2027 Recommended Budget (PDF)

RECOMMENDED ANNUAL OPERATING & CAPITAL BUDGET 2027 2027 CITY OF SUN PRAIRIE CITY OF SUN PRAIRIE PRESENTED TO City of Sun Prairie Wisconsin For the Fiscal Year Beginning January 01, 2026 Executive Director GOVERNMENT FINANCE OFFICERS ASSOCIATION Distinguished Budget Presentation Award SUN PRAIRIE, WI | FY 2026-2027 INTRODUCTION Sun Prairie, WI | Recommended Annual Operating and Capital Budget | FY 2026-2027   1 INTRODUCTION MESSAGE FROM THE MAYOR Dear Honorable City Council Members and Residents of the City of Sun Prairie, BUDGET SUMMARY I am pleased to present the 2027 Recommended Budget. This proposed budget is unique in that it is the first in more than five years to include a tax decrease for the average City of Sun Prairie homeowner. This decrease is not the result of slowing growth or a reduced need for City services. Rather, it reflects the financial realities created by the failed referendum in the Spring of 2026, which means the City must operate within the state’s levy limits as we develop the 2027 budget. With this budget, I am recommending a tax decrease of -.3% on the average home, representing a redution of approximately $8. My direction to City Administration in proposing the 2027 budget was to follow the priorities established in the Fiscal Roadmap and focus the budget on cost-to-continue needs and necessary one-time expenditures only. Furthermore, I asked that 2027 cost-to-continue initiatives only be those requests that are essential; directly impacting the City’s ability to operate efficiently and effectively. The recommended budget largely follows these guidelines. It prioritizes the services and obligations the City must continue to provide while recognizing that, given our current revenue limitations, we cannot fund every request. The City is not immune to the rising costs of goods and services or the effects of inflation. Maintaining services comes at a higher cost than it did even a few years ago. Our cost-to-continue budget reflects these realities and represents a continued effort to balance fiscal responsibility with the needs of a growing community. It is important we make thoughtful choices about how we allocate limited resources while continuing to provide services our residents rely upon. COUNCIL PRIORITIES The Common Council underwent a strategic plan process in the summer of 2024 and reaffirmed the city’s priority areas established in 2019. Our priority areas continue to be human services, complete transportation network, sustainable Sun Prairie, dynamic economy, employer of choice, quality city services, downtown & central corridor vibrancy, and housing & neighborhoods. In the fall of 2024, the Council adopted its Fiscal Roadmap to guide our budgeting process from 2026 to 2029. Due to state-imposed levy limits, the City’s Fiscal Roadmap outlines multi-step three-year approach to balance the city budget over the next five years including an operating referendum in the spring of 2026. The referendum was unsuccessful. The Mayor and Council President are working towards creating a referendum task force committee to provide insight and recommendations for the overall size and components of the city’s next referendum. The eight themes or focus areas from the 2019 strategic plan process are still significant as we navigate the future of the city while under the constraints of levy limits. Human Services The Common Council expects that the City will provide a wide range of human services to assist residents to live to their full potential. Service partners funded in the 2027 Recommended Budget include the Sun Prairie Public Library, Sun Prairie Cemetery Association, Community Schools, Prairie Music & Arts, and the Colonial Club.  Sun Prairie, WI | Recommended Annual Operating and Capital Budget | FY 2026-2027 2INTRODUCTION Complete Transportation Network The community has multiple modes of transportation, ensuring the entire population has options for safe and efficient travel. These include roads, pedestrian walkways, bike lanes, and mass transit. The 2027 Recommended Budget includes investments in all modes of transportation through our continued funding of street reconstruction and rehabilitation, funding for the Madison Metro local and bus rapid transit routes, multi-use path replacement, pedestrian safety, and painting of on-street bike lanes. Sustainable Sun Prairie The City continues its commitment to sustainability by reducing our carbon footprint through the use of renewable energy and the reduction of non-green consumer practices such as the use of gas instead of electricity to fuel vehicles. The City has reinforced this commitment in recent years through the installation of solar panels on public buildings as roofs are replaced, the purchase of hybrid and electric vehicles, and updates to bathroom and lighting fixtures which include energy efficient components. Dynamic Economy Sun Prairie is the home of many cutting-edge businesses applying innovative practices and technology to bring new and exciting products to the market every day. The robust nature of the Sun Prairie business community allows our local economy to thrive. The City continues to be interested in diversifying its tax base by encouraging redevelopment of existing areas as well as investing in new sections of the city. The City actively markets development opportunities through direct contacts with professional real estate networks, advertising and sponsoring of targeted events, and responding to site searches from regional and State economic development agencies. Inclusion of funding in the 2027 Recommended Budget for site marketing and expansion of the Sun Prairie Business Park. Employer of Choice The City provides excellent public services, which can only be made available by dedicated and talented staff. Our community benefits from employees who have an amazing workplace culture where people work together toward common goals. The 2027 Recommended Budget includes the implementation of monthly premium share of $50 for single coverage and $100 for family coverage for union staff, a 10% premium share for non-union employee health insurance, as well as funding for contracted union wage increase. The Recommended Budget also includes a 1% cost-of-living adjustment and step increases for non-union employees and funding for mental health counseling and coaching for fire and EMS personnel. Quality City Services City services are efficient, friendly, and accessible. The Common Council has displayed their commitment to this in the past by funding initiatives for additional public safety personnel to keep our residents safe and well served. The 2027 budget includes funding for two additional police officers and one additional firefighter. The City has also invested in software resources which provide our community members with 24-hour access to many applications such as applying and paying for building permits and licenses online. The 2027 Recommended Budget continues to allocate resources to maintain current services while also anticipating future needs through investments in the replacement of equipment and maintaining facilities and park lands. Sun Prairie, WI | Recommended Annual Operating and Capital Budget | FY 2026-2027   3 INTRODUCTION Downtown & Central Corridor Vibrancy The City’s downtown area is easy to get to by bike, bus, vehicle, or on foot. The breadth of retail and personal services offers great options for people visiting and living in Sun Prairie. The downtown area, including the Bank of Sun Prairie at Ashley Field, hosts a wide variety of community, cultural, sports, and entertainment events. After the explosion in July 2018, the Common Council provided a promise to be #SunPrairieStrong by allocating funds to be used as a donation to the disaster relief program as well as by hiring a consultant to assist the City in a visioning and redevelopment plan for the Main and Bristol Street intersection area. Since the completion of the visioning and redevelopment plan, the City has started to move forward with the recommendations that have come out of this plan. The budget includes funding from TID 11 and TID 14 for a Downtown Master Plan to further facilitate development. Housing & Neighborhoods Through the comprehensive planning process, the community has voiced the desire to have housing options in all price ranges for those that desire to rent or own. This affords people who come to our community the ability to put down roots, grow with us, and allows current residents the options to stay in Sun Prairie when their housing needs change. Neighborhood associations provide residents opportunities to connect with neighbors and the greater city. The City’s Housing Needs Assessment project was completed in 2022. From this project, I am happy that the City Council has endorsed funding to bring the Tenant Resource Center into Sun Prairie and funding for retaliation mediation. The State statute enacted in 2009 allowed municipalities to hold tax increment districts (TIDs) open for one additional year past required closure to benefit affordable housing and improving housing stock. The statute was amended with Act 173 to allow the district to be open for two additional years past required closure to benefit affordable housing. Without ongoing annual funding, the affordable housing fund will only receive revenues in the years that the City keeps tax increment districts open for the allowed additional years. In 2025, the Common Council passed resolution to keep TID 8 and 9 open one additional year for the purpose of funding the affordable housing fund. The 2026 budget was the first year in which these funds were available for investment in affordable housing and improving our housing stock. I am recommending the funding of three programs in 2027: housing case management, renter occupied development loan program, and renter rehabilitation loan program. ECONOMY AND REVENUES Valuation The proposed budget balances community needs and priorities with the current economic uncertainty and modest growth of the city. Local government finances are subject to levy limits. The City’s 2027 Recommended Budget is at the levy limit restrictions imposed by the state. Future budgets will need to reduce expenditures through service reductions and efficiencies while also exploring alternative revenue sources. The City of Sun Prairie realized net new construction of 1.046% totaling $91.1 million. The City’s equalized value (market value) increased by $355.3 million in 2026 for a total value of $6.83 billion. Annual Net New Construction Trend Source: Wisconson Department of Revenue Net New Construction PY Equalized Value 2022 2023 2024 2025 2026 2027 0 2,000,000,000 4,000,000,000 6,000,000,000 8,000,000,000  Sun Prairie, WI | Recommended Annual Operating and Capital Budget | FY 2026-2027 4INTRODUCTION The 2027 Recommended budget includes an overall tax levy increase of 5.5%. This equals a $8 decrease on the average home in the City Sun Prairie, compared to 2026’s tax increase of $148 on the average home. State Shared Revenues and Expenditure Restraint Program The Expenditure Restraint program was renamed to the Expenditure Restraint Incentive Program with the passage of the 2023 Wisconsin Act 19. The City has to certify general fund expenditures with the state annually to determine whether our budget will qualify for expenditure restraint grant funds in the future. The City has not used monies from the Expenditure Restraint program to balance the general fund budget. By doing this, the City has eliminated the reliance of these funds for operations. The City directly allocates these resources to the capital projects fund in the years that the City receives the grant dollars. However, given levy limit constraints and continued costs to continue quality city services, the City projects the need to utilize expenditure restraint dollars in future years to balance the budget. Wisconsin Act 12 that passed in 2023 made several changes to state law, including shared revenue and personal property tax. The shared revenue program includes a new supplemental aid for public safety as well as allows for an increase in the payments by a percentage change in the state sales and use tax revenues from the previous year. Act 12 repealed the personal property tax effective January 1, 2024 and now provides municipalities and counties with an aid payment to cover the loss in tax revenue. Transportation Aids The Wisconsin Department of Revenue provided estimates for transportation aids in time to build the 2027 Recommended Budget. While the values provided are estimates, the amount the City will receive in aid does not typically change by a large amount from the estimate provided. Sanitation Fund The sanitation fund charges annual fees for recycling and refuse collection to residential properties. The 2026 Approved Budget included a refuse fee increase to support all services provided by the Recycle Center. The 2027 Recommended Budget includes a $14 increase which represents the contractual increase in fees as outlined in our current contract with Pellitteri Waste Systems, who is the City’s current collection services company, as well as the operating cost of the recycling center. Transportation Improvement Fund The transportation improvement fund created with the 2025 budget was meant to capture the revenues collected from the municipal vehicle registration fee. City Council approved the adoption of a vehicle registration fee of $30 per vehicle registered in the City of Sun Prairie in September of 2024 to help offset the growing operational costs of maintaining our transportation system. The Recommended 2027 budget includes $1 million in use of transportation improvement fund revenue to offset the growing operational costs of maintaining our transportation system. Water Pollution Control Fund The water pollution control facility (plant) completed a facility expansion in 2022 to meet the statutory required reduction of phosphorus and to accommodate future growth. In 2024, the plant started another expansion to address biosolids. Phase 1 of the project was completed in 2026 and Phase 2 is expected to be completed in 2027. A 9.9% rate increase is included in the 2027 Approved Budget to support both the operational needs of the current facility and future operating and capital requirements. This increase will result in an approximate annual rise of $18 to the fixed connection fee, in addition to any usage-based increases. Sun Prairie, WI | Recommended Annual Operating and Capital Budget | FY 2026-2027   5 INTRODUCTION Storm Water Fund The storm water utility constructs and maintains multiple storm water facilities throughout the city. The construction and maintenance of these ponds require a rate increase every other year of approximately 3.5%. This equates to approximately $7 annually on the average home. Sun Prairie Utilities Sun Prairie Utilities manages the City’s Electric and Water System. Sun Prairie Utilities has completed construction and is operating out of its new 88,000 square foot LEED certified electric and water operations facility located at 510 Linnerud Drive. COMPENSATION, BENEFITS, AND STAFFING Compensation and Benefits The City has three bargaining units which represent police officers, paramedics, and firefighters. All other employees are non-represented. The two largest monetary challenges the City has are salaries and healthcare. The 2027 Recommended Budget includes a cost-of-living increase of 1.0% as well as a performance-based step increase on January 1st for all non-union employees. The increase is based on where the employees’ wage rate falls on the range for the position. Union represented paramedics and firefighters have negotiated a contract through 2027. The union represented police officers have a negotiated contract in place through 2029. The 2027 Recommended Budget includes funds for represented contracted wage increases. The City continues to experience significant increases in healthcare costs and this will be a challenge that the City faces in the future. The City has historically experienced 8-10% increases annually. In 2026, the City went out for RFP for healthcare services and the City Council approved a new health plan design and entered a multi-year contract with Dean Health Plan. The 2027 Recommended Budget includes the costs for the continuation of the new health plan design, at a rate decrease of 8.2%. Additionally, the 2027 Recommended Budget includes the implementation of a union employee monthly premium share of $50 for single coverage and $100 for family coverage and a 10% premium share for non-union employees. The City entered the Wisconsin Retirement System on January 1, 2017. This system requires that the employees share in the required pension contribution. Employees hired on or before January 1, 2017 were allowed the choice of converting to WRS or remaining with the City’s 401a plan. By resolution, the City indicated that the 401a plan would mirror the WRS employer contributions. The contribution rate employees pay increased from 7.2% in 2026 to 7.25% for 2027. The city contribution for public safety employees (police, firefighters, and paramedics) will decrease to 14.35% in 2027 from 14.7% in 2026. For all other employees, the city is required to pay 7.25% in 2027. TAX INCREMENT DISTRICTS (TIDS) The availability of tax increment financing is one of the major tools used for economic development. As the City expands and establishes more tax increment districts, it becomes imperative to closely monitor and plan the development of each district. The City currently has six active tax increment districts. For details on the tax increment financing districts please visit the district operating budgets.  Sun Prairie, WI | Recommended Annual Operating and Capital Budget | FY 2026-2027 6INTRODUCTION Tax Increment Financing District #8 (TID8) (Closed)– TID 8 closed in 2026 after being held open for an additional year to provide funding to the Affordable Housing Fund. Tax Increment Financing District #9 (TID9) (Closed) – TID 9 closed in 2026 after being held open for an additional year to provide funding to the Affordable Housing Fund. Tax Increment Financing District #11 (TID11) – TID 11 currently does not receive assistance from the general fund. The fund continues to see new development and the 2027 budget includes economic incentive payments for seven separate development agreements. TID 11 project period ends in 2031. The City does not anticipate closing the TID until after the close of the project period. Tax Increment Financing District #12 (TID12) – The City approved a development agreement with Argus Properties in 2021. The TID is not anticipated to close until the mandatory termination in 2037. Tax Increment Financing District #13 (TID13) – The City has seen continued development in this district, which has significantly increased the value of the area. The project period for this TID ends in 2032, but the district could close as early as 2027, unless the council approves to hold the TID open for the allowable extension of up to two years to provide funding to the Affordable Housing Fund. Tax Increment Financing District #14 (TID14) – TID 14 was created in 2020 as a rehabilitation and conservation district and overlays with many parcels included in TID 8. Projects within this district include the construction of the Bougie building and the restoration of the bell tower on Old City Hall. Tax Increment Financing District #15 (TID15) – TID 15 was created in 2022 as a mixed-use district. The district will focus on public and community improvements along W Main St. Tax Increment Financing District #16 (TID16) – TID 16 was created in 2023 as a mixed-use district. The district was created for the development of affordable housing, commercial development, and passive recreation near the Town Hall Crossing Habitat for Humanity project. LOOKING AHEAD The 2027 Recommended Budget falls within state levy limit restrictions. Future budgets will be constrained to net new construction, which has seen a decrease over the past couple of years. Net new construction decreased from 2.718% in 2025 to 1.406% in 2026. As a result of the restrictions caused by levy limits and challenging economic conditions, the City does not have the capacity to provide departments with resources to pursue new priorities. City Council has directed staff to engage the community to determine their priorities and to look internally to evaluate services to determine if efficiencies and cost savings can be achieved. As we look ahead to the 2027-2029 budget seasons, staff have been directed to propose net-neutral initiatives and engage the community as we look towards a need for referendum. CONCLUSION I am pleased to present a budget that reinforces the priorities of our Common Council as well as the desired services that our community expects of us. I believe the 2027 Recommended Budget maintains investment in our existing infrastructure as well as builds and maintains operational service levels.  Sun Prairie, WI | Recommended Annual Operating and Capital Budget | 2026-2027 12 INTRODUCTION Sun Prairie, WI | Recommended Annual Operating and Capital Budget | 2026-2027   13 INTRODUCTION Aaron Oppenheimer Sandy Xiong Chad Shelton City Administrator Chief of Staff Recreation Director Penny Holler Dennis Wilken Svetha Hetzler Assistant City Administrator Chief Code Official Director of Library Services Renee Schwass Jon Landsverk Joshua Clements Finance Director Public Works Director Planning Director Kathleen McDaniels Taylor Brown Kevin Warych City Attorney Economic Development Director Chief of Police Peter Krystowiak Christopher Garrison Jill Weiss City Assessor Fire/EMS Chief Sun Prairie Utilities Manager Elena Hilby Tom Veith Cindy Burtley City Clerk Engineering Director Parks and Forestry Director [Vacant] Donald McDermott Jeremy Cramer Human Resources Director Information Technology Director Wastewater Conveyance and Treatment Director MISSION STATEMENT To provide valuable, responsive, and cost-effective services that enable residents to enjoy a high quality of life. VISION STATEMENT We want to coordinate the development of a modern community that understands and has pride in its roots to the past. We want to help develop “homes” for the residents that live here, through the creation and maintenance of neighborhoods. Each neighborhood will be equal in importance, but separate in its identity. Our school system will play a major factor in the development of the neighborhoods and will serve as the community center. We want to create harmony amongst all residents, where race and socio-economic differences play no factor. We want everyone to feel that their personal safety is not at risk, whether they are at home or walking down the street.  Sun Prairie, WI | Recommended Annual Operating and Capital Budget | 2026-2027 14 ORGANIZATIONAL CHART INTRODUCTION  Sun Prairie, WI | Recommended Annual Operating and Capital Budget | 2026-2027 16 ABOUT SUN PRAIRIE INTRODUCTION SUN PRAIRIE, WI POPULATION MEDIAN AGE MEDIAN HOUSEHOLD INCOME 40,238 37 $ 90,942 UNEMPLOYMENT RATE NUMBER OF BUSINESSES MEDIAN HOME VALUE 2.8% *1050 $ 365,700 *This number may include vacant businesses. GROWING COMMUNITY Sun Prairie is a vibrant and thriving community; known in the region for its high quality of life, its excellent parks and recreation programs, historic downtown, its exceptional public school system, and progressive approach to the development and redevelopment of the community. As the City continues to grow, the need and demand for city services will also increase. Documents such as this report are important tools to communicate the state of the City’s finances with the public. It demonstrates the City is responsibly managing public funds to ensure it can continue to provide a high level of service to the community. Over the last ten years, Sun Prairie’s population has increased 22 percent. As a percentage of the state of Wisconsin population, Sun Prairie is one of the fastest growing municipalities in the State. This is also reflected in the fact that the Sun Prairie Area School District is the fastest growing school district in Wisconsin. ECONOMY Sun Prairie also benefits from a strong and diverse local economy. The City’s 2026 unemployment rate of 2.8 percent was lower than the State of Wisconsin as a whole (3.4 percent) and significantly lower than that of the United States as a whole (4.2 percent). Employers within the City represent a variety of different industries with positions of varying skills and education levels. Some of the industries include advanced manufacturing, finance and insurance, agricultural technology, retail, customized product design, printing, publishing and graphics, warehousing and distribution, and others. City of Sun Prairie, Population Source: U.S. Census Bureau, Population Division 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 32,500 35,000 37,500 40,000 42,500 Unemployment Rate Source: Wisconsin Department of Workforce Development 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 1 2 3 4 5 6 7 Sun Prairie, WI | Recommended Annual Operating and Capital Budget | 2026-2027   17ABOUT SUN PRAIRIE INTRODUCTION Sun Prairie’s Top Ten Employers account for nearly twenty-five percent of the city’s total employment. Top Ten Employers Source: City Economic Development Division Rank Employer Employees Rank Employer Employees 1 Sun Prairie School District 1501 6 Wisconsin Distributors 412 2 City of Sun Prairie 992 7 Axim Geospatial 360 3 QBE Insurance 600 8 Prairie Athletic Club 300 4 Colony Brands 505 9 Trachte Building Systems, Inc. 291 5 Costco 419 10 Target 274 Over the last ten years, the City has seen significant increases in its equalized value. Equalized value increased by 14.98 percent in 2023, surpassing a total of $5 Billion for the first time. This continues the trend since 2013 in which the City’s tax base has increased over the previous year. Over the long term, the City is likely to continue to experience significant residential and commercial growth due to its proximity to the city of Madison. In 2025, the City had net new construction growth of 2.72 percent or $165.2 million. Through August, the City had net new construction of $91.04 million for 2026. Additionally, personal income within the City of Sun Prairie continues to grow. Per capita personal income has risen over $13,000 since 2020 to $47,609. This continues to exceed the per capita personal income of the State of Wisconsin as a whole. EDUCATION The majority of Sun Prairie residents are in the Sun Prairie Area School District, with a small percentage of residents in the DeForest School District. The Sun Prairie Area School District consists of 15 schools: 9 elementary schools, 3 middle schools, 2 high schools, and an alternative learning school with over 8,000 students enrolled in the district. 97.3 percent of the working population (residents 25 years or older) are high school graduates or higher, compared to 93.4 percent in the State of Wisconsin. Nearly 50 percent of this same population have earned a Bachelor’s degree or higher, compared to just 33.4 percent in the State of Wisconsin. Of this working population, residents aged 25 to 44 years, 33 percent have a Bachelor’s degree and 18.6 percent have a Master’s degree. City of Sun Prairie's Equalized Value Source: Wisconsin Department of Revenue 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2,000,000,000 3,000,000,000 4,000,000,000 5,000,000,000 6,000,000,000 7,000,000,000 8,000,000,000  Sun Prairie, WI | Recommended Annual Operating and Capital Budget | 2026-2027 18 ABOUT SUN PRAIRIE INTRODUCTION GOVERNMENT AND ORGANIZATION The City operated under a Mayor – Council form of government. The Mayor is elected for two-year terms and eight council members representing four districts are elected for staggered two-year terms. The City Council appoints the City Administrator to carry out council priorities and administer City operations. The City Council appoints city department heads as specified in city ordinances. HISTORY OF SUN PRAIRIE Sun Prairie’s history dates back to 1837 when President Van Buren commissioned a party of 45 men, including August Bird, to build a state capital in Madison. The group of men left Milwaukee on May 26, 1837 and travelled multiple days in the rain. On June 9, the group emerged at the edge of the prairie and with the sun shining, carved the words Sun Prairie into a tree. The Town of Sun Prairie was created on February 2, 1846 and the City of Sun Prairie, which grew from the town, was incorporated in 1958. The land that is now Sun Prairie is ancestral land of the Ho-Chunk Nation. The Ho-Chunk, formerly called the Winnebago, are members of a Siouan- speaking tribe who were established in Wisconsin at the time they met French explorer Jean Nicolet in 1634, although scholars have hypothesized that the tribe migrated from the lower Mississippi River valley and arrived in Wisconsin during the 1500s. During the 1600s and 1700s, the tribe spread west and south and eventually established villages throughout the Fox River valley and Lake Winnebago regions, the Wisconsin River valley below Portage, the upper tributaries of the Rock River valley, and the upper Mississippi River valley. In the 1830s, many Ho- Chunk moved to the region north of the Wisconsin River and ceded more land in southern Wisconsin to the federal government in 1832. By 1837, the Ho-Chunk had made another treaty with the United States that ceded all Ho-Chunk lands in Wisconsin (source: Milwaukee Public Museum) The City of Sun Prairie is located 20 minutes from downtown Madison. Its downtown is a unique community gathering place with a growing commercial center. The City has residential options ranging from affordable, higher density rental housing to executive-level single-family homes. A successful business park created in 1983 has grown to 345 acres with over 40 businesses and 1,300 employees. The City has a community park system with 45 facilities on more than 245 acres, an aquatic center and ice arena, public library, and growing retail areas. CITY IDENTITY We’re all looking for our place in the sun where we can thrive and relax and lean into our own growth. Our happy place where everything is within easy reach. So, we invite you to turn towards the east and look straight into Sun Prairie. We welcome folks to come as they are here and contribute to our strong sense of community. You’ll easily never know a stranger whether you’re helping your neighbor or meeting new folks at a high school game or getting to know independent business owners downtown who will know you by name before you walk out the door. Sun Prairie, WI | Recommended Annual Operating and Capital Budget | 2026-2027   19ABOUT SUN PRAIRIE INTRODUCTION So, what you get in Sun Prairie are diverse friends and neighbors and mentors and leaders who welcome you into their orbit and become part of yours. Everyone can feel like the community revolves around them and supports their interests. Doesn’t seem mathematically possible for a community to revolve around every individual. Seems counterintuitive. Unbelievable really. But it’s true. Everyone can enjoy the community on their own axis with a sense of belonging and connection that has become rare these days. Having folks come as they are brings fun, accomplishment, quirk, and charm to this sunny side of Madison. It may surprise you, entertain you, and even intrigue you but go ahead and stare. We’re used to it. We like it. Stick around long enough and you’ll be inviting the stares too. Sun Prairie exudes confidence and pride in our character and traditions. There’s no room for judgment, only for people who are unapologetically themselves. Come on. We have Jimmy the Groundhog, midget cars, and all things corn and corny. And an event for each and more. So, bring your oddness and great ideas. And your greatness and odd ideas. You’ll be in great company in this forward-thinking community. We have got lots of things in the city that require a second, more extended look to be fully appreciated. Look closely at this ideal location for talent and business. We’re closer to the Madison airport than Madison. Logistics and transportation make great sense here. And you will enjoy a city that is open and eager for business – that revolves around your needs for speed and certainty. Legacy firms like QBE Insurance and newcomers like Quarra Stone are finding their place in the sun in our community that encourages creative thinking and generosity. And it’s perfect for families. Especially those with teenagers. Teenagers think the world revolves around them anyway. So here they’ll be right. Great schools and teams and bands and arts make great citizens. And we make that a priority. You’re going to find this place endearing and rewarding as it revolves around you.  Sun Prairie, WI | Recommended Annual Operating and Capital Budget | 2026-2027 20 COMMUNITY PROFILE INTRODUCTION DANE COUNTY, WISCONSIN Located in Dane County, Sun Prairie is part of the Madison, Wisconsin Metropolitan Statistical Area (MSA), the political center of the state, and second largest economic and populous MSA in Wisconsin. Dane County was formed in 1836 as a territorial county and organized in 1839. It was named after Nathan Dane, a Massachusetts delegate to the Congress of the Confederation who helped carve Wisconsin out of the Northwest Territory. Dane County was settled in the 1840s by settlers from New England. GOVERNMENT Dane County is governed by a county executive and County Board of Supervisors. The County Executive is elected in a countywide vote. The Board of Supervisors consists of 37 members, each elected from single member districts. As the policy-making body of the government, the Board of Supervisors enacts county ordinances, levies taxes, and appropriates money for services. EDUCATION According to the Wisconsin Department of Public Instruction, school districts in Dane County had a slight increase in their school district tax levies, with an overall average increase of 11.19% from the 2025-2026 school district tax levy to the 2026- 2027 levy. Several school districts, including Sun Prairie Area (12.62%), showed an increase of more than 10%. Madison, by far the largest district in the county, increased its levy by 20.39%. Dane County School District Levies Source: Wisconsin Department of Public Instruction District Name 24-25 Total Levy 25-26 Total Levy Change % Change Belleville 8,005,611 9,554,798 1,549,187 19.35% Cambridge 9,180,293 9,498,038 317,745 3.46% Deerfield Community 6,128,068 6,719,569 591,501 9.65% Deforest Area 40,238,003 44,809,894 4,571,891 11.36% Elk Mound Area 3,348,221 3,753,916 405,695 12.12% Madison Metropolitan 397,550,416 478,618,790 81,068,374 20.39% Marshall 6,209,707 7,140,493 930,786 14.99% McFarland 20,111,874 23,136,017 3,024,143 15.04% Middleton-Cross Plains 91,157,215 101,150,743 9,993,528 10.96% Monona Grove 33,286,881 38,892,164 5,605,283 16.84% Oregon 43,626,855 46,325,322 2,698,467 6.19% Stoughton Area 28,651,093 31,717,901 3,066,808 10.70% Sun Prairie Area 86,592,535 93,906,896 7,314,361 8.45% Verona Area 78,335,620 83,225,538 4,889,918 6.24% Waunakee Community 44,823,271 47,501,003 2,677,732 5.97% Wisconsin Heights 11,315,799 12,141,272 825,473 7.29% Average 56,785,091 64,880,772 8,095,681 11.19% Sun Prairie, WI | Recommended Annual Operating and Capital Budget | 2026-2027   21COMMUNITY PROFILE INTRODUCTION POLITICS Dane County has supported the Democratic nominee for President all but five times since 1912, and in every election since 1960. Dane County was one of the few counties in the United States to elect a member of the Green Party into county-level office; that official was Leland Pan. Dane County’s county council is the primary legislative and policymaking body, with 37 members elected to two-year terms. This board of supervisors enacts county ordinances, levies taxes, and appropriates money for services. COMMUNITY COMPARISONS Popularly referred to as the Greater Madison Area (GMA), this area includes several adjacent communities with distinct municipal jurisdictions. The following section provides a perspective on the relative populations of the largest cities in the GMA. This information was obtained from city Budget Offices, as well as printed and online budget documents. City Population City of Madison 300,153 City of Sun Prairie 40,238 City of Fitchburg 37,220 City of Middleton 25,215 City of Verona 17,173 City of Stoughton 13,581 City of Monona 9,361 City Square Miles City Equalized Value $ in millions City of Madison 101.5 City of Madison 53,219.98 City of Fitchburg 35.2 City of Fitchburg 7,000.21 City of Sun Prairie 13.1 City of Sun Prairie 6,829.05 City of Middleton 9.07 City of Middleton 6,114.53 City of Verona 7.55 City of Verona 4,994.74 City of Stoughton 6.35 City of Monona 2,243.08 City of Monona 3.35 City of Stoughton 2,306.24 SUN PRAIRIE, WI | 2027 BUDGET OVERVIEW Sun Prairie, WI | Recommended Annual Operating and Capital Budget | 2026-2027   23BUDGET PROCESS BUDGET OVERVIEW BUDGET DEVELOPMENT The City of Sun Prairie employs three primary financial tools to make informed financial decisions. The tools are: 1. The Ten-Year Capital Improvement Plan (CIP) 2. The Five-Year Financial Management Plan (FMP) 3. The Annual Budget  Sun Prairie, WI | Recommended Annual Operating and Capital Budget | 2026-2027 24 BUDGET PROCESS BUDGET OVERVIEW BUDGET CALENDAR FIRST QUARTER SECOND QUARTER THIRD QUARTER FOURTH QUARTER JANUARY MAY JULY OCTOBER Departments update the Ten- Year Capital Improvement Plan Finance Department prepares the Ten-Year Capital Improvement Plan document. Departments start entering cost- to-continue estimates. Finance Department updates personnel budgets. Budget presentation to the Committee of the Whole. Alders adjust the budget during work sessions. JUNE AUGUST NOVEMBER Presentation of the Ten-Year Capital Improvement Plan to the Committee of the Whole. Finance Department begins working on the revenue and expenditure forecast and five-year request for service changes. Council approves the Ten-Year Capital Improvement Plan. The first year of the plan is incorporated into the budget. Committee of the Whole reviews the Financial Management Plan and sets priorities. Public hearing regarding the budget document. SEPTEMBER NOVEMBER City Administrator meets with Department Directors to review budget change requests (initiatives). Finance Department completes the draft budget document. City Administrator and the Mayor review the budget document. The Mayor selects the initiatives to include in the budget by ordinance. City Council approves the budget. TEN-YEAR CAPITAL IMPROVEMENT PLAN The budget cycle begins in January with the development of the ten-year Capital Improvement Plan (CIP). The CIP focuses on City assets with a value greater than $25,000 and an expected life of more than 10 years. It includes road projects, facility improvements, equipment needs, and other capital asset maintenance and needs. The Capital Improvement Policy and the Debt Management Policy outline the structure to which the Ten-Year Capital Improvement Plan must adhere. The cost of the capital expense and an estimated cost of the asset’s operating budget are included in the preparation of the plan. Departments propose projects based on the direction of the City’s development, the Westside Traffic Impact Fee Plan, the Parks and Open Space Plan, the Long-Range Electric System Plan, and the Long-Range Water System Plan. The CIP Committee reviews all projects and ranks them according to priorities established by the City Council and defined in the Capital Improvement Policy. In June, the draft CIP is submitted to the Committee of the Whole and published on the City’s website and in hard copy for public review. The Committee of the Whole holds several work sessions and a public hearing for citizens to provide input on the proposed projects. The Committee of the Whole votes for its approval of the CIP and forwards the document to the City Council for a final vote and approval. The Council approves the CIP by July. The first year of the CIP is incorporated into the Annual Budget that is presented to Council in October. The 2027 funded capital projects and the impact on the 2027 operating budget can be found in Appendix G or page #. Sun Prairie, WI | Recommended Annual Operating and Capital Budget | 2026-2027   25BUDGET PROCESS BUDGET OVERVIEW FIVE-YEAR FINANCIAL MANAGEMENT PLAN The second phase of budget development is the creation of the Five-Year Financial Management Plan (FMP). City departments articulate significant operational needs that may not be included in a traditional forecast of revenues and expenditures. Examples include: ● a change in service of service delivery ● a need for additional personnel or equipment due to the growth of the city ANNUAL CITY BUDGET The last phase of budget development is the operating budget. During the budget preparation, city departments have four tasks: 1. Complete the cost to continue budget for current operation service levels 2. Identify goals and initiatives for the coming year (including those identified in the FMP) 3. Project current year end expenditures 4. Forecast revenues The Finance Department updates revenues and expenditures in August following the release of the State of Wisconsin’s Equalized Property Values on August 15th. The City Council holds several work sessions to provide staff with guidelines for developing the City’s Annual Budget. The Mayor and City Administrator review departmental budget requests and determine which goals and initiatives will be included in the Recommended Budget. The Recommended Budget and the Budget approved by Council must be in balance: General Fund revenues must be equal to General Fund expenditures. The Mayor presents the Recommended Budget to the City Council on or before October 20, in accordance with State Statute. The Recommended Budget is simultaneously made available to the public and the Council. The public can view a printed copy at the City Clerk’s office or the Sun Prairie Public Library. The public can also view and download the document from the City’s website. The City Council reviews the Recommended Budget and makes desired modifications. A public hearing provides residents with the opportunity to present input concerning the budget. The City Council must approve the final budget by a three- fourths supermajority vote on or before December 8, per State Statute. Once the budget is finalized, the tax levy rate is calculated and property tax bill distribution begins. The budget takes effect January 1 of each year. BUDGET MONITORING The budget is monitored throughout the year to ensure city departments remain within budget and complete planned activities. City Council receives monthly updates and a full financial report each quarter. If unanticipated expenses occur, the budget can be amended during the last six months of the year in accordance with the City’s Budget Management and Amendment Policy.  Sun Prairie, WI | Recommended Annual Operating and Capital Budget | 2026-2027 26 BUDGET PROCESS BUDGET OVERVIEW BUDGET AMENDMENTS Budget amendments may be required over the course of the year due to unanticipated revenues, expenditures, or a decision by elected officials to modify the services and programs provided by the City. An amendment is required to transfer funds between departments, to increase total expenditures within a fund, to utilize contingency funds, or to transfer budget funds between capital projects. Budget amendments are completed in the last half of the year; ensuring adequate information related to revenue and expenditure trends, performance, and other factors prior to the passage of a budget amendment. BUDGET BASIS The City of Sun Prairie adopts an annual budget using the modified accrual basis, which is consistent with Generally Accepted Accounting Principles (GAAP). Revenues are recorded when they are both measurable and available, while expenditures are recorded when the related fund liability is incurred. Fund statements in the Annual Comprehensive Financial Report (ACFR) are modified accrual basis for the governmental funds: General Fund, Special Revenue Funds, Debt Service Funds, and Capital Projects Funds; and accrual basis for the Proprietary Funds. The major differences between the adopted budget and the GAAP for Governmental Funds are: 1. Encumbrances are recorded as the equivalent of expenditures (budget) as opposed to a reservation of fund balance (GAAP). 2. Certain revenues and expenditures are not recognized for budgetary purposes are accrued (GAAP). The major differences for Enterprise Funds are: 1. Encumbrances are recorded as the equivalent of expenses (budget basis) as opposed to an expense of the following accounting period (GAAP). 2. Certain items, such as principal expense and capital outlay, are recorded as expenditures for budgetary purposes as opposed to adjustments of the appropriate balance sheet accounts (GAAP). BUDGET POLICIES Financial Policies are located in Appendix A The City of Sun Prairie has adopted financial policies that align with State of Wisconsin Statutes and provide city- directed guidelines to manage City finances. Below are highlights of the financial policies of the City of Sun Prairie: OPERATING BUDGET POLICIES ● Current revenue will be sufficient to support current operating expenditures. In the event that recurring expenditures exceed recurring revenues, non-recurring draw-downs of unassigned general fund balance is permitted to the extent that they are done in compliance with the Fund Balance Policy and the Budget Management and Amendment Policy. ● Operating budgets are established at the department and fund level. The City Administrator may approve transfers within departments. Transfers between departments or funds require City Council approval with a three-fourths supermajority vote. Sun Prairie, WI | Recommended Annual Operating and Capital Budget | 2026-2027   27BUDGET PROCESS BUDGET OVERVIEW ● A contingency account in the annual operating budget provides for unanticipated expenditures of a nonrecurring nature. Transfers from the contingency account will require City Council approval with a two-thirds vote. ● Financial systems will be maintained to monitor expenditures, revenue, and function performance on an ongoing basis. ● Revenue and expenditures will be projected for the next five years and will be updated biannually. DEBT MANAGEMENT POLICY ● Long-term debt will not be issued to finance current operations. ● Capital projects financed through the issuance of bonds will be financed for a period not to exceed the expected useful life of the asset/project. ● The total direct debt principal outstanding at the end of each budget year will not exceed 1.75% of the City’s total equalized value for that year. ● The portion of the City’s total tax levy used for payment of general obligation debt will not exceed 27.5% of the total levy amount. CAPITAL IMPROVEMENT POLICY ● Adopting an annual capital improvement budget based upon a ten-year capital improvement plan that is updated annually. ࠍCoordinating development and approval of the annual capital improvement budget with the development of the operating budget, and considering future operating costs associated with new capital improvements.  Sun Prairie, WI | Recommended Annual Operating and Capital Budget | 2026-2027 28 FINANCIAL STRUCTURE & ORGANIZATION BUDGET OVERVIEW FUND DESCRIPTIONS The City records its financial transactions in individual funds. A fund is a grouping of related accounts used to maintain control over resources that have been designated for specific activities or objectives. The City uses fund accounting to ensure compliance with finance-related legal requirements, as well as for managerial control in order to demonstrate fiduciary responsibility over the assets of the City. Types of funds used by the City include governmental funds, proprietary funds, and fiduciary funds. City of Sun Prairie’s Funds 1. Governmental Funds 2. Proprietary Funds 3. Component Funds 4. Permanent Funds 5. Custodial Funds GOVERNMENTAL FUNDS GENERAL FUND The General Fund is the primary operating fund of the City; it accounts for the revenues and expenditures necessary to carry out basic governmental activities, except those required to be accounted for in another fund. The General Fund is a major fund. DEBT SERVICE FUND Debt Service Fund The Debt Service Fund is a major fund used to account for the accumulation of resources for, and the payment of, general obligation long-term debt principal, interest, and related costs not abated by the proprietary fund operations. CAPITAL PROJECTS FUNDS Capital project funds are used to account for capital acquisition, construction, and rehabilitation of assets. This includes land, equipment, and infrastructure. Capital Projects Fund The Capital Projects Fund is a major fund that accounts for the acquisition, construction, and rehabilitation of city-owned assets that are funded by the General Fund, Obligation Debt, and Grants & Donations. Development Projects Fund This fund accounts for the flow-through of engineering costs for infrastructure constructions completed by a developer and later dedicated and accepted by the City. This is a non-major fund. Tax Increment Financing District Funds The City has eight active Tax Increment Financing (TIF) Districts currently classified as capital project funds. Sun Prairie, WI | Recommended Annual Operating and Capital Budget | 2026-2027   29FINANCIAL STRUCTURE & ORGANIZATION BUDGET OVERVIEW TIF 8 and TIF 9 have reached the end of the expenditure period as defined by Wisconsin State Statutes. SPECIAL REVENUE FUNDS Non-major special revenue funds are designated to a specific purpose. All of the City’s Special Revenue Funds are non- major funds. The City of Sun Prairie has the following Special Revenue Funds: Grants and Donations Fund This fund received grants and donations, which are used for the purpose received. Transportation Impact Fee Fund This fund received revenue from the Transportation Impact Fee. The fee is paid at the time a new building permit is issued for development within the boundaries on the City’s west side. Fund expenditures must relate to transportation improvements determined to be necessary and as presented in the Westside Traffic Impact Fee Report. This fund is governed by Wisconsin State Statutes and City ordinances. Sun Prairie Media Center Fund This fund receives revenues from franchise fees and accounts for expenditures related to the Sun Prairie Media Center. Refuse and Recycle Fund Revenues from refuse and recycling special charges are deposited in this fund. The proceeds are used to pay the contract for City Refuse and Recycling residential collection services. Park Fund This fund received revenue from the Park Impact Fee; the fee is paid by the developer at the time new construction occurs. Fund expenditures are allowed for purchasing, developing, and improving park land and facilities required as a result of land development. The fund is governed by Wisconsin State Statute and City Ordinances. Street Tree Fund Fees for the installation of trees are collected at the time a building permit is issued. Fund expenditures are allowed for the installation of trees along City streets. Tourism Fund Seventy percent of revenues generated from the local Hotel Tax are deposited into this account; the remainder of Hotel Tax revenues are deposited into the General Fund. This fund accounts for fund expenditures used to support activities designed to promote Sun Prairie tourism. Transportation Fund This fund accounts for revenues received from intergovernmental grants and aids, transfers, donations, and transportation program fares. Expenditures for transit services, including share-ride taxi services and metro bus services are recorded here.  Sun Prairie, WI | Recommended Annual Operating and Capital Budget | 2026-2027 30 FINANCIAL STRUCTURE & ORGANIZATION BUDGET OVERVIEW Transportation Improvement Fund This fund accounts for revenues received from a municipal vehicle registration fee imposed on the residents who own registered vehicles within the City of Sun Prairie limits. The revenues generated from the registration fee will be used to help offset the operational costs of maintaining the City’s roadways, multi-use paths, and sidewalks. Affordable Housing Fund This funds a variety of affordability initiatives for implementation of the housing recommendations listed in the 2019-2039 Sun Prairie Comprehensive Plan, under the Housing and Neighborhoods focus area in the City’s Three-Year Strategic Action Plan, and the Housing for All Report and Recommendations. PROPRIETARY FUNDS ENTERPRISE FUNDS Enterprise funds are established to account for operations that are similar to those of a private business. User fees are established and revised to ensure that revenues are adequate to meet all necessary expenses. All enterprise funds are considered major funds. The City of Sun Prairie has the following enterprise funds: Water Pollution Control Facility This fund accounts for costs associated with the management and operations of the City’s wastewater treatment plant. Stormwater Utility The Stormwater Utility is responsible for meeting federal and state watershed requirements and maintain stormwater detention ponds and conveyances. The Engineering and Public Works Departments jointly administer the Utility. Sun Prairie Utility Sun Prairie Utilities provides water and electric services within the City. In 2017, Sun Prairie Utilities sold its fiber optic internes assets and responsibilities to a private internet provider, TDS. INTERNAL SERVICE FUNDS Fleet In-Service Fund The Fleet In-Service Fund is an internal service fund. The fund accounts for goods and services related to fleet operations provided to other departments or agencies of the City on a cost reimbursement basis. Health In-Service Fund This fund accounts for Health Savings Account payments to employees. It also accounts for health care and dental premiums. Sun Prairie, WI | Recommended Annual Operating and Capital Budget | 2026-2027   31FINANCIAL STRUCTURE & ORGANIZATION BUDGET OVERVIEW COMPONENT UNITS The City acts as the fiduciary for two component units that are included in the annual budget. Component units are legally separate from the City while the City remains financially accountable for the entities: The Community Development Authority (CDA) The Community Development Authority (CDA) is authorized to lease select TIF property and improvements to the City. Currently, the CDA does not have any leases and there has not been any activity reported in the CDA for 2026. The Business Improvement District (BID) The Business Improvement District is a separate district with boundaries that include downtown Sun Prairie. The District is authorized to levy special assessments to fund its operations. Separate financial statements are issued for the Business Improvement District. PERMANENT FUND The City of Sun Prairie is the fiscal agent for: The Ashley Trust Fund The Charles David Ashley Foundation made a contribution to the City of Sun Prairie in 1976. The fund was created with the requirement for the principal to remain invested. The fund’s income is awarded each year to a Sun Prairie resident who has done the most good for the City during the year. CUSTODIAL FUNDS Multijurisdictional Public Safety Information System (MPSISC) The City of Sun Prairie is the fiscal agent for the MPSISC, which is a joint venture between five cities for the management of public safety information system infrastructure. Tax Agency Fund This fund is used to account for all taxes the municipality is responsible for collecting. It is for both the City’s taxes and for other governments.  Sun Prairie, WI | Recommended Annual Operating and Capital Budget | 2026-2027 32 FUNDS & FUNCTIONAL AREAS BUDGET OVERVIEW Funds and Functional Area General Fund Grants & Donations Sun Prairie Media Center Sanitation Fund Street Tree Fund Tourism Fund Transit Fund Transportation Improvement Fund Rec Fund Wastewater Stormwater Fleet InService Fund Sun Prairie Utilities General Government Mayor & Council X Municipal Court X City Attorney X X X X City Clerk & Elections X City Administrator X X X X X Administrative Services X X X X Human Resources X X X X Finance X X X X Risk Management X Assessing X Information Technology X X X X Building Maintenance X Public Safety Police Department X X Fire Department X Emergency Medical Services X X Building Inspection X Emergency Management X Public Works Public Services X X X X Public Works X X X X Engineering X X X GIS X X X Refuse a nd Recycling X Trans portation Fund X X Trans portation Improvement Fund X Wastewater Treatment Plant X Stormwater Utility X Fleet Maintenance X Health & Human Services Colonial Club X Youth & Fa mily X YMCA & Community Schools X Cemetery X Culture & Recreation Sun Prairie Media Center X Recreation X X X Fa mily Aquatic Center X Parks Maintenance X Museum X X Tourism X X Sun Prairie Public Library X Conservation & Development Community Development X Planning X Economic Development X Forestry X X Sun Prairie Utilities X Sun Prairie, WI | Recommended Annual Operating and Capital Budget | 2026-2027   33FUNDS BY TYPE BUDGET OVERVIEW SPECIAL REVENUE FUNDS FUND # FUND 200 Grants & Donations 210 Transportation Impact Fee 220 Sun Prairie Media Center 230 Refuse & Recycling 250 Park Fund 251 Street Tree Fund 270 Tourism Fund 275 Transportation Fund 276 Transportation Improv. Fund 290 Affordable Housing Fund DEBT SERVICE FUND FUND # FUND 300 Debt Service Fund CAPITAL PROJECT FUNDS FUND # FUND 400 Capital Projects Fund 490 Developmental Projects Fund 508 TIF District No. 8 Fund 509 TIF District No. 9 Fund 511 TIF District No. 11 Fund 512 TIF District No. 12 Fund 513 TIF District No. 13 Fund 514 TIF District No. 14 Fund 515 TIF District No. 15 Fund 516 TIF District No. 16 Fund ENTERPRISE FUNDS FUND # FUND 610 Wastewater Utility 650 Stormwater Utility Sun Prairie Utilities INTERNAL SERVICE FUNDS FUND # FUND 700 Fleet In-Service Fund 750 Health In-Service Fund COMPONENT FUNDS FUND # FUND 810 BID 850 CDA CUSTODIAL FUNDS FUND # FUND 900 MPSISC 910 Tax Agency Fund PERMANENT FUND FUND Ashley Trust Fund GENERAL GOVERNMENT DEPT # DEPARTMENT 110 Mayor 115 City Council 120 Municipal Court 130 City Attorney 140 City Clerk 145 Elections 150 Administration 151 Administrative Services 155 Human Resources 160 Finance 165 Risk Management 170 Assessing 180 Information Technology 185 Building Maintenance PUBLIC SAFETY DEPT # DEPARTMENT 210 Police Department 220 Fire Department 230 Emergency Medical Services 240 Building Inspection 250 Emergency Management PUBLIC WORKS DIV # DIVISION 300 Public Services 310 Public Works 330 Engineering 340 GIS HEALTH & HUMAN SERVICES DIV # DIVISION 541 Colonial Club 542 Youth & Families 545 Community Schools 549 Cemetery CULTURE & RECREATION DIV # DIVISION 255 Family Aquatic Center 530 Historical Museum 550 Recreation 590 Park Maintenance COMMUNITY DEVELOPMENT DIV # DIVISION 600 Community Development 610 Planning 620 Economic Development 650 Forestry OTHER FINANCING USES DEPT # DEPARTMENT 690 Transfers GENERAL FUND SUN PRAIRIE, WI | 2027 BUDGET INITIATIVES Sun Prairie, WI | Recommended Annual Operating and Capital Budget | 2026-2027   35BUDGET INITIATIVES OVERVIEW BUDGET INITIATIVES REQUESTED CHANGES FROM THE BASE BUDGET If additional expenditures are needed to expand services, Department Managers submit a formal Budget Initiative Request detailing the justification for the additional funding. Examples of Budget Initiative Requests include: ● Funding for new full-time or part-time staff and non-salary operational costs related to new staff such as travel, training, and supplies. ● Proposed reductions or elimination of services. ● Relocation of existing expenditures from one funding source to another (e.g. conversion of a grant- funded activity to property tax levy funding. ● Proposed increases in existing fees or creation of new fees. The Budget Initiative request justifies the proposal in terms of how the initiative will advance the City’s ability to improve services or enhance administrative efficiencies. The description and justification includes information on all items related to the proposal including personnel costs, operational expenditures, and capital equipment. Given the City’s limited resources, Department Managers provide a thorough description and justification of the proposal. These detailed proposals greatly improve the decision making process for Administration and the Mayor in making final determinations and, eventually, provide adequate information to the Council Members. Examples of items addressed in the justification section of the budget requests are: ● Is the proposal needed to support current activities or new activities? If current activities, how is the work currently accomplished? ● If the funding request is to allow for new activities, what new activities will the City be able to accomplish? ● How will funding the request improve service to citizens or improve operational efficiencies? ● How will funding of the proposal improve current operations or conversely, what are the service or administrative consequences if funding for the proposal is not approved? FTE Amount Revenue Initiatives Police Increase parking fees - $ (27,000) $ - $ (27,000) $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ (27,000) $ (27,000) $ (27,000) $ Media Center Member Fee Increases 0.00 - $ (2,000) $ - $ (2,000) $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ (2,000) $ (2,000) $ (2,000) $ Recreation/FAC Pool Admission Fees Increase 0.00 - $ (22,050) $ - $ (22,050) $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ (22,050) $ (22,050) $ (22,050) $ 0.00 - $ (51,050) $ - $ (51,050) $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ (51,050) $ (51,050) $ - $ (51,050) $ Complete Transportation Network 0.00 - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 0.00 - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ Downtown & Central Corridor Vibrancy Total Planning 4 Downtown Master Plan 0.00 - $ - $ 225,000 $ 225,000 $ 225,000 $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 225,000 $ - $ 225,000 $ - $ - $ 0.00 - $ - $ 225,000 $ 225,000 $ 225,000 $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 225,000 $ - $ 225,000 $ - $ - $ - $ Dynamic Economy 0.00 - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 0.00 - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ Employer of Choice EMS 2 Mental Health Counseling & Coaching 0.00 - $ 5,500 $ - $ 5,500 $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 5,500 $ - $ - $ - $ Fire 5 Mental Health Counseling & Coaching 0.00 - $ 5,500 $ - $ 5,500 $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 5,500 $ - $ - $ - $ Recreation/FAC 1 Family Aquatic Center Wage Increases 0.00 - $ 21,872 $ - $ 21,872 $ 22,050 $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 22,050 $ (178) $ - $ - $ - $ 0.00 - $ 32,872 $ - $ 32,872 $ 22,050 $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 22,050 $ 10,822 $ - $ - $ - $ Housing & Neighborhoods Planning 1 Pro Housing Grant Leverage 0.00 - $ - $ 30,000 $ 30,000 $ 30,000 $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 30,000 $ - $ - $ - $ - $ Planning 2 Renter Occupied Dev. Loan Program 0.00 - $ 500,000 $ - $ 500,000 $ 500,000 $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 500,000 $ - $ - $ - $ - $ Planning 3 Rental Rehab. Loan Program 0.00 - $ 276,000 $ - $ 276,000 $ 276,000 $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 276,000 $ - $ - $ - $ - $ 0.00 - $ 776,000 $ 30,000 $ 806,000 $ 806,000 $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 806,000 $ - $ - $ - $ - $ Human Services 0.00 - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 0.00 - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ Quality City Services Building Maintenance 1 Additional hours for BM Technician 0.38 31,713 $ 31,713 $ 31,713 $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 31,713 $ - $ - $ - $ - $ City Attorney 1 Prosecution Intern 0.34 13,564 $ 13,564 $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 13,564 $ - $ - $ - $ Library 1 AV Service Support 0.00 11,699 $ 11,699 $ - $ - $ 11,699 $ - $ - $ - $ - $ - $ - $ - $ 11,699 $ - $ - $ - $ - $ Police 1 Police Officer 1.00 117,875 $ 8,250 $ 20,000 $ 146,125 $ 117,234 $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 117,234 $ 28,891 $ - $ - $ - $ Police 2 Police Officer 1.00 117,875 $ 8,250 $ 20,000 $ 146,125 $ 146,000 $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 146,000 $ 125 $ - $ - $ - $ Police 3 Resource Allocation Study (Staffing) 0.00 - $ - $ 30,000 $ 30,000 $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 30,000 $ - $ - $ - $ Fire 1 1 FTE Firefighter 1.00 106,648 $ 4,000 $ 7,360 $ 118,008 $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 118,008 $ - $ - $ - $ Fire 2 Fire/EMS Impact Fee Study 0.00 - $ - $ 35,000 $ 35,000 $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 35,000 $ - $ - $ - $ Fire 3 Fire LTE Pay Increase 0.00 84,144 $ 84,144 $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 84,144 $ - $ - $ - $ 3.71 471,819 $ 32,199 $ 112,360 $ 616,378 $ 294,947 $ - $ 11,699 $ - $ - $ - $ - $ - $ - $ - $ 306,646 $ 309,732 $ - $ - $ - $ Sustainable Sun Prairie 0.00 - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 0.00 - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 3.71 471,819 $ 790,021 $ 367,360 $ 1,629,200 $ 1,347,997 $ - $ 11,699 $ - $ - $ - $ - $ - $ - $ - $ 1,359,696 $ 269,504 $ 173,950 $ - $ (51,050) $ Key: Funded in Mayor's Recommended Budget Not funded Quality City Services Total Sustainable Sun Prairie Total Grand Total Complete Transportation Total Downtown & Central Corridor Vibrancy Total Dynamic Economy Employer of Choice Total Housing & Neighborhoods Total Human Services Total Fleet Fund WWTP Fund Stormwater Fund Sun Prairie Utilities Total Resources Revenue Initiatives Total Other Revenues Expenditure Restraint Library Fund Refuse/ Recycle Fund Capital Borrowing Media Center Fund Department Dept Priority Title Personnel Expenditures Recurring Operating One-Time Operating City of Sun Prairie Revenue and Budget Initiatives PROJECTED EXPENDITURES PROJECTED RESOURCES Funding Needed Mayor Recommended Mayor Recomm. One- time funding & None Tax Levy Ongoing Mayor Recommended Tax Levy Total Expenditures Department: Org: 10004600 Account: 462100 Check one: ______ New __X____ Rate Change ____ Existing Authorization: Unknown (mm/yy) Was this tax or fee established by statute, ordinance, administrative action, or other? (1) Current Rate or Fee Amount: "General Parking Violations" - $10-20 range (2) Proposed Rate or Fee Amount: "General Parking Violations" - $30 (3) Frequency of Review: (4) Total Number of Users/Units of Service: (5) Revenue Usage Restrictions (if any): N/A Critical Issues Affecting Revenue: (1) List most important factors that affect this revenue source and explain the impact. (2) How is this revenue affected by changes in the economy? (3) What is the rationale for changing the fee or rate? Comparison to Other Communities: Are other communities charging a similar fee? If yes, please provide city name(s) and the rate or fee amount. Community: Rate: Community: Rate: Community: Rate: The economy does not impact this revenue in any significant way. 10.20.040 Overtime Parked Vehicles - $10.00 10.20.040 Overtime Parked Vehicles - $30.00 Annually Each parking violation requires officer or CSO time to respond to the site, potentially identify the owner, and issue a citation. Following the issuance of a citation, PD Records personnel is required to take requests for reviews of parking violations prior to assigning a court date. The parking violation fine amounts have not been reviewed in a large period of time and do not match our comparable averages throughout the county. The low fine amount does little to effectively deter continued violations. Revenue Information Form FY 2027 Police Department Describe this revenue source: When was this tax or fee last changed? City of Sun Prairie Ordinance Chapter 10 encompasses several parking restrictions that include adopted state statute and specific municipal restrictions to Sun Prairie street and private lot parking. These violations include restriction on street parking during restricted hours, snow emergency, and overtime parking. Current rates have been in place for such a period of time that we are unable to determine the last update. Administrative and service costs have increased over this time period, and a new process has been put in place required Records personnel time to evaluate the potential need of court for parking violations. Madison Middleton Cottage Grove $45 and $25 respectively $20-25 and $20-30 respectively $25-73.60 and $25 - 50 respectively Assumptions: Please indicate (1-2) the rate or fee amount charged for this revenue source, (3) how often the rate or fee is reviewed for adjustments, (4) the total number of users (e.g. accounts, customers) or units of services, and (5) any revenue usage restrictions. One State Seal per new home. % of cost recovery : Goal Current Rate Proposed Rate Please describe the method you used to develop the forecast: 2024 Actual 2025 Actual 2025 Revised Budget 2026 Dept. Budget 2027 Dept. Budget Revenue Forecast 31,982 71,400 18,000 55,454 Percent Change -75% -100% Contact: Extension: 6359 Ryan Cox Unable to provide the revenue forecase below as it is not a budgeted revenue source. However, in 2025, we received a net total paid for parking violations of $33,545. This revenue initiative removes specific violations outside of "General" including Snow Emergency and Disabled Parking violations. This new net equals 17,205. If all "General" violations are increased from $10-$20 to $30 per violation, we can assume an estimated increase on the low end of 33%. This would equal S22,882.65. Cost Recovery: Please indicate percentage of the program or cost center cost that is recovered through this fee or charge. If available, provide cost recovery information. Attach worksheet if necessary. Department: Org: 22004600 Account: 465120 Check one: ______ New ____x__ Rate Change ____ Existing Authorization: 05/23 (mm/yy) Was this tax or fee established by statute, ordinance, administrative action, or other? (1) Current Rate or Fee Amount: Friend: $40, Individual: $100, Family: $150, Organization: $250 (2) Proposed Rate or Fee Amount: Friend: $60, Individual: $150, Family: $225, Organization: $375 (3) Frequency of Review: (4) Total Number of Users/Units of Service: (5) Revenue Usage Restrictions (if any): Critical Issues Affecting Revenue: (1) List most important factors that affect this revenue source and explain the impact. (2) How is this revenue affected by changes in the economy? (3) What is the rationale for changing the fee or rate? Comparison to Other Communities: Are other communities charging a similar fee? If yes, please provide city name(s) and the rate or fee amount. Community: Rate: Community: Rate: Community: Rate: % of cost recovery : Goal Current Rate Proposed Rate Please describe the method you used to develop the forecast: 2025 Revised Budget 2026 Dept. Budget 2027 Dept. Budget Revenue Forecast $8,000 $7,000 $10,500.00 Percent Change -13% 50% Contact: Extension: 1702 Cost Recovery: Please indicate percentage of the program or cost center cost that is recovered through this fee or charge. If available, provide cost recovery information. Attach worksheet if necessary. Revenue Information Form FY 2027 Administration Describe this revenue source: When was this tax or fee last changed? As the economy changes and residents feel the strain, it is possible that less people will be inclined to renew their membership, which would result in a decrease in revenue. Annually 143 The number of members impact how much we bring in for revenue through these fees. The more we have, the more we generate in revenue. However, there is only so much staff capacity, so it is a fine balance between increasing our revenue and having time to service our members. No. These fees are meant to cover some expenses associated with providing members with resources to produce, edit, and air their content. Ashley Manthei Membership at the Sun Prairie Media Center allows exclusive access to studios, equipment, and professional assistance. To be a member at the Sun Prairie Media Center, members pay an annual fee. There are different tiers of membership, including Friend, Individual, Family, and Organization. We do not currently have cost recovery information. This membership fee increase is a temporary measure - we plan to begin a more in-depth analysis with the idea being to create a tiered membership fee model for 2028. This model would be based on cost-recovery based on different usage levels our members may fall into (i.e. a weekly show producer that needs staff to direct and edit vs. a montlhy show producer who can do most of the production work themselves.). We have been undercharging for the resources we provide. While we understand that the Media Center is a hybrid space that bridges community media access and professional production resources, we believe it is important to align our pricing more closely with the value, equipment, expertise, and support we offer. Assumptions: Please indicate (1-2) the rate or fee amount charged for this revenue source, (3) how often the rate or fee is reviewed for adjustments, (4) the total number of users (e.g. accounts, customers) or units of services, and (5) any revenue usage restrictions. Department: Org: 25504600 Account: 465502 Check one: ______ New __X__ Rate Change ____ Existing Authorization: 03/26 (mm/yy) Was this tax or fee established by statute, ordinance, administrative action, or other? (1) Current Rate or Fee Amount: (2) Proposed Rate or Fee Amount: (3) Frequency of Review: (4) Total Number of Users/Units of Service: (5) Revenue Usage Restrictions (if any): N/A Critical Issues Affecting Revenue: (1) List most important factors that affect this revenue source and explain the impact. (2) How is this revenue affected by changes in the economy? (3) What is the rationale for changing the fee or rate? Revenue generated through admission fees and season pass sales at the Family Aquatic Center. The proposed 2027 revenue increase would result from adjustments to daily admission rates and season pass fees, reflecting the value of the newly renovated facility and current operating costs. The proposed fee adjustment reflects the significant investment in the newly renovated Family Aquatic Center, which now offers enhanced amenities and an improved experience for residents and guests. The facility provides greater recreatonal value through expanded and upgraded features, and the proposed fees will better align with admission and season pass rates at comparable aquatic facilities in the surrounding area. Adjusting fees will allow the City to remain competitive with the market while continuing to provide an affordable, high-value recreational option for the community. Assumptions: Please indicate (1-2) the rate or fee amount charged for this revenue source, (3) how often the rate or fee is reviewed for adjustments, (4) the total number of users (e.g. accounts, customers) or units of services, and (5) any revenue usage restrictions. One State Seal per new home. Revenue Information Form FY 2027 Recreation Describe this revenue source: When was this tax or fee last changed? Economic conditions can affect attendance and customors' willingness to spend on recreational activities. During periods of economic uncertainty or reduced household income, some households may reduce discretionary spending, which could impact daily admissions and season pass sales. However, the Family Aquatic Center remains an affordable and high-value recreational option for families compared to other entertainment and leisure activities. Maintaining competitive and reasonable fees will help preserve accessibility and participation while allowing the facility to generate additional revenue. The Recreation Department also offers discounted pool passes through its Scholarship program, helping ensure that cost does not become a barrier to participation for families who need it most. This allows the City to maintain reasonable and competitive fees while continuing to provide access to the facility for families across a range of household incomes. Daily admission (daytime) - $6.00 Daily admission (evening) - $4.50 Season pass (Family) - $155 Resident / $185 Non-Resident Season pass (Individual) - $75 Resident / $95 Non-Resident Daily admission (daytime) - $7.00 Daily admission (evening) - $5.00 Season pass (Family) - $170 Resident / $200 Non-Resident Season pass (Individual) - $80 Resident / $100 Non-Resident Annually Revenue at the Family Aquatic Center is primarily affected by overall attendance, weather conditions, operating season length, and admission/pass pricing. Unfavorable weather can significantly reduce daily attendance and associated admission revenue. The newly renovated Family Aquatic Center has proven in the first summer that it will continue to increase demand and provide an opportunity to adjust fees to better reflect the enhanced facility and current market rates. Season pass pricing and sales volume will also directly impact revenue, with competitive pricing necessary to maintain strong participation while maximixing revenue potential. Comparison to Other Communities: Are other communities charging a similar fee? If yes, please provide city name(s) and the rate or fee amount. Community: Rate: *NOTE - Monona night swim sessions are 1.5 hours compared to City's 2 hours Community: Rate: **Approved 2027 Fees Community: Rate: % of cost recovery : Goal Current Rate Proposed Rate Please describe the method you used to develop the forecast: 2024 Actual 2025 Actual 2025 Revised Budget 2026 Dept. Budget 2027 Dept. Budget Revenue Forecast 103,377 118,504 116,616 130,000 145,000 Percent Change -2% 24% Contact: Extension: Chad Shelton Monona Madison (Goodman Pool) Middleton $8.00 daily fee for Residents $4.00 fee for night swim Season Pass (family) - $175 Resident / $350 Non-Resident Season Pass (individual) - $80 Resident / $150 Non-Resident $7.00 daily fee Adult / $3 daily fee Youth Season Pass (Family) - $190 Resident / $320 Non-Resident Season Pass (Individual) - $60-$85 Resident / $60-$115 Non-Resident $6.00 for daily fee Season Pass (family) - $180 Resident / $260 Non-Resident Season Pass (individual) - $80 Resident / $115 Non-Resident Cost Recovery: Please indicate percentage of the program or cost center cost that is recovered through this fee or charge. If available, provide cost recovery information. Attach worksheet if necessary. City of Sun Prairie Budget Development Process 2027 Budget Initiative Form Provide requested information Administrator's Initiative Priority Number: Department's Initiative Priority Number: Initiative Title: Department Name: Council Strategic Plan Vision: Fiscal Year: The FTE and $ information which follows is created by an Excel calculation which carries these totals forward from subsequent sheets in this template. FTE $ Resources a 225,000 Full-time Personnel b 0.00 - Part-time Personnel c - Recurring Operating Expenditures d - One-time Equipment or Start-up Costs e 225,000 Total Request 0.00 225,000 Net Funding Needed - Identify the Council priority and objective(s) supported by this initiative. Describe how this initiative enables the City to achieve these goals. 2027 Summary This plan directly addresses the Downtown & Central Corridor Vibrancy priority. This also directly addresses Housing & Neighborhoods; Dynamic Economy, Complete Transportation Network, and Sustainable Sun Prairie . The plan will directly relate to the future vision of the downtown, plan for expanding city tax base, housing opportunities, economic development vitality, multi-modal and transit-oriented development, and sustainability in the use of land and infrastructure. Equip & support the BID. Completing the Downtown Master Plan concurrent with the update of the Central Main Street Plan and grant-funded Comprehensive Plan project will enable synergies as well as ensure consistancy between each effort, recommendation, and adopted policies. Initiative Request Form Funding provided by existing Downtown TIDs, which have adequate balance and revenue. We anticiapte a new TID to be created along Linnerud and south side of downtown, which may accept part of this project cost. Context: Cost of Sun Prairie Stronger Plan was $100,000 in 2019 with a much smaller geography. Sun Prairie's Downtown Plan was adopted in 2001 & phase 2 in 2004. Much of the plan has been accomplished, or conditions have changed significantly. They no longer are useful policy documents. Sun Prairie Stronger Plan covers only a small part of the downtown. Accomplishments of these plans, ranging from Cannery Square, Market Street, Monarch on Main, and many others, reinforce the importance of an effective plan to inform and guide community change in these contexts. Scope includes the future physical development of the current & expanding downtown: area north of Park Street & railroad; west to Marshview Dr. near SPU and Kronke Drive; north including properties along Main Street; east to Grove Street. Evaluate market for expanding housing, retail, and employment. Identify reinvestment and new public spaces & amenities. Key sites including Public Works, Amtrack platform, Washington Mills, Linnerud corridor, others. Envision redevelopment of potential brownfield sites. Identify historic resources for preservation. Connect to & leverage Angell Park. Ambitious vision & effective strategy for expanding & improving downtown as the heart of Sun Prairie & eastern Dane County. A short-term priority includes identifying property for an Amtrack station & planning/evaluating that immediate acquisition & re-development. 4 Downtown Master Plan Planning Provide a concise description/justification for this initiative request. Request Justification Why must this initiative be supported through the use of new funding? Downtown & Central Corridor Vibrancy Response City of Sun Prairie Budget Development Process 2027 Budget Initiative Form Provide requested information Administrator's Initiative Priority Number: Department's Initiative Priority Number: Initiative Title: Department Name: Council Strategic Plan Vision: Fiscal Year: The FTE and $ information which follows is created by an Excel calculation which carries these totals forward from subsequent sheets in this template. FTE $ Resources a - Full-time Personnel b - Part-time Personnel c Recurring Operating Expenditures d 0 5,500 One-time Equipment or Start-up Costs e - Total Request 0.00 5,500 Net Funding Needed 5,500 Identify the Council priority and objective(s) supported by this initiative. Describe how this initiative enables the City to achieve these goals. 2027 Summary This initiative supports the Human Services priority by promoting the mental health and well-being of EMS personnel who provide critical emergency medical care to the community. Specialized mental health counseling and performance coaching help personnel build resilience, manage occupational stress, and maintain readiness to respond effectively to emergencies. Investing in the well-being of EMS personnel strengthens the City's ability to provide safe, reliable, and high-quality emergency medical services to residents. Initiative Request Form This initiative was previously supported through one-time donation funds; however, those funds are not a sustainable or reliable funding source. New funding is necessary to ensure continued access to specialized mental health counseling and performance coaching for EMS personnel without relying on uncertain charitable contributions. EMS personnel routinely respond to traumatic incidents and high-stress medical emergencies that can impact mental health, resilience, and job performance. This initiative provides specialized mental health counseling and performance coaching to strengthen stress management, improve resilience, and support the overall well-being and operational readiness of EMS personnel. 0 2 Mental Health Counseling & Emergency Medical Service Provide a concise description/justification for this initiative request. Request Justification Why must this initiative be supported through the use of new funding? Employer of Choice Response City of Sun Prairie Budget Development Process 2027 Budget Initiative Form Provide requested information Administrator's Initiative Priority Number: Department's Initiative Priority Number: Initiative Title: Department Name: Council Strategic Plan Vision: Fiscal Year: The FTE and $ information which follows is created by an Excel calculation which carries these totals forward from subsequent sheets in this template. FTE $ Resources a - Full-time Personnel b - Part-time Personnel c Recurring Operating Expenditures d 1 5,500 One-time Equipment or Start-up Costs e - Total Request 1.00 5,500 Net Funding Needed 5,500 Identify the Council priority and objective(s) supported by this initiative. Describe how this initiative enables the City to achieve these goals. 2027 Summary This initiative supports the Human Services priority by promoting the mental health and well-being of EMS personnel who provide critical emergency medical care to the community. Specialized mental health counseling and performance coaching help personnel build resilience, manage occupational stress, and maintain readiness to respond effectively to emergencies. Investing in the well-being of EMS personnel strengthens the City's ability to provide safe, reliable, and high-quality emergency medical services to residents. Initiative Request Form This initiative was previously supported through one-time donation funds; however, those funds are not a sustainable or reliable funding source. New funding is necessary to ensure continued access to specialized mental health counseling and performance coaching for EMS personnel without relying on uncertain charitable contributions. EMS personnel routinely respond to traumatic incidents and high-stress medical emergencies that can impact mental health, resilience, and job performance. This initiative provides specialized mental health counseling and performance coaching to strengthen stress management, improve resilience, and support the overall well-being and operational readiness of EMS personnel. 0 5 Mental Health Counseling & Coaching Emergency Medical Service Provide a concise description/justification for this initiative request. Request Justification Why must this initiative be supported through the use of new funding? Human Services Response City of Sun Prairie Budget Development Process 2027 Budget Initiative Form Provide requested information Administrator's Initiative Priority Number: Department's Initiative Priority Number: Initiative Title: Department Name: Council Strategic Plan Vision: Fiscal Year: The FTE and $ information which follows is created by an Excel calculation which carries these totals forward from subsequent sheets in this template. FTE $ Resources a 22,050 Full-time Personnel b 0.00 - Part-time Personnel c 22,050 Recurring Operating Expenditures d - One-time Equipment or Start-up Costs e - Total Request 0.00 22,050 Net Funding Needed - 2027 Summary Initiative Request Form The Parks, Recreation & Forestry Department is requesting an increase to seasonal wages for Family Aquatic Center staff to ensure the City of Sun Prairie remains competitive in attracting and retaining qualified lifeguards and head lifeguards. Although the Family Aquatic Center has undergone a significant renovation and now offers an enhanced experience for our community, the success of the facility ultimately depends on our ability to recruit and retain enough qualified staff to operate it safely and efficiently. The nationwide shortage of certified lifeguards continues to impact public aquatic facilities, making seasonal recruitment increasingly competitive. Area municipalities, school districts, private aquatic facilities, and water parks continue to raise wages and offer additional incentives to attract qualified applicants. Operating an aquatic facility is fundamentally different than many other seasonal operations. State regulations and industry best practices require minimum lifeguard-to-patron ratios that cannot be compromised. Even minor staffing shortages can result in the closure of individual attractions, reduced operating hours, or, in more severe cases, closure of the entire facility. In recent years, the Family Aquatic Center has experienced these challenges firsthand, creating frustration for residents and limiting access to a service the community expects and values. Maintaining competitive wages is a proactive investment that supports several important organizational goals: Ensures the City can recruit and retain a sufficient number of qualified seasonal employees. Protects the safety of patrons by maintaining appropriate staffing levels at all times. Reduces the likelihood of feature or facility closures due to staffing shortages. Minimizes employee burnout and turnover by providing adequate staffing throughout the season. Protects the City's significant investment in the newly renovated Family Aquatic Center by ensuring it can operate at its intended capacity and provide a high-quality customer experience. This initiative is intended to position the City competitively within the regional aquatic employment market while recognizing the increasing responsibilities and expectations placed on seasonal aquatic staff. Investing in seasonal wages today will help ensure reliable operations, exceptional customer service, and the continued safe operation of one of the City's premier recreational amenities. 1-Recreation/FAC Family Aquatic Center Wage Parks and Recreation Provide a concise description/justification for this initiative request. Request Justification Employer of Choice Response Identify the Council priority and objective(s) supported by this initiative. Describe how this initiative enables the City to achieve these goals. Maintaining competitive seasonal wages is essential to ensuring the City of Sun Prairie remains at market rate for recruiting and retaining qualified aquatic staff. This initiative directly supports the Common Council's strategic priority of being an Employer of Choice by positioning the City as a competitive employer in an increasingly challenging seasonal labor market. Adequate staffing is critical to the safe operation of the Family Aquatic Center. Lifeguards who consistently work extended hours are more susceptible to physical and mental fatigue, increasing the importance of maintaining sufficient staffing levels that allow for appropriate rest, hydration, and recovery throughout the season. The safety of both our patrons and staff remains the highest priority. In recent years, recruitment and retention challenges have resulted in staffing shortages that have affected our ability to operate the facility at full capacity, occasionally requiring the closure of attractions or portions of the facility. As the City continues operating its newly renovated Family Aquatic Center, maintaining competitive wages will strengthen our ability to attract and retain qualified seasonal staff, reduce operational disruptions, and ensure residents receive the safe, high-quality recreational experience they expect. This expense does not currently have an alternative funding source. Why must this initiative be supported through the use of new funding? City of Sun Prairie Budget Development Process 2027 Budget Initiative Form Provide requested information Administrator's Initiative Priority Number: Department's Initiative Priority Number: Initiative Title: Department Name: Council Strategic Plan Vision: Fiscal Year: The FTE and $ information which follows is created by an Excel calculation which carries these totals forward from subsequent sheets in this template. FTE $ Resources a 30,000 Full-time Personnel b - Part-time Personnel c - Recurring Operating Expenditures d - One-time Equipment or Start-up Costs e 30,000 Total Request 0.00 30,000 Net Funding Needed - Identify the Council priority and objective(s) supported by this initiative. Describe how this initiative enables the City to achieve these goals. 2027 Summary This initiative advances the City Council's priority of Housing and Neighborhoods by updating the City's housing and land use policies to support fiscally and environmentally sustainable growth while increasing the production and preservation of affordable housing. Updates to the Housing Chapter will help to expand housing choice by supporting a broad range of types and price points and strengthening the City's housing policies. Updating the Future Land Use chapter will remove barriers to housing development by ensuring alignment with the updated zoning code, population projections from the Capital Area Regional Planning Commission and the Dane County Regional Housing Strategy. Initiative Request Form In April 2026 Sun Prairie City Council authorized staff to apply for a $150,000 grant from Dane County to fund updates to the housing, land use, introduction, public engagement, and implementation chapters of the Comprehensive Plan. As part of the CDBG application the City committed $30,000 in cash and $28,000 in staff time and grant admin as leverage. This new funding initiative is requested to fulfill the City's grant commitment so that the Comprehensive Plan can be updated. The City was awarded a $150,000 grant through Dane County's CDBG PRO Housing program to hire a consultant to assist with updates the housing, land use, introduction, public engagement and implementation chapters in the City's Comprehensive Plan. The grant, along with City leverage, will be used to complete this work in 2027-28. The Housing Chapter update will include updating data from the City's 2022 Housing Study, to be included as an appendix to the Comprehensive Plan. An update to the Housing Chapter will also ensure the City maintains eligibility so developers who choose to develop in Sun Prairie can access affordable housing finance programs through Wisconsin Housing and Economic Development Authority. The Land Use Chapter update will evaluate how the City can accommodate growth while balancing city costs, the environment, and housing needs. The consultant will develop three growth scenario models and analyze the tradeoffs associated with each approach. The results will be used to support future policy decisions and demonstrate the long-term impacts of growth and development patterns. Public engagement activities will include neighborhood forums, open houses, focus groups, specials events, and a community survey. 1 PRO Housing Grant Leverage Planning Provide a concise description/justification for this initiative request. Request Justification Why must this initiative be supported through the use of new funding? Housing & Neighborhoods Response City of Sun Prairie Budget Development Process 2027 Budget Initiative Form Provide requested information Administrator's Initiative Priority Number: Department's Initiative Priority Number: Initiative Title: Department Name: Council Strategic Plan Vision: Fiscal Year: The FTE and $ information which follows is created by an Excel calculation which carries these totals forward from subsequent sheets in this template. FTE $ Resources a 500,000 Full-time Personnel b - Part-time Personnel c - Recurring Operating Expenditures d 500,000 One-time Equipment or Start-up Costs e - Total Request 0.00 500,000 Net Funding Needed - Identify the Council priority and objective(s) supported by this initiative. Describe how this initiative enables the City to achieve these goals. 2027 Summary This initiative supports the City Council’s priority of Housing and Neighborhoods by creating additional opportunities for affordable rental housing for residents with the greatest housing needs. By funding the development that combines affordable housing with onsite supportive services, the program expands housing options for households who are at risk of housing instability or homelessness. The program promotes long-term housing stability by creating safe, affordable homes where residents have access to the services they need to maintain independent living. It also leverages additional public and private investment in affordable housing, helping the City maximize the impact of its funding while supporting healthy neighborhoods and a more inclusive community. Initiative Request Form In February 2025 Council authorized holding TIDs 8 & 9 open for an additional year through the Affordable Housing Extension provision in State Statutes. A total of $6.3 million was generated though these extensions and has been deposited in the City's Affordable Housing Fund. State statute requires that 75% of this funding be used to benefit affordable housing in the community, and the remainder on housing intiatives in general. The Housing Committee recommends establishing a Rental Housing Development Loan Program to encourage the development of affordable rental housing with onsite supportive services for low-income households. Rising land, labor, and construction costs continue to make it challenging for the private market to develop housing affordable to households earning less than 50% of the Area Median Income (currently $67,650 for a family of four). Projects funded through this program would be required to provide onsite supportive services designed to help residents maintain stable housing and reduce the risk of homelessness. The program is intended to leverage additional financial resources from development partners, including federal, state, local, and private funding sources, to maximize the impact of the City's investment. The Committee recommends an initial program budget of $500,000, with funding anticipated to support one development project. Developers will be selected via a competitive RFP process. Applications will be scored based on how well applications meet program's scoring criteria. The construction loan would be a 2% simple interest rate, with interest-only payments due annually. The principal is deferred for 30 years or until the sale or transfer of the property. 2 Renter Occupied Dev Loan Planning Provide a concise description/justification for this initiative request. Request Justification Why must this initiative be supported through the use of new funding? Housing & Neighborhoods Response City of Sun Prairie Budget Development Process 2027 Budget Initiative Form Provide requested information Administrator's Initiative Priority Number: Department's Initiative Priority Number: Initiative Title: Department Name: Council Strategic Plan Vision: Fiscal Year: The FTE and $ information which follows is created by an Excel calculation which carries these totals forward from subsequent sheets in this template. FTE $ Resources a 276,000 Full-time Personnel b - Part-time Personnel c - Recurring Operating Expenditures d 276,000 One-time Equipment or Start-up Costs e - Total Request 0.00 276,000 Net Funding Needed - Identify the Council priority and objective(s) supported by this initiative. Describe how this initiative enables the City to achieve these goals. 2027 Summary This initiative advances the City Council's priority of Housing and Neighborhoods by preserving existing affordable rental housing, improving neighborhood quality, and supporting long-term community stability. Many of Sun Prairie's older rental properties require maintenance/repairs, yet the cost of those improvements can be a barrier for landlords providing housing to low-income households. This program would help address that gap by providing financing for needed repairs while requiring participating property owners to maintain rents at or below Fair Market Rent throughout the loan repayment period. Beyond preserving affordability, the program would improve the safety, livability, and energy efficiency of existing rental housing while reducing deferred maintenance. Exterior improvements, such as roofing and siding, would enhance neighborhood appearance, reduce property maintenance issues, and help maintain the City's existing housing stock. Initiative Request Form In February 2025 Council authorized holding TIDs 8 & 9 open for an additional year through the Affordable Housing Extension provision in State Statutes. A total of $6.3 million was generated though these extensions and has been deposited in the City's Affordable Housing Fund. State statute requires that 75% of this funding be used to benefit affordable housing in the community, and the remainder on housing intiatives in general. The Sun Prairie Housing Committee proposes the creation of a Housing Rehabilitation Loan Program to support affordable rental units occupied by low-income households—defined as those earning less than 80% of the area median income (currently $106,800 for a family of four). This initiative is designed to preserve Sun Prairie’s aging housing stock and to promote safe, healthy, accessible, and energy-efficient living conditions across the community. Eligible landlords would be able to access loans for a wide range of improvement activities, including but not limited to: exterior repairs, plumbing and electrical work, energy efficiency upgrades, accessibility modifications, code compliance issues, and essential grading, waterproofing, and drainage improvements. Special priority will be given to requests involving emergency repairs or health and safety concerns. The Committee recommends initial program funding of $276,000 for the first year. Loan amounts would be capped at $12,000 per qualifying unit, up to $200,000 per property (anticipated impact of 16 units), available on a first-come, first- serve basis. Loans would carry 2% simple interest, 20-year term, and be secured as a lien on the property, recorded with the Register of Deeds. Annual payments will be required. This program will be administered by a third-party, to be selected via a Request for Proposals (RFP). 3 Rental Rehab Loan Planning Provide a concise description/justification for this initiative request. Request Justification Why must this initiative be supported through the use of new funding? Housing & Neighborhoods Response City of Sun Prairie Budget Development Process 2027 Budget Initiative Form Provide requested information Administrator's Initiative Priority Number: Department's Initiative Priority Number: Initiative Title: Department Name: Council Strategic Plan Vision: Fiscal Year: The FTE and $ information which follows is created by an Excel calculation which carries these totals forward from subsequent sheets in this template. FTE $ Resources a - Full-time Personnel b 0.38 31,713 Part-time Personnel c - Recurring Operating Expenditures d - One-time Equipment or Start-up Costs e - Total Request 0.38 31,713 Net Funding Needed 31,713 2027 Summary Initiative Request Form The Facilities Division's existing operating budget is structured to support current staffing levels and the ongoing costs necessary to maintain City facilities. Increasing the Maintenance Technician position to full-time creates an ongoing personnel expense that cannot be absorbed within the existing budget without reducing funding available for other essential maintenance, repair, and operational needs. The need for additional staffing capacity has grown as the City's facilities, building systems, and maintenance responsibilities have increased. At the same time, the complexity of HVAC, building automation, electrical, renewable energy, and other facility systems requires greater technical expertise and staff time to properly maintain these assets. New funding will allow the City to address this need without shifting resources away from preventive maintenance, building repairs, equipment replacement, or other essential facility services. Attempting to fund the additional hours within the existing budget would ultimately reduce the resources available to maintain City assets and could result in increased deferred maintenance, equipment failures, emergency repairs, and reliance on outside contractors. Investing new funding in an experienced Maintenance Technician provides a cost-effective way to increase the City's skilled in-house capacity. The additional staff hours will allow the Facilities Division to perform more preventive and corrective maintenance internally, improve response times, reduce deferred maintenance, and help extend the useful life of City buildings and equipment. Because this represents an ongoing operational need rather than a temporary project, a stable ongoing funding source is necessary to ensure the City can maintain this additional capacity in future years. This initiative requests funding to increase an existing skilled Maintenance Technician position to full-time status. The additional capacity will strengthen the Facilities Division's ability to provide preventive maintenance, complete repairs, respond to facility needs, and support the City's increasingly complex building systems. Expanding the hours of an experienced and proven employee is a cost-effective way to retain technical expertise and increase skilled in-house maintenance capacity. The additional hours will help reduce deferred maintenance, improve response times, extend the useful life of City buildings and equipment, and reduce reliance on outside contractors. This investment supports the City's commitment to providing high-quality and efficient services while protecting its significant investment in public facilities. Providing stable, full-time staffing will allow the Facilities Division to be more proactive in maintaining City assets and better positioned to meet current and future operational needs. 1 PT additional hours Building Maintenance Provide a concise description/justification for this initiative request. Request Justification Why must this initiative be supported through the use of new funding? Employer of Choice Response Identify the Council priority and objective(s) supported by this initiative. Describe how this initiative enables the City to achieve these goals. This initiative supports the Council priorities of Quality City Services and Employer of Choice by increasing a highly skilled Maintenance Technician position from part-time to full-time. It also supports Sustainable Sun Prairie through improved preventive maintenance and efficient operation of City building systems. The Facilities Division is responsible for maintaining safe, reliable, and functional municipal buildings that allow City departments to effectively serve the community. Increasing this position to full-time will provide additional skilled in-house capacity to perform preventive maintenance, respond to building and equipment issues, complete repairs, and support the growing complexity of City facilities and building systems. Expanding the hours of an experienced and proven employee provides the City with an efficient way to strengthen service delivery while retaining institutional knowledge and technical expertise. Additional staff capacity will allow the Facilities Division to be more proactive rather than reactive, reducing equipment downtime, extending the useful life of City assets, and potentially reducing reliance on outside contractors. The initiative also supports the City's goal of being an Employer of Choice by creating opportunities to retain and develop skilled employees. Maintaining a knowledgeable and experienced facilities workforce is increasingly important as City buildings incorporate more complex HVAC, building automation, renewable energy, electrical, and other technical systems. Ultimately, this initiative strengthens the City's ability to protect its investment in public facilities, provide dependable services to City departments and residents, and operate those facilities as efficiently and sustainably as possible. City of Sun Prairie Budget Development Process 2027 Budget Initiative Form Provide requested information Administrator's Initiative Priority Number: Department's Initiative Priority Number: Initiative Title: Prosecution Intern Department Name: City Attorney Council Strategic Plan Vision: Housing and Neighborhoods, Quality City Services Fiscal Year: 2027 The FTE and $ information which follows is created by an Excel calculation which carries these totals forward from subsequent sheets in this template. FTE $ Resources a 13,564 Full-time Personnel b - Part-time Personnel c 13,564 Recurring Operating Expenditures d - One-time Equipment or Start-up Costs e - Total Request 0.00 13,564 Net Funding Needed - Identify the Council priority and objective(s) supported by this initiative. Describe how this initiative enables the City to achieve these goals. 2027 Summary Housing and Neighborhoods: The city continues to experience additional property maintenance complaints regarding a variety of residential properties. Staffing a prosecution intern to support this work will allow us to work faster to address these issues in partnership with the rest of the code compliance team. Quality City Services: A dedidcated prosecutorial intern will reduce wait times in municipal court and free up attorney time to address other issues. Initiative Request Form Our department brings in revenue through muncipal court collections, but none of that is allocated back to our office. The City Attorney's Office will hire a prosecution intern to assist with municipal court prosecutions and other neighborhood improvement initiatives. This position will work 10 hours a week during the school year and 32 hours a week in the summer. 1 Prosecution Intern City Attorney Provide a concise description/justification for this initiative request. Request Justification Why must this initiative be supported through the use of new funding? Quality City Services Response City of Sun Prairie Budget Development Process 2027 Budget Initiative Form Provide requested information Administrator's Initiative Priority Number: Department's Initiative Priority Number: Initiative Title: Department Name: Council Strategic Plan Vision: Fiscal Year: The FTE and $ information which follows is created by an Excel calculation which carries these totals forward from subsequent sheets in this template. FTE $ Resources a 11,699 Full-time Personnel b 0.00 - Part-time Personnel c - Recurring Operating Expenditures d 11,699 One-time Equipment or Start-up Costs e - Total Request 0.00 11,699 Net Funding Needed - Identify the Council priority and objective(s) supported by this initiative. Describe how this initiative enables the City to achieve these goals. 2027 Summary The Council priority and objective supported by this intiative is: 1) Quality City Services. The Library is committed to providing and developing services and resources that make a positive impact on the community with state of the art systems that work efficiently and seemlessly. A comprehensive service agreement with a knowledgeable vendor is best practice when in-house staffing is limited. Initiative Request Form On May 8, 2025, the Sun Prairie Public Library Board reviewed the Library's fund balance and approved allocating $11,699 from the Library's fund balance towards service and maintenance through 2029. This is not currently included in the library's budget. These funds were previously allocated to the Sun Prairie Public Library and are retained in the library's fund balance. No new funding is required and this initiative does not have an impact on the tax levy. As part of the SPPL Expansion & Renovation project, new technology and audio-visual equipment was installed in our program and discussion rooms. Support and maintenance is necessary to best serve patrons and staff. Globalcom, our technology vendor for this system has a 5-year service agreement to support our needs and provide training. On May 8, 2025, the Sun Prairie Public Library Board reviewed the Library's fund balance and approved allocating $11,699 from the Library's fund balance towards service and maintenance through 2029. 1 AV Service Support Library Provide a concise description/justification for this initiative request. Request Justification Why must this initiative be supported through the use of new funding? Quality City Services Response City of Sun Prairie Budget Development Process 2027 Budget Initiative Form Provide requested information Administrator's Initiative Priority Number: Department's Initiative Priority Number: Initiative Title: Department Name: Council Strategic Plan Vision: Fiscal Year: The FTE and $ information which follows is created by an Excel calculation which carries these totals forward from subsequent sheets in this template. FTE $ Resources a 117,234 Full-time Personnel b 1.00 117,875 Part-time Personnel c - Recurring Operating Expenditures d 8,250 One-time Equipment or Start-up Costs e 20,000 Total Request 1.00 146,125 Net Funding Needed 28,891 2027 Summary Initiative Request Form Policing services play a vital role in maintaining the safety and quality of life within the Sun Prairie community. As the city continues to grow, so do the demands placed on the Police Department. Population growth, commercial development, increasing housing density, and the evolving complexity of calls for service require continual evaluation of staffing levels and resource allocation. Effective policing depends on balancing proactive community engagement with the ability to respond promptly and efficiently to emergency calls and ongoing public safety needs. The Sun Prairie Police Department has consistently deployed its personnel in a responsible, effective, and efficient manner. In 2020, the department developed a staffing plan that identified the need for nine additional sworn officers to meet projected service demands. Through the Mayor's adopted budgets, the department received one additional officer in 2020, one in 2021, two in 2022, one in 2023, one in 2024, and one in 2025. These additions increased the department's sworn staffing level to 63 officers. While this represents significant progress, the department remains two officers short of the staffing level identified in the original 2020 plan. Moreover, since that assessment was completed, calls for service have become increasingly complex, requiring more officer time and greater expertise, particularly in the collection and analysis of digital evidence. Sun Prairie continues to experience sustained residential and commercial growth. As of January 2026, the city's population increased from 39,101 to 40,079 residents. The city now encompasses approximately 13.12 square miles, or 8,400.66 acres. As of 2022, Sun Prairie included more than 15,000 housing units and more than 15,000 households, consisting of single-family homes, duplexes, and multi-family developments. Commercial expansion on the west side of the city has continued at a rapid pace, generating additional calls for service and increasing demands on police resources. Over the past several years, numerous large multi-family housing developments have been completed, each adding hundreds of new residents to the community. Additional residential developments, including those near N. Bird Street and Egre Road and near W. Main Street and S. Thompson Road, have also been completed and quickly reached full occupancy, further increasing service demands. Beyond population growth, the nature of police work continues to evolve. Officers are dedicating more time to processing digital evidence obtained through search warrants and subpoenas, responding to a growing number of mental health-related incidents, and addressing community traffic safety concerns. These responsibilities include investigating crashes, responding to speeding complaints, conducting targeted traffic enforcement initiatives, and supporting broader crime prevention efforts. Each of these activities requires significant officer time and specialized training, reducing the amount of time available for proactive policing and community engagement. Maintaining appropriate staffing levels is essential to ensuring the Sun Prairie Police Department can continue providing timely emergency response, proactive community policing, comprehensive investigations, effective traffic enforcement, and the high level of public safety service expected by the residents of Sun Prairie. As the community continues to expand and policing responsibilities become increasingly complex, additional staffing will be necessary to sustain current service levels while meeting future public safety needs. 1 Police Officer Police Department Provide a concise description/justification for this initiative request. Request Justification Quality City Services Response Identify the Council priority and objective(s) supported by this initiative. Describe how this initiative enables the City to achieve these goals. Quality policing services are essential to maintaining the safety and overall quality of life in the Sun Prairie community. Adding two additional patrol officer positions will move the department closer to its goal of increasing daily minimum staffing while preserving its ability to engage in proactive policing, problem-solving, and community engagement in addition to responding to calls for service. This balanced approach has been fundamental to the department's success in effectively managing the community's growth since 2010. As Sun Prairie continues to expand, demands on patrol operations will continue to increase as a result of higher traffic volumes, increased traffic crashes, new residential and commercial development, expanded community engagement efforts, and the growing need for proactive policing strategies that address emerging public safety concerns before they become larger issues. While responding promptly to calls for service remains a core responsibility, reactive policing alone cannot meet the community's public safety expectations. Effective policing requires officers to have sufficient time to conduct directed patrol, build relationships with residents and businesses, identify crime trends, address traffic safety concerns, and work collaboratively to resolve ongoing neighborhood issues. These proactive efforts improve public safety, strengthen community trust, and often reduce future calls for service. Adequate patrol staffing is critical to achieving these objectives. During periods of patrol saturation, all available officers are committed to calls for service, leaving little or no opportunity for proactive enforcement, community engagement, or problem-solving activities. Reducing these saturation periods will increase officer availability for preventative policing initiatives while maintaining timely emergency response capabilities. The addition of two patrol officers will provide greater flexibility in deploying the department's authorized staffing resources and will help increase minimum staffing levels, particularly during second shift, when call volume and service demands are consistently among the highest. Increasing staffing during these peak operational periods will improve the department's ability to respond to calls for service, reduce officer workload, enhance officer safety, and expand opportunities for proactive policing, crime prevention, traffic enforcement, and community engagement. Investing in these additional positions will help ensure the Sun Prairie Police Department can continue providing the high level of service expected by the community while effectively addressing the increasing demands associated with a growing and evolving city. While the funding is not new, a new source has been identified to offset any impact to the levy or additional city funding. Through use of savings from the reduction of needed crossing guard services, an estimated $149,000 will become available to be reallocated to this position. Why must this initiative be supported through the use of new funding? City of Sun Prairie Budget Development Process 2027 Budget Initiative Form Provide requested information Administrator's Initiative Priority Number: Department's Initiative Priority Number: Initiative Title: Department Name: Council Strategic Plan Vision: Fiscal Year: The FTE and $ information which follows is created by an Excel calculation which carries these totals forward from subsequent sheets in this template. FTE $ Resources a 146,000 Full-time Personnel b 1.00 117,875 Part-time Personnel c - Recurring Operating Expenditures d 8,250 One-time Equipment or Start-up Costs e 20,000 Total Request 1.00 146,125 Net Funding Needed 125 2027 Summary Initiative Request Form Policing services play a vital role in maintaining the safety and quality of life within the Sun Prairie community. As the city continues to grow, so do the demands placed on the Police Department. Population growth, commercial development, increasing housing density, and the evolving complexity of calls for service require continual evaluation of staffing levels and resource allocation. Effective policing depends on balancing proactive community engagement with the ability to respond promptly and efficiently to emergency calls and ongoing public safety needs. The Sun Prairie Police Department has consistently deployed its personnel in a responsible, effective, and efficient manner. In 2020, the department developed a staffing plan that identified the need for nine additional sworn officers to meet projected service demands. Through the Mayor's adopted budgets, the department received one additional officer in 2020, one in 2021, two in 2022, one in 2023, one in 2024, and one in 2025. These additions increased the department's sworn staffing level to 63 officers. While this represents significant progress, the department remains two officers short of the staffing level identified in the original 2020 plan. Moreover, since that assessment was completed, calls for service have become increasingly complex, requiring more officer time and greater expertise, particularly in the collection and analysis of digital evidence. Sun Prairie continues to experience sustained residential and commercial growth. As of January 2026, the city's population increased from 39,101 to 40,079 residents. The city now encompasses approximately 13.12 square miles, or 8,400.66 acres. As of 2022, Sun Prairie included more than 15,000 housing units and more than 15,000 households, consisting of single-family homes, duplexes, and multi-family developments. Commercial expansion on the west side of the city has continued at a rapid pace, generating additional calls for service and increasing demands on police resources. Over the past several years, numerous large multi-family housing developments have been completed, each adding hundreds of new residents to the community. Additional residential developments, including those near N. Bird Street and Egre Road and near W. Main Street and S. Thompson Road, have also been completed and quickly reached full occupancy, further increasing service demands. Beyond population growth, the nature of police work continues to evolve. Officers are dedicating more time to processing digital evidence obtained through search warrants and subpoenas, responding to a growing number of mental health-related incidents, and addressing community traffic safety concerns. These responsibilities include investigating crashes, responding to speeding complaints, conducting targeted traffic enforcement initiatives, and supporting broader crime prevention efforts. Each of these activities requires significant officer time and specialized training, reducing the amount of time available for proactive policing and community engagement. Maintaining appropriate staffing levels is essential to ensuring the Sun Prairie Police Department can continue providing timely emergency response, proactive community policing, comprehensive investigations, effective traffic enforcement, and the high level of public safety service expected by the residents of Sun Prairie. As the community continues to expand and policing responsibilities become increasingly complex, additional staffing will be necessary to sustain current service levels while meeting future public safety needs. 2 Police Officer Police Department Provide a concise description/justification for this initiative request. Request Justification Quality City Services Response Identify the Council priority and objective(s) supported by this initiative. Describe how this initiative enables the City to achieve these goals. Quality policing services are essential to maintaining the safety and overall quality of life in the Sun Prairie community. Adding two additional patrol officer positions will move the department closer to its goal of increasing daily minimum staffing while preserving its ability to engage in proactive policing, problem-solving, and community engagement in addition to responding to calls for service. This balanced approach has been fundamental to the department's success in effectively managing the community's growth since 2010. As Sun Prairie continues to expand, demands on patrol operations will continue to increase as a result of higher traffic volumes, increased traffic crashes, new residential and commercial development, expanded community engagement efforts, and the growing need for proactive policing strategies that address emerging public safety concerns before they become larger issues. No funding is currently available for this position. We are requesting to fund this officer position by utilizing our currently unfilled full-time permit specialist position, our currently unfilled part-time CSO position, an anticipated vacant part-time Records Specialist position, and a portion of savings from the new pay rate assigned to the Records Supervisor position. Why must this initiative be supported through the use of new funding? City of Sun Prairie Budget Development Process 2026 Budget Initiative Form Provide requested information Administrator's Initiative Priority Number: Department's Initiative Priority Number: Initiative Title: Department Name: Council Strategic Plan Vision: Fiscal Year: The FTE and $ information which follows is created by an Excel calculation which carries these totals forward from subsequent sheets in this template. FTE $ Resources a 30,000 Full-time Personnel b - Part-time Personnel c - Recurring Operating Expenditures d - One-time Equipment or Start-up Costs e 30,000 Total Request 0.00 30,000 Net Funding Needed - 2027 Summary Initiative Request Form No current funding exists for this program. We are requesting that expenditure restraint funds be utilized to support this initiative's one-time fee. To ensure the Police Department continues to provide effective, efficient, and data-driven public safety services, funding is requested for a comprehensive Resource Allocation Study of the Operations Division. As the City continues to grow and service demands evolve, it is essential that staffing, deployment strategies, and work schedules are aligned with actual community needs rather than historical practices or assumptions. This study will provide an independent, evidence-based analysis of the Operations Division by evaluating three critical components of police operations: staffing levels, geographic deployment, and patrol scheduling. The results will provide leadership with objective recommendations to ensure that sworn personnel are deployed in the most effective and efficient manner while maintaining high levels of service to the community. The first component of the study will evaluate whether current staffing levels are sufficient to maintain an appropriate balance between reactive policing (responding to calls for service) and proactive policing (crime prevention, community engagement, traffic enforcement, and problem- solving). Using four years of Computer-Aided Dispatch (CAD) data, along with historical leave usage, overtime, and shift exception data, the study will determine recommended staffing levels for patrol officers, traffic officers, K-9 units, and any specialized power shifts. This analysis will identify whether current staffing resources adequately support both immediate response needs and proactive policing initiatives. The second component will assess the effectiveness of the department's current patrol shift configurations. By analyzing workload distribution throughout the city, the study will develop updated reporting areas and evaluate whether patrol boundaries can be redesigned to better balance workloads, reduce officer travel time, improve response times, and increase operational efficiency. As development continues throughout the community, ensuring patrol boundaries accurately reflect service demands is critical to maintaining equitable service delivery. Finally, the study will evaluate patrol scheduling by comparing current staffing patterns with actual call-for-service demand by day of the week and hour of the day. This analysis will identify opportunities to better align staffing with peak workload periods through adjustments to shift start times, staffing levels, and deployment patterns. In addition, the study will evaluate the department's proposed 10-hour patrol schedule to determine the most effective shift configuration and staffing assignments based on documented workload trends. 4 Resource Allocation Study Police Department Provide a concise description/justification for this initiative request. Request Justification Why must this initiative be supported through the use of new funding? Quality City Services Response Identify the Council priority and objective(s) supported by this initiative. Describe how this initiative enables the City to achieve these goals. A Resource Allocation Study supports both an improvement in quality city services as well as being an employer of choice, by providing a strategic roadmap for future staffing and deployment decisions. The recommendations will support responsible fiscal stewardship by ensuring staffing resources are aligned with demonstrated operational needs while enhancing officer effectiveness, improving response capabilities, and maintaining the department's commitment to providing exceptional public safety services. The study will also provide objective data to support future budget requests and long-term workforce planning, allowing City leadership to make informed decisions based on measurable operational demands rather than projections or anecdotal information. City of Sun Prairie Budget Development Process 2027 Budget Initiative Form Provide requested information Administrator's Initiative Priority Number: Department's Initiative Priority Number: Initiative Title: Department Name: Council Strategic Plan Vision: Fiscal Year: The FTE and $ information which follows is created by an Excel calculation which carries these totals forward from subsequent sheets in this template. FTE $ Resources a - Full-time Personnel b 1.00 106,648 Part-time Personnel c - Recurring Operating Expenditures d 4,000 One-time Equipment or Start-up Costs e 7,360 Total Request 1.00 118,008 Net Funding Needed 118,008 Identify the Council priority and objective(s) supported by this initiative. Describe how this initiative enables the City to achieve these goals. 2027 Summary This supports the City Council Priority of Ensuring Public Safety and Community Resilience. A core objective under this priority is to maintain optimal emergency response times and proactive community risk reduction as the city expands. Initiative Request Form This initiative requires new, dedicated funding because the existing operational budget cannot absorb the structural shift from part-time stipends to a permanent, full-time salary and benefits package. Reallocating current resources would force unsafe cuts to equipment maintenance, training, or existing emergency services. Securing a new funding stream is the only viable mechanism to establish a stable, reliable foundation of full-time career firefighters, reducing our dangerous dependency on a shrinking part-time labor pool. Sun Prairie’s rapid population growth has vastly outpaced its emergency response infrastructure, creating a severe operational deficit. Currently, 45% of fire department staffing relies on Paid-On-Premise (POP) part-time personnel, a model that has become unsustainable due to a national, generational decline in public safety recruitment. Younger workers increasingly reject the unconventional hours, strict educational mandates, and critical mental health strains inherent to the role, causing our part-time roster to plummet. Because part-time staff have capped availability, the division faces a looming staffing crisis that directly threatens daily operational readiness, response times, and community safety. 1 1 FTE Firefigher Fire Department Provide a concise description/justification for this initiative request. Request Justification Why must this initiative be supported through the use of new funding? Quality City Services Response City of Sun Prairie Budget Development Process 2025 Budget Initiative Form Provide requested information Administrator's Initiative Priority Number: Department's Initiative Priority Number: Initiative Title: Department Name: Council Strategic Plan Vision: Fiscal Year: The FTE and $ information which follows is created by an Excel calculation which carries these totals forward from subsequent sheets in this template. FTE $ Resources a 35,000 Full-time Personnel b - Part-time Personnel c - Recurring Operating Expenditures d - One-time Equipment or Start-up Costs e 35,000 Total Request 0.00 35,000 Net Funding Needed - Identify the Council priority and objective(s) supported by this initiative. Describe how this initiative enables the City to achieve these goals. 2027 Summary This initiative supports the Council's priority of Quality City Services. Over the last few years, several changes have occurred within the Fire&EMS department. Specifically, the closure of the SSM Emergency Center resulted in full-time staffing for the city's third ambulance and the municipalization of the nonprofit fire department. Sun Prairie's growth is expected to grow 6.9% by 2030 and 24.1% by 2040. This study allows the city to explore the development of an impact fee to support the capital costs for a third Fire/EMS station to house a future fifth ambulance, as projected in the Wisconsin Policy Fourm FUTURE READY study. Initiative Request Form There is no existing funding to support this new one-time initiative. The recently completed Wisconsin Policy Forum FUTURE READY study projects the need for a third EMS station due to the increase in EMS calls over the next several years. The station could be built to eventually house an additional fire engine once one is needed. State law allows for impact fees on development for financing the costs of constructing, expanding, or improving public facilities such as adding a third Fire/EMS station. This impact fee would be imposed on new land development and may only be used to fund capital costs. The purpose of this study is to develop Fire/EMS impact fees in accordance with Wisconsin Statutes. The process will include a needs assessment using national, regional or local standards to determine service levels. 2 Fire/EMS Impact Fee Study Fire Protection Provide a concise description/justification for this initiative request. Request Justification Why must this initiative be supported through the use of new funding? Quality City Services Response City of Sun Prairie Budget Development Process 2027 Budget Initiative Form Provide requested information Administrator's Initiative Priority Number: Department's Initiative Priority Number: Initiative Title: Department Name: Council Strategic Plan Vision: Fiscal Year: The FTE and $ information which follows is created by an Excel calculation which carries these totals forward from subsequent sheets in this template. FTE $ Resources a - Full-time Personnel b - Part-time Personnel c 0 84,144 Recurring Operating Expenditures d - One-time Equipment or Start-up Costs e - Total Request 0.00 84,144 Net Funding Needed 84,144 Identify the Council priority and objective(s) supported by this initiative. Describe how this initiative enables the City to achieve these goals. 2027 Summary Quality City Services / Employer of Choice / Dynamic Economy – Offering competitive salaries and benefits packages makes the profession more appealing, attracting a larger pool of qualified candidates. Many departments are grappling with recruitment and retention challenges, including declining numbers of firefighters, increasing call volumes, and growing demands for diversity. Improving compensation can help address these shortages and build a stronger, more diverse workforce. Higher pay also helps attract individuals who view firefighting as a long-term career rather than a temporary job, fostering a more dedicated and professional workforce. Initiative Request Form Advocating for better pay and benefits for Limited Term Employees (LTEs), who play a vital role in supplementing fire department staffing, is essential to ensuring their continued participation and the overall effectiveness of emergency response. Currently, LTE firefighters are paid as little as $12.50 per hour. Despite this, LTEs account for 45% of our annual staffing, saving the city $1.75 million each year. However, low or unpaid volunteer positions are becoming increasingly unsustainable as individuals face rising living costs and seek more reliable income. Offering fair pay to LTEs can significantly improve retention rates and help attract new recruits, strengthening the fire department’s ability to serve the community. The recruitment and retention of fire personnel, including paid-on-call (LTE) firefighters and EMS providers, present significant and ongoing challenges for fire departments. Many individuals face increasing demands on their time due to work and family commitments, making it difficult to dedicate the necessary hours for training and emergency response. Modern firefighting and EMS roles require rigorous training and ongoing certification, which can be a barrier for potential LTEs. Additionally, current pay rates are not competitive enough to attract and retain qualified personnel (as shown in the comparison below). Newer generations entering the workforce often prioritize work-life balance and a positive organizational culture. This makes it more important than ever to provide fair compensation that reflects the demands and responsibilities of these critical roles. Hiring part-time personnel can be a more economical approach than immediately bringing on full-time staff, especially for cities with budget constraints. Strategically planning and incrementally building fire department staff to accommodate future needs can be a more fiscally responsible method than trying to address a sudden, significant staffing deficit. Continued recruitment of paid-on-call staff will allow us to maintain and support future growth. Pay Comparison: Dane County Departments Employing Paid-On-Premise Firefighters Mount Horeb Fire: $15.00 to $22.00 per hour (depending on certifications) Verona Fire: $15.00 per hour DeForest Fire: $15.00 per hour (officers receive an annual stipend) Fitchburg Fire: $15.00 per hour Oregon Fire: $11.00 to $16.00 per hour (depending on qualifications) 0 3 Fire LTE Pay Increase Fire Protection Provide a concise description/justification for this initiative request. Request Justification Why must this initiative be supported through the use of new funding? Employer of Choice Response SUN PRAIRIE, WI | 2026-2027 FINANCIAL SUMMARIES Sun Prairie, WI | Recommended Annual Operating and Capital Budget | 2026-2027   12027 FUND BALANCE SUMMARY FINANCIAL SUMMARIES Projected 2027 Beginning 2027 Approved Budget Projected 2027 Ending Property Tax Levy FUND TYPE Fund Balance Revenues Expenditures Fund Balance Contribution GENERAL FUND 13,027,229 46,363,371 46,363,371 13,027,229 29,105,021 SPECIAL REVENUE FUNDS Park Improvement Fund 1,302,259 170,000 980,000 492,259 - Street Tree Fund 377,467 54,300 35,000 396,767 - Grants and Donations Fund 428,432 342,300 316,667 454,065 - Sun Prairie Media Fund 118,100 351,929 255,482 214,547 - Westside Traffic Impact Fee 3,200,690 190,000 - 3,390,690 - Sanitation Fund 709,434 2,315,466 2,308,155 716,745 - Tourism Fund 274,110 418,062 445,000 247,172 - Transportation Fund 941,973 1,715,024 1,973,279 683,718 - Transportation Improvement Fund 742,058 923,000 1,000,000 665,058 - Recreation Fund 174,061 463,760 463,760 174,061 Housing Fund 6,083,160 956,000 1,018,924 6,020,236 - Total Special Revenue Funds 14,351,744 7,899,841 8,796,267 13,455,318 - CAPITAL PROJECTS FUNDS Capital Projects 1,732,523 14,912,589 14,206,753 2,438,359 - TIF No. 11 3,052,709 1,900,396 1,222,813 3,730,292 - TIF No. 12 221,390 606,096 627,195 200,291 - TIF No. 13 1,112,903 1,340,027 446,317 2,006,613 - TIF No. 14 (248,604) 614,580 2,233,175 (1,867,199) - TIF No. 15 146,802 494,902 619,765 21,939 - TIF No. 16 28,155 189,827 224,180 (6,198) - Development Projects 24,298 400,000 400,000 24,298 - Total Capital Projects Funds 6,070,176 20,458,417 19,980,198 6,548,395 - DEBT SERVICE FUNDS Debt Service Fund 1,911,891 12,577,183 12,577,183 1,911,891 10,076,539 Total Debt Service Funds 1,911,891 12,577,183 12,577,183 1,911,891 10,076,539 PERMANENT FUNDS Ashley Trust Fund - - - - - Total Permanent Funds - - - - - INTERNAL FUNDS Fleet Fund 6,353,892 5,037,572 4,840,187 6,551,277 - Health Insurance Fund 1,251,012 4,733,852 4,522,596 1,462,268 - Total Internal Funds 7,604,904 9,771,424 9,362,783 8,013,545 - ENTERPRISE FUNDS Wastewater Utility 68,323,920 32,581,039 18,064,732 82,840,227 - Stormwater Utility 62,057,806 5,959,667 4,967,360 63,050,113 - Water & Light 114,548,868 52,327,011 46,797,811 120,078,068 - Total Enterprise Funds 244,930,594 90,867,717 69,829,903 265,968,408 - AGENCY FUNDS MPSISC 378,648 793,931 793,931 378,648 - Total Agency Funds 378,648 793,931 793,931 378,648 - COMPONENT UNITS Business Improvement District 127,083 239,744 239,744 127,083 - Community Development Authority - - - - - Total Component Units 127,083 239,744 239,744 127,083 - Grand Total 288,402,269 188,971,628 167,943,380 309,430,517 39,181,560 Note: Includes Transfers. General Fund includes Fund Balance Applied, all other funds exclude Fund Balance Applied. TOTAL CITY PROPERTY TAX LEVY CONTRIBUTION 39,181,560 Sun Prairie, WI | Recommended Annual Operating and Capital Budget | 2026 - 2027 BUDGET COMPARISON BY FUND 1 Revenues 2025 Actual 2026 Org. Budget % vs. ‘25 Actual 2026 Rev. Budget % vs. ‘26 Org. Budget 2027 Org. Budget % vs ‘26 Rev. Budget General Fund 39,607,943 39,943,738 %0.8 39,942,238 (%0.0) 41, 738,978 % 4 . 5 Special Revenue Funds 8,796,022 6,801,991 (%22.7) 6,801,991 - 6,565,211 (% 3 .5) Internal Service Funds 7,335,276 10,262,691 %39.9 10,266,146 - 9,264,595 (%9.8) Debt Service Fund 8,018,497 9,580,103 %19.5 9,580,103 - 10,779,039 %12.5 Capital Projects Funds 27,372,287 25,357,675 (%7.4) 25,361,700 - 20 ,458,417 (% 19.3 ) Enterprise Funds 12,167,936 56,476,165 %364.1 56,476,165 - 90,867,717 (% 60 . 9 ) Component Units 63,657 54,750 (%14.0) 54,750 - 239,744 % 337.9 Total Revenues/Resources 103,361,618 148,477,113 %43.6 148,483,093 - 179,913,701 % 21. 2 Excludes 486210 - Econ Dev Chargebacks, 492100 - Transfer In, 492199 - Transfer In - W&L Pilot, and 499000 - Fund Balance Applied FINANCIAL SUMMARIES Sun Prairie, WI | Recommended Annual Operating and Capital Budget | 2026 - 2027 BUDGET COMPARISON BY FUND 1 Expenditures 2025 Actual 2026 Org. Budget % vs. ‘25 Actual 2026 Rev. Budget % vs. ‘26 Org. Budget 2027 Org. Budget % vs ‘26 Rev. Budget General Fund 41,015,660 44,557,383 %8.6 45,401,166 %1.9 45,537,042 %0.3 Special Revenue Funds 7,782,505 8,053,729 %3.5 9,139,678 %13.5 7,796,267 (%14.7) Internal Service Funds 7,169,035 10,289,856 %43.5 10,763,307 %4.6 9,362,783 (%13.0) Debt Service Fund 9,611,571 10,608,871 %10.4 10,608,871 - 12,577,183 %18.6 Capital Projects Funds 30,273,327 24,542,389 (%18.9) 37,416,930 %52.5 19,811,571 (%47.1) Enterprise Funds 10,929,763 55,015,354 %403.4 106,713,522 %94.0 69,829,903 (% 34 . 6 ) Agency Funds 810,732 809,780 (%0.1) 809,780 - 793,931 (%2.0) Component Units 215,443 225,436 %4.6 228,993 %1.6 239,744 %4.7 Total Expenditures/Uses 107,808,035 154,102,799 %42.9 221,082,246 %43.5 1 65 , 948 , 424 (% 24 . 9 ) Excludes 572000 - Transfer Out FINANCIAL SUMMARIES 2027 RECOMMENDED BUDGET SUMMARY 1 2 027 Recommended Budget Summary General Fund Special Revenue Funds Internal Service Funds Debt Service Fund Capital Projects Funds Enterprise Funds Agency Funds Component Units Total Property Taxes 29,105,021 - - 10,076,539 4,622,801 - - - 43,804,361 Other Taxes 1 76,500 445 ,000 - - - - - - 621,500 Special Assessments 800 800 - - - - - - 1,600 Intergovernmental Revenue 5,671,287 1,546,953 - - 4, 935 , 496 1,600,000 - - 13 ,7 53 ,73 6 Licenses And Permits 799,230 208,300 - - 11,000 - - - 1,018,530 Fines, Forfeits And Penalties 245,000 - - - - - - - 245,000 Public Charges For Services 3,889,928 3 , 806 , 728 6,766,515 - 4 ,0 00,000 59,654,749 793,931 - 78,911,851 Investment Income 946,471 388,000 2,438,080 22,500 10,039,120 3,247,867 - - 17,082,038 Miscellaneous Revenue 315,917 169,430 6 0,000 680,000 50,000 4,201,931 - 239,744 5,717,022 Other Financing Sources 5,213,217 1,334,630 506,829 1,798,144 400,000 22,163,170 - - 31,415,990 Use of Fund Balance - - - - - - - - - Total Revenue $ 46,363,371 $ 7,899,841 $ 9,771,424 $ 12,577,183 $ 2 4 , 058 ,41 7 $ 90 , 867 , 717 $ 793,931 $ 239 , 744 $ 19 2 , 571 ,6 28 General Government 8,452,892 1 , 0 14,000 4,522,596 - - - - - 1 3 ,989,488 Public Safety 24,689,666 214,000 - - - - - - 24,903,666 Public Works 4,816,276 4,281,434 4,840,187 - - 69 ,829,903 - - 83 , 767 ,8 00 Health & Human Services 409,540 - - - - - - - 409,540 Culture & Recreation 5,678,105 2,1 64 , 2 42 - - - - - - 7,824, 3 47 Conservation & Development 1,490,563 1,122,591 - - - - - - 2,613,154 Debt Service Fund - - - 12,577,183 - - - - 12,577,183 Capital Projects Fund - - - - 19, 980 , 198 - - - 19, 980,198 Component Units - - - - - - - 239,744 239,744 Custodial Fund - - - - - - 793,931 - 793,931 Total Expenditures $ 45,537,042 $ 8,796,267 $ 9,362,783 $ 12,577,183 $ 19, 980 , 198 $ 69 , 829 ,9 03 $ 793,931 $ 239,744 $ 1 67,117,051 Sun Prairie, WI | Recommended Annual Operating and Capital Budget | 2026 - 2027 FINANCIAL SUMMARIES  Sun Prairie, WI | Recommended Annual Operating and Capital Budget | 2026-2027 2 TRANSFER SCHEDULE FINANCIAL SUMMARIES 2027 Transfer Schedule Transfer In Transfer Out General Fund 35,000 Capital Projects Fund 35,000 General Fund 30,000 Capital Projects Fund 30,000 General Fund 7,020 Capital Projects Fund 7,020 General Fund 59,107 Capital Projects Fund 59,107 General Fund 1,000,000 Transportation Improvement Fund 1,000,000 Special Revenue Fund 7,000 General Fund 7,000 Special Revenue Fund 35,000 TID 14 35,000 Affordable Housing Fund 2,500 TID 11 2,500 Affordable Housing Fund 2,500 TID 12 2,500 Affordable Housing Fund 2,500 TID 13 2,500 Affordable Housing Fund 2,500 TID 14 2,500 Affordable Housing Fund 2,500 TID 15 2,500 Affordable Housing Fund 2,500 TID 16 2,500 Transportation Fund 400,000 General Fund 400,000 Media Center Fund 3,500 General Fund 3,500 Health In-Service Fund 120,573 General Fund 120,573 Health In-Service Fund 245,256 General Fund 245,256 Health In-Service Fund 50,000 General Fund 50,000 Total Transfer Out 2,007,456 Total Transfer Out 2,007,456 - Transfers between funds are budgeted and determined on an annual basis - Any funds not transferred do not roll over to the subsequent year  Sun Prairie, WI | Recommended Annual Operating and Capital Budget | 2026-2027 8 REVENUE SUMMARY FINANCIAL SUMMARIES General Fund Revenue Summary 2024 Actual 2025 Actual YTD Actual 2026 2026 Projected 2026 Budget 2027 Recom- mended Increase (Decrease) Revenue Property Taxes Property Tax Levy 24,958,013 26,894,617 27,4 40,600 27,4 40,600 27,4 42,098 29,105,021 1,664,423 Taxes (excluding Levy) (118,917) (30,296) 73,928 74,179 - - - Total Property Taxes 24,839,096 26,864,322 27,514,528 27,514,779 27,442,098 29,105,021 1,664,423 Other Taxes 162,744 176,161 95,666 178,118 161,000 176,500 15,500 Special Assessments 55 27 759 - - 800 800 Intergovernmental Revenue 5,666,877 5,950,512 3,542,438 5,539,052 6,004,492 5,671,287 (333,205) Licenses And Permits 947,592 828,302 648,803 807,455 829,325 799,230 (30,095) Fines, Forfeits And Penalties 172,750 193,384 155,897 224,900 207,400 245,000 37,600 Public Charges For Services 3,849,727 4,127,612 2,927,258 3,694,296 3,912,838 3,889,928 (22,910) Investment Income 1,293,279 1,044,625 721,944 1,066,945 1,101,000 946,471 (154,529) Miscellaneous Revenue 261,894 422,997 374,824 399,389 285,585 315,917 30,332 Other Financing Sources 13,156,771 3,710,154 2,764,589 5,148,809 5,427,084 5,213,217 (213,867) Total Revenue 50,350,784 43,318,097 38,746,707 44,573,743 45,370,822 46,363,371 994,049 Beginning in 2022, the Library and Recreation Funds were integrated into the General Fund. In 2025, the Recreation Fund was removed from the General Fund. 2027 General Fund Revenues (in millions) General Property Tax $29.105021; 83.3% General Property Tax $29.105021; 83.3% Local Revenues $0.1765; 0.5% Local Revenues $0.1765; 0.5% Intergovernmental Revenue $5.671287; 16.2% Intergovernmental Revenue $5.671287; 16.2% Sun Prairie, WI | Recommended Annual Operating and Capital Budget | 2026-2027   9FUNCTION SUMMARY FINANCIAL SUMMARIES Function Summary 2024 Actual 2025 Actual YTD Actual 2026 2026 Projected 2026 Budget 2027 Recom- mended Increase (Decrease) Revenue Property Taxes General Property Taxes 24,958,013 26,894,617 27,4 40,600 27,4 40,600 27,4 42,098 29,105,021 1,664,423 Illegal Taxes (125,362) (47,622) (17,857) (17,606) - - - Property Tax Chargebacks 6,445 17,327 91,785 91,785 - - - Total Property Taxes 24,839,096 26,864,322 27,514,528 27,514,779 27,442,098 29,105,021 1,664,423 Other Taxes Delq Sa Held By County - 341 - - - - - Interest And Penalty On Taxes 1,205 33 - - - - - Payments In Lieu Of Taxes 11,968 10,541 12,118 12,118 11,000 11,500 500 Public Accomodation Tax 149,570 165,245 83,548 166,000 150,000 165,000 15,000 Total Other Taxes 162,744 176,161 95,666 178,118 161,000 176,500 15,500 Special Assessments Interest Special Assessments 55 27 759 - - 800 800 Total Special Assessments 55 27 759 - - 800 800 Intergovernmental Revenue County Aid - Library 755,027 869,451 925,755 925,754 925,749 952,198 26,449 Federal Grants - 71,638 38,087 - 19,048 - (19,048) Federal Grants-Police - 12,000 - - - - - Federal Grants - Public Safety - 177,876 - - 250,000 - (250,000) Misc.Grants 14,426 - - - - - - School District - Pd Liasion 194,745 306,802 19,775 130,000 227,770 222,344 (5,426) State Aid - Connecting Streets 89,171 89,301 67,101 89,468 89,500 89,950 450 State Aid - Exempt Computers 291,690 291,690 291,690 291,690 291,690 291,690 - State Aid- Personal Property 106,709 326,930 326,930 326,930 326,930 340,436 13,506 State Aid - Road Allotment 1,891,842 1,903,590 1,354,168 1,805,558 1,910,000 1,771,293 (138,707) State Expenditure Restraint 457,261 - - - - - - State Fire Insurance Tax 220,443 254,246 264,566 264,566 255,000 270,000 15,000 State Grants - General 50,000 - - - - - - State Grants - Library 3,050 1,272 - 2,025 3,025 2,025 (1,000) State Grants - Police 13,820 26,729 4,075 18,884 15,040 15,040 - State Shared Revenue 1,578,694 1,618,987 250,290 1,684,177 1,690,740 1,716,311 25,571 Total Intergovernmental Revenue 5,666,877 5,950,512 3,542,438 5,539,052 6,004,492 5,671,287 (333,205) Licenses And Permits Bartender Licenses 15,660 14,875 14,190 16,000 16,000 16,000 - Building Permits 224,340 185,941 168,854 208,000 208,000 210,000 2,000 Chicken Keeping License 140 235 80 80 75 80 5 Cigarette Licenses 3,950 3,225 3,050 4,000 4,000 4,000 - Dog Licenses 8,957 11,792 (217) 12,000 9,000 12,000 3,000 Electrical Permits 103,480 87,256 70,363 90,000 110,000 100,000 (10,000) Hvac Permits 147,563 137,406 119,056 140,000 140,000 140,000 -  Sun Prairie, WI | Recommended Annual Operating and Capital Budget | 2026-2027 10 FUNCTION SUMMARY FINANCIAL SUMMARIES Function Summary 2024 Actual 2025 Actual YTD Actual 2026 2026 Projected 2026 Budget 2027 Recom- mended Increase (Decrease) Liquor & Malt Bev. Licenses 44,218 52,750 52,355 51,722 50,000 50,000 - Occupancy Permits 12,900 9,750 4,850 10,000 17,000 10,000 (7,000) Other Business Licenses 13,368 12,338 7,867 12,000 12,000 12,000 - Other Permits And Fees 16,648 18,191 16,254 18,000 7,500 15,150 7,650 Plumbing Permits 180,616 150,533 114,348 140,000 168,750 140,000 (28,750) Stormwater Erosion Cont Fee 53,695 72,632 38,628 40,000 20,000 20,000 - Street Opening Permits 28,860 30,434 14,224 26,000 26,000 30,000 4,000 Weights & Measures 7,501 9,004 - 9,000 9,000 9,000 - Zoning And Plat Approval Fees 85,695 31,940 24,900 30,653 32,000 31,000 (1,000) Total Licenses And Permits 947,592 828,302 648,803 807,455 829,325 799,230 (30,095) Fines, Forfeits And Penalties 172,750 193,384 155,897 224,900 207,400 245,000 37,600 Public Charges For Services Ambulance Fees 2,301,797 2,534,159 1,759,130 2,244,045 2,392,496 2,266,485 (126,011) Building Inspection Charges 11,900 3,200 5,702 6,500 6,153 7,000 847 Building Plan Review 47,821 25,014 17,799 20,000 28,000 24,000 (4,000) Clerk Fees 33,050 26,650 24,013 28,000 26,000 28,000 2,000 Dog Park Use Fees 20,088 20,918 14,126 15,000 31,800 15,000 (16,800) Ems Townships Charges 529,043 516,794 311,134 414,845 414,845 423,360 8,515 Engineering Review Fees 30,284 14,265 17,777 18,500 20,000 18,000 (2,000) Ev Charging Station Use Fee - - 1,177 1,600 8,500 1,600 (6,900) Family Aquatic Center Fees 10,000 189,698 187,746 186,600 207,000 253,050 46,050 Finance Fees 150 45 - - 100 - (100) Fire Alarm Plan Review 6,300 3,230 1,365 3,000 4,000 4,000 - Fire Supp Plan Review 5,560 3,725 1,145 2,500 5,000 3,500 (1,500) Fire Township Charges 641,292 567,280 443,479 590,640 590,640 643,583 52,943 Hvac Plan Review 11,318 2,170 3,029 5,000 4,000 12,000 8,000 Library Misc Charges 10,728 9,534 8,661 10,000 7,300 10,000 2,700 Museum Fees 1,178 659 - - 3,000 - (3,000) Parks Miscellaneous Charges 102,828 72,928 72,607 76,187 74,550 74,150 (400) Planning Misc Charges 50 - - - - - - Plumbing Plan Reivew 11,854 4,090 14,342 10,000 5,000 20,000 15,000 Police Department Fees 63,965 71,400 31,019 43,379 55,454 68,200 12,746 Public Works Misc Charges 7,701 58,614 10,545 14,500 25,000 14,000 (11,000) Sewer Inspection Charges 2,820 3,240 2,460 4,000 4,000 4,000 - Total Public Charges For Services 3,849,727 4,127,612 2,927,258 3,694,296 3,912,838 3,889,928 (22,910) Investment Income Investment Income 1,293,279 1,044,625 721,944 1,066,945 1,101,000 946,471 (154,529) Total Investment Income 1,293,279 1,044,625 721,944 1,066,945 1,101,000 946,471 (154,529) Miscellaneous Revenue Ag Use Penanlties 14,786 11,523 5,313 5,313 - - - City Attorney Chargebacks 10,549 9,672 52,632 52,632 52,633 62,758 10,125 Donations - Fire 2,261 4,218 1,700 1,700 - - - Donations - Parks & Recreation - 27,500 - - 500 - (500) Sun Prairie, WI | Recommended Annual Operating and Capital Budget | 2026-2027   11FUNCTION SUMMARY FINANCIAL SUMMARIES Function Summary 2024 Actual 2025 Actual YTD Actual 2026 2026 Projected 2026 Budget 2027 Recom- mended Increase (Decrease) Donations - Police - - 29,481 27,824 12,750 - (12,750) Finance Chargebacks 3,200 3,200 15,397 15,397 15,397 16,374 977 Human Resources Chargebakcs 38,904 37,563 59,280 59,280 59,280 62,044 2,764 Insurance Dividend & Recovery 93,394 62,192 120,016 120,016 40,000 24,000 (16,000) Miscellaneous Rents 11,295 13,421 9,494 11,500 10,597 45,841 35,244 Miscellaneous Revenues 77,465 214,444 56,117 80,332 64,428 79,400 14,972 Sale Of Material And Equipment 10,040 39,264 25,395 25,395 30,000 25,500 (4,500) Total Miscellaneous Revenue 261,894 422,997 374,824 399,389 285,585 315,917 30,332 Other Financing Sources Econ Dev Chargebacks 163,202 146,081 265,868 305,589 315,592 339,812 24,220 Engineering Chargebacks 10,086,000 270,000 - 227,960 227,960 588,824 360,864 Fund Balance Applied - - - - 96,699 786,445 689,746 Transfer In 858,402 1,054,884 2,498,721 2,498,721 2,337,871 1,131,127 (1,206,744) Transfer In - W&L Pilot 2,049,167 2,239,189 - 2,116,539 2,448,962 2,367,009 (81,953) Total Other Financing Sources 13,156,771 3,710,154 2,764,589 5,148,809 5,427,084 5,213,217 (213,867) Total Revenue 50,350,784 43,318,097 38,746,707 44,573,743 45,370,822 46,363,371 994,049  Sun Prairie, WI | Recommended Annual Operating and Capital Budget | 2026-2027 12 EXPENDITURE SUMMARY FINANCIAL SUMMARIES General Fund Expenditure Summary 2024 Actual 2025 Actual YTD Actual 2026 2026 Projected 2026 Budget 2027 Recom- mended Increase (Decrease) General Government 7,718,267 7,409,655 6,057,965 8,006,632 8,083,048 8,437,892 79,178 Public Safety 20,561,890 21,242,469 17,976,095 23,999,739 23,516,304 24,689,666 1,025,026 Public Works 5,043,378 4,507,388 3,411,456 4,712,502 4,756,976 4,816,276 (48,024) Health & Human Services 479,461 467,212 272,833 446,973 461,121 409,540 (51,581) Culture & Recreation 5,550,880 5,636,022 4,515,855 5,757,658 6,067,115 5,678,105 (509,877) Conservation & Development 1,592,145 1,662,296 1,360,600 1,761,102 1,659,809 1,490,563 (360,835) Total Expenditures $ 40,946,021 $ 40,925,042 $ 33,594,804 $ 44,684,606 $ 44,544,373 $ 45,522,042 $ 133,886 Transfers/Bad Debt 3,275 90,618 13,010 13,010 13,010 15,000 1,990 Contingency - - - - - - - Total Expenditures 3,275 90,618 13,010 13,010 13,010 15,000 1,990 Transfers Out 984,902 1,033,617 380,993 390,826 359,791 826,329 463,003 Total Other Financial Sources/Uses $ 984,902 $ 1,033,617 $ 380,993 $ 390,826 $ 359,791 $ 826,329 $ 463,003 Total Expenditures $ 41,834,199 $ 41,960,469 $ 33,988,806 $ 45,088,442 $ 44,917,174 $ 46,363,371 $ 598,879 2027 General Fund Expenditures (in millions) Public Safety $24.689666; 54.2% Public Safety $24.689666; 54.2% Public Works $4.816276; 10.6% Public Works $4.816276; 10.6% Health & Human Services $0.40954; 0.9% Health & Human Services $0.40954; 0.9% Culture, Recreation and Education $5.678105; 12.5% Culture, Recreation and Education $5.678105; 12.5% Conservation & Development $1.490563; 3.3% Conservation & Development $1.490563; 3.3% General Government $8.437892; 18.5% General Government $8.437892; 18.5% Sun Prairie, WI | Recommended Annual Operating and Capital Budget | 2026-2027   13DIVISION SUMMARY FINANCIAL SUMMARIES Division Summary 2024 Actual 2025 Actual YTD Actual 2026 2026 Projected 2026 Budget 2027 Recom- mended Increase (Decrease) Expenditures General Government Mayor 45,667 46,877 38,525 48,328 48,326 49,913 1,587 City Council 100,323 82,882 55,189 85,037 87,292 85,784 (1,508) Municipal Court 174,724 213,224 110,120 138,673 143,554 150,230 6,676 City Attorney 588,930 403,825 352,273 474,778 442,516 534,341 67,348 City Clerk 552,132 579,499 454,992 643,478 636,458 650,149 13,691 Elections 263,855 140,486 186,283 285,206 325,544 162,585 (162,959) City Administrator 697,846 723,061 534,170 779,559 766,464 784,543 (17,798) Human Resources 544,675 680,517 473,123 735,461 630,215 680,075 (48,140) Finance 910,927 1,038,009 729,840 962,411 1,256,238 1,509,546 248,058 Risk Management 277,234 284,006 160,541 163,088 190,853 195,440 4,587 Assesing 551,114 569,214 483,408 604,093 602,374 613,108 10,734 Information Technology 1,782,830 1,767,609 1,622,591 1,920,576 1,799,820 1,815,360 (96,521) Building Maintenance 1,231,287 971,065 869,920 1,178,954 1,166,404 1,221,818 55,414 Total General Government 7,721,543 7,500,273 6,070,975 8,019,642 8,096,058 8,452,892 81,168 Public Safety Police Department 11,574,781 11,741,612 10,016,696 12,905,539 12,951,011 13,326,583 275,591 Fire Department 3,352,699 3,648,261 3,120,199 4,077,616 4,072,695 4,776,135 706,975 Emergency Medical Services 4,595,667 4,854,589 4,034,325 5,909,346 5,383,110 5,683,218 300,108 Emergency Management 1,509 5,758 9,524 15,805 20,000 26,150 6,150 Building Inspection 1,037,234 992,249 795,352 1,091,433 1,089,488 877,580 (263,798) Total Public Safety 20,561,890 21,242,469 17,976,095 23,999,739 23,516,304 24,689,666 1,025,026 Public Works Public Services 273,769 266,562 174,958 229,490 235,040 290,003 54,963 Public Works 3,892,700 3,276,361 2,439,705 3,426,519 3,466,863 3,485,738 (83,606) Engineering 591,701 616,075 497,434 644,795 644,920 667,129 22,209 GIS 169,993 176,145 163,165 202,694 203,649 207,293 1,300 Transportation GF 115,216 172,244 136,194 209,004 206,504 166,113 (42,891) Total Public Works 5,043,378 4,507,388 3,411,456 4,712,502 4,756,976 4,816,276 (48,024) Health & Human Services Colonial Club 250,000 260,000 216,667 260,000 260,000 260,000 - Youth & Families 58,583 1,581 536 1,342 15,490 4,540 (10,950) Community Schools 130,000 130,000 - 130,000 130,000 130,000 - Sunshine Pl/Prairie Music & Arts 30,878 65,631 45,631 45,631 45,631 5,000 (40,631) Cemetery 10,000 10,000 10,000 10,000 10,000 10,000 - Total Health & Human Services 479,461 467,212 272,833 446,973 461,121 409,540 (51,581) Culture & Recreation Library 3,093,738 2,867,109 2,375,231 3,254,294 3,283,180 3,271,167 (92,118) Museum 192,027 203,144 78,528 94,183 240,901 55,791 (185,110) Recreation 667,632 673,720 506,770 620,915 712,931 534,700 (213,593) Family Aquatic Center 117 373,734 284,381 267,473 313,522 359,970 46,448 Parks Maintenance 1,597,366 1,518,316 1,270,944 1,520,794 1,516,581 1,456,477 (65,504) Total Culture & Recreation 5,550,880 5,636,022 4,515,855 5,757,658 6,067,115 5,678,105 (509,877)  Sun Prairie, WI | Recommended Annual Operating and Capital Budget | 2026-2027 14 DIVISION SUMMARY FINANCIAL SUMMARIES Division Summary 2024 Actual 2025 Actual YTD Actual 2026 2026 Projected 2026 Budget 2027 Recom- mended Increase (Decrease) Conservation & Development Community Development 193,912 214,248 207,219 313,477 217,151 - (313,477) Planning 739,303 663,713 547,124 660,994 661,169 694,410 (56,920) Economic Development 388,738 431,157 345,628 443,873 438,039 449,648 6,506 Forestry 270,192 353,178 260,629 342,758 343,450 346,505 3,055 Total Conservation & Development 1,592,145 1,662,296 1,360,600 1,761,102 1,659,809 1,490,563 (360,835) Total Expenditures 40,949,297 41,015,660 33,607,813 44,697,616 44,557,383 45,537,042 135,876 Includes: Fund 100 - General Fund, 255 - Family Aquatic Center, 260 - Library, and 280 - Recreation Total Expenditures excludes Transfers Out Sun Prairie, WI | Recommended Annual Operating and Capital Budget | 2026-2027   1PROPERTY VALUES & TAX RATE FINANCIAL SUMMARIES ASSESSED VALUE BY CLASS 2022 2023 2024 2025 2026 Increase (Decrease) Percent Change Residential 2,786,552,200 3,694,900,600 3,749,190,300 3,807,299,900 4,489,547,200 682,247,300 17.9% Commercial 1,108,575,900 1,633,062,400 1,751,852,500 1,818,334,100 2,113,155,800 294,821,700 16.2% Agricultural 118,100 138,400 149,200 153,800 166,000 12,200 7.9% Other 501,400 506,300 507,300 507,200 771,900 264,700 52.2% Personal Property 44,799,400 59,056,600 - - #VALUE! 0.0% Manufacturing 69,275,300 92,456,900 82,021,000 82,892,900 100,000,000 17,107,100 20.6% Total Assessed Value 4,009,822,300 5,480,121,200 5,583,720,300 5,709,187,900 6,703,640,900 994,453,000 17.4% EQUALIZED VALUE 2022 2023 2024 2025 2026 Increase (Decrease) Percent Change Equalized Value - TID Out 4,464,398,400 5,084,169,000 5,574,558,400 5,899,029,200 6,579,043,200 680,014,000 11.5% Equalized Value - TID In 4,767,506,600 5,481,682,200 6,077,193,700 6,473,743,000 6,829,052,400 355,309,400 5.5% Difference - Total Increment 303,108,200 397,513,200 502,635,300 574,713,800 250,009,200 -324,704,600 -56.5% TAX INCREMENT BY DISTRICT 2021 Increment 2022 Increment 2023 Increment 2024 Increment 2025 Increment 2026 Increment Increase (Decrease) Net % Change TIF District No. 8 112,401,800 107,202,900 124,204,600 115,379,600 131,621,800 Closed 0.0% TIF District No. 9 90,687,300 92,167,300 116,854,000 162,469,100 192,064,900 Closed 0.0% TIF District No. 11 53,661,700 56,185,600 70,485,100 88,860,700 89,926,100 92,507,200 2,581,100 2.9% TIF District No. 12 12,671,000 14,350,500 16,490,100 28,364,300 31,383,400 30,215,900 1,167,500 -3.7% TIF District No. 13 10,573,900 31,824,900 57,720,300 67,397,200 70,315,600 68,898,000 1,417,600 -2.0% TIF District No. 14 1,377,000 4,534,200 12,008,100 24,856,700 24,759,500 97,200 -0.4% TIF District No. 15 7,224,900 26,733,400 24,952,800 23,416,500 1,536,300 -6.2% TIF District No. 16 1,422,900 9,592,500 10,212,100 619,600 6.5% Total Increment 279,995,700 303,108,200 397,513,200 502,635,300 574,713,800 250,009,200 324,704,600 -56.5% CITY TAX RATE 2022 2023 2024 2025 2026 Increase (Decrease) Percent Change Operating Levy 21,403,208 24,957,74 4 26,894,618 27,690,598 29,105,021 1,414,423 5.1% Debt Service Levy 6,796,436 7,275,747 7,823,245 9,446,027 10,076,539 630,512 6.7% Total Levy 28,199,644 32,233,491 34,717,863 37,136,625 39,181,560 2,044,935 5.5% Mill Rate 7.5101 6.3418 6.7808 7.14 00 6.0686 -$1.0714 -15.0% Average Home Value 304,100 377,200 379,800 381,500 4 47,500 66,000 17.3% City Tax on Average Home 2,284 2,392 2,575 2,724 2,716 -$ 8 -0.3% Median Home Value 288,900 356,600 360,200 361,700 426,100 64,400 17.8% City Tax on Median Home 2,170 2,261 2,442 2,583 2,586 $ 3 0.1%  Sun Prairie, WI | Recommended Annual Operating and Capital Budget | 2026-2027 2 PROPERTY VALUES & TAX RATE FINANCIAL SUMMARIES Operating Levy vs Debt Service Levy Operating Levy Debt Service Levy 2021 2022 2023 2024 2025 0 10,000,000 20,000,000 30,000,000 SUN PRAIRIE, WI | 2027 GENERAL GOVERNMENT Sun Prairie, WI | Recommended Annual Operating and Capital Budget | 2026-2027   1 DEPARTMENT BUDGET SUMMARY MAYOR Mayor MISSION Provide quality leadership and executive oversight to City Officers, boards, and commissions. Provide Sun Prairie residents and businesses with a high level of city services and quality infrastructure while maintaining fiscal responsibility. Balance the representation of the citizens of the City of Sun Prairie as divided by Aldermanic districts and as an entire municipality. DESCRIPTION The Mayor serves as the Chief Executive Officer of the City of Sun Prairie and provides general supervision to the City Administrator. The Mayor is elected by the registered voters of the city in odd-numbered years and serves a two-year term. The Mayor appoints representatives to various committees, boards, and commissions and ensures that the city ordinances and State Statutes are observed and enforced. Annually, the Mayor presents a balanced budget outlining the mission for the future. The Mayor also serves as a voting chairperson of the Plan Commission, and chairs and represents the City on the Community Development Authority. 2027 BUDGET HIGHLIGHTS ● There are no notable changes in the budget 2026 BUDGET OVERVIEW ● There are no notable changes in the budget  Sun Prairie, WI | Recommended Annual Operating and Capital Budget | 2026-2027 2DEPARTMENT BUDGET SUMMARY CITY COUNCIL City Council MISSION Represent the citizens of the City of Sun Prairie and exercise legislative powers convenient and necessary for the governance of the City. DESCRIPTION The City is divided into four aldermanic districts, each with two alderpersons who serve two-year terms. The Common Council has the responsibility for the management and control of City property, finances, highways, navigable waters, and public services; and has the power to act for the government and the good order of the City, for its commercial benefit, and for the health, safety, and welfare of the public. 2027 BUDGET HIGHLIGHTS ● There are no notable changes in the budget. 2026 BUDGET OVERVIEW ● Decreased training budget by $1,500 Sun Prairie, WI | Recommended Annual Operating and Capital Budget | 2026-2027   3 DEPARTMENT BUDGET SUMMARY Personnel by Division 2024 Actual 2025 Actual 8/31/2026 Actual 2026 Budget 2026 Projected 2027 Recom- mended Increase (Decrease) City Council 8.00 8.00 8.00 8.00 8.00 8.00 - Total Personnel 8.00 8.00 8.00 8.00 8.00 8.00 - Expenditures by Division 2024 Actual 2025 Actual YTD Actual 2026 2026 Projected 2026 Budget 2027 Recom- mended Increase (Decrease) Mayor 45,667 46,877 38,525 48,328 48,326 49,913 1,587 City Council 100,323 82,882 55,189 85,037 87,292 85,784 (1,508) Total Expenditures $ 145,990 $ 129,759 $ 93,714 $ 133,365 $ 135,618 $ 135,697 $ 79 Expenditures by Category 2024 Actual 2025 Actual YTD Actual 2026 2026 Projected 2026 Budget 2027 Recom- mended Increase (Decrease) Personnel 90,803 91,992 67,076 91,922 92,102 92,092 (10) Materials & Supplies 1,642 1,020 579 1,718 1,900 1,900 - Contractual Services 32,470 14,377 5,775 15,900 15,900 15,900 - Professional Development 21,075 22,370 20,284 23,825 25,716 25,805 89 Total Expenditures $ 145,990 $ 129,759 $ 93,714 $ 133,365 $ 135,618 $ 135,697 $ 79 Operating Results 2024 Actual 2025 Actual YTD 2026 Actual 2026 Projected 2026 Budget 2027 Recom- mended Increase (Decrease) Revenue - - - - - - - Expenditures 145,990 129,759 93,714 133,365 135,618 135,697 79 Net Operating Result $ (145,990) $ (129,759) $ (93,714) $ (133,365) $ (135,618) $ (135,697) $ (79)  Sun Prairie, WI | Recommended Annual Operating and Capital Budget | 2026-2027 4DEPARTMENT BUDGET SUMMARY MUNICIPAL COURT Municipal Court MISSION Provide fair, impartial, and efficient administration of justice while protecting individual rights, promoting public confidence in the judicial process, and serving the community with professionalism, integrity, and respect. DESCRIPTION The Sun Prairie Municipal Court provides an accessible and impartial forum for resolving alleged violations of City ordinances. The Court is committed to administering justice fairly, protecting the rights of all parties, and ensuring each case is handled with professionalism, consistency, and respect. Court staff support these efforts through efficient case management, customer service, records management, and coordination with the Municipal Judge, City Attorney’s Office, and public safety agencies. The Municipal Court Judge is elected by the citizens of Sun Prairie to serve a four-year term. 2027 BUDGET HIGHLIGHTS ● Continue improving Municipal Court operations through technology enhancements, process improvements, and exceptional customer service while ensuring the fair and efficient administration of justice. 2026 BUDGET OVERVIEW ● Streamlined court operations by redesigning court procedures, simplifying forms, and implementing technology solutions that improve efficiency and reduce confusion for defendants. ● Modernized court records by transitioning from paper-based files to digital recordkeeping, improving accessibility, organization, and long-term records management. ● Expanded access to Municipal Court services by implementing new tools and processes that improve customer service while supporting fair and consistent administration of justice. PERFORMANCE METRICS Council Strategic Priority: Quality City Services *2026 data reflects information through June 30, 2026 Adjudicate city ordinance violations. Measure 2020 2021 2022 2023 2024 2025 2026* Traffic Citations Processed 1145 865 857 1116 1267 1565 1044 Ordinance Citations 485 424 376 328 480 558 267 Court Trials 10 13 6 6 6 8 5 Sun Prairie, WI | Recommended Annual Operating and Capital Budget | 2026-2027   5 DEPARTMENT BUDGET SUMMARY Personnel by Division 2024 Actual 2025 Actual 8/31/2026 Actual 2026 Budget 2026 Projected 2027 Recom- mended Increase (Decrease) Municipal Court 2.00 2.00 2.00 2.00 2.00 2.00 - Total Personnel 2.00 2.00 2.00 2.00 2.00 2.00 - Expenditures by Division 2024 Actual 2025 Actual YTD Actual 2026 2026 Projected 2026 Budget 2027 Recom- mended Increase (Decrease) Municipal Court 174,724 213,224 110,120 138,673 143,554 150,230 6,676 Total Expenditures $ 174,724 $ 213,224 $ 110,120 $ 138,673 $ 143,554 $ 150,230 $ 6,676 Expenditures by Category 2024 Actual 2025 Actual YTD Actual 2026 2026 Projected 2026 Budget 2027 Recom- mended Increase (Decrease) Personnel 164,358 201,432 106,140 133,364 132,454 133,524 1,070 Materials & Supplies 592 368 365 450 450 450 - Contractual Services 8,299 10,013 2,611 2,703 8,400 14,051 5,651 Professional Development 1,474 1,411 1,005 2,155 2,250 2,205 (45) Total Expenditures $ 174,724 $ 213,224 $ 110,120 $ 138,673 $ 143,554 $ 150,230 $ 6,676 Operating Results 2024 Actual 2025 Actual YTD 2026 Actual 2026 Projected 2026 Budget 2027 Recom- mended Increase (Decrease) Revenue - - - - - - - Expenditures 174,724 213,224 110,120 138,673 143,554 150,230 6,676 Net Operating Result $ (174,724) $ (213,224) $ (110,120) $ (138,673) $ (143,554) $ (150,230) $ (6,676)  Sun Prairie, WI | Recommended Annual Operating and Capital Budget | 2026-2027 6DEPARTMENT BUDGET SUMMARY CITY ATTORNEY City Attorney MISSION Provide preventative and proactive legal advice to the City of Sun Prairie. The primary responsibility of the City Attorney is to provide legal advice to the Common Council, the City Administrator, and Department Managers in a practical and efficient matter. DESCRIPTION The City Attorney’s Office provides legal services to the Common Council and Mayor, City Administrator, and all City departments. The City Attorney is responsible for conducting all the legal business of the City, including managing outside counsel for prosecution and special matters. The City Attorney’s office drafts and reviews resolutions, ordinances, contracts, and development agreements. The office is staffed by a full-time City Attorney, a .875 FTE Assistant City Attorney (35 hrs/week), and a full-time Paralegal. 2027 BUDGET HIGHLIGHTS ● There are no notable changes in the budget. 2026 BUDGET OVERVIEW ● Maintained outside counsel budget reduction from 2023 at lowest levels in five years 2022 $210,921 2023 $80,550 2024 $44,785 2025 $26,517 2026 $24,996 YTD ● Offset training expenses by presenting at conferences in exchange for waived registration fees ● Substantial temporary reduction in salary line due to Asst. City Attorney being assigned as Interim Human Resources Director, which more than offset retirement costs of previous paralegal PERFORMANCE METRICS Council Strategic Priority: Quality City Services *2026 data reflects information through June 30, 2026 Provide legal analysis and advice to City Departments and Council. Measure 2021 2022 2023 2024 2025 2026 * Development Agreements 6 18 1 5 0 0 Ordinance Amendments 6 7 11 7 8 8 Collective Bargaining Agreements Settled* - - 2 2 No contract open this year 1 Legal Opinions Issued Not tracked until 2025 6 4 *The department began negotiating contracts in-house in 2023. Sun Prairie, WI | Recommended Annual Operating and Capital Budget | 2026-2027   7 DEPARTMENT BUDGET SUMMARY Department-Sponsored Trainings The department will conduct annual trainings for departments to build relationships, provide preventative and proactive legal services, and ensure employees are up to date on legal changes. This metric was first tracked in 2022. Location 2022 2023 2024 2025 2026* Internal 2 3 5 7 11 External 1 1 3 2 1  Sun Prairie, WI | Recommended Annual Operating and Capital Budget | 2026-2027 8DEPARTMENT BUDGET SUMMARY Personnel by Division 2024 Actual 2025 Actual 8/31/2026 Actual 2026 Budget 2026 Projected 2027 Recom- mended Increase (Decrease) City Attorney 2.00 2.75 2.75 2.75 2.75 2.75 - Total Personnel 2.00 2.75 2.75 2.75 2.75 2.75 - Expenditures by Division 2024 Actual 2025 Actual YTD Actual 2026 2026 Projected 2026 Budget 2027 Recom- mended Increase (Decrease) City Attorney 588,930 403,825 352,273 474,778 442,516 534,341 67,348 Total Expenditures $ 588,930 $ 403,825 $ 352,273 $ 474,778 $ 442,516 $ 534,341 $ 67,348 Expenditures by Category 2024 Actual 2025 Actual YTD Actual 2026 2026 Projected 2026 Budget 2027 Recom- mended Increase (Decrease) Personnel 356,100 353,467 296,232 409,936 384,886 461,191 51,828 Materials & Supplies 2,018 1,649 1,217 2,250 2,250 2,250 - Contractual Services 221,500 44,010 50,519 54,442 44,880 57,600 12,720 Professional Development 8,396 4,698 4,306 8,150 10,500 13,300 2,800 Capital Items 916 - - - - - - Total Expenditures $ 588,930 $ 403,825 $ 352,273 $ 474,778 $ 442,516 $ 534,341 $ 67,348 Operating Results 2024 Actual 2025 Actual YTD 2026 Actual 2026 Projected 2026 Budget 2027 Recom- mended Increase (Decrease) Revenue - - - - - - - Expenditures 588,930 403,825 352,273 474,778 442,516 534,341 67,348 Net Operating Result $ (588,930) $ (403,825) $ (352,273) $ (474,778) $ (442,516) $ (534,341) $ (67,348) Sun Prairie, WI | Recommended Annual Operating and Capital Budget | 2026-2027   9 DEPARTMENT BUDGET SUMMARY ADMINISTRATIVE SERVICES City Clerk’s Office MISSION The City Clerk’s Office serves as the gateway to open and transparent government while acting as stewards in fostering relationships with elected officials, City staff, and the community. The Clerk’s Office is dedicated to providing equitable, efficient, and impartial access to open meetings and public records, legislative services, license administration, and elections. DESCRIPTION The City Clerk’s Office serves as a trusted source of information and the first point of contact for individuals seeking information about the City of Sun Prairie, Dane County, or the State of Wisconsin. The City Clerk’s Office processes over 20 types of license applications for the City of Sun Prairie, issuing over 2,500 licenses and permits a year. The City Clerk’s Office provides the public with notice of all city meetings in accordance with the State’s open meetings law and serves asthe custodian of official records. The City Clerk’s Office impartially oversees all elections held in the City of Sun Prairie, ensuring every eligible voterhas the opportunity to cast a ballot and have their ballot counted. The City Clerk’s Office achieves this goal byeducating voters and providing comprehensive training for over 400 election officials. 2027 BUDGET HIGHLIGHTS ● Continue implementing the City’s long-term records management strategy by expanding the digitization, indexing, and preservation of official records in UnityClient, improving access to official records across departments. ● Continue expanding OpenGov to improve online permitting, licensing, and citizen services while streamlining internal workflows. ● Realize operational efficiencies from the transition to four polling locations while maintaining secure, accessible, and accurate election administration. 2026 BUDGET OVERVIEW ● Successfully consolidated the City’s eight polling locations into four locations beginning with the remainder of the 2026 election cycle. This transition is expected to improve operational efficiency while maintaining accessible, secure, and accurate elections. ● Continued implementing the City’s long-term records management strategy by scanning and indexing historical records into UnityClient, expanding the City’s digital records repository while improving access to official records across departments. ● Expanded the City’s use of OpenGov by implementing additional online services that improve customer access and streamline internal workflows. PERFORMANCE METRICS Council Strategic Priority: Quality City Services  Sun Prairie, WI | Recommended Annual Operating and Capital Budget | 2026-2027 10 DEPARTMENT BUDGET SUMMARY *2026 data reflects information through June 30, 2026 Provide access to local government through accurate and timely access to agendas and minutes. Measure 2019 2020 2021 2022 2023 2024 2025* 2026* Council & Special Meetings 25 25 28 23 22 25 22 23 Committee of the Whole 25 28 27 26 23 27 23 24 Municipal Board of Canvassers 1 5 3 4 5 3 3 3 Board of Review 3 5 6 3 3 6 1 1 Alcohol License Review Board 6 4 1 2 2 3 1 1 TOTAL 59 34 58 54 24 58 50.0 52.0 Provide equitable access to licenses and permits available through the City Clerk’s Office. Measure 2019 2020 2021 2022 2023 2024 2025 2026* Special Event Permit 2 0 2 2 3 3 1 4 Tobacco Retail License 25 23 25 27 29 30 29 30 Liquor Establishment License 58 57 56 61 62 63 66 70 Operator License 337 268 311 494 412 441 438 410 Temporary Nightclub License 0 0 0 0 0 0 0 0 Nightclub License 10 9 9 10 10 8 9 9 Secondhand Dealer License 3 3 3 4 4 4 4 4 Solicitor’s Permit 45 15 28 33 56 55 88 54 Temporary Beer/Wine License 10 1 11 6 4 6 4 9 Street Use Permit 21 5 13 20 21 22 16 17 Taxi Cab Driver License 22 19 17 12 12 11 0 0 Amusement Device License 131 131 116 125 143 136 144 129 Blasting Permit 0 0 0 3 0 0 0 0 Chicken License 6 3 4 5 9 15 14 18 Mobile Food Cart 0 0 0 0 3 2 4 8 Mobile Food Vendor 0 0 0 0 7 2 4 NA Temporary Change of Premises 0 0 0 0 1 0 0 0 Burn Permit 10 8 Fireworks Permit 0 0 0 0 2 4 5 5 TOTAL 670 534 595 802 512 818 624 775.0 Conduct fair, open, and transparent elections. Ensure every eligible voter is able to cast a ballot and have that ballot counted. Measure 2019 2020 2021 2022 2023 2024 2025 2026* Number of Elections 1 4 5 3 2 4 2 2 Average Election Officials 64 97 46 150 122 137 140 129 Average Voted at the Polls 6064 2351 1255 5147 6100 4484 5649 4252 Average Voted In-Person Absentee 2148 1903 121 1800 1323 2467 1848 945 Average Voted Absentee by Mail/SVD 391 7087 1443 4222 3505 2603 2316 1697 Sun Prairie, WI | Recommended Annual Operating and Capital Budget | 2026-2027   11 DEPARTMENT BUDGET SUMMARY Personnel by Division 2024 Actual 2025 Actual 8/31/2026 Actual 2026 Budget 2026 Projected 2027 Recom- mended Increase (Decrease) City Clerk 4.00 4.00 4.00 4.00 4.00 4.00 - Total Personnel 4.00 4.00 4.00 4.00 4.00 4.00 - Expenditures by Division 2024 Actual 2025 Actual YTD Actual 2026 2026 Projected 2026 Budget 2027 Recom- mended Increase (Decrease) City Clerk 552,132 579,499 454,992 643,478 636,458 650,149 13,691 Elections 263,855 140,486 186,283 285,206 325,544 162,585 (162,959) Total Expenditures $ 815,987 $ 719,985 $ 641,274 $ 928,684 $ 962,002 $ 812,734 $ (149,268) Expenditures by Category 2024 Actual 2025 Actual YTD Actual 2026 2026 Projected 2026 Budget 2027 Recom- mended Increase (Decrease) Personnel 593,673 540,577 488,812 650,731 683,636 661,940 (21,696) Materials & Supplies 39,601 23,692 27,435 50,922 49,640 36,564 (13,076) Contractual Services 174,905 142,878 98,739 124,975 126,675 98,524 (28,151) Professional Development 7,808 12,838 12,546 15,911 15,906 15,706 (200) Capital Items - - 13,742 86,145 86,145 - (86,145) Total Expenditures $ 815,987 $ 719,985 $ 641,274 $ 928,684 $ 962,002 $ 812,734 $ (149,268) Operating Results 2024 Actual 2025 Actual YTD 2026 Actual 2026 Projected 2026 Budget 2027 Recom- mended Increase (Decrease) Revenue - - - - - - - Expenditures 815,987 719,985 641,274 928,684 962,002 812,734 (149,268) Net Operating Result $ (815,987) $ (719,985) $ (641,274) $ (928,684) $ (962,002) $ (812,734) $ 149,268  Sun Prairie, WI | Recommended Annual Operating and Capital Budget | 2026-2027 12 DEPARTMENT BUDGET SUMMARY ADMINISTRATION CITY ADMINISTRATOR MISSION Implement the policies and goals of the Mayor and City Council. Manage the day-to-day operations of the City to ensure the organization is providing effective and economical services to citizens. Communicate City services, policies, priorities, and programs to the public. DESCRIPTION The City Administrator is responsible for the day-to-day operations of the City and ensures City departments are providing services effectively and efficiently. The City Administrator’s Office houses the following services: Sun Prairie Media Center, Diversity, Equity, and Inclusion, and Sustainability. The City Administrator facilitates communication between the City Council and City staff and communicates the City’s programs, priorities, and services to the public. Additionally, the City Administrator provides policy recommendations to the Mayor and City Council and works with elected officials, the public, and the staff to implement the City Council’s policy decisions. 2027 BUDGET HIGHLIGHTS ● There are no notable changes in the budget. 2026 BUDGET OVERVIEW ● Increased the .5 Sustainability Program Coordinator to 1 FTE Sun Prairie, WI | Recommended Annual Operating and Capital Budget | 2026-2027   13 DEPARTMENT BUDGET SUMMARY Personnel by Division 2024 Actual 2025 Actual 8/31/2026 Actual 2026 Budget 2026 Projected 2027 Recom- mended Increase (Decrease) City Administrator 4.00 5.00 1.00 5.00 1.00 1.00 (4.00) Total Personnel 4.00 5.00 1.00 5.00 1.00 1.00 (4.00) Expenditures by Division 2024 Actual 2025 Actual YTD Actual 2026 2026 Projected 2026 Budget 2027 Recom- mended Increase (Decrease) City Administrator 697,846 723,061 534,170 779,559 766,464 784,543 (17,798) Total Expenditures $ 697,846 $ 723,061 $ 534,170 $ 779,559 $ 766,464 $ 784,543 $ (17,798) Expenditures by Category 2024 Actual 2025 Actual YTD Actual 2026 2026 Projected 2026 Budget 2027 Recom- mended Increase (Decrease) Personnel 578,438 591,178 490,726 671,207 675,379 724,088 48,709 Materials & Supplies 2,242 7,613 3,450 6,063 6,008 5,400 (608) Contractual Services 96,124 112,994 30,735 79,702 65,325 39,225 (61,977) Professional Development 21,041 11,225 5,424 18,752 18,752 14,830 (3,922) Capital Items - 50 3,835 3,835 1,000 1,000 - Total Expenditures $ 697,846 $ 723,061 $ 534,170 $ 779,559 $ 766,464 $ 784,543 $ (17,798) Operating Results 2024 Actual 2025 Actual YTD 2026 Actual 2026 Projected 2026 Budget 2027 Recom- mended Increase (Decrease) Revenue - - - - - - - Expenditures 697,846 723,061 534,170 779,559 766,464 784,543 (17,798) Net Operating Result $ (697,846) $ (723,061) $ (534,170) $ (779,559) $ (766,464) $ (784,543) $ 17,798  Sun Prairie, WI | Recommended Annual Operating and Capital Budget | 2026-2027 14 DEPARTMENT BUDGET SUMMARY CITY ATTORNEY HUMAN RESOURCES MISSION Employ and retain well-qualified, diverse, and engaged staff within a positive employee climate which provides for individual growth. DESCRIPTION Personnel costs including wages, benefits, and liability insurance coverage comprise approximately 60% of the City’s budget. It is this division’s responsibility to administer the full range of Human Resources activities including policy development, salary administration, recruitment, selection, employee evaluation, training and development, personnel record retention, benefit administration, labor/employee relations, and improving employee safety and wellness. 2027 BUDGET HIGHLIGHTS - We are excited to welcome a new HR Director in 2027. - We are continuing to make strides in creating efficiencies and process improvements within our department. 2026 BUDGET OVERVIEW ● HR operated at at 1.5 FTE vacancy in our department and successfully navigated this deficiency without significant delays in service. ● Worked closely with Sun Prairie Utilities’ staff on personnel matters and improved policies and procedures. ● Provided all staff training on valuable topics such as Workers Compensation and HR policy updates. ● Streamlined payroll processes to improve personnel action documentation and documented these procedures for future HR staff. ● Created and hired a new position of HR Payroll Specialist. ● Assisted in a new RFP for Benefits Broker. ● Redesigned benefits for 2027. ● Participated in a successful contract negotiation with WPPA. ● Updated multiple policies including the Travel, Vehicle Use, Sick Leave, and Vacation leave to include a few. PERFORMANCE METRICS Council Strategic Priority: Employer of Choice Sun Prairie, WI | Recommended Annual Operating and Capital Budget | 2026-2027   15 DEPARTMENT BUDGET SUMMARY *2026 data reflects information through August 1, 2026 Improve recruitment efforts and fill vacancies in a timely manner. Measure 2021 2022 2023 2024 2025 2026* 2026 (year-end) GOAL Positions filled (PT/FT) 52 62 52 69 40 23 30 35 Average number of days to fill positions 63 94 62 58 57 57 60 60 Applications received 1,656 1,445 1,351 1,230 1,137 676 1,127 1,200 Promote safety and wellness in the workplace. Measure 2021 2022 2023 2024 2025 2026* GOAL Number of workers’ compensation claims 21 22 23 29 18 9 15 Cost of worker’s compensation claims $ 244,054 $ 77,4 42 $ 183,247 $ 178,051 $ 82,109 $ 6,842 $ 100,000 Lost days due to worker’s compensation injuries/ illnesses 85 14 50 159 166 2 60 % of eligible members visiting wellness clinic 34% 37% 39% 26% 30% 24% 60% Rating of Good/Very Good experience @ wellness clinic 100% 100% 98% 97% 99% 95% 95% Retain well-qualified and productive employees by providing essential benefits in a fiscally responsible manner. Measure 2021 2022 2023 2024 2025 2026* GOAL Annual Turnover rate of regular PT and FT 16% 13% 10% 10% 9% 5% 8% (FT Turnover rate) (9.4%) (13.8%) (8.2%) (9.8%) (10.8) (5.4) (8%) FMLA Requests 47 38 52 54 46 36 40 (hours used) (6,227) (7,284) (7,735) (9,091) (6,755) (5,791) Paid Parent/Caregiver Requests 15 27 31 34 30 21 25 Increase in Health Plan Cost 7.7% 5.0% 7.9% 5.7% 6.0% 6.0% 8.0% Health Plan Medical Loss Ratio (MLR) 122% 133% 142% 84% 81% 74% 90% Authorized FT positions 209 217 231 254 259 259 259 Authorized PT positions 34 42 43 43 43 43 43  Sun Prairie, WI | Recommended Annual Operating and Capital Budget | 2026-2027 16 DEPARTMENT BUDGET SUMMARY Personnel by Division 2024 Actual 2025 Actual 8/31/2026 Actual 2026 Budget 2026 Projected 2027 Recom- mended Increase (Decrease) Human Resources 4.00 4.00 4.00 4.00 4.00 4.00 - Total Personnel 4.00 4.00 4.00 4.00 4.00 4.00 - Expenditures by Division 2024 Actual 2025 Actual YTD Actual 2026 2026 Projected 2026 Budget 2027 Recom- mended Increase (Decrease) Human Resources 544,675 680,517 473,123 735,461 630,215 680,075 (48,140) Total Expenditures $ 544,675 $ 680,517 $ 473,123 $ 735,461 $ 630,215 $ 680,075 $ (48,140) Expenditures by Category 2024 Actual 2025 Actual YTD Actual 2026 2026 Projected 2026 Budget 2027 Recom- mended Increase (Decrease) Personnel 479,537 602,092 400,610 628,536 547,791 587,832 (57,959) Materials & Supplies 2,052 2,060 594 3,849 1,400 2,050 650 Contractual Services 44,554 59,806 59,244 80,500 58,500 62,300 3,800 Professional Development 18,531 16,558 12,676 22,576 22,524 27,893 5,369 Total Expenditures $ 544,675 $ 680,517 $ 473,123 $ 735,461 $ 630,215 $ 680,075 $ (48,140) Operating Results 2024 Actual 2025 Actual YTD 2026 Actual 2026 Projected 2026 Budget 2027 Recom- mended Increase (Decrease) Revenue - - - - - - - Expenditures 544,675 680,517 473,123 735,461 630,215 680,075 (48,140) Net Operating Result $ (544,675) $ (680,517) $ (473,123) $ (735,461) $ (630,215) $ (680,075) $ 48,140 Operating Results 2024 Actual 2025 Actual YTD 2026 Actual 2026 Projected 2026 Budget 2027 Recom- mended Increase (Decrease) Revenue - - - - - - - Expenditures 544,675 680,517 473,123 735,461 630,215 680,075 (48,140) Net Operating Result $ (544,675) $ (680,517) $ (473,123) $ (735,461) $ (630,215) $ (680,075) $ 48,140 Sun Prairie, WI | Recommended Annual Operating and Capital Budget | 2026-2027   17 DEPARTMENT BUDGET SUMMARY ADMINISTRATIVE SERVICES Finance MISSION Ensure the City’s long-term fiscal sustainability by implementing sound budgetary and accounting practices in accordance with Generally Accepted Accounting Principles (GAAP). Promote financial stewardship and safekeeping of assets and provide a comprehensive risk management program to minimize the City’s property and casualty liabilities. Continually provide excellent financial support and consultant services to City departments. DESCRIPTION The Finance Department is under the direction of the Administrative Services Department and provides financial management and operational support to the Mayor, City Council, City Administrator, and City departments. Services provided by the Finance Department include accounting, cash management, purchasing review, payroll, tax collection, capital and asset management, annual budget and financial statement presentation, and administration of auto liability and property insurance. The City Treasurer/ Finance Director resides in the Finance Department and is an appointed position. 2027 BUDGET HIGHLIGHTS ● There are no notable changes in the budget. 2026 BUDGET OVERVIEW ● There are no notable changes. PERFORMANCE METRICS Council Strategic Priority: Quality City Services *2026 data reflects information through June 30, 2026 Process payment transactions more efficiently by promoting electronic payment options for all stakeholders, thereby promoting the long-term financial stability of the City. Processing payments electronically will reduce costs by reducing the use of envelopes, postage, check stock, and staff time involved with the printing and mailing of physical checks. The Federal Reserve conducts a payment study for all consumers (individuals, businesses, and governments) which has determined a Compound Annual Growth Rate (CAGR) of electronic payments (nonphysical checks) of approximately 2.90% over 6 years. The City’s goal is to have a 3% CAGR realized with our payment processing over 5 years. Measure 2021 2022 2023 2024 2025 2026* 2026 (year-end) Payments by EFT 18,156,564 18,396,271 30,692,496 23,027,259 35,023,665 30,082,833 33,000,000 Payments by procurement card 4,599,448 3,977,362 3,855,138 4,466,352 4,462,945 2,254,945 5,000,000 Payments by physical checks 15,687,675 12,737,534 14,538,618 19,449,740 33,132,079 18,328,705 25,000,000 Total Payments made 38,443,687 35,111,167 49,086,252 46,943,351 72,618,689 50,666,483 63,000,000 Percent of Electronic Payments 59.19% 63.72% 70.38% 58.57% 54.38% 63.82% 60.32% Compound Annual Growth Rate (CAGR) 0 0 0 0 0 0 CAGR Goal 0 0 0 0 0 0  Sun Prairie, WI | Recommended Annual Operating and Capital Budget | 2026-2027 18 DEPARTMENT BUDGET SUMMARY Measure 2021 2022 2023 2024 2025 2026* 2026 (year-end) Cash Collections Received 63,018 77,530 134,358 163,023 132,918 64,853 120,000 Check Collections Received 18,362,607 21,001,818 21,254,399 21,240,851 12,397,577 9,431,206 20,000,000 Collections by credit card/e- Check 770,848 1,038,497 1,247,270 1,329,695 1,304,717 709,293 1,400,000 Total Collections received 19,196,772 22,117,846 22,636,027 22,733,569 13,835,213 10,205,352 22,000,000 Percent of Electronic Collections 4.02% 4.70% 5.51% 5.84% 6.36% Compound Annual Growth Rate (CAGR) 0 0 0 0 0 0 CAGR Goal 0 0 0 0 0 0 Monitor and maintain an appropriate risk program to ensure the long- term financial stability of the City. AUTO PHYSICAL DAMAGE LOSS REPORT Year Total Claims Total $ Incurred 2017 2 289 2018 18 27,689 2019 9 7,763 2020 10 52,495 2021 6 33,688 2022 8 11,314 2023 14 188,604 2024 8 32,176 2025 10 36,371 2026* 10 36,371 2026 (year-end) 16 75,000 Sun Prairie, WI | Recommended Annual Operating and Capital Budget | 2026-2027   19 DEPARTMENT BUDGET SUMMARY Personnel by Division 2024 Actual 2025 Actual 8/31/2026 Actual 2026 Budget 2026 Projected 2027 Recom- mended Increase (Decrease) Finance 6.60 7.60 3.00 7.60 5.00 5.00 (2.60) Total Personnel 6.60 7.60 3.00 7.60 5.00 5.00 (2.60) Expenditures by Division 2024 Actual 2025 Actual YTD Actual 2026 2026 Projected 2026 Budget 2027 Recom- mended Increase (Decrease) Finance 910,927 1,038,009 729,840 962,411 1,256,238 1,509,546 248,058 Risk Management 277,234 284,006 160,541 163,088 190,853 195,440 4,587 Total Expenditures $ 1,188,161 $ 1,322,015 $ 890,381 $ 1,125,499 $ 1,447,091 $ 1,704,986 $ 252,645 Expenditures by Category 2024 Actual 2025 Actual YTD Actual 2026 2026 Projected 2026 Budget 2027 Recom- mended Increase (Decrease) Personnel 578,234 677,921 552,623 751,076 761,038 599,729 (166,559) Materials & Supplies 89,425 145,111 95,659 110,016 106,016 120,285 14,269 Contractual Services 253,661 121,231 66,124 84,810 85,130 96,580 11,450 Insurance 221,766 249,432 158,088 158,088 180,853 185,440 4,587 Professional Development 5,309 1,705 4,878 8,499 8,495 8,550 55 Depreciation 34,374 34,374 - - - - - Capital Items 2,116 1,624 - - 292,549 679,402 386,853 Transfers/Bad Debt 3,275 90,618 13,010 13,010 13,010 15,000 1,990 Total Expenditures $ 1,188,161 $ 1,322,015 $ 890,381 $ 1,125,499 $ 1,447,091 $ 1,704,986 $ 252,645 Operating Results 2024 Actual 2025 Actual YTD 2026 Actual 2026 Projected 2026 Budget 2027 Recom- mended Increase (Decrease) Revenue - - - - - - - Expenditures 1,188,161 1,322,015 890,381 1,125,499 1,4 47,091 1,704,986 252,645 Net Operating Result $ (1,188,161) $ (1,322,015) $ (890,381) $ (1,125,499) $ (1,447,091) $ (1,704,986) $ (252,645)  Sun Prairie, WI | Recommended Annual Operating and Capital Budget | 2026-2027 20 DEPARTMENT BUDGET SUMMARY ADMINISTRATIVE SERVICES Assessing MISSION To assess taxable residential and commercial real and personal property fairly and accurately in accordance with Wisconsin State Statutes and the Wisconsin Property Assessment Manual; the Wisconsin Department of Revenue (DOR) assesses all manufacturing real and personal property. It is our duty to be ambassadors of the City; we will treat everyone we encounter with courtesy and respect. Furthermore, it is our responsibility to provide valuable, responsive, and cost-effective services to the citizens of Sun Prairie. DESCRIPTION It is the assessor’s duty to discover, list, and value all taxable real and personal property within the taxation district. The values are reported annually in an assessment roll for the City. The assessor’s office is also charged with explaining and defending assessments and reporting assessment results to the City and the Department of Revenue (DOR). This is accomplished following guidelines in the Wisconsin Property Assessment Manual and Chapter 70 of the Wisconsin State Statutes. The office discovers and lists properties by reviewing permits, sales, and conducting interior and/or exterior inspections of properties to ensure property data is current. The office performs statistical analysis of data on a mass appraisal basis after consideration of market conditions, neighborhood analysis, physical, economic, governmental, and social factors to determine current valuation amounts. If citizens disagree with the assessor’s valuation, they can review records during the Open Book period, conducted immediately following the publishing of the initial annual Assessment Roll. During the Open Book period, the assessor dedicates times to meet with property owners to explain valuation methods and listen to their concerns regarding property valuation. The Board of Review follows with official hearings where the assessor formally defends a property’s assessment. 2027 BUDGET HIGHLIGHTS The 2027 assessment year will be a maintenance year. There are no notable changes in the 2027 budget. 2026 BUDGET OVERVIEW ● The 2026 assessment year was a revaluation year. ● Notices of Changed Assessment were sent out in late July to all property owners ● Staff reviewed all 2024 and 2025 sales to set new factors/values for all properties in the city ● Average citywide increase in assessed value was 18% ● Reviewed all 2025 sale and maintenance properties either in office or with an exterior or interior inspection. ● Completed complete review (self reporting owner’s survey) of all condominium properties ● Prepared to start complete reviews (self reporting owner’s survey) of all city properties. This will be a four year project and may cycle after the four year completion. PERFORMANCE METRICS Council Strategic Priority: Quality City Services *2026 data reflects information through July 15, 2026 Sun Prairie, WI | Recommended Annual Operating and Capital Budget | 2026-2027   21 DEPARTMENT BUDGET SUMMARY The Level of Assessment measures how close the total assessed value of the city is to market value. The goal in a revaluation year is to be as close to 100% as possible. If the Level of Assessment is above 100%, the assessments as a whole are greater than market value. If the Level of Assessment is below 100%, the assessments as a whole are less than market value. While individual properties will vary, they typically fall within a reasonable range of the Level of assessment. An acceptable Level of Assessment is 90% - 110% for any given year. Measure 2021 Non-Reval 2022 Non-Reval 2023 REVAL 2024 Non-Reval 2025 Non-Reval 2026* Reval 2026 (year-end) Reval GOAL Level of Assessment 93.82% 84.09% 99.99% 93.90% 89.50% 100.00% 100.00% 100.00% Annually maintain Real Estate parcels for accuracy. Measure 2021 Non-Reval 2022 Non-Reval 2023 REVAL 2024 Non-Reval 2025 Non-Reval 2026* Reval 2026 (year-end) Reval GOAL Total Real Estate Parcels 12,272 12,353 12,414 12,419 12,445 12,451 12,451 12,451 Update real estate parcels to reflect physical and valuation changes Measure 2021 Non-Reval 2022 Non-Reval 2023 REVAL 2024 Non-Reval 2025 Non-Reval 2026* Reval 2026 (year-end) Reval GOAL Interior Inspections 82 598 414 451 400 0 400 400 Exterior Inspections 103 181 190 106 80 0 250 250 Other On-site Visits 0 0 0 0 0 0 0 0 Drive-by Reviews 320 132 116 94 100 0 700 700 Ag Reviews 381 301 301 295 295 222 222 222 Office Reviews 619 1317 1254 1994 1500 0 1750 1750 Real Estate Transfers Reviewed 1399 1161 890 1072 1000 0 1000 1000 Permits Reviewed 2564 2359 2228 2228 1800 0 2000 2000 Annually conduct Open Book conferences with property owners to discuss valuation concerns and explain value development. This is an opportunity to correct records and possibly resolve valuation issues reducing the need for many property owners to appeal their assessments. Measure 2021 Non-Reval 2022 Non-Reval 2023 REVAL 2024 Non-Reval 2025 Non-Reval 2026* Reval 2026 (year-end) Reval GOAL Parcels Reviewed 25 10 350 35 34 134 400 400 Number of Adjustments 10 10 247 16 19 10 300 300 Net $ Adjustments (-) or (+) $ (160,900) $ (18,793,030) $ (21,802,200) $ (12,007,200) $ (25,036,300) $ $ (25,000,000) $ (25,000,000) Annually present defenses for assessment appealed to the Board of Review.  Sun Prairie, WI | Recommended Annual Operating and Capital Budget | 2026-2027 22 DEPARTMENT BUDGET SUMMARY Annually present defenses for assessment appealed to the Board of Review. Measure 2021 Non- Reval 2022 Non- Reval 2023 REVAL 2024 Non-Reval 2025 Non-Reval 2026* Reval 2026 (year-end) Reval GOAL Measure 2021 Non- Reval 2022 Non- Reval 2023 REVAL 2024 Non-Reval 2025 Non-Reval 2026* Reval 2026 (year-end) Reval GOAL Parcels Reviewed 13 5 1 2 10 - 10 10 Number of Adjustments 9 5 - 2 10 - - - Net $ Adjustments (-) or (+) $ (1,653,850) $ (8,941,200) $- $ (977,400) $ (1,110,200) $- $- $- Sun Prairie, WI | Recommended Annual Operating and Capital Budget | 2026-2027   23 DEPARTMENT BUDGET SUMMARY Personnel by Division 2024 Actual 2025 Actual 8/31/2026 Actual 2026 Budget 2026 Projected 2027 Recom- mended Increase (Decrease) Assesing 4.00 4.00 4.00 4.00 4.00 4.00 - Total Personnel 4.00 4.00 4.00 4.00 4.00 4.00 - Expenditures by Division 2024 Actual 2025 Actual YTD Actual 2026 2026 Projected 2026 Budget 2027 Recom- mended Increase (Decrease) Assesing 551,114 569,214 483,408 604,093 602,374 613,108 10,734 Total Expenditures $ 551,114 $ 569,214 $ 483,408 $ 604,093 $ 602,374 $ 613,108 $ 10,734 Expenditures by Category 2024 Actual 2025 Actual YTD Actual 2026 2026 Projected 2026 Budget 2027 Recom- mended Increase (Decrease) Personnel 516,998 531,237 436,429 549,456 548,313 567,160 18,847 Materials & Supplies 18,412 18,344 19,280 22,476 23,926 24,073 147 Contractual Services 8,858 10,292 19,242 21,566 19,825 11,025 (8,800) Professional Development 6,845 9,341 8,458 10,595 10,310 10,850 540 Total Expenditures $ 551,114 $ 569,214 $ 483,408 $ 604,093 $ 602,374 $ 613,108 $ 10,734 Operating Results 2024 Actual 2025 Actual YTD 2026 Actual 2026 Projected 2026 Budget 2027 Recom- mended Increase (Decrease) Revenue - - - - - - - Expenditures 551,114 569,214 483,408 604,093 602,374 613,108 10,734 Net Operating Result $ (551,114) $ (569,214) $ (483,408) $ (604,093) $ (602,374) $ (613,108) $ (10,734)  Sun Prairie, WI | Recommended Annual Operating and Capital Budget | 2026-2027 24 DEPARTMENT BUDGET SUMMARY ADMINISTRATIVE SERVICES Information Technology MISSION Engage, empower, and enable staff to improve life for residents, businesses, and visitors in the City through technology and geospatial data analysis. DESCRIPTION The Information Technology (IT) Department is responsible for providing secure and effective technology equipment and solutions to enable the success of City departments and provide efficiencies in City operations. IT is actively working to modernize the City technology landscape and provide increased opportunities for transparency and citizen self-service. The Department also fulfills traditional responsibilities of enabling the storage, processing, and accessibility of data. 2027 BUDGET HIGHLIGHTS ● There are no notable changes in the budget. 2026 BUDGET OVERVIEW ● There are no notable changes. PERFORMANCE METRICS Council Strategic Priority: Quality City Services *2026 data reflects information through June 30, 2026 By reaching these performance metrics, IT is aiming to maximize the productivity of City staff by minimizing technology related downtime and issues. A well-functioning IT infrastructure enables staff and residents to be efficient and economical in providing quality city services. 2021 2022 2023 2024 2025 2026* YTD 2026 (year-end) 2,375 2,285 2,157 2,150 2,059 1,372 2,700 Resolve issues in accordance with our service levels and resolve issues on first contact while maintaining a high satisfaction rating. Measure 2021 2022 2023 2024 2025 2026* 2026 (year-end) GOAL Issues Resolved On-time 80% 82% 69% 69% 72% 79% 80% 80% Issues Resolved On First Contact 68% 65% 79% 50% 67% 73% 75% 60% Issues Resolved to Satisfaction* 100% 100% 100% 100% 100% 100% 100% 99% Sun Prairie, WI | Recommended Annual Operating and Capital Budget | 2026-2027   25 DEPARTMENT BUDGET SUMMARY Decrease the amount of time it takes for IT staff to contact users regarding their issue and ultimately resolve it. Measure 2021 2022 2023 2024 2025 2026* 2026 (year-end) GOAL Average Time to First Response 3:20 3:00 2:56 2:51 3:21 2:18 2:20 2:30 The time format above is hours:minutes.  Sun Prairie, WI | Recommended Annual Operating and Capital Budget | 2026-2027 26 DEPARTMENT BUDGET SUMMARY Personnel by Division 2024 Actual 2025 Actual 8/31/2026 Actual 2026 Budget 2026 Projected 2027 Recom- mended Increase (Decrease) Information Technology 6.00 6.00 6.00 6.00 6.00 6.00 - Total Personnel 6.00 6.00 6.00 6.00 6.00 6.00 - Expenditures by Division 2024 Actual 2025 Actual YTD Actual 2026 2026 Projected 2026 Budget 2027 Recom- mended Increase (Decrease) Information Technology 1,782,830 1,767,609 1,622,591 1,920,576 1,799,820 1,815,360 (96,521) Total Expenditures $ 1,782,830 $ 1,767,609 $ 1,622,591 $ 1,920,576 $ 1,799,820 $ 1,815,360 $ (96,521) Expenditures by Category 2024 Actual 2025 Actual YTD Actual 2026 2026 Projected 2026 Budget 2027 Recom- mended Increase (Decrease) Personnel 760,164 810,476 676,066 876,003 822,003 825,298 (50,705) Materials & Supplies 854,596 765,116 800,836 859,477 860,017 884,462 24,445 Contractual Services 98,089 149,543 111,804 110,710 101,325 94,650 (6,675) Professional Development 8,349 5,774 3,833 4,300 4,450 8,450 4,000 Capital Items 61,631 36,700 30,051 70,086 12,025 2,500 (67,586) Total Expenditures $ 1,782,830 $ 1,767,609 $ 1,622,591 $ 1,920,576 $ 1,799,820 $ 1,815,360 $ (96,521) Operating Results 2024 Actual 2025 Actual YTD 2026 Actual 2026 Projected 2026 Budget 2027 Recom- mended Increase (Decrease) Revenue - - - - - - - Expenditures 1,782,830 1,767,609 1,622,591 1,920,576 1,799,820 1,815,360 (96,521) Net Operating Result $ (1,782,830) $ (1,767,609) $ (1,622,591) $ (1,920,576) $ (1,799,820) $ (1,815,360) $ 96,521 Sun Prairie, WI | Recommended Annual Operating and Capital Budget | 2026-2027   27 DEPARTMENT BUDGET SUMMARY PUBLIC SERVICES Building Maintenance MISSION The Sun Prairie Building Maintenance Department is dedicated to efficiently maintaining and improving all city-owned facilities, ensuring a safe and productive environment for municipal operations and a welcoming infrastructure for the Sun Prairie community. DESCRIPTION The Building Maintenance Department is responsible for the upkeep and operational integrity of various city facilities, including City Hall, Westside Community Service Building (WCSB), Fire, Police, EMS, Public Works, Library, Wastewater treatment, Fleet, and the Museum. General Building Maintenance and Repair: ● Structural Maintenance: Ensuring the integrity of building structures, including roofs, foundations, walls, and floors. ● HVAC Systems: Maintenance, repair, and operation of heating, ventilation, and air conditioning systems to ensure comfortable and safe indoor environments. ● Plumbing Systems: Upkeep and repair of water supply, drainage, and sewage systems. ● Electrical Systems: Maintenance and repair of electrical wiring, lighting, power outlets, and other electrical components. ● Preventive Maintenance: Implementing scheduled checks and servicing to prevent equipment failures and extend the lifespan of building systems and assets. ● Routine Repairs: Addressing everyday wear and tear, such as patching walls, fixing doors, and repairing broken fixtures. ● Painting and Finishing: Maintaining the aesthetic appeal and protective coatings of interior and exterior surfaces. Specialized Services for Specific Facilities: ● Police, Fire, and EMS Facilities: Given the 24/7 nature of these services, maintenance would prioritize rapid response to issues, ensuring the functionality of critical infrastructure like dispatch centers, vehicle bays, specialized equipment rooms, and security systems. This could also include maintenance of emergency generators and backup power systems. ● Library: Maintaining a comfortable and conducive environment for public access, including lighting, temperature control, and accessibility features. ● Administration: Ensuring a functional and presentable workspace for city staff, including offices, meeting rooms, and common areas. ● Museum: Specialized care for environmental controls (temperature and humidity) to preserve artifacts and exhibits, as well as general building upkeep to ensure a safe and engaging visitor experience. ● Support elections with voting location set up and tear down Additional Services: ● Groundskeeping: Maintenance of exterior areas around the buildings, including landscaping, snow removal, and parking lots.  Sun Prairie, WI | Recommended Annual Operating and Capital Budget | 2026-2027 28 DEPARTMENT BUDGET SUMMARY ● Security Systems: Installation, maintenance, and repair of security systems (alarms, surveillance) in coordination with relevant departments. ● Energy Management: Implementing strategies to optimize energy consumption and reduce operational costs. ● Compliance: Ensuring all building systems and maintenance practices adhere to safety codes, regulations, and accessibility standards. In essence, the Building Maintenance Department plays a vital role in supporting the City of Sun Prairie’s ability to deliver essential public services by ensuring that all municipal buildings are safe, functional, and well-maintained. 2027 BUDGET HIGHLIGHTS ● There are no notable changes in the budget. 2026 BUDGET OVERVIEW ● Completed renovations of bathrooms and locker rooms at the Eastside Police Department. ● Added a single-user restroom to the second floor of City Hall. ● Completed renovations of Fire & EMS kitchens at Station 1. PERFORMANCE METRICS Council Strategic Priority: Quality City Services *2026 data reflects information through July 30, 2026 Respond to maintenance requests submitted within 24 hours and strive to resolve them within 48 hours. Measure 2021 2022 2023 2024 2025 2026* 2026 (year –end) GOAL Number of tickets received 410 797 803 1,118 1,197 566 0 Average response time (hours) 17:44 23:59 25:15 25:15 4:57 4:47 24:00 Average resolution time (hours) 64:04 36:39 42:38 23:24 23:24 26:07 48:00 Respond to urgent and high-priority maintenance requests within 4 hours, and strive to resolve them within 24 hours. Measure 2021 2022 2023 2024 2025 2026* 2026 (year –end) GOAL No. of urgent and high- priority tickets 21 21 25 11 18 6 18 - Average response time (hours) 11:49 3:30 4:15 5:26 2:30 2:07 2:30 4 Average resolution time (hours) 50:35 15:02 20:00 9:47 8:00 6:57 8:00 24 Sun Prairie, WI | Recommended Annual Operating and Capital Budget | 2026-2027   29 DEPARTMENT BUDGET SUMMARY Maintenance tickets submitted. Department 2021 2022 2023 2024 2025 2026* 2026 (year-end) Finance 34 23 38 31 22 14 - Library 86 133 140 203 310 179 - Fire 94 65 52 55 39 34 - EMS 45 44 49 52 28 27 - Building Maintenance 3 25 66 75 447 410 - Police 73 72 87 90 90 52 - City Clerk 16 20 33 25 6 6 - Others 78 335 299 713 248 112 - Preventive Maintenance 140 136 -  Sun Prairie, WI | Recommended Annual Operating and Capital Budget | 2026-2027 30 DEPARTMENT BUDGET SUMMARY Personnel by Division 2024 Actual 2025 Actual 8/31/2026 Actual 2026 Budget 2026 Projected 2027 Recom- mended Increase (Decrease) Building Maintenance 4.00 4.60 6.62 4.60 6.62 6.62 2.02 Total Personnel 4.00 4.60 6.62 4.60 6.62 6.62 2.02 Expenditures by Division 2024 Actual 2025 Actual YTD Actual 2026 2026 Projected 2026 Budget 2027 Recom- mended Increase (Decrease) Building Maintenance 1,231,287 985,065 884,133 1,193,168 1,166,404 1,235,818 69,414 Total Expenditures $ 1,231,287 $ 985,065 $ 884,133 $ 1,193,168 $ 1,166,404 $ 1,221,818 $ 55,414 Expenditures by Category 2024 Actual 2025 Actual YTD Actual 2026 2026 Projected 2026 Budget 2027 Recom- mended Increase (Decrease) Personnel 440,554 610,092 580,919 724,892 712,392 772,229 59,837 Materials & Supplies 436,826 199,455 171,851 231,288 200,680 218,312 17,632 Contractual Services 255,185 164,702 129,035 170,488 186,832 178,777 (8,055) Professional Development - - 995 1,500 1,500 1,500 - Capital Items 98,722 10,816 1,333 65,000 65,000 65,000 - Total Expenditures $ 1,231,287 $ 985,065 $ 884,133 $ 1,193,168 $ 1,166,404 $ 1,221,818 $ 55,414 Operating Results 2024 Actual 2025 Actual YTD 2026 Actual 2026 Projected 2026 Budget 2027 Recom- mended Increase (Decrease) Revenue - - - - - - - Expenditures 1,231,287 985,065 884,133 1,193,168 1,166,404 1,221,818 55,414 Net Operating Result $ (1,231,287) $ (985,065) $ (884,133) $ (1,193,168) $ (1,166,404) $ (1,221,818) $ (55,414) Sun Prairie, WI | Recommended Annual Operating and Capital Budget | 2026-2027   31 DEPARTMENT BUDGET SUMMARY ADMINISTRATIVE SERVICES Healthcare In-Service MISSION Appropriately account for health and dental care expenditures for all employees. DESCRIPTION The City incurs personnel costs related to employer-funded health and dental coverage insurance. All employees who have employer-sponsored health insurance through the City are enrolled in the Group Health Cooperative health plan. Employees who elect not to participate in the plan are eligible for $750 for single/$1,500 for family benefit deposited into a health reimbursement account. 2027 BUDGET HIGHLIGHTS ● Implement health premium share for all non-union employees. Single/Family $50/$100 per month of the lowest premium plan. 2026 BUDGET OVERVIEW ● There are no notable changes.  Sun Prairie, WI | Recommended Annual Operating and Capital Budget | 2026-2027 32 DEPARTMENT BUDGET SUMMARY Personnel by Division 2024 Actual 2025 Actual 8/31/2026 Actual 2026 Budget 2026 Projected 2027 Recom- mended Increase (Decrease) Healthcare In-Service - - - - - - - Total Personnel - - - - - - - Expenditures by Division 2024 Actual 2025 Actual YTD Actual 2026 2026 Projected 2026 Budget 2027 Recom- mended Increase (Decrease) Revenue 4,822,751 4,877,318 5,106,984 5,113,484 5,189,524 4,733,852 (455,672) Healthcare In-Service 4,350,930 4,773,489 3,639,795 4,780,394 5,189,524 4,522,596 (666,928) Total Expenditures 4,350,930 4,773,489 3,639,795 4,780,394 5,189,524 4,522,596 (666,928) Other Financial Sources/ Uses 963,762 - - - - - - Beginning Fund Balance $ 1,040,600 $ - $ - $ - $ - $ - $ - Expenditures by Category 2024 Actual 2025 Actual YTD Actual 2026 2026 Projected 2026 Budget 2027 Recom- mended Increase (Decrease) Personnel 4,350,930 4,773,489 3,639,795 4,780,394 5,189,524 4,522,596 (666,928) Total Expenditures $ 4,350,930 $ 4,773,489 $ 3,639,795 $ 4,780,394 $ 5,189,524 $ 4,522,596 $ (666,928) Operating Results 2024 Actual 2025 Actual YTD 2026 Actual 2026 Projected 2026 Budget 2027 Recom- mended Increase (Decrease) Revenue 4,822,751 4,877,318 5,106,984 5,113,484 5,189,524 4,733,852 (455,672) Expenditures 4,350,930 4,773,489 3,639,795 4,780,394 5,189,524 4,522,596 (666,928) Net Operating Result $ 471,821 $ 103,829 $ 1,467,189 $ 333,090 $ - $ 211,256 $ 211,256 Fund Balance 2024 Actual 2025 Actual YTD 2026 Actual 2026 Projected 2026 Budget 2027 Recom- mended Net Change in Fund Balance (491,941) 103,829 1,467,189 333,090 - 211,256 Beginning Fund Balance 1,040,600 548,659 652,488 652,488 652,488 985,578 Ending Fund Balance $ 548,659 $ 652,488 $ 2,119,677 $ 985,578 $ 652,488 $ 1,196,834 SUN PRAIRIE, WI | 2027 PUBLIC SAFETY  Sun Prairie, WI | Recommended Annual Operating and Capital Budget | 2026-2027 34 DEPARTMENT BUDGET SUMMARY POLICE Police MISSION We will build relationships and solve problems. DESCRIPTION Command Staff There are seven members within the Command Staff. ● Six command-level sworn officers provide overall organizational leadership. ● The Chief of Police is responsible for the broad vision and direction for the operations of the organization withassistance from the Assistant Chief of Police. ● One Lieutenant provides leadership and management for the patrol division. ● A second Lieutenant provides leadership and management for the support services division. ● A third Lieutenant provides leadership and management for the special operations division. ● A fourth Lieutenant provides leadership and management for administrative services. ● A Business Manager provides executive-level support to the administrative team. Patrol Division The Patrol Division consists of sworn field officers who provide district policing efforts throughout the community. There are seven sergeants and 37 authorized patrol officers. The Patrol Lieutenant provides oversight. Canine Program There are two K9 units within the organization. Both are assigned to the patrol division but provide support throughout the organization. The Patrol Lieutenant provides oversight. District Liaison Program A team of four officers that report directly to a Community Policing Sergeant, each assigned to a specific patrol district, focuses on neighborhood problem solving, community engagement, crime prevention services, mental health intervention, as well as drug and gang activity. The Special Operations Lieutenant provided oversight. Detective Bureau A team of five detectives that report directly to a Detective Sergeant provides police response and investigation into complicated high-level, time-consuming investigations. These detectives coordinate complex investigative efforts, lead investigative teams, conduct intensive interviews, make complicated legal charging decisions, collect evidence at crime scenes, and work closely with the District Attorney’s Office. A civilian evidence officer also reports to the Detective Sergeant within that division. The Special Operations Lieutenant provides oversight. Coordinated Response Specialist Sun Prairie, WI | Recommended Annual Operating and Capital Budget | 2026-2027   35 DEPARTMENT BUDGET SUMMARY Community support agencies have the primary responsibility for supporting members of our community. Due to the limited availability of these services and the complexity of community members connecting with these services, community members do not always receive the support and services that they need. This can lead to officers having to respond to situations where community members may be better served by a mental health specialist. The coordinated response specialist, who reports to the Community Policing Sergeant, works to identify community members most in need of additional services and connects them to the most appropriate service providers. Primarily the coordinated response specialist works with individuals with mental illness, homelessness, substance abuse, and victims of crimes. Ultimately, the goal of this position is to support community members and direct them to appropriate resources outside of the criminal justice system, thus reducing their need for services from the police department. School Liaison Program An extension of our policing philosophy, the School Liaison Program creates a partnership with the school district. Two officers are assigned to the program. One is based out of West High School, and one is based out of East High School. Time is spent at the alternative school and the middle schools respectively. These officers provide proactive problem-solving and relationship-building in the schools. The officers report directly to the Community Policing Sergeant. The Special Operations Lieutenant provides oversight. Dispatch Services Led by a civilian supervisor, eight dispatchers provide 24-hour dispatching services for police staff and answering services for citizens wishing to reach the City government. The communications center accomplishes several tasks related to the City’s public safety function, including monitoring alarms and cameras, supporting the emergency operations center, and accessing local databases. Staff members are considered problem-solving support staff and maintain a key role in building relationships with community members and delivering quality service. The Support Services Lieutenant provides oversight. Records Division Divided between two police facilities, a civilian supervisor leads seven support staff members responsible for processing police-related records, processing both municipal and circuit court records, and receiving public inquiries both in person and via phone. Staff assist with carrying out a variety of tasks, including open records processing, city webpage management, citizen fingerprinting, license and permit processing, and staffing a service window at each facility. The Support Services Lieutenant provides oversight. Community Policing Services A section of the department’s budget is intended to provide the resources required for community policing efforts. The funds allow for the purchase of equipment and supplies used in assignments that serve the community such as the honor guard and department chaplains. Other programs include Citizen Academy, National Night Out, Youth Academy, the Police Chief’s Community Advisory Board, and other outreach activities. Community Service Officers A major change in service occurred in 2026 where service surrounding code enforcement, with responsibility primarily falling within the City Building Inspection Department, was transferred to the Police Department into the Community Service Officer positions. This including the addition of two Full-Time CSO positions. The CSO position description was updated to account for historical CSO responsibilities and covered the addition of code enforcement which had historically been the responsibility of Building Inspection.  Sun Prairie, WI | Recommended Annual Operating and Capital Budget | 2026-2027 36 DEPARTMENT BUDGET SUMMARY Crossing Guards Services The City contracts for crossing guard services that are stationed throughout the community to ensure student safety. The program is monitored in partnership with the school district. 2027 BUDGET HIGHLIGHTS ● The department is proposing two budget initiatives to include: (2) Police Officer Parking Violation Fee Revenue Initiative 2026 BUDGET OVERVIEW ● Ongoing commitment to community engagement and policing philosophy, as well as increased efforts in recruiting for a department that supports the diversity of our community. ● The increased recruitment initiative included boasting our social media presence and reducing the interview process timeline for lateral recruits. Overall, it produced an incredible outcome of onboarding four lateral recruits in one year. ● Due to budget constraints, the majority of our budget lines remained static outside of personnel costs. We were able to reduce communication expenses in our EOC. ● Increased general contract expenses, including Crossing Guard service with a one-year contract extension. ● Assessed the Police Department’s facility needs for future growth. The final recommendation was completed in 2026 with the next steps including making a proposal ready for CIP in 2027. PERFORMANCE METRICS Council Strategic Priority: Quality City Services *2026 data reflects information through June 30, 2026 Reduce the violent crime rate to below 5.00 per 1,000 residents. Type of Crime 2024 Crime Rate 2025 Crime Rate 2026* Projected 2026 Crime Rate Projected Difference Goal Violent Crime 9.42 11.09 5.19 8.5 -.259 4.99 Violent crime data consists of the following incidents: Abduction/False Imprisonment, Assault – Simple/Aggravated, Extorsion, Homicide, Domestic Intimidation, Robbery, Sex Offenses, and Weapons Violations. Utilizing CrimeGrade.org, the City of Sun Prairie has a Violent Crime Rate of 1.532 per 1,000 residents. This is a reduction from 2025. The crime types included are Assaults, Robbery, Rape, and Murder. Comparatively - Fitchburg: 2.383 Middleton: 1.816 Monona: 2.421 Madison: 2.751 Dane County: 2.808 Council Strategic Priority: Quality City Services Sun Prairie, WI | Recommended Annual Operating and Capital Budget | 2026-2027   37 DEPARTMENT BUDGET SUMMARY *2026 data reflects information through June 30, 2026 Decrease police priority call response time by 10%. 2024 Response Time 2025 Response Time 2026* Difference Projected 2026 Response Time Projected Difference Goal 311 seconds 292 seconds 254 seconds -38 seconds 275 seconds -17 seconds 10% reduction 5.18 minutes 4.87 minutes 4.23 minutes 4.58 minutes According to WifiTalents.com, nationally collected data indicates an average response time for emergency calls as approximately 8.1 minutes. It also indicates response times have increased by an average of 15% over the past decade in major cities. The National Response Time Benchmark established by the Department of Justice is under 7 minutes for priority incidents. Council Strategic Priority: Quality City Services *2026 data reflects information through June 30, 2026 The Police Department will increase proactive traffic enforcement and engagement in order to reduce crashes within the City. 2024 Reportable Crashes 2025 Reportable Crashes 2026* Projected 2026 Reportable Crashes Projected Difference Goal 932 461 216 400 -61 10% reduction  Sun Prairie, WI | Recommended Annual Operating and Capital Budget | 2026-2027 38 DEPARTMENT BUDGET SUMMARY Personnel by Division 2024 Actual 2025 Actual 8/31/2026 Actual 2026 Budget 2026 Projected 2027 Recom- mended Increase (Decrease) Police Department 83.00 84.00 85.30 86.00 85.30 85.30 (0.70) Police Administration 6.00 6.00 7.00 7.00 7.00 7.00 - Police Patrol 47.00 48.00 48.90 49.00 48.90 48.90 (0.10) Police Investigation 6.00 6.00 7.00 6.00 7.00 7.00 1.00 Police Communications 9.00 9.00 10.00 9.00 10.00 10.00 1.00 Police Records 7.00 7.00 6.40 7.00 6.40 6.40 (0.60) District Liaison Officers 6.00 6.00 4.00 6.00 4.00 4.00 (2.00) Police Vehicles - - - - - - - Police Community Policing - - - - - - - Police Crossing Guards - - - - - - - Police School Liaison 2.00 2.00 2.00 2.00 2.00 2.00 - Total Personnel 83.00 84.00 85.30 86.00 85.30 85.30 (0.70) Expenditures by Division 2024 Actual 2025 Actual YTD Actual 2026 2026 Projected 2026 Budget 2027 Recom- mended Increase (Decrease) Police Department 11,574,781 11,741,612 10,016,696 12,905,539 12,951,011 13,326,583 275,591 Police Administration 1,421,559 1,650,998 1,450,731 1,728,589 1,739,017 1,786,625 23,888 Police Patrol 6,036,149 6,006,224 5,232,233 6,767,502 6,823,703 7,340,735 431,032 Police Investigation 989,455 1,058,664 859,149 1,152,792 1,152,792 1,180,743 27,951 Police Communications 1,017,14 4 999,589 840,581 1,108,574 1,098,846 1,114,724 2,442 Police Records 562,340 586,225 465,800 637,896 629,496 598,720 (30,776) District Liaison Officers 571,698 421,730 216,389 379,095 376,065 410,033 33,968 Police Vehicles 492,493 513,168 579,208 579,208 579,208 484,709 (94,499) Police Community Policing 8,551 4,900 2,577 5,450 5,450 4,250 (1,745) Police Crossing Guards 199,468 199,219 129,373 239,537 239,537 98,583 (117,234) Police School Liaison 275,924 300,893 240,656 306,897 306,897 307,461 564 Total Expenditures $ 11,574,781 $ 11,741,612 $ 10,016,696 $ 12,905,539 $ 12,951,011 $ 13,326,583 $ 275,591 Expenditures by Category 2024 Actual 2025 Actual YTD Actual 2026 2026 Projected 2026 Budget 2027 Recom- mended Increase (Decrease) Personnel 9,889,620 10,198,848 8,682,402 11,254,924 11,385,112 11,913,532 501,420 Materials & Supplies 695,181 746,639 758,689 833,725 770,832 747,208 (83,169) Contractual Services 626,277 701,302 496,785 704,816 669,218 543,768 (138,886) Professional Development 209,014 78,977 74,743 103,287 117,061 113,287 (3,774) Capital Items 154,690 15,847 4,076 8,788 8,788 8,788 - Total Expenditures $ 11,574,781 $ 11,741,612 $ 10,016,696 $ 12,905,539 $ 12,951,011 $ 13,326,583 $ 275,591 Sun Prairie, WI | Recommended Annual Operating and Capital Budget | 2026-2027   39 DEPARTMENT BUDGET SUMMARY Operating Results 2024 Actual 2025 Actual YTD 2026 Actual 2026 Projected 2026 Budget 2027 Recom- mended Increase (Decrease) Revenue 4,908,800 5,079,789 2,616,684 4,611,273 5,075,718 4,717,064 (358,654) Expenditures 11,574,781 11,821,863 10,067,877 12,997,539 12,961,011 13,415,583 354,591 Net Operating Result $ (6,665,981) $ (6,742,074) $ (7,451,193) $ (8,386,266) $ (7,885,293) $ (8,698,519) $ (713,245)  Sun Prairie, WI | Recommended Annual Operating and Capital Budget | 2026-2027 40 DEPARTMENT BUDGET SUMMARY FIRE DIVISION Fire Department MISSION Deliver professional service to our community through public education and fire prevention, while providing highly trained staff of “All hazards” Response Personnel and doing so at a premium cost to the community. The Sun Prairie Fire Division will carry out its mission by providing courteous and effective responses through quality training with the highest standards of integrity and performance. In partnership with our community and public safety partners, we will continue to strive for excellence as a Public Safety Team member. DESCRIPTION The Sun Prairie Fire Division provides an “All-Hazards” response to emergencies within the city. Services include fire prevention, fire education, fire response, motor vehicle crash response, natural gas and fuel leak response, electrical emergency response, hazardous materials response, technical rescue response, emergency management, and assistance to the Sun Prairie Emergency Medical Services and the Sun Prairie Police Department. The Sun Prairie Fire Division’s response area encompasses approximately 96 square miles and serves over 47,000 residents within the City of Sun Prairie and the Townships of Bristol and Sun Prairie. The Sun Prairie Fire Division staffs two stations 24 hours a day with a combination of career and Paid- on-Premises (POP) personnel. 2027 BUDGET HIGHLIGHTS Recruiting and retaining qualified personnel, including Limited Term Employees (L TEs), remains a significant challenge for fire departments nationwide. However, the Sun Prairie Fire Department has successfully mitigated this issue through strategic partnerships with Madison Area Technical College and Sun Prairie High School. These pipelines have been highly effective; L TEs currently comprise 45% of our total staffing, generating an annual savings of $1.75 million for local taxpayers. Furthermore, in 2026, the department received approximately $310,000 from the 2025 2% dues distribution. This critical funding directly offsets operational costs for our Fire Prevention Bureau. 2026 BUDGET OVERVIEW The Sun Prairie Fire Department is fortunate to maintain a solid Paid-on-Premise (POP) program that currently covers 45% of our full-time staffing needs. However, a significant generational shift has made the long-term availability of part-time personnel unsustainable, creating an urgent need to transition to more full-time staffing. This operational crisis is severely compounded by the state of Wisconsin’s strict levy limits and a recently failed referendum, leaving the future financial stability of the fire division in serious question. Compounding these challenges, the department has essentially become a training ground for the rest of the state. While it is a testament to our high standards that a revolving door of our POP members are regularly recruited by other agencies, this constant poaching has left us down 13 personnel and trapped in an exhausting, endless cycle of recruitment. Sun Prairie, WI | Recommended Annual Operating and Capital Budget | 2026-2027   41 DEPARTMENT BUDGET SUMMARY PERFORMANCE METRICS Council Strategic Priority: Quality City Services *2026 data reflects information through June 30, 2026 Respond to citizens’ call for service. Measure 2022 2023 2024 2025 2026* 2027 GOAL Total Call Volume City of Sun Prairie Average Chute Time 1m 48s 2m 19s 1m 58s 1m 58s 1m 28s 1m 25s Average Response Time (To Call) 2m 15s 1m 52s 2m 38s 2m 38s 2m 33s 2m 30s Total Response Time 4m 9s 4m 11s 4m 36s 4m 36s 3m 40s 3m 35s Town of Sun Prairie Average Chute Time 2m 21s 2m 18s 2m 20s 2m 20s 2m 35s 2m 30s Average Response (Time to Call) 7m 47s 6m 13s 8m 25s 8m 25s 3m 01s 3m 00s Average Total Response Time 10m 8s 8m 31s 10m 45s 10m 45s 11m 06s 11m 00s Town of Bristol Average Chute Time 2m 15s 2m 24s 1m 58s 1m 58s 2m 5s 1m 55 Average Response (Time to Call) 4m 45s 6m 33s 6m 50s 6m 50s 2m 3s 2m 00s Average Total Call Time 7m 8m 57s 7m 48s 7m 48s 10m 38s 10m 30s  Sun Prairie, WI | Recommended Annual Operating and Capital Budget | 2026-2027 42 DEPARTMENT BUDGET SUMMARY Personnel by Division 2024 Actual 2025 Actual 8/31/2026 Actual 2026 Budget 2026 Projected 2027 Recom- mended Increase (Decrease) Fire Department - 23.50 21.00 23.50 21.00 21.00 (2.50) Total Personnel - 23.50 21.00 23.50 21.00 21.00 (2.50) Expenditures by Division 2024 Actual 2025 Actual YTD Actual 2026 2026 Projected 2026 Budget 2027 Recom- mended Increase (Decrease) Fire Department 3,352,699 3,660,791 3,121,950 4,079,367 4,072,695 4,776,135 705,224 Total Expenditures $ 3,352,699 $ 3,660,791 $ 3,121,950 $ 4,079,367 $ 4,072,695 $ 4,776,135 $ 705,224 Expenditures by Category 2024 Actual 2025 Actual YTD Actual 2026 2026 Projected 2026 Budget 2027 Recom- mended Increase (Decrease) Personnel 3,011,338 3,161,962 2,739,005 3,526,502 3,540,412 3,832,850 292,438 Materials & Supplies 263,094 385,884 305,179 421,942 402,125 761,810 361,469 Contractual Services 66,126 86,211 57,769 85,575 75,862 120,750 44,888 Professional Development 12,140 26,735 19,997 45,348 54,296 60,725 6,429 Total Expenditures $ 3,352,699 $ 3,660,791 $ 3,121,950 $ 4,079,367 $ 4,072,695 $ 4,776,135 $ 705,224 Operating Results 2024 Actual 2025 Actual YTD 2026 Actual 2026 Projected 2026 Budget 2027 Recom- mended Increase (Decrease) Revenue - - - - - - - Expenditures 3,352,699 3,660,791 3,121,950 4,079,367 4,072,695 4,776,135 705,224 Net Operating Result $ (3,352,699) $ (3,660,791) $ (3,121,950) $ (4,079,367) $ (4,072,695) $ (4,776,135) $ (705,224) Sun Prairie, WI | Recommended Annual Operating and Capital Budget | 2026-2027   43 DEPARTMENT BUDGET SUMMARY EMERGENCY MEDICAL SERVICES DIVISION Emergency Medical Services MISSION Our mission is to provide a safe, professional, and courteous team of highly trained personnel who strive to exceed the expectations of both our community and our organization. DESCRIPTION Sun Prairie Emergency Medical Services (EMS) provides paramedic-level care 24 hours a day, seven days a week, serving the City of Sun Prairie, the Town of Bristol, Town of Sun Prairie. Paramedics represent the highest level of pre-hospital care, capable of performing advanced procedures such as intubation and administering intravenous medications. Sun Prairie EMS maintains a dual- paramedic staffing model on its ambulances, a standard consistent across the region. This allows Sun Prairie EMS to offer Advanced Life Support (ALS) intercepts to neighboring communities, making it a vital partner in delivering high-quality emergency medical care both within and beyond city limits. As Sun Prairie continues to grow, the demand for EMS services within the city has surged. The relocation of the Marshall ambulance into Sun Prairie has resulted in a short-term revenue loss, but it is designed to improve response times and enhance service delivery within the City. With increasing call volumes, revenue is projected to rise over time. Sun Prairie EMS has adapted to meet evolving community needs. Its services now include preventative outreach programs such as CPR and AED training, as well as support for public and private events. The department collaborates closely with the Sun Prairie Fire and Police Departments to ensure coordinated emergency response. 2027 BUDGET HIGHLIGHTS ● Through a $160,000 FAP Grant, four of our six cardiac monitors were replaced with updated versions. This upgrade improves technology and extends the lifespan of these critical units. ● Sun Prairie EMS employs 28 full-time (FTE) personnel and 6 part-time (L TE) personnel. Sun Prairie has historically benefited from having part-time staff available to supplement coverage. However, many communities, including ours, are facing increasing difficulty maintaining adequate part-time staffing levels as EMS call volumes rise and part-time rosters shrink. This challenge is further intensified by high turnover rates within the profession. It is becoming more difficult to attract younger generations to public safety roles such as EMS and firefighting, as many prioritize work-life balance and explore alternative career paths. 2026 BUDGET OVERVIEW Even though we have had a reduction in Part-time personnel, by setting minimums and hiring personnel from other organizations we have been able to better control overtime costs. we are hoping to add four more PT personnel before the end of 2026. PERFORMANCE METRICS Council Strategic Priority: Quality City Services *2026 data reflects information through July 31, 2026  Sun Prairie, WI | Recommended Annual Operating and Capital Budget | 2026-2027 44 DEPARTMENT BUDGET SUMMARY EMS response times are typically broken down into call processing, turnout, and travel time. Chute time is the time from when the call is received to when the ambulance starts moving, while travel time is the time it takes to reach the scene. Standards like NFPA 1710 set benchmarks, such as a 5-minute first response time for 90% of calls, but actual times can vary significantly based on location, priority and acuity of the call. Future numbers may be skewed due to the loss of the Marshall District Measure 2022 2023 2024 2025 2026* 2027 GOAL Total Call Volume 3,790 4,321 4,851 4,851 2,816 4,900 City of Sun Prairie Average Chute Time 1m 43s 1m 44s 1m 43s 1m 43s 1m 55s 1m 50s Average Response Time 4m 54s 5m 20s 4m 59 4m 59 3m 55s 3m 45s Average Transport Time 16m 30s 19m 21 20m 25s 20m 25s 3m 30s 3m 25s Town of Sun Prairie Average Chute Time N/A 1m 35s 1m 41s 1m 41s 1m 50s 1m 40s Average Response Time N/A 11m 25s 12m 3s 12m 3s 3m 22s 3m 20s Average Transport Time N/A 22m 07s 22m 07s 22m 07s 11m 12s 11m 10s Town of Bristol Average Chute Time 1m 37s 1m 44s 1m 48s 1m 48s 1m 57s 1m 50s Average Response Time 10m 55s 11m 54s 11m 9s 11m 9s 2m 35s 2m 30s Average Transport Time 21m 43s 24m 08s 24m 19s 24m 19s 10m 29s 10m 25s **Response times are measured in minutes. Quality training results in improved skills success rate and better patient experience. Measure 2022 2023 2024 2025 2026* 2027 GOAL IV success rate 0.7 0.7 0.72 0.72 0.67 0.75 First-pass intubation success rate (National Average 68%) 0.91 0.82 0.68 0.68 0.77 0.75 Sun Prairie, WI | Recommended Annual Operating and Capital Budget | 2026-2027   45 DEPARTMENT BUDGET SUMMARY Personnel by Division 2024 Actual 2025 Actual 8/31/2026 Actual 2026 Budget 2026 Projected 2027 Recom- mended Increase (Decrease) Emergency Medical Services 31.00 29.50 29.00 29.50 29.00 29.00 (0.50) Total Personnel 31.00 29.50 29.00 29.50 29.00 29.00 (0.50) Expenditures by Division 2024 Actual 2025 Actual YTD Actual 2026 2026 Projected 2026 Budget 2027 Recom- mended Increase (Decrease) Emergency Medical Services 4,595,667 4,854,589 4,034,325 5,909,346 5,383,110 5,683,218 300,108 Total Expenditures $ 4,595,667 $ 4,854,589 $ 4,034,325 $ 5,909,346 $ 5,383,110 $ 5,683,218 $ 300,108 Expenditures by Category 2024 Actual 2025 Actual YTD Actual 2026 2026 Projected 2026 Budget 2027 Recom- mended Increase (Decrease) Personnel 3,802,772 4,045,754 3,196,141 4,922,204 4,411,528 4,717,455 305,927 Materials & Supplies 609,995 622,384 710,240 779,778 738,717 708,454 (30,263) Contractual Services 156,248 171,591 116,369 183,001 196,455 218,954 22,499 Professional Development 11,194 14,861 11,574 24,363 36,410 38,355 1,945 Capital Items 15,459 - - - - - - Total Expenditures $ 4,595,667 $ 4,854,589 $ 4,034,325 $ 5,909,346 $ 5,383,110 $ 5,683,218 $ 300,108 Operating Results 2024 Actual 2025 Actual YTD 2026 Actual 2026 Projected 2026 Budget 2027 Recom- mended Increase (Decrease) Revenue - - - - - - - Expenditures 4,595,816 5,047,287 4,073,198 6,051,782 5,383,110 5,808,218 284,456 Net Operating Result $ (4,595,816) $ (5,047,287) $ (4,073,198) $ (6,051,782) $ (5,383,110) $ (5,808,218) $ (284,456)  Sun Prairie, WI | Recommended Annual Operating and Capital Budget | 2026-2027 46 DEPARTMENT BUDGET SUMMARY EMERGENCY MANAGEMENT SERVICES Emergency Management MISSION Emergency Management protects communities by coordinating and integrating all activities necessary to build, sustain, and improve the capability to mitigate against, prepare for, respond to, and recover from threatened or actual natural disasters, acts of terrorism, or other man-made disasters. DESCRIPTION A Strategic, Better Fit in Fire & EMS Two years ago, Emergency Management transitioned from Police to Fire & EMS. This shift does not underappreciate past work under Police; rather, it leverages the deeply established Incident Command System (ICS) in Fire & EMS. Shifting to this heavy command structure has dramatically improved internal partnerships, bringing active, hands-on assistance from Public Works, the City Attorney’s Office, and Parks. Advanced Internal Capabilities Supported by a Master’s Degree in Emergency Management, a Wisconsin professional certification, and over 500 hours of training, this role has allowed the City to build advanced internal capabilities instead of relying on costly outside consultants. Key Program Advancements ● City Infrastructure: Led the planning and development of the City Emergency Operations Center (EOC) and Community Resiliency Centers. ● Tactical Safety: Developed active-threat policies, Rescue Task Force (RTF) protocols, triage, and mass- casualty movement plans. ● Community Preparedness: Coordinated the June 2026 Dane County reunification exercise, updated school safety plans, and designed severe-weather blueprints for large events like Corn Fest. ● Operational Continuity: Created election safety plans and continuity-of-operations procedures to keep essential city services running. Resident Benefits This consolidated approach ensures Sun Prairie residents benefit from faster incident coordination, safer large events, better protected first responders, and a more resilient city structure. 2027 BUDGET HIGHLIGHTS ● Sun Prairie avoided full-time hiring costs by utilizing a cost-effective, part-time employee to handle the increased workload. ● Sun Prairie maximized efficiency and controlled labor costs by managing operations through a part- time role rather than adding full-time staff. 2026 BUDGET OVERVIEW Sun Prairie, WI | Recommended Annual Operating and Capital Budget | 2026-2027   47 DEPARTMENT BUDGET SUMMARY Ultimately, the modernization of this program under Fire & EMS delivers a safer, more resilient environment for the public. Sun Prairie residents now benefit from: ● Faster Coordination: Highly efficient, less fragmented communication and management during significant public safety incidents. ● Enhanced Life Safety: Maximized protection protocols for both first responders and the general public during mass-casualty or active-threat scenarios. ● Assured Continuity: Stronger safeguards to ensure essential municipal services remain online during severe weather or systemic crises. ● Dynamic Community Recovery: A more structured, efficient pathway to restore normal community operations following any major disruptive event.  Sun Prairie, WI | Recommended Annual Operating and Capital Budget | 2026-2027 48 DEPARTMENT BUDGET SUMMARY Personnel by Division 2024 Actual 2025 Actual 8/31/2026 Actual 2026 Budget 2026 Projected 2027 Recom- mended Increase (Decrease) Emergency Management - - - - - - - Total Personnel - - - - - - - Expenditures by Division 2024 Actual 2025 Actual YTD Actual 2026 2026 Projected 2026 Budget 2027 Recom- mended Increase (Decrease) Emergency Management 1,509 5,758 9,524 15,805 20,000 26,150 6,150 Total Expenditures $ 1,509 $ 5,758 $ 9,524 $ 15,805 $ 20,000 $ 26,150 $ 6,150 Expenditures by Category 2024 Actual 2025 Actual YTD Actual 2026 2026 Projected 2026 Budget 2027 Recom- mended Increase (Decrease) Materials & Supplies 500 474 303 305 10,000 6,150 (3,850) Contractual Services - - - - - - - Professional Development 1,009 5,284 9,220 15,500 10,000 20,000 10,000 Total Expenditures $ 1,509 $ 5,758 $ 9,524 $ 15,805 $ 20,000 $ 26,150 $ 6,150 Operating Results 2024 Actual 2025 Actual YTD 2026 Actual 2026 Projected 2026 Budget 2027 Recom- mended Increase (Decrease) Revenue - - - - - - - Expenditures 1,509 5,758 9,524 15,805 20,000 26,150 6,150 Net Operating Result $ (1,509) $ (5,758) $ (9,524) $ (15,805) $ (20,000) $ (26,150) $ (6,150) Sun Prairie, WI | Recommended Annual Operating and Capital Budget | 2026-2027   49 DEPARTMENT BUDGET SUMMARY COMMUNITY DEVELOPMENT Building Inspection MISSION Advance quality and safety in the built environment for all who live, work, and visit our community. Provide high quality inspection services for all new and existing structures, responsive property maintenance and zoning enforcement services, and friendly and courteous service to our customers. DESCRIPTION The Building Inspection Division is a division of the Community Development Department. The Division is primarily responsible for reviewing plans, issuing permits, and providing inspection services for new buildings, building additions, alterations and modifications, and other construction activities to ensure compliance with applicable codes and regulations. The Division is responsible for the collection of permit fees, impact fees, and other fees associated with the permitting process. In addition, the Division provides property maintenance and zoning code enforcement services for the City. Due to the individual skill sets of current employees, the Division provides support to Building Maintenance, Public Works, and other departments in the areas of plumbing and commercial electrical installations and maintenance at City Facilities. 2027 BUDGET HIGHLIGHTS ● There are no notable changes in the budget. 2026 BUDGET OVERVIEW ● Restructured the department having our Neighborhood Service Specialist join PD as a Community Service Officer. ● Took back all plumbing reviews and some building/HVAC reviews from E-Plan Exam. ● Continued our efforts on closing out old building permits to ensure proper installation and building safety. This increased daily workload on inspectors. PERFORMANCE METRICS Council Strategic Priority: Quality City Services *2026 data reflects information through July 6th, 2026 Inspections per staff member. Includes Code Enforcement Inspections. ISO recommends a maximum of 10 inspections per inspector per day. Measure 2021 2022 2023 2024 2025 2026* 2026 (year-end) GOAL Field inspections 9,741 11,475 12,373 11,226 9,132 4,750 0 8,155 Inspection staff 3.5 4.5 4.5 4.5 4.5 3.5 3.5 - Annual inspections per staff 1,629 2,550 2,750 2,495 2,029 1,357 0 2,330 Inspections per day per staff 11.3 10.32 11.1 10 8.7 10.77 - 10  Sun Prairie, WI | Recommended Annual Operating and Capital Budget | 2026-2027 50 DEPARTMENT BUDGET SUMMARY Issue Permits within fifteen business days. Permits greater than 16 days reflect delays in receiving information from the applicant. Measure 2021 2022 2023 2024 2025 2026* 2026 (year-end) GOAL Total applications 2552 2871 2719 2432 2500 1786 - 1-5 days 42% 70% 73% 75% 75% 75% - 0.75 6-10 days 26% 13% 12% 12% 10% 11% - 0.1 11-15 days 16% 6% 6% 5% 6% 6% - 0.05 16+ days 16% 11% 9% 8% 8% 0% - 0.1 Permit Applications per staff member. Includes all applications submitted regardless of approval status. Measure 2021 2022 2023 2024 2025 2026* 2026 (year-end) GOAL Permit applications 2,552 2,871 2,830 2,572 2,906 1,601 0 0 Inspection staff 3.5 4.5 4.5 4.5 5 3.5 3.5 - Annual permits per staff 729 638 629 572 581.2 457 - 625 Permits per day per staff 2.94 2.58 2.54 2.3 2.5 3.37 - 2.5 Sun Prairie, WI | Recommended Annual Operating and Capital Budget | 2026-2027   51 DEPARTMENT BUDGET SUMMARY Personnel by Division 2024 Actual 2025 Actual 8/31/2026 Actual 2026 Budget 2026 Projected 2027 Recom- mended Increase (Decrease) Building Inspection 7.00 8.00 9.40 8.00 9.40 9.40 1.40 Total Personnel 7.00 8.00 9.40 8.00 9.40 9.40 1.40 Expenditures by Division 2024 Actual 2025 Actual YTD Actual 2026 2026 Projected 2026 Budget 2027 Recom- mended Increase (Decrease) Building Inspection 1,037,234 992,249 795,352 1,091,433 1,089,488 877,580 (263,798) Total Expenditures $ 1,037,234 $ 992,249 $ 795,352 $ 1,091,433 $ 1,089,488 $ 877,580 $ (263,798) Expenditures by Category 2024 Actual 2025 Actual YTD Actual 2026 2026 Projected 2026 Budget 2027 Recom- mended Increase (Decrease) Personnel 963,927 930,062 728,445 1,011,614 984,869 795,081 (241,678) Materials & Supplies 42,645 49,453 53,167 56,419 58,119 42,999 (15,120) Contractual Services 24,370 9,328 4,681 11,200 32,000 31,500 (500) Professional Development 6,292 3,406 6,140 9,200 8,000 8,000 - Capital Items - - 2,920 3,000 6,500 - (6,500) Total Expenditures $ 1,037,234 $ 992,249 $ 795,352 $ 1,091,433 $ 1,089,488 $ 877,580 $ (263,798) Operating Results 2024 Actual 2025 Actual YTD 2026 Actual 2026 Projected 2026 Budget 2027 Recom- mended Increase (Decrease) Revenue - - - - - - - Expenditures 1,037,234 992,249 795,352 1,091,433 1,089,488 877,580 (263,798) Net Operating Result $ (1,037,234) $ (992,249) $ (795,352) $ (1,091,433) $ (1,089,488) $ (877,580) $ 263,798 SUN PRAIRIE, WI | 2027 PUBLIC WORKS Sun Prairie, WI | Recommended Annual Operating and Capital Budget | 2026-2027   53 DEPARTMENT BUDGET SUMMARY PUBLIC SERVICES Public Services MISSION Provide high-quality infrastructure and services to the City of Sun Prairie DESCRIPTION The Public Services Department oversees the Divisions of Engineering; Public Works; Building Maintenance; Fleet Maintenance; Wastewater Treatment; Stormwater Utility; and GIS. 2027 BUDGET HIGHLIGHTS ● There are no notable changes in the budget. 2026 BUDGET OVERVIEW ● There are no notable changes.  Sun Prairie, WI | Recommended Annual Operating and Capital Budget | 2026-2027 54 DEPARTMENT BUDGET SUMMARY Personnel by Division 2024 Actual 2025 Actual 8/31/2026 Actual 2026 Budget 2026 Projected 2027 Recom- mended Increase (Decrease) Public Services 4.00 3.00 - 3.00 - - (3.00) Total Personnel 4.00 3.00 - 3.00 - - (3.00) Expenditures by Division 2024 Actual 2025 Actual YTD Actual 2026 2026 Projected 2026 Budget 2027 Recom- mended Increase (Decrease) Public Services 273,769 266,562 174,958 229,490 235,040 290,003 54,963 Total Expenditures $ 273,769 $ 266,562 $ 174,958 $ 229,490 $ 235,040 $ 290,003 $ 54,963 Expenditures by Category 2024 Actual 2025 Actual YTD Actual 2026 2026 Projected 2026 Budget 2027 Recom- mended Increase (Decrease) Personnel 268,088 257,835 172,133 224,387 224,387 275,553 51,166 Materials & Supplies 2,747 1,433 1,546 2,003 2,253 500 (1,753) Contractual Services 1,042 902 658 1,000 1,000 6,000 5,000 Professional Development 1,892 6,392 620 2,100 7,400 7,950 550 Total Expenditures $ 273,769 $ 266,562 $ 174,958 $ 229,490 $ 235,040 $ 290,003 $ 54,963 Operating Results 2024 Actual 2025 Actual YTD 2026 Actual 2026 Projected 2026 Budget 2027 Recom- mended Increase (Decrease) Revenue - - - - - - - Expenditures 273,769 266,562 174,958 229,490 235,040 290,003 54,963 Net Operating Result $ (273,769) $ (266,562) $ (174,958) $ (229,490) $ (235,040) $ (290,003) $ (54,963) Sun Prairie, WI | Recommended Annual Operating and Capital Budget | 2026-2027   55 DEPARTMENT BUDGET SUMMARY PUBLIC SERVICES Public Works MISSION Provide a clean and safe environment for Sun Prairie residents by providing street maintenance, snow and ice removal, traffic control, stormwater facility maintenance, safe and reliable maintenance of the City’s fleet and equipment, and ensuring residents receive accurate and timely service information. DESCRIPTION Public Works consists of five divisions: Administration, Operations, Snow & Ice, Traffic Control, and Streets. The Department conducts pavement maintenance to roads, parking lots, bike paths, and sidewalks. Maintenance activities include sinkhole repairs, chip sealing, micro-sealing, concrete sealing, sidewalk replacement, curb and gutter replacement, spray patching, and crack filling. Last, the Department procures and monitors contracts for services. 2027 BUDGET HIGHLIGHTS ● There are no notable changes in the budget. 2026 BUDGET OVERVIEW ● Transitioned the City’s pavement maintenance program to mill and overlay from chip sealing. Streets addressed this year include St Albert the Great Drive. ● Contracted with an outside vendor to clear snow from City streets, parking lots, and sidewalks in certain sections of the City. ● Replaced the Stormwater tractor with a compact end loader. PERFORMANCE METRICS Council Strategic Priority: Quality City Services *In 2023, the Public Works Department piloted a Mill & Overlay repair program, designed to replace the chip seal process. ** 2026 data is through August 1, 2026. Preserve the life of asphalt streets by chip sealing 10% (7.6 miles) or milling & overlaying 2% (1.5 miles) of 6, 7, or 8 WISLR-rated streets each year. Measure 2021 2022 2023 2024 2025 2026** 2026 (year-end) GOAL Miles of Road Chip Sealed or Mill & Overlaid 6.34 4.45 0.5 (M&O) 0.77 (M&O) 0.8 (M&O) 0.62 (M&O) 0.8 (M&O) 1 (M&O) Percent of Roads Treated Rated 6, 7, or 8 8.30% 7.20% 0.80% 1.19% 1.25% 1.25% 1.25% 2.00% WISLR (Wisconsin Information System for Local Roads) is an excellent tool for analyzing the existing pavement conditions within the City limits. The State requires city staff to provide updated ratings every other year. Pavement ratings are based on a PASER rating (ranging 1-10 with 1=failed, 2-3=poor, 4-5=fair, 6-7=good, 8=very good, 9- 10=excellent).  Sun Prairie, WI | Recommended Annual Operating and Capital Budget | 2026-2027 56 DEPARTMENT BUDGET SUMMARY Reduce the amount of salt used in snow and ice removal operations to 200 pounds per mile or less. Measure 2021 2022 2023 2024 2025 2026 GOAL Miles of Street Salted 6019 5431 9270 1165 4219 4219 9000 Pounds of Salt Used 1419680 982168 1546800 108823 891243 891243 900000 Pounds of Salt per Mile 236 181 167 93 211 211 100 Plow snow routes (priority one streets) in 6 hours or less and plow the entire city in 12 hours or less. Measure 2022 2023 2024 2025 2026 GOAL Average Time to Plow Snow Routes (Hours) 2.4 2.5 2.4 3 3 6 Average Time to Complete Full Plow (Hours) 6.3 6.5 6.2 7 7 12 Sun Prairie, WI | Recommended Annual Operating and Capital Budget | 2026-2027   57 DEPARTMENT BUDGET SUMMARY Personnel by Division 2024 Actual 2025 Actual 8/31/2026 Actual 2026 Budget 2026 Projected 2027 Recom- mended Increase (Decrease) Public Works 11.00 11.00 9.00 11.00 9.00 9.00 (2.00) Public Works Administration 3.00 3.00 - 3.00 - - (3.00) Public Works Operations 8.00 8.00 9.00 8.00 9.00 9.00 1.00 Total Personnel 11.00 11.00 9.00 11.00 9.00 9.00 (2.00) Expenditures by Division 2024 Actual 2025 Actual YTD Actual 2026 2026 Projected 2026 Budget 2027 Recom- mended Increase (Decrease) Public Works 3,892,700 3,276,361 2,439,705 3,426,519 3,466,863 3,485,738 (83,606) Public Works Administration 203,177 156,474 150,349 199,457 199,391 285,477 37,64 4 Public Works Operations 1,448,224 1,468,139 1,334,847 1,606,412 1,596,571 1,518,532 (128,039) Public Works Snow/Ice Control 457,763 635,671 417,176 597,924 552,981 572,494 19,513 Public Works Traffic Control 158,784 167,470 79,360 133,130 125,920 129,096 3,176 Public Works Streets Maint 1,624,752 848,607 457,973 889,596 992,000 980,139 (15,899) Total Expenditures $ 3,892,700 $ 3,276,361 $ 2,439,705 $ 3,426,519 $ 3,466,863 $ 3,485,738 $ (83,606) Expenditures by Category 2024 Actual 2025 Actual YTD Actual 2026 2026 Projected 2026 Budget 2027 Recom- mended Increase (Decrease) Personnel 1,141,133 1,161,850 959,684 1,264,789 1,264,856 1,381,041 67,743 Materials & Supplies 1,042,104 904,726 735,130 899,537 891,037 833,599 (57,438) Contractual Services 1,706,509 1,207,060 734,457 1,239,493 1,288,270 1,247,698 (94,610) Professional Development 2,426 2,725 2,217 8,700 8,700 8,900 200 Capital Items 528 - 8,217 14,000 14,000 14,500 500 Total Expenditures $ 3,892,700 $ 3,276,361 $ 2,439,705 $ 3,426,519 $ 3,466,863 $ 3,485,738 $ (83,606) Operating Results 2024 Actual 2025 Actual YTD 2026 Actual 2026 Projected 2026 Budget 2027 Recom- mended Increase (Decrease) Revenue - - - - - - - Expenditures 3,892,700 3,276,361 2,439,705 3,426,519 3,466,863 3,485,738 (83,606) Net Operating Result $ (3,892,700) $ (3,276,361) $ (2,439,705) $ (3,426,519) $ (3,466,863) $ (3,485,738) $ 83,606  Sun Prairie, WI | Recommended Annual Operating and Capital Budget | 2026-2027 58 DEPARTMENT BUDGET SUMMARY PUBLIC SERVICES Engineering MISSION Manage the development and maintenance of the City’s infrastructure in a fiscally prudent and professional manner. DESCRIPTION The Engineering Department provides a wide array of municipal engineering services: ● Department members perform office and field related responsibilities. The Department provides engineering oversight, assists in the management of the City’s Stormwater Utility, and provides engineering support for other City departments. Engineering collects, distributes, reports on, and maintains records of public infrastructure improvements. The Engineering Department reviews, designs, and coordinates, construction inspection of public improvements in private developments and subdivisions. The Department reviews and approves Street Opening, Driveway, and Erosion Control/Stormwater Management Permits. ● Engineering staff complete field ratings of street conditions to properly categorize existing streets as either Total Street Reconstruction or Pavement Rehabilitation projects. Staff revisit street evaluations periodically to account for changes in conditions. City utilities, including wastewater, water, and electric may request a street be prioritized for reconstruction due to utility needs. In addition, pedestrian needs must also be taken into account. The Engineering Department works with all appropriate entities to ensure long-term plans reflect all relevant factors. The information gathered is used to develop a plan for the timing and financing of street improvements in the ten-year Capital Improvement Plan (CIP). ● The Department develops construction schedules and cost estimates for all street and sidewalk projects. City engineering staff design and develop construction documents for the City’s Total Street Reconstruction, Pavement Rehabilitation, Sidewalk Installation Program, and the Storm Sewer Extension Programs. Properly designed and constructed projects can result in a longer life for improvements and lower maintenance costs. 2027 BUDGET HIGHLIGHTS ● There are no notable changes in the budget. 2026 BUDGET OVERVIEW ● There are no notable changes. PERFORMANCE METRICS Council Strategic Priority: Quality City Services Sun Prairie, WI | Recommended Annual Operating and Capital Budget | 2026-2027   59 DEPARTMENT BUDGET SUMMARY *2026 data reflects information through June 30, 2026 Review city funded capital improvement projects and new private development projects to ensure projects are congruent with engineering standards. Measure 2019 2020 2021 2022 2023 2024* 2025 (year-end) GOAL City’s Capital Improvement Projects 8 9 7 7 4 5 5 5 CIP Projects size (millions) $ 10.6 $ 6.7 $ 8.2 $ 9.3 $ 3.9 $ 5.1 $ 5.1 $ 8.0 New Private Development Projects 10 4 7 4 4 5 4 4 Private Development Size (millions) $ 8.3 $ 6.0 $ 5.8 $ 8.1 $ 1.7 $ 4.8 $ 4.2 $ 5.0 Timely Designs Measurements – Provide engineering services for capital improvements that result in well-designed projects constructed at a competitive cost. Measure 2019 2020 2021 2022 2023 2024* 2025 (year-end) GOAL Total Contracts 8 5 7 7 4 3 5 5 Contracts advertised before March 31 8 4 6 7 4 3 5 5 Total Contracts/Contracts Inspected by Engineering Dept. 8/8 4 6 6 4 3 3 5 *Two grant-funded projects were advertised for bid in December 2024. Reconstruct or rehabilitate streets with a PASER rating of six or less. Measure 2019 Miles 2020 Miles 2021 Miles 2022 Miles 2023 Miles 2024* 2025 (year-end) GOAL Street Projects with 3 Rating or less 2.28 0.58 1.32 1.17 0 0.55 0.53 0.25 Street Projects with 4 Rating 1.02 0.94 1.83 0.39 0.16 0.26 0.44 0.25 Street Projects with 5 Rating 0.49 0.91 0.05 0.6 0.88 0.43 0.48 0.5 Street Projects with 6 Rating 0.25 0.2 0 0 0 0 0 0 Street Projects with component requested by Utility Owner and Pedestrian components. Measure 2019 2020 2021 2022 2023 2024* 2025 (year-end) GOAL Street Projects with component requested by a Utility Owner 6 4 4 5 4 3 5 5 Street Projects with Pedestrian component 7 4 5 7 4 3 5 5 Update the City’s Street Reconstruction Program to include the streets in greatest need of repair, while considering the needs for utility upgrades. The table below shows the street inventory and associated ratings: Condition Frequency Report 1 to 2 3 to 4 5 to 6 7 to 8 9 to 10  Sun Prairie, WI | Recommended Annual Operating and Capital Budget | 2026-2027 60 DEPARTMENT BUDGET SUMMARY Update the City’s Street Reconstruction Program to include the streets in greatest need of repair, while considering the needs for utility upgrades. The table below shows the street inventory and associated ratings: PASER Rating % 0.0032 0.1353 0.4328 0.3383 0.0903 GOAL 0 0.1 0.5 0.35 0.05 *Based on 145.33 miles of rated roadways. As of July 31, 2025. WISLR (Wisconsin Information System for Local Roads) is an excellent tool to analyze existing conditions of pavement within the City limits. The State requires city staff to provide updated pavement ratings every other year. Pavement rating are based on a PASER rating (ranging 1-10 with 1=failed, 2-3=poor, 4-5=fair, 6-7=good, 8=very good, 9- 10=excellent). Sun Prairie, WI | Recommended Annual Operating and Capital Budget | 2026-2027   61 DEPARTMENT BUDGET SUMMARY Personnel by Division 2024 Actual 2025 Actual 8/31/2026 Actual 2026 Budget 2026 Projected 2027 Recom- mended Increase (Decrease) Engineering 6.00 6.00 - 6.00 - - (6.00) Total Personnel 6.00 6.00 - 6.00 - - (6.00) Expenditures by Division 2024 Actual 2025 Actual YTD Actual 2026 2026 Projected 2026 Budget 2027 Recom- mended Increase (Decrease) Engineering 591,701 616,075 497,434 644,795 644,920 667,129 22,209 Total Expenditures $ 591,701 $ 616,075 $ 497,434 $ 644,795 $ 644,920 $ 667,129 $ 22,209 Expenditures by Category 2024 Actual 2025 Actual YTD Actual 2026 2026 Projected 2026 Budget 2027 Recom- mended Increase (Decrease) Personnel 548,701 561,313 456,585 587,807 587,807 606,761 18,954 Materials & Supplies 32,271 35,714 34,599 41,138 41,113 39,227 (1,886) Contractual Services 6,909 15,273 3,881 6,000 6,000 7,000 1,000 Professional Development 3,820 3,776 2,370 9,700 9,850 9,700 (150) Capital Items - - - 150 150 4,441 4,291 Total Expenditures $ 591,701 $ 616,075 $ 497,434 $ 644,795 $ 644,920 $ 667,129 $ 22,209 Operating Results 2024 Actual 2025 Actual YTD 2026 Actual 2026 Projected 2026 Budget 2027 Recom- mended Increase (Decrease) Revenue - - - - - - - Expenditures 591,701 616,075 497,434 644,795 644,920 667,129 22,209 Net Operating Result $ (591,701) $ (616,075) $ (497,434) $ (644,795) $ (644,920) $ (667,129) $ (22,209)  Sun Prairie, WI | Recommended Annual Operating and Capital Budget | 2026-2027 62 DEPARTMENT BUDGET SUMMARY PUBLIC SERVICES GIS MISSION Engage, empower, and enable staff to improve life for residents, businesses, and visitors in the city through geospatial data analysis. DESCRIPTION The Geographic Information Systems (GIS) Department provides up-to-date, reliable, efficient, and professional information and services. This enables departments to operate at optimum efficiency and to satisfy the needs of both internal staff and the public. The Department provides spatial and geographical data analysis and visualization services to City departments through a dedicated GIS team. 2027 BUDGET HIGHLIGHTS ● The GIS Team is leveraging the ESRI Capital Planning Solutions per Administrations and Finances request. This has replaced the pervious software and is saving the city $10,000 a year. It also allows all the departments to collaborate on budgeting. Finally, data driven decision making is powered by a GIS Dashboard. ● The GIS Team continues to utilize high-end scripting and an expression language to develop workorder approaches for Public Works, Forestry, and Wastewater. Just one more way the Team is leveraging web-GIS to automate and understand our asset inventory, maintenance, and knowledgebase. ● The Team is has deployed the Parcel Valuation Solution. This includes pre-configured, industry- specific maps and apps built on the ArcGIS platform. They are designed to help organizations address common challenges by leveraging location-based data and technology. 2026 BUDGET OVERVIEW ● Completed the modernization of both the Hub (public website) and Enterprise Sites (city staff website behind the firewall) allowing every department access to a single mapping location. This approach has saved the city on hardware, software, training, etc. costs. This has ensured the public is informed and helped to develop collaborative relationships. ● Implemented ESRI’s Experience Builder to fulfill department asset management requests. This has saved the City around $100,000 to implement and is currently saving the City over $40,000 a year in software fees/licensing related to a 3rd party vendor approach. ● Fully implemented the Roadway Management Experience allowing our enterprise organization to access road information including attributes, CIP , etc. This also enables engineering staff to develop, organize, and present the ongoing 3-year CIP . PERFORMANCE METRICS Quality City Services – Mobile GIS The web maps, applications, story maps, dashboards, Survey 123, Experience Builder applications, etc. provide quality services and help with data driven decisions by both the public stakeholders and city staff. The number of services has leveled off and even begun to reduce in number recently. This is a result of new ESRI software products which allow for consolidation of individual applications/maps into one experience (Experience Builder). With this dynamic shift in software design, a new KPI approach has been developed to record the number of views made by Sun Prairie Staff and the Public. Sun Prairie, WI | Recommended Annual Operating and Capital Budget | 2026-2027   63 DEPARTMENT BUDGET SUMMARY Quality City Services – Web GIS Views Recorded by City Staff The below represents web application views by City staff between 2025 - 2026 via our private facing Enterprise Site (internal GIS website). The internal GIS website went through a modernization program in 2025, along with many of our GIS applications. As a result, 2025 represents a new starting point to track the department’s progress. Also, the view counts for 2026 are taken from January 1 through July 31. Web Application Title Total View Count 2025 Asset Statistics 0 CIP Multimodal Construction Projects 116 City Properties 0 Combined Infrastructure Map 1,652 Document Management 0 Forestry Everything 0 Internal GIS Website 15,573 Master Map 568 Mowing 0 Parcel Value Analysis 0 Parks and Recreation Facilities 467 Public Notification 952 Public Works Data 153 Roadway Management 153 Sanitary Sewer Operations 0 Stormwater Collection System 995 Stormwater Operations 0 Web Application Title Total View Count 2026 Asset Statistics 30 CIP Multimodal Construction Projects 716 City Properties 448 Combined Infrastructure Map 903 Document Management 300 Forestry Everything 322 Internal GIS Website 7,393 Master Map 1,079 Mowing 1,408 Parcel Value Analysis 505 Parks and Recreation Facilities 377 Public Notification 265 Public Works Data 79 Roadway Management 824 Sanitary Sewer Operations 1,906 Stormwater Collection System 1,055 Stormwater Operations 892 Note: the counts with zero’s listed in 2025 are a result of the application not existing at that time. Quality City Services – Web GIS Views Recorded by the Public The below represents web application views by the public between 2025 - 2026 via our public facing AGOL site (external GIS website). The external GIS website went through a modernization program in  Sun Prairie, WI | Recommended Annual Operating and Capital Budget | 2026-2027 64 DEPARTMENT BUDGET SUMMARY 2025, along with many of our GIS applications. As a result, 2025 represents a new starting point to track the department’s progress. Also, the view counts for 2026 are taken from January 1 through July 31. Web Application Title Total View Count 2025 Find Your Polling Place 21 Bike and Pedestrian Facilities 0 Climate Action Plan 0 Current Planning Projects 222 Future Land Use 320 Mapping the Future 313 Official Roadway Map 160 Official Snow Routes – Winter Ops. 4 Prairie Maps 70 Salt and Sustainability 132 School Locator 104 Snow Removal Operations 171 SP Summer Street Construction 0 Street Safety Reporter 0 Sun Prairie Residents – Winter Ops. 3 Tree Inventory 0 Winter Operations 576 Winter Parking 8 Zoning 0 Web Application Title Total View Count 2026 Find Your Polling Place 261 Bike and Pedestrian Facilities 1,540 Climate Action Plan 48 Current Planning Projects 2,596 Future Land Use 430 Mapping the Future 344 Official Roadway Map 99 Official Snow Routes – Winter Ops. 17 Prairie Maps 477 Salt and Sustainability 52 School Locator 792 Snow Removal Operations 72 SP Summer Street Construction 2,229 Street Safety Reporter 802 Sun Prairie Residents – Winter Ops. 3 Tree Inventory 134 Winter Operations 333 Winter Parking 6 Zoning 27 Note: the counts with zero’s listed in 2025 are a result of the application not existing at that time. Sun Prairie, WI | Recommended Annual Operating and Capital Budget | 2026-2027   65 DEPARTMENT BUDGET SUMMARY Personnel by Division 2024 Actual 2025 Actual 8/31/2026 Actual 2026 Budget 2026 Projected 2027 Recom- mended Increase (Decrease) GIS 3.00 3.00 - 3.00 - - (3.00) Total Personnel 3.00 3.00 - 3.00 - - (3.00) Expenditures by Division 2024 Actual 2025 Actual YTD Actual 2026 2026 Projected 2026 Budget 2027 Recom- mended Increase (Decrease) GIS 169,993 176,145 163,165 202,694 203,649 207,293 1,300 Total Expenditures $ 169,993 $ 176,145 $ 163,165 $ 202,694 $ 203,649 $ 207,293 $ 1,300 Expenditures by Category 2024 Actual 2025 Actual YTD Actual 2026 2026 Projected 2026 Budget 2027 Recom- mended Increase (Decrease) Personnel 130,320 138,161 130,335 161,334 161,334 165,303 3,969 Materials & Supplies 26,201 25,290 25,320 25,570 27,270 26,770 (500) Contractual Services 10,270 4,081 5,753 5,440 4,750 7,4 40 346 Professional Development 3,203 8,614 1,758 10,350 10,295 7,780 (2,515) Total Expenditures $ 169,993 $ 176,145 $ 163,165 $ 202,694 $ 203,649 $ 207,293 $ 1,300 Operating Results 2024 Actual 2025 Actual YTD 2026 Actual 2026 Projected 2026 Budget 2027 Recom- mended Increase (Decrease) Revenue - - - - - - - Expenditures 169,993 176,145 163,165 202,694 203,649 207,293 1,300 Net Operating Result $ (169,993) $ (176,145) $ (163,165) $ (202,694) $ (203,649) $ (207,293) $ (1,300)  Sun Prairie, WI | Recommended Annual Operating and Capital Budget | 2026-2027 66 DEPARTMENT BUDGET SUMMARY PLANNING TRANSPORTATION MISSION The community in Sun Prairie relies on a diverse range of transportation modes to safely, comfortably, and efficiently access everyday places including work, school, medical care, groceries, and social places. The City has a multimodal transportation system that provides transportation options for people walking, biking, taking public transit, and driving. This system is a backbone of the City’s economy bringing goods and workers into and out of the City, while also connecting residents to the places they need to go. Continued investment in the transportation system will ensure that residents transportation needs are met while supporting Sun Prairie’s ongoing growth, development, and connectivity to the region. DESCRIPTION The City of Sun Prairie’s transportation network facilitates the movement of people and goods via automobiles, fixed-route transit, bicycling, others mobility devices, and walking. To keep the networks functioning for all users, a variety of City Committees and Commissions provide policy guidance, oversight, and recommendations about specific infrastructure, and different modes of transportation including: ● Transit Commission and Bike Subcommittee – acts as oversight authority for multimodal transportation in the city with an emphasis on public transit service, and walking and biking policies and projects. ● Public Works Committee – acts as oversight authority for traffic-related matters, including safety and Vision Zero related matters, and also awards contracts for public infrastructure projects, accepts public improvements, and reviews easements and right-of-way acquisition and changes. ● Public Safety Committee - acts as oversight authority for traffic enforcement related matters. 2027 BUDGET HIGHLIGHTS ● Vision Zero activities including ongoing evaluation of traffic conditions and traffic safety issues within the City, delivering quick-build safety demonstrations, conducting community outreach, and implementing the Vision Zero Action Plan. ● Providing high-quality public transit service that meets residents needs and experiences ridership growth. ● Improving conditions for people walking and biking in Sun Prairie. ● Promoting walking, biking, and riding transit as a transportation option for trips within Sun Prairie and across the region. ● Supporting Engineering team in street design, project management, and public engagement. ● Leading Traffic Safety Team in maintain a safe, efficient multimodal transportation team 2026 BUDGET OVERVIEW ● Metro Transit ridership growth and completing a 3-year review of Metro Transit in Sun Prairie. ● Implementation of Vision Zero Action Plan and Active Transportation Plan ● Leading City’s Traffic Safety Team and Traffic Safety Initiatives ● Improved bus stops to meet accessibility guidelines and provide amenities. ● Promoted walking, biking, and riding transit. ● Evaluated Crossing Guard Program using a data-driven approach. ● Ordinance changes to address emerging issues around e-bikes, e-scooters, and e-motos. Sun Prairie, WI | Recommended Annual Operating and Capital Budget | 2026-2027   67 DEPARTMENT BUDGET SUMMARY ● Ordinance changes to streamline management of parking on publicly owned property. PERFORMANCE METRICS Council Strategic Priority: Quality City Services & Complete Transportation Network Sun Prairie’s Vision Zero goal is to achieve zero fatalities and serious injuries by 2036. Crash data is provided by University of Wisconsin Tops Lab Community Maps. Sun Prairie is committed to providing service that meets the needs of residents. Transit ridership data is provided by Madison Metro Transit and the City of Sun Prairie. *Ridership data in 2023 and 2024 does not include trips on Route A due to technology limitations. Vision Zero Progress  Sun Prairie, WI | Recommended Annual Operating and Capital Budget | 2026-2027 68 DEPARTMENT BUDGET SUMMARY Public Transit Ridership and Performance Sun Prairie, WI | Recommended Annual Operating and Capital Budget | 2026-2027   69 DEPARTMENT BUDGET SUMMARY  Sun Prairie, WI | Recommended Annual Operating and Capital Budget | 2026-2027 70 DEPARTMENT BUDGET SUMMARY Personnel by Division 2024 Actual 2025 Actual 8/31/2026 Actual 2026 Budget 2026 Projected 2027 Recom- mended Increase (Decrease) Transportation GF 1.00 1.00 1.00 1.00 1.00 1.00 - Total Personnel 1.00 1.00 1.00 1.00 1.00 1.00 - Expenditures by Division 2024 Actual 2025 Actual YTD Actual 2026 20