• Type of Data (tabular, documents, permits, financial, etc...)

• Active data usage

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• Point of Contact who know the data structure and content usage

• Provide data validation and testing resources

Standard Reports (70 Reports Included)DSI will provide the client reports (reports and output documents) that includes 70 standard reports. Normalmodifications to these reports to entail updating client specific information and logos not related to dataoutput.

• Custom Reports: SmartGov comes with 70 standard reports and output documents. Using tools inSmartGov, client staff can add the client's logo and modify header and footer information.

Deliverables

• 70 standard reports• Edits will be made to add client specific logo and information i.e. company name, address, phone

Assumption and Constraints

• Modification to standard reports will be related to Client branding and logos

Post Go-Live SupportDSI will provide the client with "Post Go-Live Support" which includes additional training, configuration support,reporting assistance, transaction based support, and work with the client on basic production related issues orquestions for utilizing the system.

Deliverables

Provide production related post go-live support for 30 days after go-live date.


• System configuration and all implementation tasks have been completed and client is using theSmartGov system in production

User Acceptance Testing "UAT"DSI will work with the client to conduct User Acceptance Testing ("UAT") upon the completion of configurationand development tasks to confirm SmartGov functionality using the client's UAT Test scripts, developed by theclient. The client will execute their test scripts and communicate the results of the test scenario as either passor fail. DSI will review the UAT test log for issues and will assign these issues to the appropriate resource forresolution. DSI will have up to ten (10) days to correct any functional item that fails a test, or provide a mutuallyacceptable written explanation of when the failed item will be corrected. In the event a bug is identified, the bugissue will be assigned to the DSI Engineering Team for assessment. DSI Engineering will then provide anestimated time frame for resolution. The client has the right to conduct additional UAT Testing for items withinproject scope.

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DeliverablesDSI will provide the following task deliverables

• SmartGov Validation environment ready for system User Acceptance Testing• Review any discrepancies found by the client during UAT Testing• Correct any functional item that fails a test within 10 days, or provide a mutually acceptable written

explanation of when DSI will correct the failed item• Identified software bugs will be addressed by DSI Engineering for assessment. DSI Engineering will then

provide an estimated time frame for resolution• Provide tools for documenting UAT test scripts in the UAT testing Plan and issue tracking log as needed,

client may use their own UAT Testing Plan document if available

The client will provide the following resources or task deliverables

• Create a User Acceptance Test Plan with scenario based test scripts to include end-to-end system andclient business process functionality, system workflow, system configuration, data migration, interfaces,reports, etc

• Execute UAT Testing Plan• Track and document test results• Written acceptance of System User Acceptance Testing complete via the DSI Deliverable Acceptance

Form

Assumptions and Constraints• The client will develop a UAT Test Plan• The client will provide resources for User Acceptance Testing throughout the process• The client will track and document test results in a mutually agreed format• DSI will provide resources to address discrepancies

Upon successful completion of UAT Testing, Client will sign a DSI Deliverable Acceptance form, provided by theDSI Project Manager, to document their acceptance of UAT Testing and acknowledgement that UAT Testing hasbeen completed successfully

Project Management / Engagement ManagementThe Project Manager's primary goal is to deliver the project within defined constraints through planning,scheduling, and controlling those activities required to achieve the project's objectives and meet customerexpectations. The Project Manager strives to deliver on schedule, within budget, within scope, and at thedesired performance level.

DSI assigns a professional Project Manager and/or a professional Engagement Manager for every consultingengagement. DSI's Project Management Office ("PMO") and Project Management Methodology provides ProjectManagers with a formal framework that is used in initiating, planning, managing (executing, monitoring, andcontrolling), and closing DSI's customer projects. DSI's Project Manager will have the primary responsibility forcoordinating all activities for this SOW including scheduling resources, confirming project activities and that allproject deliverable and defined activities are executed within the scope of this SOW. DSI's Project Manager willserve as the single point of contact for the project related to this SOW.

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DSI's Project Management Methodology provides a defined set of phases and deliverables per ProjectManagement Institute Best Practices which include a series of planning phase activities, including initialalignment meetings to prepare for the kickoff meeting to enable all project participants to understand theproject scope, project plan, and objectives. The project kickoff meeting will allow all participants to beintroduced, review and understand the delivery methodology, define team roles and responsibilities, review thecommunications and risk management plans, review documentation templates, review the SOW and projectschedule. The Executing phase allows DSI Project Managers to direct and manage project progress through taskexecution, distribute project related information per the Communications plan, Quality Assurance per the SOWguidelines, project team development and coaching, and checkpoint meetings to review project progress duringeach work week, and weekly status meetings. The Monitoring and Controlling phase provides the DSI PM withthe toolset to manage the triple constraint triangle of scope, cost, and schedule through integrated changecontrol, quality assurance, deliverable validation, risk monitoring and control, performance monitoring to planand schedule, and initiating corrective action measures. In the Closing phase, the Project Manager will verifyproduct and deliverable acceptance, perform final financial audits, lessons learned, project archive delivery andupdates, and formal project completion acceptance from the customer.

Project Management activities include:

• Project planning and kickoff meetings• Project schedule developed per SOW tasks, deliverables, and resource assignments• Status reporting and status meeting• Continuously communicating, planning, and scheduling updates• Schedule and budget monitoring, and scope management• Risk Management planning to continuously identify, analyze, and mitigate risks• Action Item and decision tracking, as well as resolving and escalating issues• Quality Control• Change control management• DSI project resource management• Work product completion and deliverable acceptance management• Project Completion Acceptance execution

Project Timeline

DSI anticipates commencing this project on a mutually agreeable start date upon receipt of an executedSOW acceptance page ("Acceptance") found at the conclusion of this document. Within two weeks of theOrientation Call, the DSI Project Manager will schedule a mutually agreeable date and time for the project kick-off meeting. As a deliverable of the kick-off meeting, the DSI Project Manager will develop a project schedule tobe shared with the clients' project manager for review and agreement. As a deliverable of the kick-off meeting,the DSI Project Manager will develop a project schedule to be shared with the clients' project manager forreview and agreement.

The following generic process will be followed for the implementation of this project. Below is a depiction of thegeneric process the DSI Project Manager/Engagement Manager will follow for the implementation, DSI reservesthe right to modify this process to reflect the scope of this project.

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Professional Services Invoicing / Billing

Invoicing TermsDSI will generate project invoices when the above product codes are completed for the value of the productcode as shown in the Investment table.

Travel ExpensesTravel expenses are inclusive in Dude Solutions pricing for your project.

DSI understands there are extenuating circumstances that require a change in scheduling. DSI will make everyattempt to accommodate cancellation/rescheduling requests on an as-needed basis. Rescheduling requests willbe subject to resource availability and every attempt will be made to meet requested timeframes and timelines,however, no guarantee can be made for requested dates or times. Client accepts that DSI will reschedule basedupon our resources' next availability that meets the project duration requirement to complete the scope ofwork.

Cancellation PolicyCancellation and Rescheduling requests will be managed per the below policy:

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Cancellation/Rescheduling Fees: In the event that the Client requests to reschedule their onsite work date(s),Client must reschedule 14 days in advance of the scheduled onsite work. Any requests for rescheduling onsitework within the 14-day window prior to the scheduled onsite date, will require the Client to reimburse DSI thefull cost of any Cancellation Fees and Re-booking Fees incurred.

Definitions:

• Cancellation Fees: Any actual fees incurred by DSI from its travel providers which are the result of theClient canceling work for scheduled date(s) which are not immediately rescheduled, including, but notlimited to fees charged for airfare, train, rental car, and hotel.

• Re-booking Fees: Any change fees associated with changing travel arrangements to accommodate arescheduled date requested by Client including, but not limited to, any difference in reasonable travelcosts (airfare increase, hotel increase, rental car increase) incurred when re-booking for requesteddates.

• Force Majeure: Client will not be held liable for Cancellation or Re-booking Fees incurred by DSI as aresult of an act of God, such as an earthquake, hurricane, tornado, flooding, winter super storm, winterweather that shuts down a facility, or other natural disaster, or in the case of war, action of foreignenemies, terrorist activities, labor dispute or strike, government sanction, blockage, embargo, or failureof electrical service within a facility's power grid.

DSI Project Team Roles and ResponsibilitiesThe roles listed below comprise the DSI team supporting this project. The team brings a wealth of experienceand knowledge that will provide you with the highest caliber of expertise, thought leadership, and projectmanagement. Due to the size and scope of the project, one person may play multiple roles, to be determined by DSIas appropriate.

• Senior Implementation Consultant: The Senior Technical Consultant ("STC") will develop and deploythe solution and ensure that it meets the business requirements for the project. The STC's goal is todeliver a responsive system that complies with the functional specification. The STC defines, designs,and implements the features or products that meet the client's functional expectations.

• Implementation Consultant: The Implementation Consultants ("IS") primary role is to provide projectimplementation support by setting up a client's account, performing system configuration as defined inthe scope of the project, creating/modifying templates as defined in the scope of the project, andcreating or modifying standard or custom reports as defined in the scope of the project or requirementsdiscovered during requirements gathering sessions.

• Project Manager / Engagement Manager: The Project Manager's ("Project Manager" or "PM") /Engagement Manager's ("Engagement Manager" or "EM") primary role is to deliver the project within theproject's defined constraints through planning, scheduling, monitoring progress, controlling scope, andmanaging client expectations. The PM/EM manages the process to release the correct product onschedule and within budget.

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Project Assumptions and ConstraintsDSI has made the following general assumptions in this SOW to derive the estimated cost for this project. It isthe responsibility of City Of Waupaca to validate these assumptions and responsibilities before signing theAcceptance. Deviations from these assumptions may impact DSI's ability to successfully complete the projectand will be addressed via a CCA process, as appropriate. Any changes in scope, schedule, or costs will bedocumented via the CCA process, whether there is a cost impact or not. Zero dollar CCA's will be used asmutual agreement documentation for scope and schedule changes.

Project Assumptions• Client business stakeholders must be available for onsite visits and working phone conversations.

• DSI resources will be onsite as planned and scheduled.

• Prerequisite data gathering, related to an orientation call or requirements gathering session onsite,must be completed prior to scheduled onsite or orientation call date in order to maximize onsiteconsulting time and resource productivity.

• DSI is not responsible for delays caused by missing data or other configuration information that isrequired to be available prior to the onsite visit. Having the requested data and configurationinformation available prior to the onsite visit may minimize delays so progress can be made quickly.

• Regarding requested enhancements or new feature development, the request will be fully documentedand delivered to the DSI software engineering team for review for product inclusion, definition,development, prioritization, and sprint release development and confirmation.

General, Administrative, and Cost• DSI must be in receipt of this SOW, signed by an authorized Client representative, prior to initiation of

services including orientation calls or onsite visits.

• As applicable, designated deliverables must be approved in writing using the DSI Deliverable Acceptanceform.

• Upon satisfactory completion of project, Client must provide project sign-off using the DSI ProjectCompletion Acceptance form.

• DSI is not responsible for delays caused by Client, its contractors, or any third party vendors or thirdparty service providers.

• All project documentation will be prepared in DSI standard format in Microsoft Word, Excel, PowerPoint,Project, Visio, and/or PDF.

• This document could include technical inaccuracies and/or typographical errors.

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• Any request by City Of Waupaca to modify the scope of work, schedule, or costs will requirepreparation of a CCA form detailing the work to be performed, as well as the associated costs. Additionalwork will be performed only after both parties have duly executed the CCA. Scope of work changes willimpact the project schedule which will be updated to reflect such changes upon CCA approval.

• All on-site work will be conducted at Client's physical location. As required, appropriate Client personnelwill be made available either at that location or via alternate means (e.g., conference call) for in-personmeetings, tours, and ad-hoc meetings with appropriate personnel for additional fact finding, datagathering, and reiteration demos.

Client's Support• Client will provide the needed input, resources, and documentation to support the tasks contained

herein.

• Client will assign a project manager/leader to coordinate activities, reviews, and the collection ofinformation in support of this project and to act as a point of contact.

• Client team members will be identified and be part of the decision-making process as it relates tochanges in process, applications, technology, etc.

• Client will provide assistance in the development of functional requirements and will confirm thoserequirements meet the project's overall business objective.

• Client business and technical staff must be available for team workshops, requirements gathering, datagathering, and/or consulting sessions.

• Client will be responsible for scheduling and coordinating all meetings and interviews involving otherteams, departments, jurisdictions, management teams, or other necessary resources required for thesuccess of this project.

• Client will provide access to resources in a manner consistent with the proposed schedule and providesuitable designees in the absence of required resources.

• Client will provide adequate working facilities (i.e., desk, computer, telephone, contractor identification,access badge, parking pass, etc.) for DSI to perform any portion of this project that must be conductedat Client's facility and access to all applicable software, databases, tools, and systems at their facilities.

• Client will ensure that the consultant(s) are granted access to the facilities and/or systems required toconduct the necessary work defined in this SOW.

• Client will provide a knowledgeable Escort for data gathering, requirements gathering, tours, and accessto restricted personnel as necessary.

• A minimum of 24-hour notice if all minimum required members for any scheduled meeting cannotattend the meeting. This will allow the meeting coordinator sufficient time to cancel or re-schedule themeeting.

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• Advance notice if there is to be any additional incurred travel expenses above and beyond the contract.DSI will confirm approval of all travel dates and expenses in email from the appropriate project sponsorsprior to being on site.

Client Engagement ResponsibilitiesThe below table demonstrates the anticipated client engagement responsibilities and level of effortinvolvement to ensure the success of the project.

RoleTime

(% FTE)Responsibilities

Implementation Project Lead 30-40%

• Serve as primary Person of Contact• Work with Dude PM to plan and schedule client

resources• Manage the scope of the paid services in SOW• Coordinate Client staff assignments• Manage Client activities to meet schedule

commitments• Mitigate all implementation risks• Define requirement/layouts of reports

purchased• Identify requirements for any connectors

purchased• Sign-off on completion of all implementation

services delivered

Subject Matter Experts (Multiple) 40-60%

• Attend Implementation/configuration meetings• Define and provide input into configuration• Attend User Acceptance and validation Training• Validate data and configuration• Develop UAT Test Scripts

IT Lead 5-10%

• Manage infrastructure changes to support

SmartGov• Provide the data to be migrated from systems• Mitigate any technical issues• Coordinate technical assignments required to

implement• SMARTConnectors, including GIS and parcel data

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Data Validator / UAT Testing 20-30%

• Validate all data migrated• Comprehend the data in the prior system and

how it translates to Community Development• Verify the data that was validated• Participate in UAT Testing, execute test scripts and

provide feedback

System Administrator 10-15%

• Manage SmartGov Configuration• Create user accounts• Handle user access/privileges• Reset passwords• Supervise organization information changes• Regulate system values• Customize attributes• Generate ad hoc reports• Support internal usage of SmartGov

Training Coordinator 10%

• Manage data within SmartGov, specifically:• Accreditations• Task lists• Training Tracks• Assessments• Training Items• Training Location (conference room, off-site,

etc.)

User Case-by-Case• Participate in SmartGov training• Participate in UAT Testing, execute Test Scripts

Change Control Authorization ProcessIn order to maintain a positive relationship with our clients and to complete all services and deliverables of aproject on a timely basis, all facets of the project must be agreed upon, and any changes to the project must berequested and evaluated for impacts. Change control is an essential mechanism to monitor and document allproject changes and deviations from the original scope and objectives of the project. All project changes mustbe requested via the project CCA process. The basic steps for a change are:

• The client team or DSI team discovers a need to change the project.

• The authorized client project manager or DSI Project Manager is notified and a CCA is initiated.

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• The written project change request is reviewed by all necessary parties and either accepted or rejected.

• If rejected, the change request is maintained in the project file for reference purposes.

• If the written change request is accepted, then:

• All necessary signatures are recorded on the change request

• All affected documentation is revised to reflect the change(s)

• Any adjustments to schedule, scope, and/or cost are made to the overall project plan

• Signatures are required for all change requests

• Copies of the official approved and signed CCA are forwarded to the customer project manager and DSIProject Manager for the documentation archive. DSI will forward a copy to the Project Accounting Teamin the office to update the project information and budget (if necessary).

Change Control Authorizations Process Steps

Step Type Description

1 Request

A request is made for a change to the agreed upon scope baseline. The requestmay be internally or externally generated, must be formally written andcommunicated to the project manager, and may have been prompted by anynumber of reasons or events.

2 EvaluateThe project manager facilitates an evaluation to confirm that the requestedchange is in fact a change to the agreed upon scope baseline. If so, the projectmanager implements the request as described below.

3 Assess

If the request is in fact a change to the scope baseline, the project managerassesses the impact on project schedule, budget and work products, using asimilar approach as the original project planning process, utilizing team memberexpertise as needed.

4 Document

The project manager documents the project impact and other criticalinformation in a CCA form. A summary of the change is recorded in a changeorder log. This log is required, and is a very useful tracking tool, and is includedin the project status report.

5 Decide

The change order is presented to the project's governing authority, typically asteering committee, stakeholder's, or equivalent. In some cases, the project mayhave a separate change management board to process change requests. Thegoverning authority decides whether or not to implement the change, andobtains approval for any needed additional resources (if it does not itself havethe authority to authorize resource changes).

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6 IncorporateThe project manager incorporates changes into the project's scope baseline inthe form of such artifacts as contracts, statements of work, project plans,requirements and design documents per the approved CCA document.

7 Implement The project team implements the changes.

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Proposal terms

• Proposal has been prepared for City Of Waupaca ("Subscriber")• Proposal expires in sixty (60) days• Initial Term: 10 months

Order Form terms

• This Order Form and its Services are governed by the terms of the Dude Solutions, Inc. SubscriptionAgreement found at https://www.dudesolutions.com/terms (https://www.dudesolutions.com/terms) ("Terms"), unless Subscriber has a separate written agreement executed by Dude Solutions, Inc.("DSI") for the Services, in which case the separate written agreement will govern. Acceptance isexpressly limited to these Terms. Any additional or different terms proposed by Subscriber (including,without limitation, any terms contained in any Subscriber purchase order) are objected to and rejectedand will be deemed a material alteration hereof.

• Acceptance of this Order Form on behalf of a company or legal entity represents that you have authorityto bind such entity and its affiliates to the order, terms and conditions herein. If you do not have suchauthority, or you do not agree with the Terms set forth herein, you must not accept this Order Form andmay not use the Service.

• The Effective Date of the Agreement between Subscriber and DSI is the date Subscriber accepts thisOrder Form.

Additional information

• DSI fees do not include any taxes, levies, duties, or similar government assessments for whichSubscriber may be responsible. Tax exemption certifications can be sent [email protected] (mailto:[email protected]).

• Billing frequency other than annual is subject to additional processing fees.• Please reference Q-220242 on any applicable purchase order; address purchase order to: Dude

Solutions, 11000 Regency Parkway, Suite 400, Cary, NC 27518• Dude Solutions, Inc. maintains the necessary liability coverage for its products and professional services.

Proof of insurance can be provided upon request.

28

https://www.dudesolutions.com/terms

https://www.dudesolutions.com/terms


SignaturePresented to:Q-220242January 20, 2021, 2:40:55 PM

Accepted by:

Printed Name

Signed Name

Title

Date

29



715.258.4411

To: Mayor Smith and City Council From: Aaron Jenson, City Administrator Date: 2/02/2021 Re: Personnel Policy: Local Emergency Paid Sick Leave ____________________________________________________________________________________

Background: In April of 2020 the City Council approved the Personnel Policy: Family First Coronavirus Response Act (FFCRA). By adopting this policy, the City of Waupaca came into compliance with the Federal requirements as outlined in the FFCRA. The FFCRA expired on December 31st, 2020.

Summary: Since the expiration of the FFCRA, local units of government and other organizations have deliberated on how to most appropriately provide for employees who are unable to work because of COVID-19. City staff has been on multiple webinars that have focused on this specific personnel topic. With input from these webinars and legal counsel, staff has drafted a personnel policy that aims to provide a local benefit for our City staff both full and part time.

The Local Emergency Paid Sick Leave Policy aims to accomplish the following…

• Provide a benefit for both full and part time employees who are unable to work due to a close contact in the workplace.

• Provide this benefit retroactively to start January 1, 2021. • Establish safeguards to help discourage abuse of the benefit. • Structure the benefit to encourage (not require) employees to get vaccinated

as that option becomes available to them. • Provide flexibility for changes based upon future Federal or State legislation.

Recommendation: To approve the attached Local Emergency Paid Sick Leave Policy.

Attachments:

• Personnel Policy: Local Emergency Paid Sick Leave Policy

Personnel Policy: Local Emergency Paid Sick Leave, COVID-19 (2021)

1) PURPOSE. The purpose of this policy is to provide a local benefit to assist employees who are subject to missing work due to COVID-19 quarantine protocols or contracting COVID-19 because of an exposure in the workplace. On December 31st the FFCRA expired and local municipalities are tasked with determining how to respond to employee’s needs as they are impacted by COVID-19. This local policy will take effect retroactively on January 1, 2021 and will have a sunset date of June 30th, 2021. During this term, Federal or state policies may be enacted that supersede the local policy. This policy is subject to changes that reflect future federal/state policy and is subject to early termination or future extension.

2) Emergency Paid Sick Leave (LEPSL). Provides a limited term local emergency paid sick leave benefit outside of FMLA. This Emergency Paid Sick Leave is in addition to the employee’s current sick leave accrual.

a. Employee eligibility. All employees actively employed by the City.

b. Qualifications. The employee must be unable to work or telecommute because:

1) The employee is subject to a Federal, State, or local quarantine or isolation order related to COVID-19 because of a close contact in the workplace;

2) The employee has been advised by a health care provider to self-quarantine due to concerns related to COVID-19 because of a close contact in the workplace;

3) The employee is experiencing symptoms of the COVID-19 virus and is seeking medical diagnosis from an appropriate health care provider because of a close contact in the workplace;

4) The employee is experience a reaction after receiving the COVID-19 vaccine.

c. Pay During Leave. The amount of Local Emergency Paid Sick Leave available to employees is limited as follows:

1) Full-time employees will be eligible for 80 hours of Local Emergency Paid Sick Leave.

2) Regular, Part-time employees will be pro-rated based upon their regular hours of work.

3) Employees who work a variable work schedule, the average bi-weekly hours of work over the preceding six-month period will be utilized.

The actual pay to which an employee will be as follows:

1. If absent due to reasons identified in subparagraphs 1), 2), 3) under Section 2b. Qualifications. The employee will be entitled to:

a. 100% of his/her regular hourly rate of pay (as long as in excess of minimum wage) for the hours of work missed.

b. Full time employees are subject to the cap of $511 per day, to a maximum aggregate payment of $5,110.

c. Part time employees are subject to the cap of $200 per day, $2,000 in the aggregate.

d. Benefits During Leave. Benefits for an employee on Local Emergency Paid Sick Leave will continue as if the employee is actively working.

e. Procedures for Requesting Leave and Certification. The Local Emergency Paid Sick Leave Act requires that the employee give notice to the employer of the desire to use the available Local Emergency Paid Sick Leave. Notice must be given to the employer no later than the first workday (or portion of such workday) that the employee receives Local Emergency Paid Sick Leave. Local Emergency Paid Sick Leave Forms can be obtained through department heads and are also available on the staff website.

f. Return to Work. Employees will not be required to provide a return-to-work notice unless specifically requested by the Department Head or City Administrator. Employees who experience COVID-19 virus symptoms should be symptom free for 48-hours prior to returning to work.

g. Enforcement. Nothing in this provision shall be construed in any way to diminish the rights or benefits that an employee is entitled to under any law, collective bargaining agreement, or existing City policy. An employee is encouraged to consult with their Department Head regarding any questions or concerns.

An employee may not carry over any unused Local Emergency Paid Sick Leave. Further, upon on an employee’s separation from employment, any unused Local Emergency Paid Sick Leave is forfeited. Emergency Paid Sick Leave expires June 30th, 2021.

h. City Requirements. In order to be approved for this eligible benefit, the City will require the following in addition to the employee meeting the qualifying criteria outlined in section 2(b).

• Employees who have already used emergency paid sick leave days under the FFCRA will only be eligible to use the days they have remaining. For example, If an employee used 5 days of LEPSL prior to December 31st, 2020 they would be eligible for up to 5 days post December 31st, 2020 in order to reach their 10 total days.

• For employees requesting the local LEPSL the City may require proof from a County Public Health Department or their medical provider communicating the need to quarantine.

• If an employee elects not to receive the vaccine and is directed to quarantine after denying the vaccine, the employee will not be eligible for LEPSL.

• Once an employee receives the vaccine, the extra benefit is no longer available for that employee unless CDC and Public Health Guidelines or the direction from a medical provider require that employee to quarantine.

Drafted: 1/18/20

ORDINANCE NO. 02-2021 (2021)

ORDINANCE FOR REMOTE MEETING PROCEDURE USING INTERNET MEETING SERVICES

WHEREAS, the City Council of Waupaca (“Council”) has adopted the current edition of Roberts Rules of Order Newly Revised (hereafter “RONR”) as procedures for conducting meetings of the Common Council and all its committees and sub-units (collectively “CITY OF WAUPACA GOVERNMENTAL MEETINGS”), and WHEREAS, the Council recognizes that the latest version of RONR in Rule 9 states its rules provide only for in-person meetings unless a policy or bylaw authorizing electronic, or remote, meetings is adopted that provides for electronic meetings, and WHEREAS, the COVID-19 pandemic has necessitated flexibility in conducting City business, and WHEREAS, the Council wishes to adopt rules to permit meetings by the Internet and to provide procedures for effective, fair and open meetings; THEREFORE, THE CITY COUNCIL ALDERPERSONSORS DO ORDAIN AS FOLLOWS: that the following Rules for Electronic Remote Meetings are hereby adopted for all CITY COUNCIL MEETINGS, COMMISSION MEETINGS, COMMITTEE MEETINGS and SPECIAL MEETINGS regardless of current policies and procedures of Roberts Rule of Order, which would be available for guidance at such meetings:

1. Recitals: All of the above WHEREAS clauses are hereby incorporated and made a part of this ordinance.

2. Remote meeting and remote participation. CITY COUNCIL MEETINGS, COMMISSION MEETINGS, COMMITTEE MEETINGS and SPECIAL MEETINGS may meet remotely or may allow remote participation by electronic means when cause for doing so exists, such as, but not limited to, natural disasters, severe or harsh weather events, risks of infectious disease(s), war, riot or such other cataclysm. The presiding officer of the body may determine when a remote meeting or remote participation in such meeting shall be utilized, or solely with respect to a CITY COUNCIL MEETING, a majority of the Council may so determine at a previously legally convened and noticed meeting of Council.

3. Definitions: a. “Presiding Officer” includes with respect to CITY OF WAUPACA GOVERNMENTAL

MEETINGS the Mayor, committee chair, commission chair, or any person authorized to preside over a meeting of the City governmental body. “Member” is an alderperson or, or member of any sub-unit of the City Council, including committees and commissions.

b. “Clerk” includes the Clerk, the Clerk’s designee or any persons acting as a Clerk for a

meeting. c. “Council” is the City Council and any sub-units of the City Council d. “Commission” includes the City Plan Commission, the Police and Fire Commission, and

such other committees or commission as may be created to carry out the governmental body activities.

4. Internet Platform and Procedural Protocol information. The Council shall choose the internet

platform it shall use by majority vote of the Council. The default platform until future action of the Council shall be the “Microsoft Teams” platform. The Clerk shall send by e-mail to every member of the governing unit that has been authorized to participate by internet at the subject meeting, and by Open Meetings Law notice [Wis. Stat. § 19.84] to members of the public who pre-register (to avoid “Teams raiding” or “Teams bombing” ) at least 24 hours prior to the time of the meeting, the URL and codes necessary to connect to the Internet meeting service, and, as an alternative and backup to the audio connection included within the Internet service, the phone number and access code(s) the member needs to participate.

a. Login time. The Clerk shall schedule Internet meeting service availability to begin at least 10 minutes before the start of each meeting.

b. Signing in and out. Members who have been authorized to participate by internet shall identify themselves as required to sign into the Internet meeting service and shall maintain Internet and audio access throughout the meeting whenever present but shall sign out upon any departure before adjournment. Members may not leave any meeting in which they are participating and return later without expressed permission of the Presiding Officer.

c. Quorum calls. With respect to City Council Meetings that are being held virtually or with partial virtue participation, the presence of a quorum shall be established by audible roll call at the beginning of the meeting. Thereafter, the continued presence of a quorum shall be determined by the members present in person and by online list of participating members, unless any member demands a quorum count by audible roll call. Such a demand may be made pursuant to Wis. Stat. §19.88(2).

d. Technical requirements and malfunctions. Each member participating virtually is responsible for his or her audio and Internet connections; no action shall be invalidated on the grounds that the loss of, or poor quality of, a member’s individual connection prevented participation in the meeting.

e. Member participation. To seek recognition by the presiding officer, a member participating virtually or electronically shall indicate by an appropriate image to the

Presiding Officer (in TEAMS this is a hand “emoji”) of the member’s intent to seek floor participation. From said notification, the Presiding Officer shall create a queue of members who had been seeking recognition. To claim preference in recognition, another member who had been seeking recognition may promptly seek recognition again, and the presiding officer shall recognize the member for the limited purpose of determining whether that member is entitled to preference in recognition.

f. Interrupting a member. A member who intends to make a motion or request that under the rules may interrupt a speaker shall use the “chat,” or similar feature, for the meeting service in use to so indicate, and shall thereafter wait a reasonable time for the presiding officer’s instructions before attempting to interrupt the speaker by voice.

g. Display of documents. The Clerk, or designee, at the direction of the presiding officer shall designate an online area or enable a share screen for the display of documents relevant to a matter under consideration; and, to the extent feasible, the Clerk, or anyone assisting the clerk for this purpose, shall cause such documents that are currently before the meeting for action or information, to be displayed therein until disposed of or directed by the presiding officer to end the display.

h. Voting. Votes shall be taken by audible roll call only. The presiding officer’s announcement of the voting result shall include the number of members voting on each side of the question and the number, if any, who explicitly respond to abstain or acknowledge their presence without casting a vote. Business may also be conducted by unanimous consent. However, no council or commission/committee member shall be allowed to remotely vote by secret ballot. Should any member insist on being able to vote should there be a call for a voter by secret ballot, that individual must be physically present at the place where the meeting was noticed to take place. The limitation on voting by secret ballot is predicated on the limitations of the technology for remote participation.

i. Video display. The presiding officer, the Clerk, or their assistants shall cause a video of all members participating virtually to be displayed in a collage format throughout the meeting. When the presiding officer determines it best appropriate the visual screen may be adjusted to be only the person recognized and speaking.

5. Meeting etiquette:

a. Members will be in responsible for muting/unmuting themselves.

b. Members must stay muted when NOT speaking.

c. No side conversations should be held in the “chat box,” or similar discussion area, which is to be used only for official business.

d. Each time a person speaks, that individual must identify herself/himself prior to speaking.

e. Any “Chat” function or similar conversational area on the platform to be used shall be considered a Public Record

f. Whenever possible, members shall keep their video on so they are visible to the

Council/Committee

6. Public attendance and participation.

a. Public Comment for remote meetings may be precluded or conducted by means as the Presiding Officer may from time to time determine.

b. When possible, the meeting should be recorded.

c. Remote participation may not be used where Wisconsin Statutes or Law require a

hearing unless the Council can determine a means for public access to documents, exhibits, maps and/or testimony or statements substantially similar to an in-person hearing, or as may otherwise be permitted by law.

7. Closed Sessions.

Whenever an agenda requires a closed session no virtual participation shall be permitted unless the Presiding Officer and the Council or Members of the Governmental Commissions/Committees can determine a means that would guarantee that no third party may overhear or otherwise compromise the integrity of the confidentially of authorized Closed Session.

8. This ordinance shall take effect upon passage and publication according to law.

Brian Smith, Mayor

Adopted: , 2021.

Published: , 2021.

ATTEST:

Sandy M. Stiebs, City Clerk



715.258.4411

To: Mayor Smith and City Council From: Aaron Jenson, City Administrator Date: 2/02/2021 Re: TID 10: Main Street Grant ____________________________________________________________________________________

Background: As we all know, the Main Street Reconstruction Project is rapidly approaching. In light of the challenges facing business in this area, staff will work to mitigate the negative impacts that inherently come with reduced access to the front of Main Street businesses. Staff has also working with other community stakeholders such as the Waupaca Area Community Arts Board (WACB) and the Chamber of Commerce to find creative ways in which we can help ease the burden.

Summary: The Waupaca Area Community Arts Board has traditionally selected a community arts project that focuses on collaboration, inclusivity and vibrancy. This year, their proposed a project aims to help drive pedestrian traffic into our downtown area during the Main Street Reconstruction Project. The WACB’s 2021 3D Alley Murals Project will be a collaboration with downtown businesses to complete murals in the alleyway directly to the west of Main Street. A number of businesses plan to use their back entrances as a customer entrances during construction. The proposed murals will aim to provide yet another reason to for residents and visitors to patronize our downtown.

Because of the Supreme Court Decision in Reed vs Town of Gilbert 576 U.S. 155 (2015) municipalities cannot treat murals any different than signage. With that being said, all signage fees must apply.

With the amount of mural’s (signage) being planned as a part of this project, we are expecting city fees to total between $3,500 and $4,000. In order to support this effort, and in turn support our businesses during the Main Street Reconstruction Project, staff proposes to use $4,000 from TID #10 as a grant to the Waupaca Area Community Arts Board to help ensure this project moves forward. This $4,000 would come from the $1 million that Council has already allocated to the downtown incentive program from TID #4. Staff feels that approving this grant will support our downtown businesses during a second consecutive challenging season, and in doing so, has a similar purpose to the Downtown Business Incentive Program.

Recommendation: To approve a $4,000 grant from TID #10 to the Waupaca Community Arts Board to be specifically used toward the 2021 3D Alley Mural Project.

Justin Berrens, Director 111 S. Main Street • Waupaca, WI 54981


715.258.4420

MEMO TO: Mayor Smith and Common Council

FROM: Justin Berrens

Director of Public Works

DATE: January 27, 2021

SUBJECT: High and Harrison Street design engineering services

High Street from Fulton Street to Highland Drive and Harrison Street from Fulton Street to North Street is scheduled for construction in 2022. The capital plan has budgeted $85,000 for design services in 2021 and $1,05,000 budgeted for construction in 2022. The improvements planned within this budget include new roadway pavement, curb and gutter, sidewalks, storm sewer, sanitary sewer, and water main and water laterals. I’ve attached a map showing the breakdown of the project.

A design request for proposal (RFP) was sent to qualified firms. The RFP detailed that selection would be based on a “best value” based on our professional procurement policy. Firms were graded on five categories; firm qualifications, personnel, engineering services, schedule, and cost. Four firms submitted proposals and reviewed by myself, Roger Hansen, and Nate Smith. The scoring and cost are as follows:



715.258.4420

The scoring provided a couple “outliers”. We felt that Cedar Corporation was too low and ultimately left out too much effort. S.E.H. was too high and over budget. Gremmer and Strand are within budget and the scoring, plus cost lends to hiring Strand for this project.

REQUESTED ACTION:

Requesting the Common Council approve going into contract for design services for High and Harrison St reconstruction project with Strand Associates of Madison, in an amount not to exceed $76,700

• Funding of $76,700 from 2020 General Obligation Bonds

INCLUDED DOCUMENTS:

1) Project location map 2) Stand abbreviated proposal

S WAS

HINGT

ON ST

S MAIN

ST

HIGH S

T

S FRA

NKLIN

ST

S HAR

RISON

ST

TIOGA ST

WESTWOO

D DR

BROWNE ST

S MORTON ST

N HAR

RISON

ST

N FRA

NKLIN

ST

W LAKE ST

W BADGER ST

W UNION ST

W FULTON ST

SMITH ST

HIGHLAND DR

1 inch = 300 feet0 120 240 360 48060

Feet Figure 1Printed On: 12/18/2020

ATTENTION!!!G.I.S. maps are for informational purposes only and are not intended to represent evidence in title.The representations on these maps could in fact be in error and should not be relied upon as the soledetermining factor in the location of any given parcel. The City of Waupaca is not responsible for anyinaccuracies contained herein. Individuals should consult legal representation or professional surveyadvice to confirm and insure accuracy of a given parcel description.¦

W UNION ST

HIGH S

T

S MOR

TON S

T

S HAR

RISON

STN H

ARRIS

ON ST

N MOR

TON S

T

CENTER ST

HILLCREST DR

GRANITE ST

NORTH ST

W FULTON ST

WISCONSIN ST

SCOTT

ST

1 inch = 200 feet0 75 150 225 30037.5

Feet Figure 2Printed On: 12/18/2020

ATTENTION!!!G.I.S. maps are for informational purposes only and are not intended to represent evidence in title.The representations on these maps could in fact be in error and should not be relied upon as the soledetermining factor in the location of any given parcel. The City of Waupaca is not responsible for anyinaccuracies contained herein. Individuals should consult legal representation or professional surveyadvice to confirm and insure accuracy of a given parcel description.¦

February 27, 2021

Mr. Justin Berrens


City of Waupaca Clerk’s Office

111 South Main Street

Waupaca, WI 54981

Re: High Street and Harrison Street Design Plan Proposal

Dear Mr. Berrens:

On behalf of Strand Associates, Inc.®, thank you for the opportunity to submit this proposal to the

City of Waupaca for the High Street and Harrison Street Design Plan. We appreciate the

opportunity to further serve the City and continue to build our relationship with the City. We are

excited to offer a highly qualified team with experience directly applicable to this important

project. Our team is ready and available to provide services upon the City’s notice to proceed.

The following major factors contribute to our team’s ability to provide a successful project:

· Our familiar, qualified team has completed numerous similar projects.· Our team understands the importance of providing a project within budget.· Our knowledge of City infrastructure and GIS utility information will provide for an

efficient design.

We believe our project team, led by Project Manager Matt Flesch, with Project Engineer RyanRuff and Quality Control Engineer Patrick Rank, has the capability and experience required to

exceed the expectations of the City. If there are any questions regarding this proposal, please

contact Matt Flesch:

Matt Flesch, P.E., Project Manager910 West Wingra Drive, Madison, WI 35715E-mail: [email protected] | Phone: 608-251-4843 | Fax: 608-251-8655

We look forward to working with the City and to providing the exceptional knowledge, care, and

detail needed to make this project a success.

Sincerely,

STRAND ASSOCIATES, INC.®

Matthew J. Flesch, P.E. Patrick J. Rank, P.E.

Project Manager Quality Control EngineerMF2/krp:P201.124

Waupaca | High Street and Harrison Street Design Plan Proposal Cost – Page 1

CostExcellence-Oriented Firm with Culture of Cost Control ProvidesCompetitive Option for the City of Waupaca

Controlling project costs, including engineering and construction costs, is one of

the most important aspects of project management; as such, we continuously

track engineering costs for each project and include cost control measures as part

of our culture. We understand that engineering fee adjustments can be difficult to

justify, and, therefore, we are careful to establish a fair fee up front and then

commit to getting the engineering project done for that fee. Timesheets are

completed daily and project reports are reviewed each week to compare

engineering effort expended to the value of services accomplished in that week.

Adjustments can then be made to maintain the overall project engineering

budget.

Engineering is consistently the smallest percentage of overall project cost

(typically 2-3 percent of life-cycle costs of a project) but thorough engineering

can provide value to the client in the long run by saving money during and after

construction.

As projects are developed, anticipated construction costs are put together to make

certain that the scope of the project is within our client’s budget. We use

estimating procedures based on databases of our experience with similar projects

to develop accurate opinions of probable project costs. These procedures employ

a computer spreadsheet format to easily evaluate project alternatives, while

producing a neat, concise record for our client to review. We remain conscious of

the effort and level of detail

necessary, from preliminary

plan development through

construction completion, to

complete each project within

our client’s budget and time

parameters.

Our average project change

orders of 1.4 percent

compares very favorably to

the industry average of

5 percent. This results from

thorough, concise designs that provide for lower bid results and fewer cost

change orders during construction. Reduction in construction change order costs

of this magnitude can result in significant savings to a community and for major

capital improvements could far exceed the engineering fee for an entire project.

Therefore, the quality of a project design can impact the overall cost of a project

far beyond just the fee for design.

Our understanding ofthe project and ourefficient approach willresult in a successfulproject.

Quality service resultsin cost savings for theCity.

Our history of low change orders enables communitiesto budget projects with confidence.

Waupaca | High Street and Harrison Street Design Plan Proposal Cost – Page 2

A comparison of bid cost versus final project cost for our most recent municipal

projects for the Villages of Prairie du Sac and Waunakee confirms a low/negative

change order record, as shown below:

Village of Prairie du Sac, WI Bid Cost% Difference Between

Final ConstructionCost and Bid Cost

2020 Local Street Improvements $1,325,643 (-5.7%)2019 Local Street Improvements $1,161,283 (-3.0%)2018 Public Works Improvements $1,073,375 0.2%2017 Public Works Improvements $659,194 3.1%2016 Local Street Improvements $990,656 (-5.5%)2015 Public Works Improvements $1,468,907 1.4%Total $5,353,415 (-1.8%)

Village of Waunakee, WI Bid Cost% Difference Between

Final ConstructionCost and Bid Cost

2020 Public Works Improvements $1,996,500 (-8.0%)*2019 Public Works Improvements $1,063,500 (-2.0%)2018 Public Works Improvements $1,822,100 (-6.2%)*2017 Century Avenue Improvements $1,919,200 (-8.0%)*Total (*EBS contingency partially used) $6,801,300 (-6.5%)

Both examples show negative change order averages that are well below the

industry standard of +5 percent. This resulted in real value for Prairie du Sac and

Waunakee and allowed each to construct additional capital projects with the

dollars saved on these projects.

For this project, we prepared the following budget numbers based on the Scope ofServices identified in the City’s RFP and our conversations with Mr. Berrens;

this fee includes time and expenses. The total cost to complete services for this

project, including if-authorized items is $76,700.

Engineering Fee Breakdown

Project Task TotalHours

TotalFee

Topographic Survey 125 $16,1004 Design Meetings 23 $3,200Street and Sidewalk Design 139 $17,400Utility Design 90 $11,000Project Management, Coordination and Permits 66 $9,200Contract Documents and Specifications 67 $9,300Bidding and Contract Award Administration 26 $3,300Total Not-to-Exceed Fee 536 $69,500

If-Authorized ItemsSidewalk Design from Apartments to Highland 22 $2,700Wetland Delineation 16 $2,3008-inch Water Main Design from Fulton to Apartments 18 $2,200Total with If-Authorized Items 592 $76,700

Accurate biddocuments result inreal value for thecommunities weserve.



715.258.4420





SUBJECT: New Front-end Loader for streets

With the development of our new salt shed and future building plans at the Haberkorn site; public works will be in need of a new front-end loader. The new front-end loader will be added to the fleet without phasing out an older unit. The oldest of our current front-end loader will primarily be used for salt, sand, gravel, and other material handling. The newly purchased unit will be used for our routine roadway maintenance, tree removals, recycling center work, and snow removal duties.

Street superintendent, Roger Hansen reached out to our area sales reps in search of a lightly used Volvo front-end loader. During his search, he was directed to Sourcewell Cooperative Purchasing agency. Sourcewell offers cooperative purchasing contracts to assist governments, educational, and other nonprofits. More information on Sourcewell can be seen here: https://www.sourcewell-mn.gov/cooperative-purchasing/how-it-works

We budgeted $225,000 for a lightly used front-end loader, plus equipment. Through the cooperative purchasing agreement, we can get a brand new front-end loader ($169,039), a “clam bucket” attachment ($19,000) and a plow/wing ($34,285). A total purchase price of $206,174. See attached material for more information.

REQUESTED ACTION:

Requesting the Common Council approve:

• $171,889 for Sourcewell purchase of a new Volvo L70H front-end loader and clam bucket attachment.

AND • $34,285 for Monroe Truck Equipment for the purchase of a snowplow and wing.

• With funding from 2020 GO bonds.

https://www.sourcewell-mn.gov/cooperative-purchasing/how-it-works

Contract:

032119-

VCE

Date: 1/12/2021

Buying

Agency:Contractor:

Contact

Person:

Prepared

By:

Phone: Phone:

Email: Email 1:

Quan Unit Pr Total

1 $169,039 $169,039

$169,039

Quan Unit Pr Total

1 $19,000 $19,000

1 $0

1 $0

1 $0

1 $0

1 $0

$19,000

$1,000

$850

-$18,000

$0

-$16,150

$171,889 Delivery Date: D. Total Purchase Price (A+B+C):

Subtotal B:

C. Trade-Ins / Special Discounts / Other Allowances / Freight / Installation / Miscellaneous Charges

PDI

FREIGHT

Subtotal C:

Special Discount

Subtotal A:

B. Sourced and/or UnSourced Contracted Items

Description

Description

Sourcewell Product Code D - Volvo Pricing Catalog: Wheel Loaders Large

General Description

of Product:Volvo L70H Wheel Loader

A. Catalog / Price Sheet Items being purchased - Itemize Below - Attach Additional Sheet If Necessary

GEM 400LTPVC Grapple Rake

Volvo L70H Wheel Loader

See next page for machine specs

City of Waupaca Aring Equipment Company

Eric Peterson

Quote Valid for 90 days

Description Part # List PriceVolvo L70H, Wheel Loader L70H 212,078.00

4-Rims (3pc) for 20.5 or 600 tires WL21004 3,926.00

Engine D6J (Tier 4F) US WL32017 0.00

Fuel fill strainer WL30007 0.00

Delayed Engine Shutdown WL30024 178.00

Reversible cooling fan WL37001 1,183.00

Volvo Airsusp, Heated, 2pt, 3" belt WL41010 1,952.00

Air conditioning with ACC (automatic climate control) WL42001 6,274.00

Steering knob WL45001 0.00

Sliding window in door WL45003 0.00

ACC Fahrenheit decal only WL45004 0.00

Universal key WL45005 0.00

Rear view camera color, LCD monitor WL45016 2,011.00

Lunch box holder WL45023 0.00

Anchorage manual WL45027 0.00

LOTO, Lock out tag out WL53009 0.00

Back up alarm WL54001 0.00

Max Boom Height WL65013 0.00

Oil sampling ports WL71002 288.00

Footsteps front frame WL71005 281.00

Footstep, right side WL71009 0.00

Boom Suspension System (" Ride Control" . Includes single acting lift system.) WL80001 5,975.00

Decals, English/Spanish WL83004 0.00

Cover plates, rear frame WL86013 0.00

Frame, life time warranty WL86041 561.00

CareTrack Connectivity 4 yr Subscription WL88010 0.00

CareTrack, GSM/Satellite WL88018 0.00

De-activate SAT WL88020 0.00

20.5R25* L-2 Michelin Snoplus (4) WL20019 18,809.00

Full coverage fenders rear for standard tires WL22004 839.00

Engine auto shutdown WL30011 675.00

Engine block heater, 120 V WL33002 880.00

C3_Stainless steel, brake lines WL34001 1,877.00

Radio BlueTooth/USB/AUX no CD WL43004 950.00

RH Radio mounting kit including 20 amp converter, speakers & 12v outlet WL44001 999.00

Left hand armrest for Volvo Airsusp. seats. Incompatible w/CDC (comfort drive control) WL45040 199.00

Forward view mirror for visibility over large buckets WL45028 0.00

Rearview mirrors,el.adj& heat. WL45201 423.00

LED Power Package; Auto selects WL50014, WL50017, WL50020, WL50015 and

WL50021

WL50024 5,857.00

Warning Beacon, LED WL51003 813.00

C3_Reverse alarm, White noise WL54002 271.00

EL Hydraulic 4 Functions (hydraulic and 3rd funct detent function included) WL61031 6,158.00

Separate attachment locking, std. boom WL64001 2,311.00

Version 17

Counterweight, logging (cannot be ordered with solid tires or wooden protection rims) WL81001 1,413.00

Tow Hitch WL82005 434.00

Slow moving vehicle sign WL84001 292.00

Attachment bracket WLA85346 5,598.00

104" 3.0 yd hook-on HD GP bucket WLA86407 11,270.00

104" 3-piece bolt-on edge kit, straight-edge bucket (BOE adds 0.2 yd3) WLA80670 1,265.00

$296,040

Sourcewell % off List (enter as % here) 42.9%

Sourcewell Price $169,039

Total List Price

Page 1 of 1

Quoted to:

WAUPACA, CITY OF (ATTN: ) 111 S MAIN

WAUPACA, WI 54981

Ph: 715-258-4411 / Fax:

Email:

Monroe Truck Equipment, Inc. is pleased to offer the following quote for your review: Description Amount

LOADER SIDE HITCH - MONROE QHTP WITH VOLVO HOOKS - POWDER COATED BLACK MONROE FULL TRIP REVERSIBLE PLOW - MP41R11-ISCT - 3/16" STEEL MOLDBOARD - (10) 1/2" ONE-PIECE FLAME CUT RIBS - (6) ADJUSTABLE 3/4" TORSION TRIP SPRING ASSEMBLIES FOR A TWO-SECTION TRIP - 3" X 10" DOUBLE ACTING REVERSE CYLINDERS - BUILT-IN MONROE LEVEL LIFT ASSEMBLY - OFF-SET PUSH FRAME POWDER COATED BLACK - 3/4" x 8" TOP PUNCH CUTTING EDGE * SWIVEL PLATE, PLOW SIDE HITCH * RUBBER SNOW DEFLECTOR, INSTALLED * CURB GUARDS INSTALLED ON BOTH ENDS 9' MONROE DFPW HD DOUBLE FUNCTION PATROL WING * PARA-GLIDE FRONT POST, US PATIENT # 8,596,396 - REAR MOUNTED CROSS TUBE - TOP CORNER OF MOLDBOARD CUT AT A 45 DEGREE ANGLE TO CLEAR MAILBOXES - TAPERED STEEL MOLDBOARD * 3" HD SINGLE PUSHARM * WING LOCK ON TOE AND HEEL CYLINDERS - MOLDBOARD POWDER COATED ORANGE - HARDWARE POWDER COATED BLACK - HYDRAULIC HOSES TO PLOW AND WING FROM END OF BOOM TIP * FLOW DIVIDER TYING TOE AND HEEL TOGETHER BEING USED BY ONE CONTROL ** TRANSPORTATION OF LOADER WILL BE CUSTOMER RESPONSIBILTY. ** INSTALLED ON A 4 FUNCTION MACHINE, WHICH PROVIDES 2 AUXILARY FUNCTIONS WITH LINES TO END OF BOOM.

Quote Total: $32,645.00

Additional Options: Description Amount Add to quote?

UPGRADE WING TO TO TRIP EDGE $1,640.00 Yes / No

Terms & Conditions • Terms are Due Upon Receipt unless prior credit arrangements are made at the time of order. • Please note if chassis is furnished, it is as a convenience and terms are Net Due on Receipt of Chassis. • State and Federal taxes will be added where applicable. Out-of-state municipal entities may be subject to Wisconsin sales tax. • Restocking fees may be applicable for cancelled orders. • MTE is not responsible or liable for equipment that does not meet local/state regulations if those laws are not made known at time of order. By signing and accepting this quote, the customer agrees to the terms listed above and has confirmed that all chassis information listed above is accurate to chassis specs.

J.O. # 1151 W Main Avenue Quotation ID: 2MAW002860

DePere, WI 54115 Date: 1/14/2021

Sales Rep: Troy Redfearn Valid thru: 2/13/2021

Ph: (920) 360-4446 Terms: CREDITCARD

www.MonroeTruck.com Quoted by: Mark Woelfel

Ph/Fax: 920-347-4181 / 920-336-8118

jberrens

Text Box

Example of a "clam bucket"



715.258.4420





SUBJECT: Air Handling Unit (AHU) upgrades at City Hall/Library building

Facilities Superintendent, Russ Montgomery and I have been working on an HVAC controls upgrade for several years. This work would replace a number of pneumatic control air handling units (AHUs) with digital motors within the City Hall/Library building. We completed a similar upgrade several years ago when we replaced the variable air volume (VAV) units in the building as well.

This latest improvement will allow us to remove the need for an air compressor within the building. The air compressor requires electrical energy to run the pumps and build up pressure within the pneumatic system. The air compressor was identified as a significant energy user and potential energy waster with air leaks in the lines.

I ran some conservative cost/energy calculations and came up with a return on investment (ROI) of 14 years. Calculations are included as an attachment. We expect the new equipment to have a service life of 25 years.

We requested a proposal from Automated Comfort Controls (ACC) for this work. ACC is the company that is currently under contract to service all our buildings HVAC systems. ACC is the only company that has the legal ability to alter our HVAC programming; we see this as a sole source purchase.

We budgeted $25,000 in our 2021 capital borrow plan and the attached proposal is $23,602.

REQUESTED ACTION:

Requesting the Common Council approve going into agreement with Automated Comfort Controls for air handling unit digital upgrades in an amount not to exceed $23,602.

• Funding of $23,602 from 2020 GO bonds.

AHU ROI Calculation

KW Rate Cost / Month Cost / Year2.25 9.654 21.72$ 260.66$ On-Peak Demand2.25 1.988 4.47$ 53.68$ Customer Demand

kWh Rate Cost / Month Cost / Year2278 0.05 113.90$ 1,366.80$ Average of On-Peak and Off-Peak charges

1,681.13$ Monthly cost savings23,602.00$ Total project cost

14.04 ROI

Numbers based on WPS billing rates, existing 1.5 HP compressor, and an estimate 67.5 hours of compressor run time.

1

January 8, 2021 Waupaca City Hall Russ Montgomery Subject: Upgrade Pneumatic Controls to DDC on the following Equipment For the Sum of $ 23,602.00 we propose installation of all of the following:

• Library ahu DDC upgrade with Delta Controller • City Hall ahu DDC upgrade with Delta Controller • Boilers and pumps DDC upgrade with Delta Controller • Control of 3 exhaust fan • 7 Cabinet unit heaters DDC upgrade with Delta Controller • 1 Unit heater DDC upgrade with Delta Controller

Includes as applicable: • Installation labor and materials for complete installation • (1) year warranty on parts and labor. Excludes: • Starters, disconnects, and or contactors • Cutting, patching, and or painting • Premium Labor for nights weekends, holidays, etc. • Performance, labor or material payment bonds • Sales tax

Should you have any questions regarding this proposal or if I can be of further service, please do not hesitate to call me at (920) 997-0780 x 4 or my cell phone at (920) 378-2440.

Respectfully Submitted, Paul Kreiling – Building Automation Sales

Joshua Werner, Director

111 S. Main Street • Waupaca, WI 54981

[email protected]

www.cityofwaupaca.org

715.258.4405

To: Mayor Smith & Waupaca City Council

From: Joshua Werner, IT & Community Media Director

Date: Tuesday, January 26, 2021

Re: Community Media Review & Strategic Plan

The attached PowerPoint slides will be presented at our next city council meeting and serve a

few purposes:

1. There are a few strategic plan items that tie into the city’s community media

platforms; we will review progress of those items.

2. The Community Media department completed a review of what we do. The year

2019 with COVID brought a number of quick changes to how we operate. It was a

good time to review everything end to end. Part of this was a survey available to

staff, elected officials, partners and the public; comparisons to other city community

media departments and some discussions with friends of our community media

department. We will review results of this and the changes we will be making.

3. This presentation will give a quick overview of all aspects of community media to you

helping with your familiarity with our operation.

There are a few extra slides included in your packet that will not be presented to keep the

presentation to a reasonable length.

1/26/2021

1

Waupaca Community Media

Pandemic

• COVID-19 Pandemic brought sudden change to how community media operates

• Coverage of all meeting• Numerous normal items put on hold or accomplished in an alternative

manner

• Seemed like a good time to review everything we do and look for ways to be more efficient in communications with our media platforms

1/26/2021

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Strategic Plan

• Effectively tell our story (For external communications – all departments consistently utilize city’s official communications channels – city website; city Facebook page; city TV and Radio station; in addition to department and other channels)

• Have started regular social media interviews with city administrator, library and Parks & Rec department. Planning to start monthly interview series to include all areas.

• Public not understanding the complexity of running a city - Create short Win-TV/Waupaca Radio/YouTube series that features one or two short highlights each month to educate.

• Video series highlighting city services. Will pick back up this year. Recent examples: snow plowing video; sidewalk shovel video.

• Improve online services (eg. Application, permit and licensing process able to be completed online).

• Have selected software to handle this. Will be implemented in 2021.

Official “Community Media” Platforms

• Win-TV / Spectrum Cable Channel 991• Waupaca Radio fm96.3• Official City of Waupaca Government Website• Official City of Waupaca Facebook Page• Win-TV YouTube Channel• CodeRED• Also note – most city departments also operate department

specific media platforms. Those are not involved in this process and are the primary responsibility of the respective department

1/26/2021

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Some Considerations

• Community Media Mission Statement: “Connect the citizens of the Waupaca area with the activities of their government and community.”

• Two primary ways people consume media:• Content the consumer looks for… setting time aside for their favorite TV show,

seeking out content of interest (eg. Watching a city council meeting because a topic of interest is being discussed)

• Content that finds the consumer… this would be content you would NOT go out of your way to find (eg. Scrolling on Facebook and happen to see a live broadcast of city council you watch for a few minutes, listening to the radio for music/entertainment and finding out about something from a PSA).

• These above considerations are taken into account on our planning.

Methods of Feedback

• Community Media Survey ~50 respondents of community members, city staff, elected officials and community media partners

• Discussion with and comparison to other city operated radio stations

• Meetings and discussion with a handful of community media friends

• Review of other feedback we have informally heard from people over the past few years

• Several staff meetings to discuss the above combined with past observations and comments

1/26/2021

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Survey Results

Most Popular city media outlets (in-order)1. City Website2. City Facebook / Waupaca

Radio3. Digital Signage in City

Facilities4. CodeRED5. Win-TV / YouTube Channel

Preferred Media Formats (in-order)1. Short 1-3 minute video

segments2. Static Content or

Graphics3. Public Service

Announcements4. Longer

Interviews/Programs

Preferred Access to Government Meetings (In-order)

1. Waupaca Radio

2. City Facebook Page

3. Win-TV

Survey Results

• Cancellations• Streaming/Computer/Device

Access to Waupaca Radio• Better promote city media

outlets• Meeting Agendas shared on

Facebook• Road Construction Updates• Involve Other Organizations• Boost Power to Radio Station

Asked a number of targeted questions. Categorized and combined feedback. Top Feedback (in-order of mentions):• Local News Coverage• City Admin/School Supt Interview

well received• Community Events/Calendar• Sports Coverage• Community interview show• Health/COVID information

1/26/2021

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City Website

• Per survey, top media platform.

• Information based. People come here to find something specific.

• Road Construction Updates• Comprehensive Community

Events Calendar (further discussion later in presentation)

• GOAL: (Part of Strategic Plan) Improve online services (eg. Application, permit and licensing process able to be completed online).

City Facebook Page

• Meant as the official city government communications tool on Facebook.

• Has over 2,300 likes• Goal to keep most content directly

related to city government• Also post items of significant interest

to our community• Able to easily reach people who are

not looking for government information. Good tool for passive communication.

• Consumers prefer short content (short videos, static graphics/text).

• Goal: Average of one weekly video posted to social media

• Create two video series• Information Video Series• Interview Video Series

• Goal: Establish best practice information sheet for interview videos

• Goal: Train clerk’s department on how to post meeting agendas on Facebook page

1/26/2021

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Two New Social Media Video Series

• Informational Series• Build up a library of timeless

videos about city functions• Answer how or why• Share them on an annual basis

when something comes up that matches the video’s topic

• Examples: Park Shelter Rentals, Snow plowing, Voter Registration, fall leaf pickup

• Interview Series• Hosted by City Admin and Elected

Officials• Timely topics• Give a look at how government

works; answer common questions; look at an event

• Examples: Building Incentive Program; What happens to your waste water; Main Street Project Update

• What elected officials are interested in participating in this???

Waupaca Radio

• Easy to access, free to access, everyone has a radio.

• Research shows in 2020 90% of people listen to radio at least once per week!

• Waupaca Radio’s Goal: “information through entertainment”

Goals:

1. Modifications to program schedule to enhance listenership

2. Establish “Information break” segment with national/local news update

3. Transition What’s Happening Waupaca to a radio program, new format.

4. Only broadcast government meetings one time on the radio. Eliminate numerous re-broadcasts.

1/26/2021

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Digital Signage

• Locations:• City Hall Lobby• Library Front Desk• Rec Center Entrance• Senior Center• Win-TV Slides

• Share content between displays

• Lots of people acknowledge they are familiar with these

• Goal: Work on developing best practices

• Goal: See if departments need training on system

CodeRED

• Emergency/Project communications platform

• Can call landlines (extreme emergency only); text; email; push items to app

• Provided automated severe weather alerts

• Goal: Establish internal criteria for when we will utilize it

• Goal: Train a variety of staff we can rapidly get messages out, when needed

• Goal: Promote continued resident sign-ups

1/26/2021

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YouTube Channel

• Most local programming by Win-TV uploaded to YouTube

• Programs are categorized

• Goal: Organizations we work with will be asked to embed a YouTube playlist on their website containing their tapings

• Goal: Organizations we work with will be asked to share at least one time each taping on their social media

Win-TV

• Went on the air in 1985. Oldest media platform in our department.

• Demographic: typically older persons

• Factors against Win-TV:• Cable-TV subscriptions declining in lieu

of online streaming services• Spectrum cable has us “hidden” at

channel 991• Channel quality is poor, not in HD, this

is due to Spectrum• Cable operators are pushing to not

have to provide PEG stations

• GOAL: rework program schedule

• GOAL: no longer create new TV shows. Instead create content for social media that is also aired on Win-TV. Focus resources on media platforms most utilized.

1/26/2021

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Common Requests – Why we are not pursuing

• Broadcasting Local Sports• Cost!!! (Staffing/Equipment)• Have never had a sports enthusiast on

staff• If right volunteer came out of the

woodwork would consider

• Boost Power to Radio Station• This has been a more common comment

in the past year! (Means people want to listen)

• We are at highest power allowed by FCC for a “Low Power” radio station (100 watts).

• Could be an opportunity for a repeater station in the next 1-3 years.

• Streaming could be a solution

• Streaming Waupaca Radio to computer and devices

• COST! (Approx. $2,000/year)• Royalties• Copyright fees• Cost of service to distribute stream

• Do not feel justified in asking for additional money for this.

• Better looking/More designed graphics (digital signage/TV station slides)

• Complaints they are hard to read when they get to fancy

• They are kept simple so people can easily see and read them

Community Calendar

• Lots of comments about community calendar/promoting events (both city government and community)

• Waupaca Radio/Win-TV will promote any events related to government/schools/non-profit/community groups free, people just need to give us the information

• Mentions of web based city-wide community calendar• Past discussions regarding this, no considerable effort• Could we even get our own organization onto one calendar? Numerous

separate calendar for city government/departments.• Is this something we should pursue??? [eg. Support of resources and $$$]

1/26/2021

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Public Access

• Misconception we only work with the Community Arts Board!• We will work with any government unit, our local school and any non-

profit/community group• Groups who reach out to us, get us information and content are the ones who

are often more visible on our media platforms

• Goal: Promote to community groups what ways and how they can utilize us.

Opportunities for Public Access

• Open to any local government, school, non-profit and community groups:

• Community Calendar (Waupaca Radio and Win-TV)• Submit Cancellations for announcement on Waupaca Radio• Interview segments on What’s Happening Waupaca• Public Service Announcements• News Press Releases

1/26/2021

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• GOAL: Evaluate and pursue technology upgrades in library meeting room to improve programs taped (ceiling mounted camera, audio system)

• GOAL: On every department head meeting agenda ask “Are there any events or newsworthy items coming up in your department in the next 2-3 weeks?”

• Focus first on city government communication BEFORE communication for outside entities.

• Focus on creating video content with a primary focus of placement being on Facebook or the web; and then share that content to Win-TV.