2026 Budget (PDF)

CITY OF SUN PRAIRIEAPPROVED ANNUALOPERATING ANDCAPITAL BUDGET 2 0 2 6 6 GENERAL GOVERNMENT CITY OF SUN PRAIRIE, WI 2026 RE COMMENDED ANNUAL OPERATING & CAPITAL BUDGET INSTRUCTIONS FOR NAVIGATING THE ANNUAL BUDGET PDF DOCUMENT The Table of Contents is hyperlinked. To jump to a specific page or subsection from the Table of Contents, hover the pointer finger on the title or page number and click the mouse. Click the Page # in the upper right corner of any page to return to the Table of Contents at any time. Bookmarks for major sections are provided in the navigation pane on the left. Click on the bookmark to jump directly to that section. DOCUMENT STYLE Purpose: The content of this publication follows the Associated Press (AP) Stylebook. AP Style provided consistent guidelines for publications in terms of grammar, spelling, punctuation, and language usage. 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Source: Purdue Online Writing Lab i GENERAL GOVERNMENT Mayor TABLE OF CONTENTS INTRODUCTION 7 Distinguished Budget Presentation Award 7 Message from the Mayor 9 Mayor & City Council 15 Directory of Staff 16 Mission & Vision 16 Organizational Chart 17 Personnel Summary 18 About Sun Prairie 19 Community Profile & Comparisons 23 BUDGET OVERVIEW 25 Budget Process 25 Financial Structure & Organization 29 Funds & Functional Areas 32 Funds by Type 33 BUDGET INITIATIVES 35 Budget Initiatives Overview 35 Budget Initiatives Summary 36 Budget Amendments Summary 38 FINANCIAL SUMMARIES 39 2026 Comprehensive Financial Plan 39 2026 Fund Balance Summary 41 Budget Comparison by Fund 42 2026 Approved Budget Summary 44 Transfer Schedule 45 Revenue Summary & Details 47 Function Summary 48 Expenditure Summary & Details 51 Division Summary 52 Property Values & Tax Rate 53 DEPARTMENT BUDGET SUMMARY 55 General Government 55 Mayor 55 City Council 56 Municipal Court 59 City Attorney 61 City Clerk's Office 65 City Administrator 69 Administrative Services 71 Human Resources 73 Finance 77 Assessing 81 Information Technology 85 Building Maintenance 87 Healthcare In-Service 91 ii GENERAL GOVERNMENT Mayor TABLE OF CONTENTS Public Safety 93 Police Department 93 Fire Department 97 Emergency Medical Services 101 Emergency Management 105 Building Inspection 107 Public Works 111 Public Services 111 Public Works 113 Engineering 117 GIS 121 Transportation 127 Transportation Improvement Fund 131 Refuse and Recycling 133 Wastewater Treatment Plant 135 Stormwater Utility 139 Fleet In-Service 143 Sun Prairie Utilities 147 Health & Human Services 153 Senior Citizen Center/Colonial Club 153 Youth & Families 155 Community Schools 157 Sunshine Place 161 Prairie Music & Arts 165 Cemetery 169 Culture & Recreation 171 Library 171 Museum 175 Recreation 179 Family Aquatic Center 183 Parks Maintenance 187 Sun Prairie Media Center 191 Park Fund 195 Tourism 197 Conservation & Development 199 Community Development 199 Planning 201 Economic Development 203 Forestry 207 Westside Traffic Impact Fee 211 Street Tree Fund 213 Affordable Housing Fund 215 iii GENERAL GOVERNMENT Mayor TABLE OF CONTENTS Other Financing Uses 217 Transfers 217 Debt Service Fund 219 General Debt Service Fund 219 Capital Projects Fund 223 Capital Improvement Plan 223 TID 8 – Downtown 227 TID 9 – Westside Neighborhood 229 TID 11 – Central Main Street 231 TID 12 – Business Park 233 TID 13- Business/Industrial Park 235 TID 14 – Sun Prairie Stronger Rehab & Conservation 237 TID 15 – West Main Street 239 TID 16 – East Main Development 241 Component Units 243 Business Improvement District 243 Custodial Fund 247 Community Development Authority 247 MPSIS 251 APPENDIX 253 Appendix A: Resolutions 253 Appendix B: Budget Initiatives 259 Appendix C: Financial Policies 315 Appendix C: Financial Policies Table of Contents 316 Appendix D: Capital Improvement Plan 341 Appendix E: Long Term Debt 347 Appendix F: Forecast of Revenues and Expenditures 355 Appendix G: Five Year Work Plan 359 Appendix H: Glossary 365 Appendix I: Acronyms 371 iv PRESENTED TO City of Sun Prairie Wisconsin For the Fiscal Year Beginning January 01, 2025 Executive Director GOVERNMENT FINANCE OFFICERS ASSOCIATION Distinguished Budget Presentation Award 7 8 GENERAL GOVERNMENT Mayor 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 2026 Approved Budget. I am recommending a tax increase of 5.7% on the average home. This equals a $148 increase on the average home in the City Sun Prairie. My direction to City Administration in proposing the 2026 budget was to follow the directives set in the Fiscal Roadmap and create a budget that funds cost- to-continue and one-time spending initiatives only. Furthermore, I asked that 2026 cost-to-continue initiatives only be those requests that are essential, and without them the city would fail to operate efficiently and effectively. My recommended budget largely follows these guidelines. The city is not immune to the increased costs of goods and services, as well as inflation. Our cost-to-continue budget reflects these realities. 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 anticipate an operating referendum in the spring of 2026. The City has earmarked funding in the 2025 budget for a communications consultant to assist with educating the community on the need for additional funding and funding is recommended in the 2026 budget to assist with education on the potential referendum question. 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 202 6 Approved Budget include the Sun Prairie Public Library, Sunshine Place, Sun Prairie Cemetery Association, Community Schools, Prairie Music & Arts, and the Colonial Club. 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 202 6 Approved 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. The 202 6 Approved Budget includes funding for the creation of a solar panel replacement fund as well as continued funding for 100% renewable electricity. 9 GENERAL GOVERNMENT Mayor MESSAGE FROM THE MAYOR 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. T he 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 through annexation and the creation of Tax Increment Financing Districts. 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 2026 Approved 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 202 6 Approved Budget includes the implementation of non -union employee health insurance premium share as well as funding for contracted union wage increase. The Approved Budget also includes a 2.5% cost - of-living adjustment and step increases for non-union employees. 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 that have expanded the number of polling locations and accessibility to vote during elections as well as funding additional public safety personnel to keep our residents safe and well served. The 2026 budget includes funding for upgrades to important election equipment and funding to continue our partnership with the City of Madison for the Community Alternati ve Response Emergency Services (CARES) program. 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 2026 Approved 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. Downtown & Central Corridor Vibrancy The City’s downtown area is easy to get to by bike, car, 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 inte rsection 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. TID 14, created in 2021, is providing the ability to use tax incremental financing to facilitate redevelopment. 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, an d 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 compl eted 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. State statute allows municipalities to hold tax increment districts (TIDs) open for one additional year past required closure to 10 GENERAL GOVERNMENT Mayor MESSAGE FROM THE MAYOR benefit affordable housing and improving housing stock. 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 year. 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 Approved Budget is the first year in which these funds are available for investment in affordable housing and improving our housing stock. I am recommending the funding of three programs in 2026: housing case management, owner occupied development loan program, and homeowner rehabilitation loan program. ECONOMY AND REVENUES Valuation The approved 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 2026 Approved Budget is at t he 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 totaling $165.16 million. The City’s equalized value (market value) increased by $396.5 million in 2025 for a total value of $ 6.47 billion. The 2026 Approved budget includes a tax levy increase of 7.0% which is a 5.7% tax increase on the average home. This equals a $ 148 increase on the average home in the City Sun Prairie, compared to 202 5’s tax increase of $ 167 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. With this change in program, the City of Sun Prairie is guaranteed to receive expenditure restraint grant funds in 2026 since the city received the grant funds in 2025. Beginning in again 2024, 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 does not use 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. 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. $3,000,000,000 $3,500,000,000 $4,000,000,000 $4,500,000,000 $5,000,000,000 $5,500,000,000 $6,000,000,000 $6,500,000,000 2020 2021 2022 2023 2024 2025 Annual Net New Construction Trend PY Equalized Value Net New Construction Source: Wisconson Department of Revenue 11 GENERAL GOVERNMENT Mayor MESSAGE FROM THE MAYOR Transportation Aids The Wisconsin Department of Revenue provided estimates for transportation aids in time to build the 202 6 Recommended Budget. While the values provided are estimates, the amount the City will receive in aid does not usually change from the estimate provided. Sanitation Fund The sanitation fund charges annual fees for recycling and refuse collection to residential properties. The 2025 Approved Budget included a refuse fee increase to support all services provided by the Recycle Center. The 2026 Approved Budget includes a $2 contractual increase in fees as outlined in our current contract with Pell itteri Waste Systems, who is the City’s current collection services company. Transportation Improvement Fund The transportation improvement fund was a new fund in the 2025 budget to house 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 approved 2026 budget includes $1.19 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. A 9.9% rate increase is included in the 2026 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 $15 to the fixed connection fee, in addition to any usage-based increases. 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 9.0%. This equates to approximately $15 annually on the average home. Sun Prairie Utilities Sun Prairie Utilities manages the City’s Electric and Water System. As of October 2025, 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 202 6 Approved Budget includes a cost-of-living increase of 2.5% as well as a performance-based step increase on July 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 2026. The 2026 Approved Budget includes funds for represented contracted wage increase. 12 GENERAL GOVERNMENT Mayor MESSAGE FROM THE MAYOR 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 2023, 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 GHC. The 2026 Approved Budget includes the costs for the continuation of the new health plan design, at a rate increase of 5.67%. Additionally, the 2026 Approved Budget includes the implementation of a non-union employee monthly premium share of $50 for single coverage and $100 for family coverage. 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 6.95% in 2025 to 7.20% for 2026. The city contribution for public safety employees (police , firefighters, and paramedics) will decrease to 14.70% in 2026 from 14.95% in 2025. For all other employees, the city is required to pay 6.95% in 2025. 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 eight active tax increment districts. Four of the eight districts have advances from the general fund. Two of the districts have begun to pay back the advances but the remaining districts will continue to require funding from the general fund for several years. For details on the tax increment financing dist ricts please visit the district operating budgets. Tax Increment Financing District #8 (TID8) – TID 8 does not receive an advance from the general fund . The project period for TID 8 closed in 2024, and the TID is anticipated to close in 2026 after being held open for an additional year to provide funding to the Affordable Housing Fund. Tax Increment Financing District #9 (TID9) – TID 9 does not receive an advance from the general fund . The project period for TID 9 closed in 2024, and the TID is anticipated to close 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 2025 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) – TID 12 had a general fund advance of approximately $522,000 at year end of 2024. The City approved a development agreement with Argus Properties in 2021, but additional new development is needed in the district before the district can start repaying back the general fund advance. 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. 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 13 GENERAL GOVERNMENT Mayor MESSAGE FROM THE MAYOR Bougie building and the restoration of the bell tower on Old City Hall. TID 14 had a general fund advance of $122,000 at year end of 2024 . This advance is expected to grow through 2033 and then the district will start to repay the general fund. The City expects to be repaid by 2040. 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. TID 15 had a general fund advance of $ 54,000 at year end of 2024. 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. TID 16 had a general fund advance of $4,000 at year end of 2024. LOOKING AHEAD The 2026 Approved Budget falls within state levy limit restrictions. Future budgets will be constrained to increases level with net new construction, which averages 3%-3.5% annually. 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 202 7-2029 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 2026 Approved Budget maintains investment in our existing infrastructure as well as builds and maintains operational service levels. Steven C. Stocker Mayor 14 GENERAL GOVERNMENT Mayor MAYOR & CITY COUNCIL Steve Stocker Mayor Casey Drengler Aldermanic District 1 Bill Baker Aldermanic District 2 Maureen Crombie Aldermanic District 3 Cassi Benedict Aldermanic District 4 Rex Owens Aldermanic District 1 Santiago Rosas Aldermanic District 2 Michael Jacobs Aldermanic District 3 Emily Comstock Aldermanic District 4 15 GENERAL GOVERNMENT Mayor DIRECTORY OF STAFF Aaron Oppenheimer City Administrator Scott Kugler Director of Community Development [Vacant] Director of Parks, Recreation, and Forestry Caitlin Stene Director of Administrative Services [Vacant] Sun Prairie Media Center Director Cindy Burtley Parks and Forestry Director Renee Schwass Finance Director Dennis Wilken Chief Code Official Chad Shelton Recreation Director Kathleen McDaniel City Attorney [Vacant] Public Works Operations Manager Svetha Hetzler Director of Library Services Peter Krystowiak City Assessor Taylor Brown Economic Development Director Joshua Clements Planning Director Elena Hilby City Clerk Christopher Garrison Fire/EMS Chief Kevin Warych Chief of Police [Vacant] Director of Public Services Tom Veith Engineering Director Jill Weiss Sun Prairie Utilities Manager [Vacant] Human Resources Director Donald McDermott Information Technology Director Jeremy Cramer 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. 16 GENERAL GOVERNMENT Mayor ORGANIZATIONAL CHART Citizens of Sun Prairie Municipal Judge Mayor City Council Sun Prairie Utilities City Administrator* Administrative Services* Finance* City Clerk* City Assessor* Information Technology Human Resources City Attorney* Community Development* Planning Transportation Building Inspection* Economic Development Tourism & BIDPolice Fire & EMS Library Public Services* Public Works Fleet Building MaintenanceWastewater Treatment Plant Engineering GIS Parks, Recreation & Forestry* Parks & Forestry Recreation & Aquatics Museum Community Events Neighborhood Navigators Community Schools & Colonial Club Media Center Sustainability Diversity, Equity, and Inclusion * Denotes positions appointed by the Common Council 17 GENERAL GOVERNMENT Mayor CITY OF SUN PRAIRIE PERSONNEL SUMMARY 2025 to 2026 2025 FTE 2026 FTE Change Mayor & Council1 * * * * * Municipal Court 1.00 1.00 1.00 1.00 1.00 0.00 City Attorney 2.00 2.00 2.75 2.88 2.88 0.00 City Clerk & Elections 3.00 3.00 4.00 4.00 4.00 0.00 Administration 4.00 4.00 5.00 5.50 6.00 0.50 Administrative Services 1.00 1.00 1.00 1.00 1.00 0.00 Human Resources 4.00 4.00 4.00 4.00 4.00 0.00 Finance 6.60 7.60 7.60 7.60 7.60 0.00 Assessing 4.00 4.00 4.00 4.00 4.00 0.00 Information Technology 6.00 6.00 6.00 6.00 6.00 0.00 Building Maintenance 3.00 4.50 4.60 6.60 6.60 0.00 Police Department2 83.00 84.00 84.00 85.00 85.00 0.00 Fire Department3 - - 23.50 23.50 23.50 0.00 Emergency Medical Services4 15.00 31.00 29.50 29.50 29.50 0.00 Building Inspection 7.00 8.00 8.00 8.00 8.00 0.00 Public Services 3.00 4.00 3.00 3.00 3.00 0.00 Public Works 10.00 11.00 11.20 11.20 11.20 0.00 Engineering 6.00 6.00 6.00 6.00 6.00 0.00 GIS 2.00 3.00 3.00 3.00 3.00 0.00 Transportation 1.00 1.00 1.00 1.00 1.00 0.00 Sanitation2 seasonal seasonal seasonal 1.00 1.00 0.00 Wastewater Utility 14.00 14.00 14.40 14.40 14.40 0.00 Stormwater Utility 5.00 5.00 5.40 6.40 6.40 0.00 Fleet In-Service Fund 4.00 4.00 4.00 4.00 4.00 0.00 Museum 1.00 2.00 2.00 2.00 2.00 0.00 Recreation Programs 4.00 4.81 5.09 5.09 5.09 0.00 Family Aquatic Center2 seasonal seasonal seasonal seasonal seasonal Parks Maintenance 8.00 8.00 8.00 8.00 8.00 0.00 Sun Prairie Media Center 4.00 4.00 4.00 4.00 4.00 0.00 Sun Prairie Public Library 23.40 23.40 24.20 24.20 24.20 0.00 Community Development 1.00 1.00 1.00 1.00 1.00 0.00 Planning 5.00 5.00 5.00 5.00 5.00 0.00 Economic Development 3.00 3.00 3.00 3.00 3.00 0.00 Forestry 2.00 2.00 2.00 2.00 2.00 0.00 Sun Prairie Utilities 35.00 35.00 34.00 35.00 35.00 0.00 271.00 296.31 321.24 327.87 328.37 0.50 1The C ity M ay or and C ity C ounc il member s ar e elec ted positions. 2LTE and seasonal positions are not included in the FTE count. 3Fire Department added as a City Department in 2024 - Does not include 54 Paid-on-Premises Staff 4EMS shares 2.5 positions with Fire Department (Chief, Deputy Chief, Business Mngr, Admin Asst.) NOTE: The table abov e does not r eflec t inter depar tmental alloc ations. FTE alloc ations ar e r efer enc ed in the Depar tment Budget Summar y r epor ts. Total All Funds 2022 FTE 2023 FTE SUN PRAIRIE UTILITIES Personnel by Division GENERAL GOVERNMENT PUBLIC SAFETY PUBLIC WORKS CULTURE & RECREATION COMMUNITY DEVELOPMENT 2024 FTE 18 GENERAL GOVERNMENT Mayor ABOUT SUN PRAIRIE SUN PRAIRIE, WI POPULATION MEDIAN AGE MEDIAN HOUSEHOLD INCOME 40,079 37 $102,725 2.40% GROWTH UNEMPLOYMENT RATE NUMBER OF BUSINESSES MEDIAN HOME VALUE 2.7% *1050 $392,663 * 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 2025 unemployment rate of 2.7 percent was lower than the State of Wisconsin as a whole (3.2 percent) and significantly lower than that of the United States as a whole (4.5 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. 30,000 35,000 40,000 45,000 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 City of Sun Prairie, Population Source: U.S. Census Bureau, Population Division 2.00% 3.00% 4.00% 5.00% 6.00% 7.00% 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 Unemployment Rate Source: Wisconsin Department of Workforce Development City of Sun Prairie 19 GENERAL GOVERNMENT Mayor ABOUT SUN PRAIRIE 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 (2023) Rank Employer Employees Rank Employer Employees 1 Sun Prairie School District 1,501 6 Wisconsin Distributors 337 2 City of Sun Prairie 758 7 Axim Geospatial 286 3 Colony Brands 505 8 Prairie Athletic Club 280 4 QBE Insurance 500 9 Target 274 5 Costco 419 10 Trachte Building Systems, Inc. 270 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 2024, the City had net new construction growth of 3.31 percent or $181.3 million. Through August, the City had net new construction of $165.16 million for 2025. Additionally, personal income within the City of Sun Prairie continues to grow. Per capita personal income has risen over $14,800 since 2009 to $42,632. 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 32.8% in the State of Wisconsin. Of this working population, residents aged 25 to 44 years, 56.7 percent have a Bachelor’s degree and 18.6 percent have a Master’s degree. $2.0 $2.5 $3.0 $3.5 $4.0 $4.5 $5.0 $5.5 $6.0 $6.5 $7.0 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 City of Sun Prairie's Equalized Value ($ in billions) Source: Wisconsin Department of Revenue 20 GENERAL GOVERNMENT Mayor ABOUT SUN PRAIRIE 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 https://www.mpm.edu/content/wirp/ICW-52#:~:text=The%20Ho%2DChunk%20%2D%2D%20formerly,Red%20Banks%20on%20Green%20Bay.) 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. 21 GENERAL GOVERNMENT Mayor ABOUT SUN PRAIRIE 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. 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. 22 GENERAL GOVERNMENT Mayor COMMUNITY PROFILE 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 2024-25 school district tax levy to the 2025-26 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 40,237,003 44,809,894 4,572,891 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 56,785,029 64,880,772 8,095,743 11.19% 23 GENERAL GOVERNMENT Mayor COMMUNITY PROFILE 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 policy- making 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 296,147 City of Sun Prairie 40,079 City of Fitchburg 36,197 City of Middleton 24,595 City of Verona 16,796 City of Stoughton 13,461 City of Monona 9,084 City Square Miles City of Madison 101.5 City of Fitchburg 35.2 City of Sun Prairie 13.1 City of Middleton 9.07 City of Verona 7.55 City of Stoughton 6.35 City of Monona 3.35 City Equalized Value $ in millions City of Madison 50,670.11 City of Fitchburg 6,702.04 City of Sun Prairie 6,473.74 City of Middleton 5,805.06 City of Verona 4,693.08 City of Monona 2,270.40 City of Stoughton 2,118.07 24 GENERAL GOVERNMENT Mayor BUDGET PROCESS 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 BUDGET CALENDAR FIRST QUARTER SECOND QUARTER THIRD QUARTER JANUARY MAY JULY 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. JUNE AUGUST 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. FOURTH QUARTER OCTOBER Budget presentation to the Committee of the Whole. Alders adjust t he budget during work sessions. NOVEMBER Public hearing regarding the budget document. NOVEMBER City Co uncil approves the budget. SEPTEMBER 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. 25 GENERAL GOVERNMENT Mayor BUDGET PROCESS TEN-YEAR CAPITAL I MPROVEMENT PLAN The budget cycle begins in Ja nuary wit h 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 im provements, equ ipment ne eds, an d o ther ca pital as set m aintenance an d ne eds. Th e Capi tal Im provement Policy an d t he Deb t Ma nagement P olicy o utline t he s tructure t o wh ich t he T en-Year C apital Im provement P lan m ust 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 r anks 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 webs ite an d 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 2026 funded capital pro jects an d the impa ct on the 2026 oper ating budget can be found in Appe ndix G or pa ge 345. FIVE- YEAR FINANCIAL MANAGEMENT PLAN The s econd phase of bud get development is the c reation of the Five-Year Financial Management Plan (FMP) . Cit y 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. 26 GENERAL GOVERNMENT Mayor BUDGET PROCESS 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. 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 depa rtments, 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 e xpenditure 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). 27 GENERAL GOVERNMENT Mayor BUDGET PROCESS 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. • A contingency account in the annual operating budget provides for unanticipated expenditures of a non- recurring 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. • Coordinating 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. 28 GENERAL GOVERNMENT Mayor FINANCIAL STRUCTURE & ORGANIZATION F UND 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 F unds 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 funds are used to accumulate funds for general long-term debt principal and interest costs. 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 eig ht ac tive Tax Increment Financing (TIF) Districts currently classified as capital project funds. TIF 8 and TIF 9 h ave reached the end of the expenditure period as defined by W isconsin State Statutes. 29 GENERAL GOVERNMENT Mayor FINANCIAL STRUCTURE & ORGANIZATION 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. 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. 30 GENERAL GOVERNMENT Mayor FINANCIAL STRUCTURE & ORGANIZATION 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. 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 lea se 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 2025. 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 F UNDS 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 Ag ency F und 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. 31 GENERAL GOVERNMENT Mayor FUNDS & FUNCTIONAL AREAS 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 In- Service 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 and Recycling X Transportation Fund X X Transportation Improvement Fund X Wastewater Treatment Plant X Stormwater Utility X Fleet Maintenance X Health & Human Services Colonial Club X Youth & Family X YMCA & Community Schools X Cemetery X Culture & Recreation Sun Prairie Media Center X Recreation X X X Family 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 32 GENERAL GOVERNMENT Mayor FUNDS BY TYPE GENERAL FUND GENERAL GOVERNMENT PUBLIC SAFETY CULTURE & RECREATION DEPT # DEPARTMENT DEPT # DEPARTMENT DIV # DIVISION 110 Mayor 210 Police Department 255 Family Aquatic Center 115 City Council 220 Fire Department 530 Historical Museum 120 Municipal Court 230 Emergency Medical Services 550 Recreation 130 City Attorney 240 Building Inspection 590 Park Maintenance 140 City Clerk 250 Emergency Management 145 Elections 150 Administration PUBLIC WORKS COMMUNITY DEVELOPMENT 151 Administrative Services DIV # DIVISION DIV # DIVISION 155 Human Resources 300 Public Services 600 Community Development 160 Finance 310 Public Works 610 Planning 165 Risk Management 330 Engineering 620 Economic Development 170 Assessing 340 GIS 650 Forestry 180 Information Technology 185 Building Maintenance HEALTH & HUMAN SERVICES OTHER FINANCING USES DIV # DIVISION DEPT # DEPARTMENT 541 Colonial Club 690 Transfers 542 Youth & Families 545 Community Schools 549 Cemetery SPECIAL REVENUE FUNDS CAPITAL PROJECT FUNDS INTERNAL SERVICE FUNDS FUND # FUND FUND # FUND FUND # FUND 200 Grants & Donations 400 Capital Projects Fund 700 Fleet In-Service Fund 210 Transportation Impact Fee 490 Developmental Projects Fund 750 Health In-Service Fund 220 Sun Prairie Media Center 508 TIF District No. 8 Fund 230 Refuse & Recycling 509 TIF District No. 9 Fund COMPONENT FUNDS 250 Park Fund 511 TIF District No. 11 Fund FUND # FUND 251 Street Tree Fund 512 TIF District No. 12 Fund 810 BID 270 Tourism Fund 513 TIF District No. 13 Fund 850 CDA 275 Transportation Fund 514 TIF District No. 14 Fund 276 Transportation Improv. Fund 515 TIF District No. 15 Fund CUSTODIAL FUNDS 290 Affordable Housing Fund 516 TIF District No. 16 Fund FUND # FUND 900 MPSISC 910 Tax Agency Fund DEBT SERVICE FUND ENTERPRISE FUNDS FUND # FUND FUND # FUND PERMANENT FUND 300 Debt Service Fund 610 Wastewater Utility FUND 650 Stormwater Utility Ashley Trust Fund Sun Prairie Utilities 33 34 GENERAL GOVERNMENT Mayor BUDGET INITIATIVES OVERVIEW 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? 35 GENERAL GOVERNMENT Mayor BUDGET INITIATIVES SUMMARY Description FTE Total Revenues Tax Levy Revenue Initiatives Triple Fee On Work Completed Without Permit - (8,000) 8,000 (8,000) Commercial Plumbing Permit Fee Increase - (2,250) 2,250 (2,250) Photovaltaic Fee Increase - (650) 650 (650) State Seal Fee Increase - (1,503) 1,503 (1,503) Summer Workshop Fee Increase - (1,180) 1,180 - KIDS4 Crew Fee Increase - (1,180) 1,180 - Dog Park Pass Fee Increase - (1,800) 1,800 (1,800) Alarm Permit Fee Increase - (360) 360 (360) False Alarm Fee Increase - (7,700) 7,700 (7,700) Officer Stand-By Fee Increase - (12,394) 12,394 (12,394) Subtotal - (37,017) 37,017 (34,657) Complete Transportation Network Crosswalk/Pedestrian Improvements - 528,231 - - Traffic Calming Demonstration - 50,000 - - Near-Miss Analysis - 13,000 - - Roundabout Traffic Study - 6,000 - - Sun Prairie Loop Crosswalks - 12,000 - - Sun Prairie Loop Centerlines - 17,000 - - Subtotal - 626,231 - - Downtown & Central Corridor Vibrancy Farmer's Market 40th Anniversary - 5,200 - - Central Main Street Plan Update - 50,000 - - Bike Sun Prairie Map - 16,000 - - Subtotal - 71,200 - - Dynamic Economy Site Marketing & Expansion - 25,000 - - Subtotal - 25,000 - - 36 GENERAL GOVERNMENT Mayor BUDGET INITIATIVES SUMMARY Description FTE Total Revenues Tax Levy Housing & Neighborhoods Housing Case Management - 130,000 - - Owner Occupied Development Loan Program - 600,000 - - Homeowner Rehab Loan Program - 276,000 - - Subtotal - 1,006,000 - - Human Services Capital Campaign - 10,000 - - Marketing & Communication - 10,000 - - Subtotal - 20,000 - - Quality City Services Raze Order Funds - 20,000 - - Communications Outreach - 20,000 - - Partial Tabulator Update/Replacement - 38,145 - - Replace Badger Books - 48,000 - - Aerial Imagery Flight (Fly Dane) - 23,800 - - AV Service Support - 11,699 - - Furniture & Equipment - 50,000 - - Continuing Education - 15,000 - - HDV Mixer Video Podcast - 10,700 - - CARES Program - 23,720 - - Flock Cameras Continuation - 15,000 - - Flock Cameras at Prairie Lakes - 12,750 - - Subtotal - 288,814 - - Quality City Services Solar Array Maintenance Fund - 5,000 - 5,000 Subtotal - 5,000 - 5,000 Grand Total - All Initiatives - 2,005,228 37,017 (29,657) 37 GENERAL GOVERNMENT Mayor SUMMARY OF BUDGET AMENDMENTS Budget amendments approved by Committee of the Whole during budget work sessions: Increase / (Decrease) Expenditures Revenues Tax Levy Notes Amendment 1 35,933 35,933 - Neighborhood Navigator Program continuation with use of Finance Contingency Amendment 2 61,924 61,924 - FT Sustainability Coordinator using IRA Funding Amendment 3 (1,500) - (1,500) Reduce City Council Membership & Training to $2,500 Total Amendments 96,357$ 97,857$ (1,500)$ 38 GENERAL GOVERNMENT Mayor 2026 COMPREHENSIVE FINANCIAL PLAN OVERVIEW: REVENUES & EXPENDITURES MISSION The primary factors that impact the City’s revenue and expenditures are city growth, levy limits, state aids, and expenditure restraint. Total revenue for 2025 is $219.6 million of which $143.4 million will be used to fund operations. Funding sources include fees, utility rates, and intergovernmental funds. The City’s largest operating revenue source is property taxes; 2026 property taxes will provide $26.9 million in revenue. The state of Wisconsin restricts property tax levies through levy limits. Currently the city is within the state-imposed levy limit, however, it expects to meet this limit as early as 2027. The levy limit can be increased by net new construction and non-recurring adjustments, such as a tax increment district closure. The city of Sun Prairie continues to grow, this growth impacts both revenues and expenditures. The net new construction increase for 2025 (budget year 2026) was 2.72%. The city does not expect to maintain historical levels of new growth and is forecasting a five-year average future increase of 1.5%. We use a conservative estimate of 50% of the prior five-year average. This reduction in new construction will have an effect in various ways. In addition to net new construction, the city is experiencing appreciation of existing properties. Total property values increased, on average, 2.3 in 2025, 1.8% in 2024, 30.0% in 2023, 2.5% in 2022, and 2.7% in 2021. NET NEW CONSTRUCTION AS A PERCENT OF EQUALIZED VALUE Dollars in Millions Year Net New Construction Total Equalized Value Net New Construction as a percent of Equalized Value 2017 63.6 2,772.2 2.29% 2018 144.2 2,984.7 4.83% 2019 172.8 3,310.1 5.22% 2020 52.6 3,634.1 1.45% 2021 149.8 3,864.1 3.88% 2022 138.6 4,176.1 3.32% 2023 147.3 4,767.5 3.09% 2024 182.6 5,481.7 3.33% 2025 165.2 6,077.2 2.72% *Source: State of Wisconsin Department of Revenue’s Net New Construction Reports INTERGOVERNMENTAL REVENUE The State provides the City with funding through shared revenue, state aid, and expenditure restraint programs. In addition, it provides aids funding specific to roads and periodically provides grant funding opportunities. State shared revenue has remained consistent for the past several years and is expected to continue into the future. State shared revenues are distributed based on population, property values, and other factors. The City’s increasing property values would reduce state shared revenues; however, the city is also seeing a growth in population that is offsetting the property value increase. With the passing of Act 12, shared revenue increased to fund public safety starting in 2024. The City will receive an additional $910,672 in increased aid for public safety and certifies on maintenance of effort annually to continue to receive this additional aid in the future. The State provides funds to compensate for the loss of property taxes on computer related equipment. The State previously used equipment market value to calculate the payment. During the 2017-19 State Budget, this program was changed; the 2019 payment was calculated using an inflationary factor on the 2018 aid amount. Future payments will 39 GENERAL GOVERNMENT Mayor 2026 COMPREHENSIVE FINANCIAL PLAN be frozen at the 2018 amount. Act 12 removed all personal property for tax purposes. The State will provide funds to compensate for the additional loss of the property tax revenue starting in 2025 in the amount of $220,221. The City receives monies through the expenditure restraint program based on a formula that restricts the General Fund expenditure growth rate. This limit is calculated using 60% of net new construction capped at 2% plus a CPI factor. STATE SHARED REVENUE Dollars in Thousands 2026 2025 2024 2023 2022 2021 State Shared Revenue 1,690.7 1,610.7 1,578.7 685.8 655.8 691.0 State Aid – Exempt Computers 291.6 291.6 291.6 291.6 291.4 291.4 State Aid – Personal Property 326.9 326.9 106.7 106.7 106.7 88.4 Total State Shared Revenue 2,309.2 2,229.2 1,977.0 1,084.1 1,053.9 1,070.4 Percent Change 3.6% 12.8% 82.4% 2.9% -1.5% -1.5% State Expenditure Restraint 650.2 457.3 457.3 0 494.8 514.3 Percent Change 42.2% 0% 100.0% -100.0% -3.8% N/A The State provides a financial incentive, called the expenditure restraint payment, to municipalities that limit growth in spending. The incentive payment is received the year after a city expends less than the restraint limit. The 2018 budgeted general fund expenditures exceeded the limit imposed by expenditure restraint, which disqualified the city for these funds ($550,000) in the 2019 budget. The city was able to compensate for the loss of these funds from the closure of Tax Increment Financing District 7 (TID7) in 2017. (Closing a tax increment district has the effect of increasing the amount of property tax levy available to the city, as the property tax is no longer restricted to use within the district and is instead available for any city need.) The city received $347,000 that was set aside for the purpose of exceeding the expenditure restraint limit and resetting the base calculation of general fund expenditures. In 2019, 2020, and 2021, the City qualified for expenditure restraint funds which were/will be received in 2020, 2021, and 2022. The 2022 Approved Budget did not qualify for the expenditure restraint payment, which means that the City did not receive the payment in 2023. The City’s 2023, 2024, 2025, and 2026 budgets met the limit for the expenditure restraint program. The City also receives Franchise Fee aid in the form of Video Service Provider Aid (VSPA). VSPA is intended to reimburse municipalities for the mandated reduction in each communities’ video service provider (cable franchise) fee of .5% in 2020 and another .5% in 2021. The aid is based on the amounts reported to the Department of Revenue (DOR) on Form SL-310: Video Service Provider Report. The VSPA is distributed to each municipality imposing the video service provider (cable franchise) fee under sec. 66.0420(7), Wis. Stats. The aid equals 1.0% percent of the gross receipts used to calculate the actual 2019 fee revenues received by the municipality (sec. 79.097(1)(a), Wis. Stats.) The state will distribute this aid to each municipality on or before the fourth Monday in July (sec. 79.097(3)(b), Wis. Stats.). Starting on January 1, 2021, the video service fee (percentage) imposed by a municipality must equal the percentage applied on December 31, 2019 less 1.0 percent (sec. 66.0420(7)(b)2m., Wis. Stats. UTILITY REVENUE The City reviews the rates for utility charges annually to assure that the rates create a sustainable environment for the utility funds. The 2018, 2019, 2020, 2022, 2023, 2024, 2025, and 2026 budgets included rate increases for the Water Pollution Control Facility. The rate increases were driven by Wastewater Utility’s plant expansion. The City’s Stormwater Utility also introduced a rate increase in 2024, 2025, and 2026. This rate increase was to maintain current and future operations as well as planned capital improvements over the next few years. Sun Prairie Utilities manages the City’s Electric and Water System. In 2024, the electric utility will focus on the construction of a new facility and the continuance of LED lighting upgrades from the long-range system plan. Along with implementing new water rates filed for in May 2021, the water utility plans to design and construct Well #10 on the agreed upon school district site, which will be completed in 2024. The water utility is also replacing aging water main in several areas, and administering grants and loans to customers for replacement of private lead service lines. In addition, both the electric and water utilities will continue implementation of the Honeywell advanced metering system. 40 GENERAL GOVERNMENT Mayor 2026 FUND BALANCE SUMMARY Projected Projected Property 2026 Beginning 2026 Ending Tax Levy FUND TYPE Fund Balance Revenues Expenditures Fund Balance Contribution GENERAL FUND 13,504,164$ 45,356,572$ 45,356,572$ 13,504,164$ 27,442,098$ SPECIAL REVENUE FUNDS Park Improvement Fund 1,075,694 290,000 1,296,570 69,124 - Street Tree Fund 329,192 59,300 35,000 353,492 - Grants and Donations Fund 287,195 367,178 205,264 449,109 - Sun Prairie Media Fund 90,129 445,686 519,168 16,647 - Westside Traffic Impact Fee 584,478 180,000 - 764,478 - Sanitation Fund 521,507 2,125,109 1,963,496 683,120 - Tourism Fund 252,019 340,000 444,063 147,956 - Transportation Fund 992,734 1,503,243 1,920,525 575,452 250,000 Transportation Improvement Fund 879,500 879,500 1,194,865 564,135 - Recreation Fund - 494,206 494,206 - Housing Fund 41,512 6,583,024 1,181,937 5,442,599 - Total Special Revenue Funds 5,053,960 13,267,246 9,255,094 9,066,112 250,000 CAPITAL PROJECTS FUNDS Capital Projects 24,947,339 16,344,508 15,714,295 25,577,552 - TIF No. 8 1,439,441 2,675,712 4,115,153 - - TIF No. 9 3,104,802 4,013,153 7,117,955 - - TIF No. 11 2,592,681 1,843,152 1,414,545 3,021,288 - TIF No. 12 (428,775) 1,593,447 636,150 528,522 - TIF No. 13 226,702 1,423,054 451,716 1,198,040 - TIF No. 14 (290,134) 2,091,441 2,019,489 (218,182) - TIF No. 15 179,250 541,010 582,120 138,140 - TIF No. 16 14,109 187,236 173,397 27,948 - Development Projects 27,170 400,000 400,000 27,170 - Total Capital Projects Funds 31,812,585 31,112,713 32,624,820 30,300,478 - DEBT SERVICE FUNDS Debt Service Fund 1,273,763 10,344,563 10,608,871 1,009,455 9,446,027 Total Debt Service Funds 1,273,763 10,344,563 10,608,871 1,009,455 9,446,027 PERMANENT FUNDS Ashley Trust Fund 1,000 - - 1,000 - Total Permanent Funds 1,000 - - 1,000 - ENTERPRISE FUNDS Fleet Fund 707,402 5,196,332 5,100,332 803,402 - Health Insurance Fund 881,382 5,066,359 5,189,524 758,217 - Total Enterprise Funds 1,588,784 10,262,691 10,289,856 1,561,619 - Wastewater Utility 67,669,159 51,539,910 49,196,514 70,012,555 - Stormwater Utility 59,896,413 5,162,255 5,818,840 59,239,828 - Water & Light 107,455,017 48,849,431 42,912,287 113,392,161 - Total Enterprise Funds 235,020,589 105,551,596 97,927,641 242,644,544 - AGENCY FUNDS MPSISC 346,957 809,780 809,780 346,957 - Total Agency Funds 346,957 809,780 809,780 346,957 - COMPONENT UNITS Business Improvement District 74,476 232,994 225,436 82,034 - Community Development Authority - - - - - Total Component Units 74,476 232,994 225,436 82,034 - Grand Total 288,676,278$ 216,938,155$ 207,098,070$ 298,516,363$ 37,138,125$ Note: Includes Trans fers . General Fund includes Fund Balance Applied, all other funds exclude Fund Balance Applied. 37,138,125$ 2026 Approved Budget TOTAL CITY PROPERTY TAX LEVY CONTRIBUTION 41 GENERAL GOVERNMENT Mayor BUDGET COMPARISON 2024 2025 % vs. '24 2025 % vs. '25 2026 % vs. '25 REVENUES Actual Org. Budget Actual Rev. Budget Org. Budget Org. Budget Rev. Budget General Fund 36,792,226 39,881,239 8.4% 39,881,239 0.0% 39,802,178 -0.2% Special Revenue Funds 5,813,650 5,735,193 -1.3% 5,902,183 2.9% 6,801,391 15.2% Debt Service Fund 7,422,753 7,943,352 7.0% 7,943,352 0.0% 9,580,103 20.6% Capital Projects Funds 41,127,632 32,226,784 -21.6% 32,257,446 0.1% 31,036,713 -3.8% Permanent Funds - - - 0.0% - 0.0% Enterprise/Internal Service Funds 64,130,101 117,313,176 82.9% 117,313,176 0.0% 115,814,287 -1.3% Component Units 194,106 223,600 15.2% 223,600 0.0% 232,994 4.2% Agency Funds 755,686 768,053 1.6% 768,053 0.0% 809,780 5.4% Total Revenues/Resources 156,236,153$ 204,091,397$ 30.6% 204,289,049$ 0.1% 204,077,446$ -0.1% Excludes 486210 - Econ Dev Chargebacks, 492100 - Transfer In, 492199 - Transfer In - W&L Pilot, and 499000 - Fund Balance Applied - 20,000,000 40,000,000 60,000,000 80,000,000 100,000,000 120,000,000 Revenues - 2025 Revised Budget vs 2026 Original Budget 2025 Revised Budget 2026 Original Budget 42 GENERAL GOVERNMENT Mayor BUDGET COMPARISON 2024 2025 % vs. '24 2025 % vs. '25 2026 % vs. '25 EXPENDITURES Actual Org. Budget Actual Rev. Budget Org. Budget Org. Budget Rev. Budget General Fund 39,242,783 42,661,566 8.7% 43,744,443 2.5% 45,039,012 3.0% Special Revenue Funds 5,620,620 6,816,033 21.3% 8,480,250 24.4% 8,053,229 -5.0% Debt Service Fund 7,858,061 9,597,410 22.1% 9,597,410 0.0% 10,608,871 10.5% Capital Projects Funds 21,938,627 25,560,854 16.5% 49,052,303 91.9% 24,542,390 -50.0% Permanent Funds - - - 0.0% - 0.0% Enterprise/Internal Service Funds 58,438,960 129,382,174 121.4% 134,542,197 4.0% 108,217,497 -19.6% Component Units 219,393 222,741 1.5% 227,591 2.2% 225,436 -0.9% Agency Funds 747,089 768,053 2.8% 768,053 0.0% 809,780 5.4% Total Expenditures/Uses 134,065,533$ 215,008,831$ 60.4% 246,412,247$ 14.6% 197,496,215$ -19.9% Excludes 572000 - Transfer Out - 20,000,000 40,000,000 60,000,000 80,000,000 100,000,000 120,000,000 Expenditures - 2025 Revised Budget vs 2026 Original Budget 2025 Revised Budget 2026 Original Budget 43 GENERAL GOVERNMENT Mayor 2026 APPROVED BUDGET SUMMARY 2026 Approved Budget Summary Enterprise/ Internal Service REVENUES Funds Taxes 27,601,598 250,000 9,446,027 11,217,849 - - - - 48,515.5 Special Assessments - 3,300 - - - - 178,244 - 181.5 Intergovernmental Revenues 6,004,492 1,604,117 - 4,159,931 - 1,696,000 - - 13,464.5 Licenses and Permits 819,075 250,015 - - - 200,000 - - 1,269.1 Fines and Forfeitures 207,400 - - - - - - - 207.4 Charges for Services 3,923,088 3,003,457 - 400,000 - 59,952,591 - 809,780 68,088.9 Investment Income 1,101,000 389,500 103,591 123,050 - 8,284,771 - - 10,001.9 Interdepartmental Charges - - - - - - - - - Misc. Revenues 816,387 86,002 30,485 2,654,038 - 135,505 54,750 - 3,777.2 Other Financing Sources - - - 12,481,845 - 45,545,420 - - 58,027.3 Other - 1,215,000 - - - - - - 1,215.0 General Obligation Debt - - - - - - - - - Sub-Total Revenues 40,473,040 6,801,391 9,580,103 31,036,713 - 115,814,287 232,994 809,780 204,748,308 Transfers In 4,786,833 6,465,755 764,460 76,000 - - - - 12,093.0 Fund Balance Applied/Cash Reserves 96,699 894,678 987,934 - - 1,652,165 - - 3,631.5 Less: Transfers Out (317,560) (1,201,865) - (8,082,430) - - - - (9,601,855) Sub-Total Transfers and Applied Balance 4,565,972 6,158,568 1,752,394 (8,006,430) - 1,652,165 - - 6,122,669 Total Funding Sources 45,039,012$ 12,959,959$ 11,332,497$ 23,030,283$ - $ 117,466,452$ 232,994$ 809,780$ 210,870,977$ EXPENDITURES General Government 8,022,304 43,800 - - - - - - 8,066.1 Public Safety 23,503,554 10,000 - - - - - 809,780 24,323.3 Public Works 4,756,976 1,963,496 - - - - - - 6,720.5 Health & Human Services 461,121 - - - - - - - 461.1 Culture, Recreation, and Education 6,238,544 2,420,408 - - - - - - 8,659.0 Conservation and Development 1,659,809 3,615,525 - - - - - - 5,275.3 Water Pollution Control Facility - - - - - 49,196,514 - - 49,196.5 Stormwater Facility - - - - - 5,818,840 - - 5,818.8 Sun Prairie Utilities - - - - - 42,912,287 - - 42,912.3 Fleet In-Service Fund - - - - - 5,100,332 - - 5,100.3 Health In-Service Fund - - - - - 5,189,524 - - 5,189.5 Business Improvement District (BID) - - - - - - 225,436 - 225.4 Capital Outlay - - - 22,886,875 - - - - 22,886.9 Debt Service - - 10,608,871 1,655,515 - - - - 12,264.4 Contingency 396,704 - - - - - - - 396.7 Total Expenditures 45,039,012$ 8,053,229$ 10,608,871$ 24,542,390$ - $ 108,217,497$ 225,436$ 809,780$ 197,496,215$ Total Component Units Custodial FundsGeneral Fund Special Revenue Funds Debt Service Fund Capital Projects Funds Permanent Funds 44 GENERAL GOVERNMENT Mayor TRANSFER SCHEDULE Transfer In Transfer Out General Fund 7,000 Grants Special Revenue Fund 7,000 General Fund 20,000 Capital Projects Fund 20,000 General Fund 1,194,865 Transportation Improvement 1,194,865 General Fund 462,386 TID 8 462,386 General Fund 653,620 TID 9 653,620 Grants Special Revenue Fund 7,000 General Fund 7,000 Media Center Fund 53,500 General Fund 53,500 Affordable Housing Fund 10,000 General Fund 10,000 Recreation Fund 6,298 General Fund 6,298 Affordable Housing Fund 2,569,119 TID 8 2,569,119 Affordable Housing Fund 3,748,905 TID 9 3,748,905 Debt Service Fund 171,060 General Fund 171,060 Debt Service Fund 593,400 TID 9 593,400 Capital Projects Fund 76,000 General Fund 76,000 Grants Special Revenue Fund 35,933 General Fund 35,933 Grants Special Revenue Fund 35,000 TID 14 35,000 Total Transfer In 9,644,086$ Total Transfer Out 9,644,086$ - Transfers between funds are budgeted and determined on an annual basis - Any funds not transferred do not roll over to the subsequent year 45 46 GENERAL GOVERNMENT Mayor REVENUE SUMMARY General Fund Revenue Summary 2023 2024 8/31/2025 2025 2025 2026 Increase Actual Actual Actual Projected Budget Approved (Decrease) Taxes (excluding Levy) 159,594 177,529 80,198 153,308 177,600 161,000 (16,600) Special Assessments (28,381) (118,863) (30,296) (523) 5,050 - (5,050) Licenses and Permits 1,039,563 890,462 629,652 869,990 1,053,156 819,075 (234,081) Fines, Foreits & Penalities 150,736 172,750 138,369 209,965 209,500 207,400 (2,100) Public Charges for Services 3,394,178 4,375,343 3,414,881 4,573,689 4,766,145 3,923,088 (843,057) Investment Income 1,023,598 1,293,279 783,815 1,084,775 1,131,245 1,101,000 (30,245) Miscellaneous Revenue 520,411 292,513 153,166 288,673 277,882 816,387 538,505 Other Financing Sources 2,892,613 3,316,771 610,601 3,540,097 3,318,840 4,786,833 1,467,993 Sub-Total Local Revenues 9,152,311 10,399,784 5,780,386 10,719,974 10,939,418 11,814,783 875,365 Intergovernmental Revenue 4,026,616 5,640,752 3,699,144 6,155,815 5,554,063 6,004,492 450,429 Total Revenues 13,178,927 16,040,536 9,479,530 16,875,789 16,493,481 17,819,275 1,325,794 Use of Fund Balance - - - - 977,236 96,699 (880,537) Total Revenue & Fund Balance 13,178,927 16,040,536 9,479,530 16,875,789 17,470,717 17,915,974 445,257 General Property Tax Levy 21,405,139 24,958,013 26,894,617 26,894,618 26,894,618 27,440,598 545,980 Total Sources 34,584,067$ 40,998,549$ 36,374,147$ 43,770,407$ 44,365,335$ 45,356,572$ 991,237$ 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. General Property Tax $27.4 61% Local Revenues $11.8 26% Intergovernmental Revenue $6.0 13% Use of Fund Balance $0.1 0% 2026 General Fund Revenues (in millions) 47 GENERAL GOVERNMENT Mayor FUNCTION SUMMARY Function Summary 2023 2024 8/31/2025 2025 2025 2026 Increase Actual Actual Actual Projected Budget Approved (Decrease) PROPERTY TAXES General Property Taxes 21,405,139 24,958,013 26,894,617 26,894,618 26,894,618 27,440,598 545,980 Illegal Taxes (9,297) (125,362) (47,622) (17,850) - - - Omitted Property Taxes (19.6) - - - - - - Property Tax Chargebacks 462 6,445 17,327 17,327 5,000 - (5,000) Sub-Total Property Taxes 21,376,730 24,839,096 26,864,322 26,894,095 26,899,618 27,440,598 540,980 OTHER TAXES Public Accomodation Tax 142,215 149,570 69,624 142,734 160,000 150,000 (10,000) Payments In Lieu Of Taxes 12,188 11,968 10,541 10,541 16,500 11,000 (5,500) Interest And Penalty On Taxes 5,191 1,205 33 33 1,100 - (1,100) Sub-Total Other Taxes 159,594 162,744 80,198 153,308 177,600 161,000 (16,600) SPECIAL ASSESSMENTS Interest Special Assessments 29 55 - - 50 - (50) Sub-Total Special Assessments 29 55 - - 50 - (50) INTERGOVERNMENTAL REVENUE Federal Grants - Public Safety - - - 514,190 - 250,000 250,000 Federal Grants - - 41,310 57,142 - 19,048 19,048 State Shared Revenue 722,860 1,578,694 241,611 1,610,740 1,610,740 1,690,740 80,000 State Expenditure Restraint - 457,261 - - - - - State Aid - Exempt Computers 291,690 291,690 291,690 291,690 291,690 291,690 - State Fire Insurance Tax 190,638 220,443 254,246 254,246 225,000 255,000 30,000 State Aid- Personal Property 106,709 106,709 326,930 326,930 326,930 326,930 - State Grants - General - 25,000 - - - - - State Grants - Police 7,840 13,820 11,689 27,369 24,240 15,040 (9,200) State Grants - Library - 1,925 1,272 1,525 2,000 3,025 1,025 State Aid - Road Allotment 1,816,228 1,891,842 1,427,693 1,903,591 1,905,251 1,910,000 4,749 State Aid - Connecting Streets 62,667 89,171 66,976 89,301 89,301 89,500 199 School District - Pd Liasion 182,174 194,745 209,640 209,640 208,861 227,770 18,909 Misc.Grants - 14,426 - - - - - County Aid - Library 645,809 755,027 869,451 869,451 870,050 925,749 55,699 Sub-Total Intergovernmental Revenue 4,026,616 5,640,752 3,742,508 6,155,815 5,554,063 6,004,492 450,429 LICENSES AND PERMITS Liquor & Malt Bev. Licenses 42,093 44,218 52,060 50,000 75,000 50,000 (25,000) Bartender Licenses 14,625 15,660 13,995 15,000 25,000 16,000 (9,000) Cigarette Licenses 3,225 3,950 3,125 4,000 4,000 4,000 - Other Business Licenses 9,710 13,368 11,963 12,000 12,000 12,000 - Dog Licenses 9,659 8,957 3,511 9,000 9,000 9,000 - Chicken Keeping License 70 140 130 75 70 75 5 Building Permits 263,350 224,340 146,618 220,000 264,448 200,000 (64,448) Occupancy Permits 23,100 12,900 8,450 15,000 23,201 17,000 (6,201) Plumbing Permits 225,990 180,616 118,316 165,000 219,090 166,500 (52,590) Electrical Permits 147,389 103,480 69,968 100,000 133,986 110,000 (23,986) Hvac Permits 186,210 147,563 107,528 155,000 181,269 140,000 (41,269) Street Opening Permits 19,129 28,860 27,530 28,915 21,000 26,000 5,000 Stormwater Erosion Cont Fee 30,495 53,695 37,251 40,000 21,592 20,000 (1,592) Zoning And Plat Approval Fees 38,555 28,565 25,785 32,000 32,000 32,000 - Other Permits And Fees 21,361 16,648 12,619 15,000 24,000 7,500 (16,500) Weights & Measures 4,602 7,501 - 9,000 7,500 9,000 1,500 Sub-Total Licenses And Permits 1,039,563 890,462 638,848 869,990 1,053,156 819,075 (234,081) FINES, FORFEITS AND PENALTIES Court Penalties And Costs 115,099 127,448 112,611 167,547 140,000 165,000 25,000 Parking Violations 35,637 38,691 24,134 40,018 65,000 40,000 (25,000) Library Fines - 6,611 2,808 2,400 4,500 2,400 (2,100) Sub-Total Fines, Forfeits And Penalties 150,736 172,750 139,553 209,965 209,500 207,400 (2,100) 48 GENERAL GOVERNMENT Mayor FUNCTION SUMMARY Function Summary, continued 2023 2024 8/31/2025 2025 2025 2026 Increase Actual Actual Actual Projected Budget Approved (Decrease) PUBLIC CHARGES FOR SERVICES Clerk Fees 27,790 33,050 20,840 28,303 25,000 26,000 1,000 Finance Fees 18 150 45 100 200 100 (100) Information Technology Fees 19 - - - - - - Police Department Fees 34,520 31,982 29,509 38,732 18,000 55,454 37,454 Fire Township Fees - 641,292 566,824 566,824 566,824 590,640 23,816 Ambulance Fees 2,069,390 2,301,797 2,114,336 2,661,286 2,593,648 2,392,496 (201,152) Ems Townships Charges 423,545 529,043 516,794 516,795 608,228 414,845 (193,383) Building Inspection Charges 14,200 11,900 2,200 5,000 12,000 16,403 4,403 Sewer Inspection Charges 4,160 2,820 2,610 4,000 3,600 4,000 400 Hvac Plan Review 26,300 11,318 1,414 4,000 10,060 4,000 (6,060) Building Plan Review 60,400 47,821 18,967 28,000 39,039 28,000 (11,039) Fire Alarm Plan Review 12,240 6,300 2,320 3,600 7,910 4,000 (3,910) Fire Supp Plan Review 11,710 5,560 2,510 5,000 7,940 5,000 (2,940) Plumbing Plan Reivew 44,988 11,854 2,206 4,000 8,295 5,000 (3,295) Public Works Misc Charges 29,514 7,701 22,433 25,000 55,000 25,000 (30,000) Engineering Review Fees 37,161 30,284 14,265 20,000 35,000 20,000 (15,000) Museum Fees - 1,178 606 1,500 3,000 3,000 - Parks Miscellaneous Charges 50,089 46,322 71,610 74,100 75,705 74,550 (1,155) Library Misc Charges - 10,728 7,211 7,300 9,000 15,800 6,800 Dog Park Use Fees 23,268 20,088 15,333 30,000 30,000 31,800 1,800 Adult Program Fees 33,483 39,266 27,749 34,788 39,700 - (39,700) Preschool Program Fees 59,595 73,736 50,556 58,340 60,000 - (60,000) Youth Program Fees 168,048 232,291 111,212 189,076 191,000 - (191,000) Teen Program Fees 13,975 25,706 10,014 24,700 23,700 - (23,700) Family & Misc Program Fees 6,300 11,526 3,173 16,400 22,200 - (22,200) Special Event Program Fees 45,539 48,924 71,694 36,847 104,980 - (104,980) Planning Misc Charges - 0.1 - - - - - Family Aquatic Center Fees 197,927 192,656 189,998 189,998 216,116 207,000 (9,116) Sub-Total Public Charges For Services 3,394,178 4,375,343 3,876,427 4,573,689 4,766,145 3,923,088 (843,057) INVESTMENT INCOME General Fund 1,023,598 1,293,279 783,815 1,084,775 1,131,245 1,101,000 (30,245) Sub-Total Investment Income 1,023,598 1,293,279 783,815 1,084,775 1,131,245 1,101,000 (30,245) MISCELLANEOUS REVENUE Miscellaneous Rents 8,127 11,295 11,108 12,800 12,800 10,597 (2,203) Police Auction 3,000 - - - 2,000 - (2,000) Sale Of Material And Equipment 28,711 40,657 13,524 31,081 35,000 30,000 (5,000) Insurance Dividend & Recovery 330,396 46,697 62,192 62,192 48,803 40,000 (8,803) Miscellaneous Revenues 110,209 125,170 45,514 124,916 113,652 60,000 (53,652) Ag Use Penalties (2,188) 14,786 4,393 4,393 10,000 - (10,000) City Attorney Chargebacks 6,800 10,549 - - 9,672 52,633 42,961 Human Resources Chargebakcs 32,330 38,904 - 37,563 37,563 59,280 21,717 Finance Chargebacks 2,800 3,200 3,200 - 3,200 15,397 12,197 Donations - Parks & Recreation - - 500 500 - 500 500 Miscellaneous Revenues 226 222 153 228 192 4,428 4,236 Donations - Parks & Recreation - 1,032 12,688 15,000 5,000 - (5,000) Sub-Total Miscellaneous Revenue 520,411 292,513 153,272 288,673 277,882 272,835 (5,047) OTHER FINANCING SOURCES Transfer In 520,712 858,402 572,221 689,907 393,650 2,337,871 1,944,221 Transfer In - W&L Pilot 1,934,405 2,049,167 - 2,446,109 2,446,109 2,448,962 2,853 Econ Dev Chargebacks 205,996 163,202 38,380 146,081 221,081 315,592 94,511 Engineering Chargebacks 231,500 246,000 - 258,000 258,000 227,960 (30,040) Fund Balance Applied - - - - 977,236 96,699 (880,537) Fund Balance Applied - - - - - - - Sub-Total Other Financing Sources 2,892,613 3,316,771 610,601 3,540,097 4,296,076 5,427,084 1,131,008 Total Revenues 34,584,067$ 40,983,764$ 36,889,543$ 43,770,407$ 44,365,335$ 45,356,572$ 991,237$ Includes: Fund 100 - General Fund, 255 - Family Aquatic Center, 260 - Library, and 280 - Recreation (prior 2025) 49 50 GENERAL GOVERNMENT Mayor EXPENDITURE SUMMARY General Fund Exp. Summary 2023 2024 8/31/2025 2025 2025 2026 Increase Actual Actual Actual Projected Budget Approved (Decrease) General Government 6,354,186 7,392,401 6,372,378 7,951,948 8,136,193 8,016,006 (120,187) Public Safety 17,527,491 20,551,691 17,172,369 21,757,972 22,621,769 23,503,554 881,785 Public Works 4,084,173 3,932,826 3,491,911 4,485,698 4,576,568 4,756,976 180,408 Health & Human Services 453,777 440,217 293,586 481,250 481,136 461,121 (20,015) Culture, Recreation and Education 5,950,995 5,597,981 4,994,514 6,699,674 6,998,751 6,238,544 (760,207) Conservation & Development 1,421,180 1,529,244 1,333,498 1,835,763 1,834,047 1,659,809 (174,238) Sub-Total 35,791,801 39,444,359 33,658,256 43,212,305 44,648,464 44,636,010 (12,454) Contingency/Fund Balance - - - - 523,370 396,704 (126,666) Transfers 819,920 884,902 908,809 908,809 908,809 323,858 (584,951) Sub-Total 819,920 884,902 908,809 908,809 1,432,179 720,562 (711,617) Total General Expenditures 36,611,721$ 40,329,261$ 34,567,065$ 44,121,114$ 46,080,643$ 45,356,572$ (724,071)$ General Government $8.0 18% Public Safety $23.5 52% Public Works $4.8 10% Health & Human Services $0.5 1% Culture, Recreation and Education $6.2 14% Conservation & Development $1.7 4% Contingency/Fund Balance $0.4 1% 2026 General Fund Expenditures (in millions) 51 GENERAL GOVERNMENT Mayor DIVISION SUMMARY Division Summary 2023 2024 8/31/2025 2025 2025 2026 Increase Actual Actual Actual Projected Budget Approved (Decrease) GENERAL GOVERNMENT Mayor 45,299 45,667 42,553 46,677 46,710 48,326 1,616 Council 82,137 100,323 69,898 86,074 84,014 87,292 3,278 Municipal Court 161,547 174,524 197,579 164,641 186,474 143,554 (42,920) City Attorney 341,235 425,314 362,601 429,900 425,535 442,516 16,981 City Clerk 412,438 552,132 506,851 558,813 562,539 636,458 73,919 Elections 129,727 263,855 134,435 141,893 174,139 325,544 151,405 Administration 612,313 697,846 600,974 750,636 856,172 704,540 (151,632) Administrative Services 233,748 299,840 313,999 505,355 506,409 452,148 (54,261) Human Resources 537,986 544,675 601,129 699,246 773,213 630,215 (142,998) Finance 783,895 795,863 868,440 1,043,889 989,281 963,689 (25,592) Risk Management 175,778 277,234 215,212 180,838 223,304 190,853 (32,451) Assessing 555,277 551,114 494,767 570,306 578,817 602,374 23,557 Information Technology 1,506,807 1,777,077 1,613,505 1,887,417 1,837,964 1,799,820 (38,144) Building Maintenance 775,999 886,937 734,764 886,263 891,366 994,975 103,609 Sub-Total General Government 6,354,186 7,392,401 6,756,707 7,951,948 8,135,937 8,022,304 (113,633) PUBLIC SAFETY Police Department 10,432,525 11,404,475 10,006,130 11,595,060 12,381,915 12,938,261 556,346 Fire Protection 2,295,033 3,352,699 3,139,540 3,718,425 3,719,315 4,072,695 353,381 Emergency Medical Service 3,766,230 4,482,005 4,152,628 4,953,597 4,872,380 5,383,110 510,731 Building Inspection 1,029,240 1,037,234 872,586 999,076 1,112,499 1,089,488 (23,011) Emergency Management 4,461 1,509 4,684 17,500 17,500 20,000 2,500 Sub-Total Public Safety 17,527,490 20,277,922 18,175,568 21,283,658 22,103,608 23,503,554 1,399,946 PUBLIC WORKS_ Public Services 290,885 273,769 252,880 285,241 290,796 235,040 (55,756) Public Works 2,874,671 3,055,916 2,610,595 3,217,808 3,257,668 3,466,863 209,195 Engineering 573,157 591,701 544,723 636,867 641,192 644,920 3,728 GIS 154,395 169,993 150,283 177,892 184,827 203,649 18,822 Transporation 191,066 115,216 162,851 167,890 202,085 206,504 4,419 Sub-Total Public Works 4,084,173 4,206,595 3,721,332 4,485,698 4,576,568 4,756,976 180,408 HEALTH & HUMAN SERVICES Colonial Club 240,000 250,000 216,667 260,000 260,000 260,000 - Youth & Families 13,146 19,339 1,581 15,619 15,505 15,490 (15) YMCA & Community Schools 130,000 130,000 - 130,000 130,000 130,000 - Human Services 60,631 30,878 65,631 65,631 65,631 45,631 (20,000) Cemetery 10,000 10,000 10,000 10,000 10,000 10,000 - Sub-Total Health & Human Services 453,777 440,217 293,878 481,250 481,136 461,121 (20,015) CULTURE, RECREATION, AND EDUCATION Library 2,812,841 2,764,582 1,994,025 3,069,296 3,190,181 3,454,609 264,428 Historical Museum 204,624 192,027 174,632 218,262 223,616 240,901 17,285 Parks Maintenance 1,322,967 1,501,464 1,366,105 1,503,150 1,561,127 1,516,581 (44,546) Recreation 1,250,058 1,422,463 1,242,080 1,542,796 1,630,203 712,931 (917,272) Family Aquatic Center 360,505 372,277 366,976 366,170 393,624 313,522 (80,102) Sub-Total Culture, Recreation, and Education 5,950,995 6,252,813 5,143,818 6,699,674 6,998,751 6,238,544 (760,207) CONSERVATION AND DEVELOPMENT Community Development 180,253 193,912 178,820 241,895 245,353 217,151 (28,202) Planning 568,407 671,520 561,471 785,036 793,350 661,169 (132,181) Economic Development 369,852 388,738 375,238 433,700 438,468 438,039 (429) Forestry 302,669 275,073 320,787 375,132 379,825 343,450 (36,375) Sub-Total Conservation and Development 1,421,180 1,529,244 1,436,316 1,835,763 1,856,996 1,659,809 (197,187) Transfers 819,920 984,902 908,809 908,809 908,809 317,560 (591,249) General Contingency - - - - 523,370 396,704 - Sub-Total Transfers & Contingency 819,920 984,902 908,809 908,809 1,432,179 714,264 (591,249) Total 36,611,720$ 41,084,093$ 36,436,429$ 43,646,800$ 45,585,174$ 45,356,572$ (228,602)$ Includes: Fund 100 - General Fund, 255 - Family Aquatic Center, 260 - Library, and 280 - Recreation 52 GENERAL GOVERNMENT Mayor 2025 PROPERTY VALUES AND TAX RATE ASSESSED VALUE BY CLASS 2021 2022 2023 2024 2025 Increase (Decrease) Percent Change Residential 2,708,137,200$ 2,786,552,200$ 3,694,900,600$ 3,749,190,300$ 3,807,299,900$ 58,109,600$ 1.5% Commercial 1,064,893,600 1,108,575,900 1,633,062,400 1,749,816,900 1,818,616,300 68,799,400$ 3.9% Agricultural 126,300 118,100 138,400 149,200 153,800 4,600$ 3.1% Other 441,600 501,400 506,300 507,300 507,200 (100)$ 0.0% Personal Property 44,657,300 44,799,400 59,056,600 - - -$ 0.0% Manufacturing 71,790,600 69,275,300 92,456,900 82,021,000 93,993,800 11,972,800$ 14.6% Total Assessed Value 3,890,046,600$ 4,009,822,300$ 5,480,121,200$ 5,581,684,700$ 5,720,571,000$ 138,886,300$ 2.5% EQUALIZED VALUE 2021 2022 2023 2024 2025 Increase (Decrease) Percent Change Equalized Value - TID Out 3,896,135,200 4,464,398,400 5,084,169,000 5,574,558,400 5,899,027,200 324,468,800 5.8% Equalized Value - TID In 4,176,130,900 4,767,506,600 5,481,682,200 6,077,193,700 6,473,743,000 396,549,300 6.5% Difference - Total Increment 279,995,700$ 303,108,200$ 397,513,200$ 502,635,300$ 574,715,800$ 72,080,500$ 14.3% TAX INCREMENT BY DISTRICT 2021 Increment 2022 Increment 2023 Increment 2024 Increment 2025 Increment Increase (Decrease) Net % Change TIF District No. 6 -$ -$ -$ -$ -$ TIF District No. 8 112,401,800 107,202,900 124,204,600 115,379,600 131,621,800 16,242,200 14.1% TIF District No. 9 90,687,300 92,167,300 116,854,000 162,469,100 192,064,900 29,595,800 18.2% TIF District No. 11 53,661,700 56,185,600 70,485,100 88,860,700 89,926,100 1,065,400 1.2% TIF District No. 12 12,671,000 14,350,500 16,490,100 28,364,300 31,383,400 3,019,100 10.6% TIF District No. 13 10,573,900 31,824,900 57,720,300 67,397,200 70,315,600 2,918,400 4.3% TIF District No. 14 - 1,377,000 4,534,200 12,008,100 24,856,700 12,848,600 107.0% TIF District No. 15 - - 7,224,900 26,733,400 24,954,800 (1,778,600) -6.7% TIF District No. 16 - - - 1,422,900 9,592,500 8,169,600 574.2% Total Increment 279,995,700$ 303,108,200$ 397,513,200$ 502,635,300$ 574,715,800$ 72,080,500$ 14.3% CITY TAX RATE 2021 2022 2023 2024 2025 Increase (Decrease) Percent Change Operating Levy 20,106,531 21,403,208 24,957,744 26,894,618 27,690,598 795,980 3.0% Debt Service Levy 6,469,805 6,796,436 7,275,747 7,823,245 9,446,027 1,622,782 20.7% Total Levy 26,576,336 28,199,644 32,233,491 34,717,863 37,136,625 2,418,762 7.0% Mill Rate 7.3229 7.5101 6.3418 6.7808 7.1400 0.3592 5.3% Average Home Value 301,200 304,100 377,200 379,800 381,500 1,700 0.4% City Tax on Average Home 2,206 2,284 2,392 2,575 2,723 148 5.7% Median Home Value 286,400 288,900 356,600 360,200 361,700 3,600 1.0% City Tax on Median Home 2,097 2,170 2,261 2,442 2,583 140 5.7% - 5,000,000 10,000,000 15,000,000 20,000,000 25,000,000 30,000,000 2021 2022 2023 2024 2025 Operating Levy vs Debt Service Levy Operating Levy Debt Service Levy 53 54 GENERAL GOVERNMENT 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. 2026 BUDGET HIGHLIGHTS o There are no notable changes in the budget. 2025 BUDGET OVERVIEW ✓ Increased compensation to both the Mayor and City Council members by 3.5% ✓ Established an annual contribution to the Affordable Housing Fund from the City Budget. ✓ Increased the City’s annual support of the Colonial Club Senior Center by $10,000. ✓ Increased the City’s partner payment to the Community Schools program by $30,000 annually. 55 GENERAL GOVERNMENT 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. 2026 BUDGET HIGHLIGHTS o There are no notable changes in the budget. 2025 BUDGET OVERVIEW ✓ Increased compensation to both the Mayor and City council members by 3.5% ✓ Increased the City’s annual support of the Colonial Senior Center by $10,000. ✓ Increased the City’s annul support of the Colonial Club Senior Center by $10,000. ✓ Increased the City’s partner payment to the Community Schools program by $30,000 annually. 56 GENERAL GOVERNMENT Mayor and City Council MAYOR and CITY COUNCIL 2023 2024 8/31/2025 2025 2025 2026 Increase Actual Actual Actual Projected Budget Recommended (Decrease) Mayor & Council * * * * * * Total Personnel * * * * * * *The Mayor and Council are elected officials and not included in the FTE count. 2023 2024 8/31/2025 2025 2025 2026 Increase Actual Actual Actual Projected Budget Recommended (Decrease) Mayor 45.3 45.7 37.5 46.7 46.7 48.3 1.6 Council 82.1 100.3 69.3 86.1 84.0 88.8 4.8 Total Expenditures $ 127.4 $ 146.0 $ 106.8 $ 132.8 $ 130.7 $ 137.1 $ 6.4 2023 2024 8/31/2025 2025 2025 2026 Increase Actual Actual Actual Projected Budget Recommended (Decrease) Personnel 88.3 90.8 60.2 92.0 92.0 92.1 0.1 Materials & Supplies 0.6 1.6 1.6 1.3 2.1 1.9 (0.2) Contractual Services 16.5 32.5 24.1 16.6 10.9 15.9 5.0 Professional Development 22.0 21.1 20.9 22.8 25.8 27.2 1.4 Total Expenditures $ 127.4 $ 146.0 $ 106.8 $ 132.8 $ 130.7 $ 137.1 $ 6.4 2023 2024 8/31/2025 2025 2025 2026 Increase Actual Actual Actual Projected Budget Recommended (Decrease) Total Revenues - - - - - - - Total Expenditures 127.4 146.0 106.8 132.8 130.7 137.1 6.4 Net Operating Result $ (127.4) $ (146.0) $ (106.8) $ (132.8) $ (130.7) $ (137.1) $ (6.4) PERSONNEL BY DIVISION EXPENDITURES BY DIVISION $ in '000s EXPENDITURES BY CATEGORY $ in '000s OPERATING RESULTS $ in '000s 57 58 GENERAL GOVERNMENT Municipal Court MUNICIPAL COURT MISSION Provide fair and impartial administration of justice for those accused of violating City of Sun Prairie ordinances. Provide timely resolution of citizen concerns, safeguard the rights of individuals, protect the public interest, and enhance public safety. DESCRIPTION Municipal Court presides over matters that originate when a City of Sun Prairie public safety personnel issues a citation charging a person or entity with violating a city ordinance. The Municipal Court Judge adjudicates guilt and innocence during court proceedings and educates staff regarding changes in appropriate law. The citizens of Sun Prairie elect the Municipal Court Judge for a term of four years. 2026 BUDGET HIGHLIGHTS o There are no notable changes in the budget. 2025 BUDGET OVERVIEW ✓ Thru the carryforward funds an LTE/Assistant Court Clerk position was hired. PERFORMANCE METRICS Council Strategic Priority: Quality City Services *2025 data reflects information through June 30, 2025 Adjudicate city ordinance violations. Measure 2019 2020 2021 2022 2023 2024 2025* 2025 (year-end) Traffic Citations Processed 1,145 865 857 1,116 1,243 1,267 825 1,518 Ordinance Citations 485 424 376 328 434 480 294 588 Court Trials 10 13 6 6 2 7 4 8 59 GENERAL GOVERNMENT Municipal Court MUNICIPAL COURT 2023 2024 8/31/2025 2025 2025 2026 Increase Actual Actual Actual Projected Budget Recommended (Decrease) Municipal Court 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 - *The Municipal Judge is an elected official and not included in the FTE count. 2023 2024 8/31/2025 2025 2025 2026 Increase Actual Actual Actual Projected Budget Recommended (Decrease) Municipal Court 161.5 174.5 117.5 164.6 186.5 143.6 (42.9) Total Expenditures $ 161.5 $ 174.5 $ 117.5 $ 164.6 $ 186.5 $ 143.6 $ (42.9) 2023 2024 8/31/2025 2025 2025 2026 Increase Actual Actual Actual Projected Budget Recommended (Decrease) Personnel 151.7 164.4 114.2 154.1 175.5 132.5 (43.0) Materials & Supplies 0.1 0.3 0.3 0.2 0.2 0.2 - Contractual Services 7.2 8.1 1.4 8.4 8.2 8.4 0.2 Professional Development 2.6 1.7 1.6 2.0 2.6 2.5 (0.1) Total Expenditures $ 161.5 $ 174.5 $ 117.5 $ 164.6 $ 186.5 $ 143.6 $ (42.9) 2023 2024 8/31/2025 2025 2025 2026 Increase Actual Actual Actual Projected Budget Recommended (Decrease) Total Revenues 150.7 166.1 135.6 207.6 205.0 205.0 - Total Expenditures 161.5 174.5 117.5 164.6 186.5 143.6 (42.9) Net Operating Result $ (10.8) $ (8.4) $ 18.2 $ 42.9 $ 18.5 $ 61.4 $ 42.9 PERSONNEL BY DIVISION EXPENDITURES BY DIVISION $ in '000s EXPENDITURES BY CATEGORY $ in '000s OPERATING RESULTS $ in '000s 60 GENERAL GOVERNMENT 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. 2026 BUDGET HIGHLIGHTS o There are no notable changes in the budget. 2025 BUDGET OVERVIEW ✓ Maintained outside counsel budget reduction from 2023 at lowest levels in five years 2021 $241,047 2022 $210,921 2023 $80,550 2024 $44,785 2025 $9,921 YTD ✓ Offset training expenses by presenting at conferences in exchange for waived registration fees ✓ Added .75 FTE Assistant City Attorney and transitioned municipal court function in-house PERFORMANCE METRICS Council Strategic Priority: Quality City Services Provide legal analysis and advice to City Departments and Council. Measure 2021 2022 2023 2024 2025 YTD Development Agreements 6 18 1 5 0 Ordinance Amendments 6 7 11 7 8 Collective Bargaining Agreements Settled* 2 2 No contract open this year. Legal Opinions Issued Not tracked until 2025 5 *The department began negotiating contracts in-house in 2023. 61 GENERAL GOVERNMENT City Attorney CITY ATTORNEY 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* Internal 2 3 5 5 External 1 1 3 2 *2025 data reflects information through July 31, 2025. 62 GENERAL GOVERNMENT City Attorney CITY ATTORNEY 2023 2024 8/31/2025 2025 2025 2026 Increase Actual Actual Actual Projected Budget Recommended (Decrease) City Attorney 2.00 2.00 2.75 2.75 2.75 2.75 - Allocated FTE (0.16) (0.28) (0.28) (0.28) (0.28) (0.28) - Total Personnel 1.84 1.72 2.47 2.47 2.47 2.47 - 2023 2024 8/31/2025 2025 2025 2026 Increase Actual Actual Actual Projected Budget Recommended (Decrease) City Attorney 341.2 425.3 286.8 429.9 425.5 442.5 17.0 Total Expenditures $ 341.2 $ 425.3 $ 286.8 $ 429.9 $ 425.5 $ 442.5 $ 17.0 2023 2024 8/31/2025 2025 2025 2026 Increase Actual Actual Actual Projected Budget Recommended (Decrease) Personnel 256.8 356.1 237.0 365.3 368.3 384.9 16.6 Materials & Supplies 0.2 0.9 0.6 1.5 1.5 1.5 - Contractual Services 79.4 57.9 41.7 54.9 44.9 44.9 - Professional Development 4.9 9.6 7.5 8.2 10.9 11.3 0.4 Total Expenditures $ 341.2 $ 425.3 $ 286.8 $ 429.9 $ 425.5 $ 442.5 $ 17.0 2023 2024 8/31/2025 2025 2025 2026 Increase Actual Actual Actual Projected Budget Recommended (Decrease) Total Revenues - - - - - - - Total Expenditures 341.2 425.3 286.8 429.9 425.5 442.5 17.0 Net Operating Result $ (341.2) $ (425.3) $ (286.8) $ (429.9) $ (425.5) $ (442.5) $ (17.0) PERSONNEL BY DIVISION EXPENDITURES BY DIVISION $ in '000s EXPENDITURES BY CATEGORY $ in '000s OPERATING RESULTS $ in '000s 63 64 GENERAL GOVERNMENT 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, license administration, and elections. DESCRIPTION The City Clerk’s Office serves as 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 as the custodian of official records. The City Clerk’s Office impartially oversees all elections held in the City of Sun Prairie, ensuring every eligible voter has the opportunity to cast a ballot and have their ballot counted. The City Clerk’s Office achieves this goal by educating voters and providing comprehensive training for over 400 election officials. 2026 BUDGET HIGHLIGHTS o Continue to modernize Sun Prairie’s election infrastructure. o Continue efforts to expand and further implement our plan to digitize and catalogue all records kept by the City into OnBase. o Complete development and expansion of OpenGov, the cloud-based software for citizen services. 2025 BUDGET OVERVIEW ✓ We completed the citywide project to digitize nearly all official records into the OnBase system. This initiative has transformed record access, improving transparency, speeding up retrieval times, and breaking down silos between departments. ✓ On June 1, 2025, the Clerk’s Office in conjunction with IT rolled out OneMeeting, the City’s new agenda and meeting management system. Staff were trained prior to launch, and the transition was smooth. All agendas and minutes are now created and managed through OneMeeting. ✓ This year, we moved Fireworks Permit applications to the OpenGov platform and are preparing to launch the same online process for Special Event Permits. These tools offer easier access for applicants and streamline internal workflows. 65 GENERAL GOVERNMENT Administrative Services CITY CLERK’S OFFICE PERFORMANCE METRICS Council Strategic Priority: Quality City Services *2025 data reflects information through June 30, 2025 Provide access to local government through accurate and timely access to agendas and minutes. Provide equitable access to licenses and permits available through the City Clerk’s Office. Measure 2018 2019 2020 2021 2022 2023 2024 2025* Special Event Permit 4 2 0 2 2 3 3 0 Tobacco Retail License 24 25 23 25 27 29 30 29 Liquor Establishment License 56 58 57 56 61 62 63 63 Operator License 471 337 268 311 494 412 441 335 Temporary Nightclub License 0 0 0 0 0 0 0 0 Nightclub License 8 10 9 9 10 10 8 9 Secondhand Dealer License 4 3 3 3 4 4 4 4 Solicitor’s Permit 41 45 15 28 33 56 55 10 Temporary Beer/Wine License 16 10 1 11 6 4 6 2 Street Use Permit 23 21 5 13 20 21 22 4 Taxi Cab Driver License 26 22 19 17 12 12 11 0 Amusement Device License 143 131 131 116 125 143 136 144 Blasting Permit 1 0 0 0 3 0 0 0 Chicken License 4 6 3 4 5 9 15 12 Mobile Food Cart 1 0 0 0 0 3 2 4 Mobile Food Vendor 4 0 0 0 0 7 2 4 Temporary Change of Premises 0 0 0 0 0 1 0 0 Fireworks Permit 0 0 0 0 0 2 4 4 TOTAL 826 670 534 595 802 512 818 624 Conduct fair, open, and transparent elections. Ensure every eligible voter is able to cast a ballot and have that ballot counted. Measure 2018 2019 2020 2021 2022 2023 2024 2025* Number of Elections 4 1 4 5 3 2 4 2 Average Election Officials 68 64 97 46 150 122 137 140 Average Voted at the Polls 5,369 6,064 2,351 1,255 5,147 6,100 4484 5649 Average Voted In-Person Absentee 1,623 2,148 1,903 121 1,800 1,323 2467 1848 Average Voted Absentee by Mail/SVD 452 391 7,087 1,443 4,222 3,505 2603 2316 Measure 2018 2019 2020 2021 2022 2023 2024 2025* Council & Special Meetings 23 25 25 28 23 22 25 18 Committee of the Whole 26 25 28 27 26 23 27 22 Municipal Board of Canvassers 2 1 5 3 4 5 3 3 Board of Review 4 3 5 6 3 3 6 1 Alcohol License Review Board 3 6 4 1 2 2 3 1 TOTAL 59 34 58 54 24 58 45 66 GENERAL GOVERNMENT Administrative Services CITY CLERK’S OFFICE 2023 2024 8/31/2025 2025 2025 2026 Increase Actual Actual Actual Projected Budget Recommended (Decrease) City Clerk 4.56 4.00 4.00 4.00 4.00 4.00 - Total Personnel 4.56 4.00 4.00 4.00 4.00 4.00 - 2023 2024 8/31/2025 2025 2025 2026 Increase Actual Actual Actual Projected Budget Recommended (Decrease) City Clerk 412.4 552.1 357.9 558.8 562.5 517.5 (45.1) Elections 129.7 263.9 172.0 141.9 174.1 174.1 - Total Expenditures $ 542.2 $ 816.0 $ 529.9 $ 700.7 $ 736.7 $ 691.6 $ (45.1) 2023 2024 8/31/2025 2025 2025 2026 Increase Actual Actual Actual Projected Budget Recommended (Decrease) Personnel 418.1 593.7 393.3 512.2 537.4 683.6 146.2 Materials & Supplies 24.3 39.2 26.9 28.9 39.4 48.9 9.5 Contractual Services 89.9 174.9 102.6 142.2 142.2 126.7 (15.5) Professional Development 9.0 8.3 7.1 17.4 17.6 16.7 (1.0) Capital Items 0.8 - - - - 86.1 86.1 Total Expenditures $ 542.2 $ 816.0 $ 529.9 $ 700.7 $ 736.7 $ 962.0 $ 225.3 2023 2024 8/31/2025 2025 2025 2026 Increase Actual Actual Actual Projected Budget Recommended (Decrease) Total Revenues 69.7 77.3 80.9 81.1 116.1 82.1 (34.0) Total Expenditures 542.2 816.0 529.9 700.7 736.7 962.0 225.3 Net Operating Result $ (472.4) $ (738.7) $ (449.0) $ (619.6) $ (620.6) $ (879.9) $ (259.3) PERSONNEL BY DIVISION EXPENDITURES BY DIVISION $ in '000s EXPENDITURES BY CATEGORY $ in '000s OPERATING RESULTS $ in '000s 67 68 GENERAL GOVERNMENT 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. 2026 BUDGET HIGHLIGHTS o There are no notable changes in the budget. 2025 BUDGET OVERVIEW ✓ Invested in the recommended actions of the Equity Audit which will allow for more Diversity, Equity, and Inclusion- centered programming, initiatives, and activities to honor the City’s diverse identity and create an inclusive culture. ✓ Provided one-time funding to Sunshine Place to increase service capacity of their housing navigation services to assist families and individuals with securing and/or maintaining stable housing in Sun Prairie. ✓ Invested in community events and initiatives that support the city’s values of diversity, equity, and inclusion. ✓ Began work on three interconnected projects aimed at reducing emissions: Greenhouse Gas Inventories, 2030 and 2050 Emissions Reduction Goals, and development of a Climate Action Plan. 69 GENERAL GOVERNMENT Administration CITY ADMINISTRATOR 2023 2024 8/31/2025 2025 2025 2026 Increase Actual Actual Actual Projected Budget Recommended (Decrease) Administration 3.00 4.00 5.00 5.00 5.00 5.00 - Allocated FTE (0.23) (0.18) (0.77) (0.77) (0.77) (0.77) - Total Personnel 2.77 3.82 4.23 4.23 4.23 4.23 - 2023 2024 8/31/2025 2025 2025 2026 Increase Actual Actual Actual Projected Budget Recommended (Decrease) Administration 618.5 705.6 477.6 750.6 990.3 704.5 (285.7) Total Expenditures $ 618.5 $ 705.6 $ 477.6 $ 750.6 $ 990.3 $ 704.5 $ (285.7) 2023 2024 8/31/2025 2025 2025 2026 Increase Actual Actual Actual Projected Budget Recommended (Decrease) Personnel 432.5 578.4 412.2 581.7 681.2 613.5 (67.7) Materials & Supplies 8.3 4.7 1.1 4.0 22.6 5.5 (17.1) Contractual Services 151.3 96.1 45.8 148.0 257.6 65.3 (192.2) Professional Development 19.9 21.5 18.5 16.9 19.1 19.3 0.2 Capital Items 6.5 4.8 - - 9.9 1.0 (8.9) Total Expenditures $ 618.5 $ 705.6 $ 477.6 $ 750.6 $ 990.3 $ 704.5 $ (285.7) 2023 2024 8/31/2025 2025 2025 2026 Increase Actual Actual Actual Projected Budget Recommended (Decrease) Total Revenues - - - - - - - Total Expenditures 618.5 705.6 477.6 750.6 990.3 704.5 (285.7) Net Operating Result $ (618.5) $ (705.6) $ (477.6) $ (750.6) $ (990.3) $ (704.5) $ 285.7 PERSONNEL BY DIVISION EXPENDITURES BY DIVISION $ in '000s EXPENDITURES BY CATEGORY $ in '000s OPERATING RESULTS $ in '000s 70 GENERAL GOVERNMENT Administrative Services ADMINISTRATIVE SERVICES MISSION The Administrative Services Department is committed to providing excellent customer service to the Citizens, Mayor, City Council, and Departments of the City. The department will provide timely, accurate, and concise information to those that we serve. DESCRIPTION The Administrative Services Department develops administrative strategies for assigned areas of responsibility to ensure and maintain an efficient and fiscally sound and responsible status, while meeting the needs of the City. • Services provided by the Finance Division include accounting, cash management, purchasing, payroll, risk management, and property tax collection. • The Human Resources Division is responsible for administration, classification and compensation, recruitment and testing, and employee benefit services. • The Information Technology Division coordinates the City’s information technology and telecommunications systems needs. • The Assessing Division assesses taxable residential and commercial real and personal property and maintains property information/ownership records. • The City Clerk Division conducts fair and open municipal elections, manages the City’s records management program and accessibility to public records, and manages the issuance of various licenses. 2026 BUDGET HIGHLIGHTS o There are no notable changes in the budget. 2025 BUDGET OVERVIEW ✓ Hired a full time behavioral & Mental Health Coach to the Employee Wellness Clinic in conjunction with the Sun Prairie Area School District. 71 GENERAL GOVERNMENT Administrative Services ADMINISTRATIVE SERVICES 2023 2024 8/31/2025 2025 2025 2026 Increase Actual Actual Actual Projected Budget Recommended (Decrease) Administrative Services 1.00 1.00 1.00 1.00 1.00 1.00 - Allocated FTE (0.07) (0.07) (0.07) (0.07) (0.07) (0.07) - Total Personnel 0.93 0.93 0.93 0.93 0.93 0.93 - 2023 2024 8/31/2025 2025 2025 2026 Increase Actual Actual Actual Projected Budget Recommended (Decrease) Administrative Services 233.7 299.8 219.6 505.4 506.4 452.1 (54.3) Total Expenditures $ 233.7 $ 299.8 $ 219.6 $ 505.4 $ 506.4 $ 452.1 $ (54.3) 2023 2024 8/31/2025 2025 2025 2026 Increase Actual Actual Actual Projected Budget Recommended (Decrease) Personnel 171.9 182.8 125.6 189.2 191.3 202.3 10.9 Materials & Supplies 0.1 0.4 0.4 0.5 0.5 58.1 57.6 Contractual Services 55.6 109.3 87.2 308.5 307.6 184.6 (123.0) Professional Development 4.3 7.4 6.5 7.2 7.0 7.2 0.2 Total Expenditures $ 233.7 $ 299.8 $ 219.6 $ 505.4 $ 506.4 $ 452.1 $ (54.3) 2023 2024 8/31/2025 2025 2025 2026 Increase Actual Actual Actual Projected Budget Recommended (Decrease) Total Revenues - - - - - - - Total Expenditures 233.7 299.8 219.6 505.4 506.4 452.1 (54.3) Net Operating Result $ (233.7) $ (299.8) $ (219.6) $ (505.4) $ (506.4) $ (452.1) $ 54.3 PERSONNEL BY DIVISION EXPENDITURES BY DIVISION $ in '000s EXPENDITURES BY CATEGORY $ in '000s OPERATING RESULTS $ in '000s 72 GENERAL GOVERNMENT Administrative Services 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. 2026 BUDGET HIGHLIGHTS o The Human Resources Department anticipates two staff retirements in 2025. Therefore, there may be periods of staff vacancies in 2025 to offset retirement benefit payouts. 2025 BUDGET OVERVIEW ✓ New HR staff were onboarded after two anticipated retirements and one position vacancy. Work procedures for critical processes were created and new staff has been participating in training. ✓ Changes made to the Sun Prairie Utilities’ Ordinance provided an opportunity for HR to work more closely with staff to improve policies and procedures. ✓ HR continues to support the employee gym and recognition program; and provides the multi-session Guide & Grow training program to all new supervisors to provide continued support of our city-wide Values. ✓ A significant amount of time was involved in the recruitment and selection for several department head and hard- to-fill positions. These included extensive candidate sourcing and administering Assessment Centers. ✓ Participated in a successful mediation with IAFF Local #311 EMS unit for the new 2025-2027 contract. 73 GENERAL GOVERNMENT Administrative Services HUMAN RESOURCES PERFORMANCE METRICS Council Strategic Priority: Employer of Choice *2025 data reflects information through June 30, 2025 Improve recruitment efforts and fill vacancies in a timely manner. Measure 2020 2021 2022 2023 2024 2025* 2025 (year-end) GOAL Positions filled (PT/FT) 30 52 62 52 69 40 65 60 Average number of days to fill positions 32 63 94 62 58 57 60 60 Applications received 1,221 1,656 1,445 1,351 1,230 1,137 1,350 1200 % minority new hires (FT) 17% 18% 22% 22% 11% 10% 11% 15% Promote safety and wellness in the workplace. Measure 2020 2021 2022 2023 2024 2025* 2025 (year-end) GOAL Number of workers’ compensation claims 29 21 22 23 29 3 12 15 Cost of worker’s compensation claims $129,665 $244,054 $77,442 $183,247 $178,051 $68,758 $120.000 $100,000 Lost days due to worker’s compensation injuries/illnesses 46 85 14 50 159 42 70 60 % of eligible members visiting wellness clinic n/a 34% 37% 39% 26% 30% 21% 60% Rating of Good/Very Good experience @ wellness clinic n/a 100% 100% 98% 97% 99% 98% 95% Retain well-qualified and productive employees by providing essential benefits in a fiscally responsible manner. Measure 2020 2021 2022 2023 2024 2025* 2025 (year-end) GOAL Annual Turnover rate non-seasonal (FT Turnover rate) 11% (9.4%) 16% (12.5%) 13% (13.8%) 10% (8.2%) 10% (9.8%) 6% (6.4%) 10% (10%) 8% (8%) FMLA Requests (hours used) 47 (6,227) 24 (7,332) 38 (7,284) 52 (7,735) 54 (9,091) 34 (4,936) 50 (7,000) 40 (6,000) Paid Parent/Caregiver Requests 21 15 27 31 34 16 30 25 Increase in Health Plan Cost 6.9% 7.7% 5% 7.9% 5.7% 6% 6% 8% Health Plan Medical Loss Ratio (MLR) 106% 122% 133% 142% 84.3% n/a 87% 90% Authorized FT positions 202 209 217 231 254 259 259 259 Authorized PT positions 33 34 42 43 43 43 43 43 74 GENERAL GOVERNMENT Administrative Services HUMAN RESOURCES 2023 2024 8/31/2025 2025 2025 2026 Increase Actual Actual Actual Projected Budget Recommended (Decrease) Human Resources 4.00 4.00 4.00 4.00 4.00 4.00 - Allocated FTE (0.40) (0.40) (0.45) (0.45) (0.45) (0.45) (0.00) Total Personnel 3.60 3.60 3.55 3.55 3.55 3.55 (0.00) 2023 2024 8/31/2025 2025 2025 2026 Increase Actual Actual Actual Projected Budget Recommended (Decrease) Human Resources 538.0 544.7 374.3 699.2 773.2 630.2 (143.0) Total Expenditures $ 538.0 $ 544.7 $ 374.3 $ 699.2 $ 773.2 $ 630.2 $ (143.0) 2023 2024 8/31/2025 2025 2025 2026 Increase Actual Actual Actual Projected Budget Recommended (Decrease) Personnel 450.8 479.5 327.9 606.7 680.5 547.8 (132.7) Materials & Supplies 2.4 2.1 1.3 1.3 1.3 1.3 - Contractual Services 68.5 44.6 28.6 68.1 68.1 58.5 (9.6) Professional Development 16.3 18.5 16.6 23.2 23.3 22.6 (0.7) Total Expenditures $ 538.0 $ 544.7 $ 374.3 $ 699.2 $ 773.2 $ 630.2 $ (143.0) 2023 2024 8/31/2025 2025 2025 2026 Increase Actual Actual Actual Projected Budget Recommended (Decrease) Total Revenues 32.3 38.9 - 37.6 37.6 59.3 21.7 Total Expenditures 538.0 544.7 374.3 699.2 773.2 630.2 (143.0) Net Operating Result $ (505.7) $ (505.8) $ (374.3) $ (661.7) $ (735.6) $ (570.9) $ 164.7 PERSONNEL BY DIVISION EXPENDITURES BY DIVISION $ in '000s EXPENDITURES BY CATEGORY $ in '000s OPERATING RESULTS $ in '000s 75 76 GENERAL GOVERNMENT 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. 2026 BUDGET HIGHLIGHTS o There are no notable changes in the budget. 2025 BUDGET OVERVIEW ✓ There are no notable changes. 77 GENERAL GOVERNMENT Administrative Services FINANCE PERFORMANCE METRICS Council Strategic Priority: Quality City Services *2025 data reflects information through June 30, 2025 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 (non- physical 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 2020 2021 2022 2023 2024 2025* 2025 (year-end) Payments by ETF 18,156,564 18,396,271 30,692,496 15,564,289 23,027,259 18,723,712 24,000,000 Payments by procurement card 4,599,448 3,977,362 3,855,138 4,776,214 4,466,352 2,278,157 5,100,000 Payments by physical checks 15,687,675 12,737,534 14,538,618 17,082,067 19,449,740 8,847,692 19,000,000 Total Payments made 38,236,179 35,170,848 49,088,273 37,424,592 46,940,351 29,846,561 49,000,000 Percent of Electronic Payments 58.97% 63.78% 70.38% 54.36% 58.57% 70.36% 60% Measure 2020 2021 2022 2023 2024 2025* 2025 (year-end) Cash Collections Received 128,481 63,018 77,530 134,358 163,023 120,000 Check Collections Received 20,521,920 18,362,607 21,001,818 21,254,399 21,240,851 21,000,000 Collections by credit card/e-Check 419,602 770,848 1,038,497 1,247,270 1,329,695 1,400,000 Total Collections received 21,070,003 19,196,772 22,117,846 22,636,027 22,733,569 64,853 9,431,206 706,254 10,202,313 6.92% 22,000,000 6.36% Percent of Electronic Collections 1.99% 4.02% 4.70% 5.51% 5.84% 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 2016 9 39,300 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 2025 (year-end) 16 75,000 78 GENERAL GOVERNMENT Administrative Services FINANCE 2023 2024 8/31/2025 2025 2025 2026 Increase Actual Actual Actual Projected Budget Recommended (Decrease) Finance 5.63 6.60 7.60 7.60 7.60 7.60 - Allocated FTE (0.64) (1.02) (1.02) (1.02) (1.02) (1.02) - Total Personnel 4.99 5.58 6.58 6.58 6.58 6.58 - 2023 2024 8/31/2025 2025 2025 2026 Increase Actual Actual Actual Projected Budget Recommended (Decrease) Finance 781.1 793.7 515.9 1,043.9 1,512.4 1,360.4 (152.0) Risk Management 175.8 199.4 87.5 180.8 223.3 190.9 (32.5) Total Expenditures $ 956.9 $ 993.2 $ 603.4 $ 1,224.7 $ 1,735.7 $ 1,551.2 $ (184.5) 2023 2024 8/31/2025 2025 2025 2026 Increase Actual Actual Actual Projected Budget Recommended (Decrease) Personnel 615.7 578.2 415.2 715.2 731.0 761.0 30.0 Materials & Supplies 77.3 89.3 2.9 159.3 159.3 106.0 (53.3) Contractual Services 80.7 129.8 89.1 143.2 100.1 85.1 (15.0) Insurance 129.2 143.9 87.5 180.6 178.9 180.9 1.9 Professional Development 6.4 5.4 5.4 5.5 8.6 8.5 (0.1) Transfers/Bad Debt 42.7 37.6 3.3 20.9 34.4 13.0 (21.4) Contingency - - - - 523.4 396.7 (126.7) Capital Items - - - - - - - Total Expenditures $ 951.9 $ 984.4 $ 603.4 $ 1,224.7 $ 1,735.7 $ 1,551.2 $ (184.5) 2023 2024 8/31/2025 2025 2025 2026 Increase Actual Actual Actual Projected Budget Recommended (Decrease) Total Revenues 40.3 45.4 27.3 37.4 37.4 50.5 13.1 Total Expenditures 951.9 984.4 603.4 1,224.7 1,735.7 1,551.2 (184.5) Net Operating Result $ (911.6) $ (939.0) $ (576.1) $ (1,187.3) $ (1,698.3) $ (1,500.7) $ 197.6 PERSONNEL BY DIVISION EXPENDITURES BY DIVISION $ in '000s EXPENDITURES BY CATEGORY $ in '000s OPERATING RESULTS $ in '000s 79 80 GENERAL GOVERNMENT 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. 2026 BUDGET HIGHLIGHTS o The 2026 assessment year will be a revaluation year. The entire city will be revaluated at market value as of January 1, 2026. Notices are anticipated to be sent out in late summer 2026. 2025 BUDGET OVERVIEW ✓ The 2025 assessment year was a maintenance year. ✓ 726 Notices of Changes Assessment were sent out in late April ✓ Reviewed all 2024 sale and maintenance properties either in office or with an exterior or interior inspection. ✓ The review of all property descriptions in the city began in 2024 with all condominiums. Our office used a self- reporting form to achieve over 80% response rate on the condominiums. 81 GENERAL GOVERNMENT Administrative Services ASSESSING PERFORMANCE METRICS Council Strategic Priority: Quality City Services *2025 data reflects information through July 1, 2025 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 2020 Reval 2021 Non-Reval 2022 Non-Reval 2023 Reval 2024 Non-Reval 2025* Non-Reval 2025 (year-end) Non-Reval GOAL Level of Assessment 96.06% 93.82% 84.09% 99.99% 93.9% 89.5% 89.5% 100% Annually maintain Real Estate parcels for accuracy. Measure 2020 Reval 2021 Non-Reval 2022 Non-Reval 2023 Reval 2024 Non-Reval 2025* Non-Reval 2025 (year-end) Non-Reval GOAL Total Real Estate Parcels 12,137 12,272 12,353 12414 12419 12445 12445 12445 Update real estate parcels to reflect physical and valuation changes Measure 2020 Reval 2021 Non- Reval 2022 Non-Reval 2023 Reval 2024 Non-Reval 2025* Non-Reval 2025 (year-end) Non-Reval GOAL Interior Inspections 221 82 598 414 451 178 400 400 Exterior Inspections 97 103 181 190 106 32 80 80 Other On-site Visits 1 0 0 0 0 0 0 0 Drive-by Reviews 679 320 132 116 94 43 100 100 Ag Reviews 392 381 301 301 295 0 295 295 Office Reviews 492 619 1317 1254 1994 660 1500 1500 Real Estate Transfers Reviewed 1,211 1,399 1161 890 1072 453 1000 1000 Permits Reviewed 1,945 2,564 2359 2228 2228 869 1800 1800 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 2020 Reval 2021 Non-Reval 2022 Non-Reval 2023 Reval 2024 Non-Reval 2025* Non-Reval 2025 (year-end) Non-Reval GOAL Parcels Reviewed 626 25 10 350 35 34 34 35 Number of Adjustments 510 10 10 247 16 19 19 10 Net $ Adjustments (-) or (+) -$22,904,300 $-160,900 -1,879,3030 -21,802,200 -12,007,200 -25,036,300 -25,036,300 -2,000,000 Annually present defenses for assessment appealed to the Board of Review. Measure 2020 Reval 2021 Non-Reval 2022 Non-Reval 2023 Reval 2024 Non-Reval 2025* Non-Reval 2025 (year-end) Non-Reval GOAL Parcels Reviewed 2 13 5 1 2 10 10 0 Number of Adjustments 1 9 5 0 2 10 10 0 Net $ Adjustments (-) or (+) -$591,900 -$1,653,850 -$8,941,200 0 -$977,400 -$1,110,200 -$1,110,200 0 82 GENERAL GOVERNMENT Administrative Services ASSESSING 2023 2024 8/31/2025 2025 2025 2026 Increase Actual Actual Actual Projected Budget Recommended (Decrease) Assessing 4.00 4.00 4.00 4.00 4.00 4.00 - Allocated FTE - - - - - - - Total Personnel 4.00 4.00 4.00 4.00 4.00 4.00 - 2023 2024 8/31/2025 2025 2025 2026 Increase Actual Actual Actual Projected Budget Recommended (Decrease) Assessing 555.3 551.1 383.2 570.3 578.8 602.4 23.6 Total Expenditures $ 555.3 $ 551.1 $ 383.2 $ 570.3 $ 578.8 $ 602.4 $ 23.6 2023 2024 8/31/2025 2025 2025 2026 Increase Actual Actual Actual Projected Budget Recommended (Decrease) Personnel 492.4 517.0 355.0 526.8 535.2 548.3 13.1 Materials & Supplies 16.2 17.8 0.2 20.9 20.2 23.3 3.1 Contractual Services 39.1 8.9 23.7 11.7 12.5 19.8 7.3 Professional Development 7.6 7.5 4.3 10.9 10.9 11.0 0.1 Capital Items - - - - - - - Total Expenditures $ 555.3 $ 551.1 $ 383.2 $ 570.3 $ 578.8 $ 602.4 $ 23.6 2023 2024 8/31/2025 2025 2025 2026 Increase Actual Actual Actual Projected Budget Recommended (Decrease) Total Revenues - - - - - - - Total Expenditures 555.3 551.1 383.2 570.3 578.8 602.4 23.6 Net Operating Result $ (555.3) $ (551.1) $ (383.2) $ (570.3) $ (578.8) $ (602.4) $ (23.6) PERSONNEL BY DIVISION EXPENDITURES BY DIVISION $ in '000s EXPENDITURES BY CATEGORY $ in '000s OPERATING RESULTS $ in '000s 83 84 GENERAL GOVERNMENT 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. 2026 BUDGET HIGHLIGHTS o There are no notable changes in the budget. 2025 BUDGET OVERVIEW ✓ There are no notable changes. PERFORMANCE METRICS Council Strategic Priority: Quality City Services *2025 data reflects information through June 30, 2025 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. Ticket Volume: 2020 2021 2022 2023 2024 2025* YTD 2025 (year-end) 2,560 2,375 2,285 2,157 2,150 1,124 2,200 Resolve issues in accordance with our service levels and resolve issues on first contact while maintaining a high satisfaction rating. Measure 2020 2021 2022 2023 2024 2025* 2025 (year-end) GOAL Issues Resolved On-time 86% 80% 82% 69% 69% 69% 70% 80% Issues Resolved On First Contact 71% 68% 65% 79% 50% 50% 60% 60% Issues Resolved to Satisfaction* 100% 100% 100% 100% 100% 100% 100% 99% Decrease the amount of time it takes for IT staff to contact users regarding their issue and ultimately resolve it. Measure 2020 2021 2022 2023 2024 2025* 2025 (year-end) GOAL Average Time to First Response 4:58 3:20 3:00 2:56 2:51 2:02 2:20 2:30 The time format above is hours:minutes. 85 GENERAL GOVERNMENT Administrative Services INFORMATION TECHNOLOGY 2023 2024 8/31/2025 2025 2025 2026 Increase Actual Actual Actual Projected Budget Recommended (Decrease) Information Technology 5.00 6.00 6.00 6.00 6.00 6.00 - Allocated FTE (0.23) (0.56) (0.38) (0.38) (0.38) (0.38) - Total Personnel 4.77 5.44 5.62 5.62 5.62 5.62 - *GIS was separated from Information Technology in the 201 8 Budget. 2023 2024 8/31/2025 2025 2025 2026 Increase Actual Actual Actual Projected Budget Recommended (Decrease) Information Technology 1,506.8 1,777.1 1,308.3 1,887.4 1,838.0 1,799.8 (38.1) Total Expenditures $ 1,506.8 $ 1,777.1 $ 1,308.3 $ 1,887.4 $ 1,838.0 $ 1,799.8 $ (38.1) 2023 2024 8/31/2025 2025 2025 2026 Increase Actual Actual Actual Projected Budget Recommended (Decrease) Personnel 698.2 760.2 521.2 786.2 810.4 822.0 11.6 Materials & Supplies 698.1 854.3 13.2 852.0 851.6 859.6 8.1 Contractual Services 84.1 92.3 728.3 150.7 76.9 101.3 24.4 Professional Development 7.7 8.6 8.6 10.0 10.1 4.9 (5.2) Capital Items 18.8 61.6 37.1 88.4 89.0 12.0 (77.0) Total Expenditures $ 1,506.8 $ 1,777.1 $ 1,308.3 $ 1,887.4 $ 1,838.0 $ 1,799.8 $ (38.1) 2023 2024 8/31/2025 2025 2025 2026 Increase Actual Actual Actual Projected Budget Recommended (Decrease) Total Revenues 0.0 - - - - - - Total Expenditures 1,506.8 1,777.1 1,308.3 1,887.4 1,838.0 1,799.8 (38.1) Net Operating Result $ (1,506.8) $ (1,777.1) $ (1,308.3) $ (1,887.4) $ (1,838.0) $ (1,799.8) $ 38.1 PERSONNEL BY DIVISION EXPENDITURES BY DIVISION $ in '000s EXPENDITURES BY CATEGORY $ in '000s OPERATING RESULTS $ in '000s 86 GENERAL GOVERNMENT 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. 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. 87 GENERAL GOVERNMENT Public Services BUILDING MAINTENANCE 2026 BUDGET HIGHLIGHTS o There are no notable changes in the budget. 2025 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 *2025 data reflects information through July 30, 2025 Respond to maintenance requests submitted within 24 hours and strive to resolve them within 48 hours. Measure 2020 2021 2022 2023 2024 2025* 2025 (year –end) GOAL Number of tickets received 407 410 797 803 1118 566 1200 - Average response time (hours) 17:12 17:44 23:59 25:15 4:57 4:47 5:00 24:00 Average resolution time (hours) 29:16 64:04 36:39 42:38 23:24 26:07 24:00 48:00 Respond to urgent and high-priority maintenance requests within 4 hours, and strive to resolve them within 24 hours. Measure 2020 2021 2022 2023 2024 2025* 2025 (year –end) GOAL No. of urgent and high-priority tickets 3 21 21 25 11 6 18 - Average response time (hours) 5:15 11:49 3:30 4:15 5:26 2:07 2:30 4 Average resolution time (hours) 11:19 50:35 15:02 20:00 9:47 6:57 8:00 24 Maintenance tickets submitted. Department 2020 2021 2022 2023 2024 2025* 2025 (year-end) Finance 34 23 33 38 31 12 - Library 86 86 133 140 203 124 - Fire 94 65 52 55 8 10 - EMS 45 44 49 52 33 16 - Building Maintenance 3 25 66 75 383 194 - Police 73 72 87 90 102 52 - City Clerk 16 20 27 33 25 4 - Others 54 78 335 299 713 152 - Recreation 2 10 15 21 3 2 - 88 GENERAL GOVERNMENT Public Services BUILDING MAINTENANCE 2023 2024 8/31/2025 2025 2025 2026 Increase Actual Actual Actual Projected Budget Recommended (Decrease) Building Maintenance 3.00 4.00 4.60 4.60 4.60 4.60 - Total Personnel 3.00 4.00 4.60 4.60 4.60 4.60 - 2023 2024 8/31/2025 2025 2025 2026 Increase Actual Actual Actual Projected Budget Recommended (Decrease) Building Maintenance 790.0 892.1 575.4 736.9 905.4 995.0 89.6 Total Expenditures $ 790.0 $ 892.1 $ 575.4 $ 736.9 $ 905.4 $ 995.0 $ 89.6 2023 2024 8/31/2025 2025 2025 2026 Increase Actual Actual Actual Projected Budget Recommended (Decrease) Personnel 357.2 440.6 289.4 348.6 483.1 541.0 57.9 Materials & Supplies 239.0 189.8 87.3 208.2 219.0 200.7 (18.4) Contractual Services 151.3 198.7 180.5 148.6 141.2 186.8 45.6 Professional Development 0.8 - - 1.5 2.0 1.5 (0.5) Capital Items 41.8 63.0 18.2 30.0 60.0 65.0 5.0 Total Expenditures $ 790.0 $ 892.1 $ 575.4 $ 736.9 $ 905.4 $ 995.0 $ 89.6 2020 2021 8/31/2025 2025 2025 2026 Increase Actual Actual Actual Projected Budget Recommended (Decrease) Total Revenues - - - - - - - Total Expenditures 790.0 892.1 575.4 736.9 905.4 995.0 89.6 Net Operating Result $ (790.0) $ (892.1) $ (575.4) $ (736.9) $ (905.4) $ (995.0) $ (89.6) PERSONNEL BY DIVISION EXPENDITURES BY DIVISION $ in '000s EXPENDITURES BY CATEGORY $ in '000s OPERATING RESULTS $ in '000s 89 90 IN-SERVICE FUNDS 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. 2026 BUDGET HIGHLIGHTS o Implement health premium share for all non-union employees. Single/Family $50/$100 per month of the lowest premium plan. 2025 BUDGET OVERVIEW ✓ There are no notable changes. 91 IN-SERVICE FUNDS Administrative Services HEALTHCARE IN-SERVICE 2023 2024 8/31/2025 2025 2025 2026 Increase Actual Actual Actual Projected Budget Recommended (Decrease) HealthCare InService 0 0 0 0 0 0 Total Personnel - - - - - - 2023 2024 8/31/2025 2025 2025 2026 Increase Actual Actual Actual Projected Budget Recommended (Decrease) Health Ins Internal Svc Fund 3,737.5 4,350.9 3,556.0 6,000.8 6,000.8 5,189.5 (811.2) Total Expenditures $ 3,737.5 $ 4,350.9 $ 3,556.0 $ 6,000.8 $ 6,000.8 $ 5,189.5 $ (811.2) 2023 2024 8/31/2025 2025 2025 2026 Increase Actual Actual Actual Projected Budget Recommended (Decrease) Health Insurance 3,507.8 4,097.1 2,979.6 4,532.1 4,753.9 4,881.0 127.0 Dental Insurance 229.7 253.8 177.7 283.1 283.1 308.6 25.5 Transfers - - 398.8 963.8 963.8 - (963.8) Total Expenditures $ 3,737.5 $ 4,350.9 $ 3,556.0 $ 5,778.9 $ 6,000.8 $ 5,189.5 $ (811.2) 2023 2024 8/31/2025 2025 2025 2026 Increase Actual Actual Actual Projected Budget Recommended (Decrease) Total Revenues 4,016.3 4,822.8 3,247.8 4,871.1 4,918.6 5,066.4 147.8 Total Expenditures 3,737.5 4,350.9 3,556.0 5,778.9 6,000.8 5,189.5 (811.2) Net Operating Result $ 278.8 $ 471.8 $ (308.3) $ (907.8) $ (1,082.2) $ (123.2) $ 959.0 2023 2024 8/31/2025 2025 2025 2026 Actual Actual Actual Projected Budget Recommended Net Increase/(Decrease) 278.8 471.8 (308.3) (907.8) (1,082.2) (123.2) Fund Balance Applied - - - - 118.4 123.2 Beginning Fund Balance 761.8 1,040.6 1,512.4 1,512.4 1,512.4 604.7 Ending Fund Balance $ 1,040.6 $ 1,512.4 $ 1,204.2 $ 604.7 $ 311.9 $ 481.5 OPERATING RESULTS $ in '000s FUND BALANCE $ in '000s PERSONNEL BY DIVISION EXPENDITURES BY DIVISION $ in '000s EXPENDITURES BY CATEGORY $ in '000s 92 PUBLIC SAFETY Police POLICE MISSION We will build relationships and solve problems. DESCRIPTION Administration There are seven members within the Administration Division. • 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 with assistance 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, 33 patrol officers, one full-time community service officer and two part-time community service 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 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. 93 PUBLIC SAFETY Police POLICE 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. 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. 2026 BUDGET HIGHLIGHTS o The department is proposing several budget initiatives to include: o (2) Police Officer o Funding to continue the Cares Program o Flock Initiatives (3) which provides three separate options and funding sources o Lexipol Initiative 2025 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. ✓ Increased training expenses due to an increase in overall ammunition and Electronic Control Device costs. ✓ Decreased overall Multijurisdictional Public Safety Information System (MPSIS) expenses due to contributions made by an additional agency; including the cost to continue with our professional standards early warning system requested in the interest of the community for transparency, accountability, and professional integrity. ✓ Increased general contract expenses, including Crossing Guard service with a one-year contract extension. 94 PUBLIC SAFETY Police POLICE ✓ Added one new Police Officer position. ✓ Purchased and completed a training / demo team for Dragon Software to reduce overall Records workload and increase officer reporting efficiency. 2026 will see the full implementation of the program. ✓ Assessed the Police Department’s facility needs for future growth. The final recommendation will be completed in 2025 with the next steps including making a proposal ready for CIP. PERFORMANCE METRICS Council Strategic Priority: Quality City Services *2025 data reflects information through June 30, 2025 Reduce the violent crime rate to below 5.00 per 1,000 residents. Type of Crime 2023 Crime Rate 2024 Crime Rate 2025* Projected 2025 Crime Rate Projected Difference Goal Violent Crime 9.17 9.19 4.61 9.22 +.02 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 1.553 per 1,000 residents. The crime types included are Assaults, Robbery, Rape, and Murder. Comparatively - Fitchburg: 2.383 Middleton: 1.816 Monona: 1.977 Madison: 2.751 Dane County: 2.808 Council Strategic Priority: Quality City Services *2025 data reflects information through June 30, 2025 Decrease police priority call response time by 10%. 2023 Response Time 2024 Response Time 2025* Difference Projected 2025 Response Time Projected Difference Goal 167 seconds 311 seconds 319 seconds +8 seconds 320 seconds +1 seconds 10% reduction 2.8 minutes 5.18 minutes 5.31 minutes 5.33 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 *2025 data reflects information through June 30, 2025 The Police Department will increase proactive traffic enforcement and engagement in order to reduce crashes within the City. 2023 Reportable Crashes 2024 Reportable Crashes 2025* Projected 2025 Reportable Crashes Projected Difference Goal 950 932 424 848 -84 10% reduction 95 PUBLIC SAFETY Police POLICE 2023 2024 8/31/2025 2025 2025 2026 Increase Actual Actual Actual Projected Budget Recommended (Decrease) Police Administration 6.00 6.00 6.00 7.00 7.00 7.00 0.00 Police Patrol 46.00 47.00 48.00 48.00 48.00 49.00 1.00 Police Investigation 6.00 6.00 6.00 6.00 6.00 6.00 0.00 Police Communications 9.00 9.00 9.00 9.00 9.00 9.00 0.00 Police Records 8.00 7.00 7.00 7.00 7.00 7.00 0.00 District Liaison Officers 5.00 6.00 6.00 6.00 6.00 6.00 0.00 Police Vehicles 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Police Community Policing 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Police Crossing Guards 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Police School Liaison 2.00 2.00 2.00 2.00 2.00 2.00 0.00 Total Personnel 82.00 83.00 84.00 85.00 85.00 86.00 1.00 Sworn Personnel* 59 61 62 62 62 63 Civilian Personnel 23 22 22 23 23 23 *One FTE is 1,950 hours for patrol officers 2023 2024 8/31/2025 2025 2025 2026 Increase Actual Actual Actual Projected Budget Recommended (Decrease) Police Administration 1,361.9 1,421.6 1,025.6 1,648.8 1,698.7 1,739.0 40.3 Police Patrol 5,223.5 5,868.3 3,899.3 5,878.6 6,304.7 6,823.7 519.0 Police Investigation 781.4 989.5 684.0 1,054.1 1,044.9 1,140.0 95.2 Police Communications 894.5 1,017.1 720.6 995.9 1,074.2 1,098.8 24.7 Police Records 620.9 562.3 402.4 569.4 674.1 629.5 (44.6) District Liaison Officers 673.0 571.7 377.9 437.3 580.9 376.1 (204.8) Police Vehicles 432.2 492.5 328.3 513.2 513.2 579.2 66.0 Police Community Policing 2.7 6.1 5.5 5.5 5.5 5.5 - Police Crossing Guards 186.0 199.5 118.4 197.1 197.1 239.5 42.5 Police School Liaison 256.4 275.9 181.4 295.2 290.5 306.9 16.4 Grants & Donations 101.0 11.0 5.3 5.0 19.0 10.0 (9.0) Total Expenditures $ 11,258.5 $ 11,415.5 $ 7,748.6 $ 11,600.1 $ 12,402.6 $ 12,948.3 $ 545.6 2023 2024 8/31/2025 2025 2025 2026 Increase Actual Actual Actual Projected Budget Recommended (Decrease) Personnel 9,797.8 9,889.6 6,644.0 10,029.4 10,824.1 11,385.1 561.0 Materials & Supplies 591.7 649.2 436.2 760.4 767.9 768.1 0.2 Contractual Services 566.5 630.1 497.1 683.1 669.5 669.2 (0.3) Professional Development 68.1 133.1 76.8 105.8 117.7 117.1 (0.6) Capital Items 234.3 113.4 94.6 21.3 23.5 8.8 (14.7) Total Expenditures $ 11,258.5 $ 11,415.5 $ 7,748.6 $ 11,600.1 $ 12,402.6 $ 12,948.3 $ 545.6 2023 2024 8/31/2025 2025 2025 2026 Increase Actual Actual Actual Projected Budget Recommended (Decrease) Total Revenues 314.0 246.6 246.6 279.3 794.9 258.1 (536.8) Total Expenditures 11,258.5 11,415.5 7,748.6 11,600.1 12,402.6 12,948.3 545.6 Net Operating Result $ (10,944.5) $ (11,168.9) $ (7,502.0) $ (11,320.8) $ (11,607.7) $ (12,690.2) $ (1,082.5) PERSONNEL BY DIVISION EXPENDITURES BY DIVISION $ in '000s EXPENDITURES BY CATEGORY $ in '000s OPERATING RESULTS $ in '000s 96 PUBLIC SAFETY 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. 2026 BUDGET HIGHLIGHTS Recruiting and retaining qualified personnel, including Limited Term Employees (LTEs), is a recognized challenge for fire departments across the country. Sun Prairie, through its partnerships with Madison Technical College and Sun Prairie High School, has found great success in recruiting LTEs, who currently make up 45% of our staffing. This results in an annual savings of $1.75 million for taxpayers. In 2026, Sun Prairie Fire received $310,000 from the 2025 2% distribution, which helps offset funding for our Fire Prevention Bureau. 2025 BUDGET OVERVIEW ✓ On January 21, 2025, the Sun Prairie Fire Division added a Business Manager to oversee budgeting and revenue operations. This role provides financial and executive support to the Fire/EMS Chief, manages budget development, and coordinates closely with department staff. The position enhances fiscal oversight and contributes to long-term planning and operational efficiency. 97 PUBLIC SAFETY Fire Division FIRE DEPARTMENT PERFORMANCE METRICS Council Strategic Priority: Quality City Services *2024 data reflects information through June 30, 2024 Respond to citizens’ call for service. Measure 2021 2022 2023 2024 2025 7/31/25 2026 GOAL Total Call Volume City of Sun Prairie Average Chute Time 1m 28s 1m 48s 2m 19s 1m 58s 2m 11s 1m 45s Average Response Time (To Call) 2m 59s 2m 15s 1m 52s 2m 38s 2m 52s 2m 30s Total Response Time 4m 27s 4m 9s 4m 11s 4m 36s 5m 3s 4m 15s Town of Sun Prairie Average Chute Time 2m 16 2m 21s 2m 18s 2m 20s 2m 7s 1m 45 Average Response (Time to Call) 6m 8s 7m 47s 6m 13s 8m 25s 6m 18s 6m 30s Average Total Response Time 8m 24s 10m 8s 8m 31s 10m 45s 8m 25s 8m 15s Town of Bristol Average Chute Time 2m 32 2m 15s 2m 24s 1m 58s 2m 5s 1m 45 Average Response (Time to Call) 6m 16s 4m 45s 6m 33s 6m 50s 6m 8s 6m 30s Average Total Call Time 8m 48s 7m 8m 57s 7m 48s 8m 3s 8m 15s 98 PUBLIC SAFETY Fire Division FIRE DEPARTMENT 2023 2024 8/31/2025 2025 2025 2026 Increase Actual Actual Actual Projected Budget Recommended (Decrease) Fire Protection - - 23.50 23.50 23.50 23.50 - Undefined - Total Personnel - - 23.50 23.50 23.50 23.50 - NOTE: The City of Sun Prairie contracts for fire services from the Sun Prairie Volunteer Fire Department, a non-profit corporation. 2023 2024 8/31/2025 2025 2025 2026 Increase Actual Actual Actual Projected Budget Recommended (Decrease) Fire Protection 2,436.0 3,366.3 2,481.6 3,718.4 3,719.3 4,072.7 353.4 Total Expenditures $ 2,436.0 $ 3,366.3 $ 2,481.6 $ 3,718.4 $ 3,719.3 $ 4,072.7 $ 353.4 2020 2021 8/31/2025 2025 2025 2026 Increase Actual Actual Actual Projected Budget Recommended (Decrease) Personnel 3,011.3 2,159.3 3,221.0 3,221.0 3,540.4 319.4 Materials & Supplies 96.4 276.7 249.5 370.9 371.3 402.1 30.8 Contractual Services 2,208.1 66.1 50.0 77.4 74.4 75.9 1.5 Insurance - - - - - - - Professional Development - 12.1 22.8 49.1 52.6 54.3 1.7 Transfers/Bad Debt - - - - - - - Contingency - - - - - - - Capital Items 131.5 - - - - - - Total Expenditures $ 2,436.0 $ 3,366.3 $ 2,481.6 $ 3,718.4 $ 3,719.3 $ 4,072.7 $ 353.4 2023 2024 8/31/2025 2025 2025 2026 Increase Actual Actual Actual Projected Budget Recommended (Decrease) Total Revenues 214.6 873.6 821.1 821.1 791.8 845.6 53.8 Total Expenditures 2,436.0 3,366.3 2,481.6 3,718.4 3,719.3 4,072.7 353.4 Net Operating Result $ (2,221.4) $ (2,492.7) $ (1,660.6) $ (2,897.4) $ (2,927.5) $ (3,227.1) $ (299.6) PERSONNEL BY DIVISION EXPENDITURES BY DIVISION $ in '000s EXPENDITURES BY CATEGORY $ in '000s OPERATING RESULTS $ in '000s 99 100 PUBLIC SAFETY 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, and the Villages of Marshall, York, and Medina. However, recent developments indicate that Sun Prairie will end its current EMS service contracts with the Village of Marshall and the Towns of York and Medina. This decision is driven by rising costs and increased service demands resulting from the city’s rapid growth. 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 is expected to result in a short-term revenue loss, but it is designed to improve response times and enhance service delivery. 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. In 2020, Sun Prairie EMS rejoined the Dane County ALS Consortium, a collaborative network of ALS providers working to standardize patient care, improve operational efficiency, and share resources to strengthen emergency medical services across the region. 2026 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 10 part-time (LTE) 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. 101 PUBLIC SAFETY Emergency Medical Services Division EMERGENCY MEDICAL SERVICES 2025 BUDGET OVERVIEW Acting on the recommendation of Sun Prairie Fire Chief and Acting EMS Chief Chris Garrison, members of the Sun Prairie City Council’s Committee of the Whole authorized the merger of the Fire and EMS Departments into a single unified department, effective in 2024, during their meeting on November 1. PERFORMANCE METRICS Council Strategic Priority: Quality City Services *2025 data reflects information through July 31, 2024 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 ti mes 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 2021 2022 2023 2024 2025 7/31/25 2026 GOAL Total Call Volume 3,302 3790 4,321 4,851 2,816 4,900 City of Sun Prairie Average Chute Time 1m 35s 1m 43s 1m 44s 1m 43s 1m 48 1m30s Average Response Time 4m 55s 4m 54s 5m 20s 4m 59 5m 43s 4m59s Average Transport Time 17m 34s 16m 30s 19m 21 20m 25s 19m 34s 18 minutes Town of Sun Prairie Average Chute Time N/A N/A 1m 35s 1m 41s 1m 35s 1m30s Average Response Time N/A N/A 11m 25s 12m 3s 11m 25s 11m Average Transport Time N/A N/A 22m 07s 22m 07s 21m 20m Town of Bristol Average Chute Time 1m 46s 1m 37s 1m 44s 1m 48s 1m 46s 1m30s Average Response Time 11m 22s 10m 55s 11m 54s 11m 9s 10m 57s Average Transport Time 20M 55s 21m 43s 24m 08s 24m 19s 27m 45s 24m **Response times are measured in minutes. Quality training results in improved skills success rate and better patient experience. Measure 2021 2022 2023 2024 2025(8/8/2025) 2026 GOAL IV success rate 67% 70% 70% 72% 66% 75% First-pass intubation success rate (National Average 68%) 93% 91% 82% 68% 71% 75% 102 PUBLIC SAFETY Emergency Medical Services Division EMERGENCY MEDICAL SERVICES 2023 2024 8/31/2025 2025 2025 2026 Increase Actual Actual Actual Projected Budget Recommended (Decrease) Emergency Medical Service 14.00 31.00 29.50 29.50 29.50 29.50 - Total Personnel 14.00 31.00 29.50 29.50 29.50 29.50 - * 1 FTE is 2,912 hours for paramedics. 2023 2024 8/31/2025 2025 2025 2026 Increase Actual Actual Actual Projected Budget Recommended (Decrease) Emergency Medical Service 3,938.8 4,493.0 3,219.8 5,120.6 5,039.4 5,383.1 343.7 Total Expenditures $ 3,938.8 $ 4,493.0 $ 3,219.8 $ 5,120.6 $ 5,039.4 $ 5,383.1 $ 343.7 2023 2024 8/31/2025 2025 2025 2026 Increase Actual Actual Actual Projected Budget Recommended (Decrease) Personnel 3,046.2 3,802.8 2,593.0 4,055.0 3,972.5 4,411.5 439.1 Materials & Supplies 553.1 507.2 511.5 842.0 845.4 738.7 (106.7) Contractual Services 164.6 156.2 92.2 196.1 186.1 196.5 10.4 Professional Development 10.8 11.2 5.9 27.5 35.4 36.4 1.1 Total Expenditures $ 3,938.8 $ 4,493.0 $ 3,219.8 $ 5,120.6 $ 5,039.4 $ 5,383.1 $ 343.7 2023 2024 8/31/2025 2025 2025 2026 Increase Actual Actual Actual Projected Budget Recommended (Decrease) Total Revenues 2,591.8 2,840.1 2,798.1 3,345.1 3,368.9 2,807.3 (561.5) Total Expenditures 3,938.8 4,493.0 3,219.8 5,120.6 5,039.4 5,383.1 343.7 Net Operating Result $ (1,347.1) $ (1,652.9) $ (421.7) $ (1,775.5) $ (1,670.5) $ (2,575.8) $ (905.3) PERSONNEL BY DIVISION EXPENDITURES BY DIVISION $ in '000s EXPENDITURES BY CATEGORY $ in '000s OPERATING RESULTS $ in '000s 103 104 PUBLIC SAFETY 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 Emergency Management is a Division of Sun Prairie Fire & EMS. The decision to transfer Emergency Management functions and authority from the Police Department to the Fire Department is rooted in several key considerations. Primarily, this shift seeks to optimize resource allocation and expertise, aligning them more effectively with the nature of emergency response and management tasks. Sun Prairie Fire/EMS currently possesses a variety of specialized training, equipment, and expertise in dealing with a wide range of emergencies, including natural disasters, hazardous material incidents, and medical emergencies. These capabilities position it well to assume the leading role in emergency management in our city. 2026 BUDGET HIGHLIGHTS o There are no notable changes in the budget. 2025 BUDGET OVERVIEW ✓ We established a new practice implementing Incident Command for all major events in 2023 & 2024 ✓ Training funds were used to enhance disaster preparedness through practical exercise and classroom instruction. ✓ The Repairs and maintenance funds were used for emergency sirens as needed. ✓ The Emergency Management Team worked with city departments to further emergency management principles and preparedness, including Fire/EMS, Police, Public Works, SPU, Building Department, GIS, IT, and Parks & Recreation. 105 PUBLIC SAFETY Emergency Management Services EMERGENCY MANAGEMENT 2023 2024 8/31/2025 2025 2025 2026 Increase Actual Actual Actual Projected Budget Recommended (Decrease) Emergency Management - - - - - - - Total Personnel - - - - - - - 2023 2024 8/31/2025 2025 2025 2026 Increase Actual Actual Actual Projected Budget Recommended (Decrease) Emergency Management 4.5 1.5 3.4 17.5 17.5 - (17.5) Total Expenditures $ 4.5 $ 1.5 $ 3.4 $ 17.5 $ 17.5 - $ (17.5) 2023 2024 8/31/2025 2025 2025 2026 Increase Actual Actual Actual Projected Budget Recommended (Decrease) Materials & Supplies - 0.5 0.2 10.0 10.0 10.0 - Professional Development 3.2 1.0 3.2 7.5 7.5 10.0 2.5 Total Expenditures $ 3.2 $ 1.5 $ 3.4 $ 17.5 $ 17.5 $ 20.0 $ 2.5 2023 2024 8/31/2025 2025 2025 2026 Increase Actual Actual Actual Projected Budget Recommended (Decrease) Total Revenues - - - - - - - Total Expenditures 3.2 1.5 3.4 17.5 17.5 20.0 2.5 Net Operating Result $ (3.2) $ (1.5) $ (3.4) $ (17.5) $ (17.5) $ (20.0) $ (2.5) PERSONNEL BY DIVISION EXPENDITURES BY DIVISION $ in '000s EXPENDITURES BY CATEGORY $ in '000s OPERATING RESULTS $ in '000s 106 PUBLIC SAFETY 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. 2026 BUDGET HIGHLIGHTS o There are no notable changes in the budget. 2025 BUDGET OVERVIEW ✓ Restructured the department with a Chief Building Inspector and a Building Inspection Business Manager. ✓ Implemented a new solar permit using Solar App+ for residential homes to streamline our plan review process ✓ Added Emphasis on closing out old building permits to ensure proper installation and building safety. This increased daily workload on inspectors. 107 PUBLIC SAFETY Community Development BUILDING INSPECTION PERFORMANCE METRICS Council Strategic Priority: Quality City Services *2025 data reflects information through August 8th, 2025 WAITING ON OPENGOV FOR DATA BEFORE I CAN COMPLETE Inspections per staff member. Includes Code Enforcement Inspections. ISO recommends a maximum of 10 inspections per inspector per day. Measure 2020 2021 2022 2023 2024 2025* 2025 (year-end) GOAL Field inspections 9,142 9,741 11,475 12,373 11,226 6,654 10,785 11,205 Inspection staff 3.5 3.5 4.5 4.5 4.5 5 5 - Annual inspections per staff 2,612 1,629 2,550 2,750 2,495 1,331 2,200 2,490 Inspections per day per staff 11.4 11.3 10.32 11.1 10 8.75 9 10 Issue Permits within fifteen business days. Permits greater than 16 days reflect delays in receiving information from the applicant. Measure 2020 2021 2022 2023 2024 2025* 2025 (year-end) GOAL Total applications 2,384 2,552 2,871 2,719 2,432 1,786 2,500 - 1-5 days 32% 42% 70% 73% 75% 78% 78% 75% 6-10 days 26% 26% 13% 12% 12% 10% 10% 10% 11-15 days 18% 16% 6% 6% 5% 6% 5% 5% 16+ days 24% 16% 11% 9% 8% 5% 8% 10% Permit Applications per staff member. Includes all applications submitted regardless of approval status. Measure 2020 2021 2022 2023 2024 2025* 2025 (year-end) GOAL Permit applications 2,384 2,552 2,871 2,830 2,572 2,581 2,900 - Inspection staff 3.5 3.5 4.5 4.5 4.5 5 5 - Annual permits per staff 681 729 638 629 572 - - 625 Permits per day per staff 2.96 2.94 2.58 2.54 2.3 3.37 3 2.5 108 PUBLIC SAFETY Community Development BUILDING INSPECTION 2023 2024 8/31/2025 2025 2025 2026 Increase Actual Actual Actual Projected Budget Recommended (Decrease) Building Inspection 6.00 7.00 8.00 8.00 8.00 8.00 - Total Personnel 6.00 7.00 8.00 8.00 8.00 8.00 - 2023 2024 8/31/2025 2025 2025 2026 Increase Actual Actual Actual Projected Budget Recommended (Decrease) Building Inspection 1,101.5 1,037.2 732.0 999.1 1,112.5 1,089.5 (23.0) Total Expenditures $ 1,101.5 $ 1,037.2 $ 732.0 $ 999.1 $ 1,112.5 $ 1,089.5 $ (23.0) 2023 2024 8/31/2025 2025 2025 2026 Increase Actual Actual Actual Projected Budget Recommended (Decrease) Personnel 1,013.1 963.9 674.4 932.5 1,040.3 984.9 (55.4) Materials & Supplies 35.9 42.6 37.4 50.9 51.1 58.1 7.0 Contractual Services 45.4 24.4 15.0 10.6 12.7 32.0 19.3 Professional Development 5.2 6.3 5.3 5.0 8.4 8.0 (0.4) Capital Items 2.0 - - - - 6.5 6.5 Total Expenditures $ 1,101.5 $ 1,037.2 $ 732.0 $ 999.1 $ 1,112.5 $ 1,089.5 $ (23.0) 2023 2024 8/31/2025 2025 2025 2026 Increase Actual Actual Actual Projected Budget Recommended (Decrease) Total Revenues 1,022.1 778.8 482.7 724.0 926.5 707.4 (219.1) Total Expenditures 1,101.5 1,037.2 732.0 999.1 1,112.5 1,089.5 (23.0) Net Operating Result $ (79.4) $ (258.5) $ (249.3) $ (275.1) $ (186.0) $ (382.1) $ (196.1) PERSONNEL BY DIVISION EXPENDITURES BY DIVISION $ in '000s EXPENDITURES BY CATEGORY $ in '000s OPERATING RESULTS $ in '000s 109 110 PUBLIC WORKS 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. 2026 BUDGET HIGHLIGHTS o There are no notable changes in the budget. 2025 BUDGET OVERVIEW ✓ There are no notable changes. 111 PUBLIC WORKS Public Services PUBLIC SERVICES 2023 2024 8/31/2025 2025 2025 2026 Increase Actual Actual Actual Projected Budget Recommended (Decrease) Public Services 3.00 4.00 3.00 3.00 3.00 3.00 - Allocated (Decrease) (0.80) (0.80) (0.80) (0.80) (0.80) (0.80) - Total Personnel 2.20 3.20 2.20 2.20 2.20 2.20 - 2023 2024 8/31/2025 2025 2025 2026 Increase Actual Actual Actual Projected Budget Recommended (Decrease) Public Services 290.9 273.8 198.9 285.2 290.8 235.0 (55.8) Total Expenditures $ 290.9 $ 273.8 $ 198.9 $ 285.2 $ 290.8 $ 235.0 $ (55.8) 2023 2024 8/31/2025 2025 2025 2026 Increase Actual Actual Actual Projected Budget Recommended (Decrease) Personnel 280.2 268.1 191.0 276.2 281.7 224.4 (57.3) Materials & Supplies 1.1 2.7 0.9 2.1 2.1 2.3 0.2 Contractual Services 0.9 1.0 0.6 1.0 1.0 1.0 - Professional Development 6.7 1.9 6.4 6.0 6.0 7.4 1.4 Total Expenditures $ 290.9 $ 273.8 $ 198.9 $ 285.2 $ 290.8 $ 235.0 $ (55.8) 2023 2024 8/31/2025 2025 2025 2026 Increase Actual Actual Actual Projected Budget Recommended (Decrease) Total Revenues - - - - - - - Total Expenditures 290.9 273.8 198.9 285.2 290.8 235.0 (55.8) Net Operating Result $ (290.9) $ (273.8) $ (198.9) $ (285.2) $ (290.8) $ (235.0) $ 55.8 PERSONNEL BY DIVISION EXPENDITURES BY DIVISION $ in '000s EXPENDITURES BY CATEGORY $ in '000s OPERATING RESULTS $ in '000s 112 PUBLIC WORKS 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. 2026 BUDGET HIGHLIGHTS o There are no notable changes in the budget. 2025 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. 113 PUBLIC WORKS Public Services PUBLIC WORKS 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. ** 2025 data is through August 1, 2025. 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 2020 2021 2022 2023 2024 2025** 2025 (year-end) GOAL Miles of Road Chip Sealed or Mill & Overlaid 0 6.34 4.45 0.5 (M&O) 0.77 (M&O) 0.62 (M&O) 0.8 (M&O) 1 (M&O) Percent of Roads Treated Rated 6, 7, or 8 0% 8.3% 7.2% 0.8% 1.19% 1.25% 1.25% 2% 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). Reduce the amount of salt used in snow and ice removal operations to 200 pounds per mile or less. Measure 2020 2021 2022 2023 2024 2025 GOAL Miles of Street Salted 5,400 6,019 5,431 9,270 1,165 4,219 9,000 Pounds of Salt Used 1,388,332 1,419,680 982,168 1,546,800 108,823 891,243 900,000 Pounds of Salt per Mile 257 236 181 167 93 211 100 Plow snow routes (priority one streets) in 6 hours or less and plow the entire city in 12 hours or less. Measure 2021 2022 2023 2024 2025 GOAL Average Time to Plow Snow Routes (Hours) 3.6 2.4 2.5 2.4 3 6 Average Time to Complete Full Plow (Hours) 9.1 6.3 6.5 6.2 7 12 114 PUBLIC WORKS Public Services PUBLIC WORKS 2023 2024 8/31/2025 2025 2025 2026 Increase Actual Actual Actual Projected Budget Recommended (Decrease) Public Works Administration 2.00 3.00 3.00 3.00 3.00 3.00 - Public Works Operations 8.00 8.00 8.00 8.00 8.00 8.00 - Allocated Increase 0.40 0.40 0.60 0.60 0.60 0.60 - Allocated (Decrease) (2.35) (2.35) (0.95) (0.95) (0.95) (0.95) - Total Personnel 8.05 9.05 10.65 10.65 10.65 10.65 - 2023 2024 8/31/2025 2025 2025 2026 Increase Actual Actual Actual Projected Budget Recommended (Decrease) Public Works Administration 200.0 203.2 112.3 144.0 210.2 199.4 (10.8) Public Works Operations 1,228.0 1,433.3 984.5 1,507.5 1,515.9 1,596.6 80.7 Public Works Snow/Ice Control 590.3 457.8 350.0 549.0 557.0 553.0 (4.1) Public Works Traffic Control 107.4 129.0 109.6 160.2 114.6 125.9 11.3 Public Works Streets Maint 749.0 832.7 554.6 857.0 860.0 992.0 132.0 Grants & Donations - - - - - - - Total Expenditures $ 3,442.8 $ 3,055.9 $ 2,111.0 $ 3,217.8 $ 3,257.7 $ 3,466.9 $ 209.2 2023 2024 8/31/2025 2025 2025 2026 Increase Actual Actual Actual Projected Budget Recommended (Decrease) Personnel 1,168.7 1,141.1 799.0 1,182.7 1,250.9 1,264.9 14.0 Materials & Supplies 1,108.6 822.4 539.1 873.0 840.7 891.0 50.4 Contractual Services 1,151.3 1,089.4 772.0 1,139.5 1,143.2 1,288.3 145.1 Professional Development 1.0 2.4 0.8 8.7 9.0 8.7 (0.3) Capital Items 13.3 0.5 - 14.0 14.0 14.0 - Total Expenditures $ 3,442.8 $ 3,055.9 $ 2,111.0 $ 3,217.8 $ 3,257.7 $ 3,466.9 $ 209.2 2023 2024 8/31/2025 2025 2025 2026 Increase Actual Actual Actual Projected Budget Recommended (Decrease) Total Revenues 1,488.1 1,664.0 1,907.4 1,914.1 1,916.2 1,910.5 (5.7) Total Expenditures 3,442.8 3,055.9 2,111.0 3,217.8 3,257.7 3,466.9 209.2 Net Operating Result $ (1,954.8) $ (1,391.9) $ (203.6) $ (1,303.7) $ (1,341.5) $ (1,556.4) $ (214.9) PERSONNEL BY DIVISION EXPENDITURES BY DIVISION $ in '000s EXPENDITURES BY CATEGORY $ in '000s OPERATING RESULTS $ in '000s 115 116 PUBLIC WORKS 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. 2026 BUDGET HIGHLIGHTS o There are no notable changes in the budget. 2025 BUDGET OVERVIEW ✓ There are no notable changes. 117 PUBLIC WORKS Public Services ENGINEERING PERFORMANCE METRICS Council Strategic Priority: Quality City Services *2025 data reflects information through June 30, 2025 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 0.00 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 0.60 0.88 0.43 0.48 0.5 Street Projects with 6 Rating 0.25 0.20 0.00 0.00 0.00 0.00 0.00 0.00 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 PASER Rating % 0.32% 13.53% 43.28% 33.83% 9.03% GOAL 0% 10% 50% 35% 5% *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). 118 PUBLIC WORKS Public Services ENGINEERING 2023 2024 8/31/2025 2025 2025 2026 Increase Actual Actual Actual Projected Budget Recommended (Decrease) Engineering 6.00 6.00 6.00 6.00 6.00 6.00 - Allocated (Decrease) (1.71) (1.71) (1.58) (1.58) (1.58) (1.58) - Total Personnel 4.29 4.29 4.42 4.42 4.42 4.42 - 2023 2024 8/31/2025 2025 2025 2026 Increase Actual Actual Actual Projected Budget Recommended (Decrease) Engineering 578.9 591.7 434.5 636.9 641.2 644.9 3.7 Total Expenditures $ 578.9 $ 591.7 $ 434.5 $ 636.9 $ 641.2 $ 644.9 $ 3.7 2023 2024 8/31/2025 2025 2025 2026 Increase Actual Actual Actual Projected Budget Recommended (Decrease) Personnel 537.9 548.7 392.1 571.3 576.3 587.8 11.5 Materials & Supplies 29.4 32.3 25.6 41.5 40.8 41.1 0.3 Contractual Services 7.4 6.9 13.0 14.6 14.6 6.0 (8.6) Professional Development 4.2 3.8 3.8 9.4 9.4 9.9 0.5 Capital Items - - - 0.2 0.2 0.2 - Total Expenditures $ 578.9 $ 591.7 $ 434.5 $ 636.9 $ 641.2 $ 644.9 $ 3.7 2023 2024 8/31/2025 2025 2025 2026 Increase Actual Actual Actual Projected Budget Recommended (Decrease) Total Revenues 318.3 358.8 78.8 346.9 335.6 294.0 (41.6) Total Expenditures 578.9 591.7 434.5 636.9 641.2 644.9 3.7 Net Operating Result $ (260.6) $ (232.9) $ (355.7) $ (290.0) $ (305.6) $ (351.0) $ (45.4) PERSONNEL BY DIVISION EXPENDITURES BY DIVISION $ in '000s EXPENDITURES BY CATEGORY $ in '000s OPERATING RESULTS $ in '000s 119 120 PUBLIC WORKS 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. 2026 BUDGET HIGHLIGHTS o The GIS Team began to leverage ESRI GIS software, Experience Builder, to create operational department pages. These pages allow for real -time asset management from the field to the office. This truly establishes a web -GIS (mobile GIS) collaboration not only within a department, but across the enterprise. The GIS Team is currently developing Experiences for Public Works, Wastewater, Storm Sewer, Engineering, and Forestry. o The GIS Team is utilizing 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. o The Team is incorporating ESRI Solutions for CIP Planning, Parcel Valuation, etc. These are 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. Our goal is to potentially replace existing CIP Planning software with the ESRI Solution. 2025 BUDGET OVERVIEW ✓ Continue to modernize and maintain 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. ✓ Leveraging ESRI GIS software 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. ✓ Finalized the new 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. 121 PUBLIC WORKS Public Services GIS PERFORMANCE METRICS GIS Department Collaboration *2025 data reflects information through June 30, 2025 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). It may be time to consider a new KPI moving forward which considers this dynamic shift in software design. Internal Application Development (City Staff) 2020 2021 2022 2023 2024 2025* End of 2025 Public Works 8 14 26 31 33 34 35 Engineering 4 7 11 14 18 19 20 Parks & Rec 0 3 16 22 27 27 28 EMS, Fire & Police 0 1 4 6 6 6 6 Wastewater 0 6 18 22 33 33 34 Stormwater 1 2 10 15 24 25 26 Clerk 0 2 2 2 2 2 2 Finance 0 1 2 2 0 0 0 Administration 0 0 0 1 1 1 1 Planning 0 0 5 7 8 8 10 Misc. 0 0 3 5 8 8 8 External Application Development (Public Stakeholders) 2020 2021 2022 2023 2024 2025* End of 2025 Public Works 2 3 3 5 6 6 7 Engineering 2 3 3 5 6 7 8 Parks & Rec 1 1 1 3 3 3 4 EMS, Fire & Police 0 1 1 2 3 3 4 Utilities 0 0 0 2 3 3 4 Schools 0 0 1 1 1 1 2 Clerk 2 2 3 6 14 3 4 Administration 0 2 2 3 5 5 6 Finance 2 2 2 2 0 0 0 Planning 0 0 4 6 8 8 9 122 PUBLIC WORKS Public Services GIS Quality City Services – Mobile GIS Staff Views The below represents web application views by City staff between 2020 - 2024 via our private facing Enterprise Site. When ESRI offers a reporting tool which provides calendar year figures, the below will be replaced. Web Application Title Total View Count Combined Infrastructure System – Web Map 8,797 Current Planning Projects – Web App 8,232 Forestry Inventory – Web Map 1,669 Wastewater Collection System – Web App 1,326 Street Repairs – Web Map 1,039 CIP Multimodal Construction Projects – Web Map 523 Wastewater Jetting – Web Map 460 Combined Dept. Winter Ops. – Web Map 313 CIP Multimodal Construction Projects – Web App 254 EMS & Fire Incident – Dashboard 236 Quality City Services – Mobile GIS Public Views The below represents web application views by the public in 2022 via our public facing Hub Site. Web Application Title Total View Count School Locator – Web Map 9,802 Vision Zero Hub Site 7,613 Prairie Map – Web App 1,281 Capital Projects – Web App 923 Snow Emergency Parking Lots – Web App 314 My Government Services – Web App 270 Official Traffic Map – Web App 147 Election Polling Places – Web App 40 Bike & Pedestrian Facilities – Web App 32 Combined Map – Zoning 0 The below represents web application views by the public in 2023 via our public facing Hub Site. Web Application Title Total View Count School Locator – Web Map 10,209 Vision Zero Hub Site 13,793 Prairie Map – Web App 912 Capital Projects – Web App Finance ended this project Snow Emergency Parking Lots – Web App 85 My Government Services – Web App 235 Official Traffic Map – Web App 136 Election Polling Places – Web App 5387 Bike & Pedestrian Facilities – Web App 93 Combined Map – Zoning 650 123 PUBLIC WORKS Public Services GIS The below represents web application views by the public in 2024 via our public facing Hub Site. Web Application Title Total View Count School Locator – Web Map 8,745 Vision Zero Hub Site 13,606 Prairie Map – Web App 913 Sun Prairie Hub Site 15,031 Winter Operations Outreach – Hub Site 4,301 My Government Services – Web App 211 Official Traffic Map – Web App 91 Election Wait Times - Dashboard 8,833 Bike & Pedestrian Facilities – Web App 59 Combined Map – Zoning 1,225 124 PUBLIC WORKS Public Services GIS 2023 2024 8/31/2025 2025 2025 2026 Increase Actual Actual Actual Projected Budget Recommended (Decrease) GIS 2.00 3.00 3.00 3.00 3.00 3.00 - Allocated FTE (0.56) (0.56) (1.56) (1.56) (1.56) (1.56) - Total Personnel 1.44 2.44 1.44 1.44 1.44 1.44 - 2023 2024 8/31/2025 2025 2025 2026 Increase Actual Actual Actual Projected Budget Recommended (Decrease) GIS 154.4 170.0 123.6 177.9 184.8 203.6 18.8 Total Expenditures $ 154.4 $ 170.0 $ 123.6 $ 177.9 $ 184.8 $ 203.6 $ 18.8 2023 2024 8/31/2025 2025 2025 2026 Increase Actual Actual Actual Projected Budget Recommended (Decrease) Personnel 117.9 130.3 94.0 136.2 138.1 161.3 23.2 Materials & Supplies 25.4 26.2 25.3 27.5 27.8 27.3 (0.6) Contractual Services 2.4 10.3 3.4 5.2 10.0 4.8 (5.2) Professional Development 3.2 3.2 0.9 8.9 8.9 10.3 1.4 Capital Items - - - - - - - Total Expenditures $ 149.0 $ 170.0 $ 123.6 $ 177.9 $ 184.8 $ 203.6 $ 18.8 2023 2024 8/31/2025 2025 2025 2026 Increase Actual Actual Actual Projected Budget Recommended (Decrease) Total Revenues - - - - - - - Total Expenditures 149.0 170.0 123.6 177.9 184.8 203.6 18.8 Net Operating Result $ (149.0) $ (170.0) $ (123.6) $ (177.9) $ (184.8) $ (203.6) $ (18.8) PERSONNEL BY DIVISION EXPENDITURES BY DIVISION $ in '000s EXPENDITURES BY CATEGORY $ in '000s OPERATING RESULTS $ in '000s 125 126 SPECIAL REVENUE FUND Public Services 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, 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. 2026 BUDGET HIGHLIGHTS o 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 thee Vision Zero Action Plan. o Providing high-quality public transit service that meets residents needs and experiences ridership growth. o Improving conditions for people walking and biking in Sun Prairie. o Promoting walking, biking, and riding transit as a transportation option for trips within Sun Prairie and across the region. 2025 BUDGET OVERVIEW ✓ Metro Transit Route A – Rapid Transit Rollout. ✓ Metro Transit ridership growth. ✓ Adopted Vision Zero Action Plan. ✓ Leading City’s Traffic Safety Team. ✓ Improved bus stops to meet accessibility guidelines and provide amenities. ✓ Promoted walking, biking, and riding transit. 127 SPECIAL REVENUE FUND Public Services TRANSPORTATION PERFORMANCE METRICS Council Strategic Priority: Quality City Services & Complete Transportation Network Vision Zero – Goal of Zero Fatalities and Serious Injuries by 2035 Data provided by WisDOT, TOPS Lab, Community Maps Crashes resulting in… 2021 2022 2023 2024 2025 Through July 31 Goal Average (2021-2024) Fatality 1 1 1 1 0 0 1 Serious Injury 6 10 11 6 2 0 8 Public Transit Ridership – Total Monthly Passengers Data provided by Metro Transit Fixed-Route Bus October 2024 November 2024 December 2024 January 2025 February 2025 March 2025 April 2025 May 2025 Route A 5,068 4,060 3,555 2,993 3,368 4,123 5,112 4,302 Route S 2,328 1,840 1,531 1,624 1,585 2,086 2,154 2,129 Route W 2,241 1,792 1,679 1,988 1,697 2,177 2,678 2,600 Total 9,637 7,692 6,765 6,605 6,650 8,386 9,944 9,031 Paratransit Total Monthly Passenger Trips January 2024 362 February 2024 440 March 2024 430 April 2024 449 May 2024 509 June 2024 442 July 2024 489 August 2024 489 September 2024 465 October 2024 376 November 2024 391 December 2024 369 January 2025 376 February 2025 318 March 2025 354 April 2025 357 128 SPECIAL REVENUE FUND Public Services TRANSPORTATION General Fund - Public Works - Public Services – Transportation 2023 2024 8/31/2025 2025 2025 2026 Increase Actual Actual Actual Projected Budget Recommended (Decrease) Transporation 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 - 2023 2024 8/31/2025 2025 2025 2026 Increase Actual Actual Actual Projected Budget Recommended (Decrease) Transporation 191.1 115.2 114.4 167.9 183.6 206.5 22.9 Total Expenditures $ 191.1 $ 115.2 $ 114.4 $ 167.9 $ 183.6 $ 206.5 $ 22.9 2023 2024 8/31/2025 2025 2025 2026 Increase Actual Actual Actual Projected Budget Recommended (Decrease) Personnel 94.4 73.4 45.2 116.4 123.4 107.8 (15.7) Materials & Supplies 0.2 0.0 0.1 0.2 0.7 1.5 0.8 Contractual Services 92.8 38.8 38.6 48.0 56.1 92.0 35.9 Professional Development 3.6 3.0 2.9 3.3 3.3 5.3 2.0 Capital Items - - 27.7 - - - - Total Expenditures $ 191.1 $ 115.2 $ 114.4 $ 167.9 $ 183.6 $ 206.5 $ 22.9 2023 2024 8/31/2025 2025 2025 2026 Increase Actual Actual Actual Projected Budget Recommended (Decrease) Total Revenues - - - - - - - Total Expenditures 191.1 115.2 114.4 167.9 183.6 206.5 22.9 Net Operating Result $ (191.1) $ (115.2) $ (114.4) $ (167.9) $ (183.6) $ (206.5) $ (22.9) OPERATING RESULTS $ in '000s PERSONNEL BY DIVISION EXPENDITURES BY DIVISION $ in '000s EXPENDITURES BY CATEGORY $ in '000s 129 SPECIAL REVENUE FUND Public Services TRANSPORTATION Special Revenue Fund – Transportation Fund 2023 2024 8/31/2025 2025 2025 2026 Increase Actual Actual Actual Projected Budget Recommended (Decrease) Transportation Fund - - - - - - Total Personnel - - - - - - 2023 2024 8/31/2025 2025 2025 2026 Increase Actual Actual Actual Projected Budget Recommended (Decrease) Transportation Fund 1,475.1 1,283.8 2,716.8 3,304.6 2,987.1 1,920.5 (1,066.5) Total Expenditures $ 1,475.1 $ 1,283.8 $ 2,716.8 $ 3,304.6 $ 2,987.1 $ 1,920.5 $ (1,066.5) 2023 2024 8/31/2025 2025 2025 2026 Increase Actual Actual Actual Projected Budget Recommended (Decrease) Materials & Supplies - - - - - - - Contractual Services 1,475.1 1,283.8 2,716.8 3,304.6 2,987.1 1,920.5 (1,066.5) Total Expenditures $ 1,475.1 $ 1,283.8 $ 2,716.8 $ 3,304.6 $ 2,987.1 $ 1,920.5 $ (1,066.5) 2023 2024 8/31/2025 2025 2025 2026 Increase Actual Actual Actual Projected Budget Recommended (Decrease) Total Revenues 1,357.4 1,520.1 840.9 1,793.7 1,666.2 1,503.2 (163.0) Transfer In 353.4 400.0 424.8 566.3 566.3 - Total Expenditures 1,475.1 1,283.8 2,716.8 3,304.6 2,987.1 1,920.5 (1,066.5) Net Operating Result $ 235.7 $ 636.3 $ (1,451.1) $ (944.5) $ (754.5) $ (417.3) $ 337.2 2023 2024 8/31/2025 2025 2025 2026 Actual Actual Actual Projected Budget Recommended Net Change in Fund Balance 235.7 636.3 (1,451.1) (944.5) (754.5) (417.3) Fund Balance Applied - - - - - 417.3 Fund Balance - Beginning of Year 1,065.3 1,301.0 1,937.3 1,937.3 1,937.3 992.7 Fund Balance - End of Year $ 1,301.0 $ 1,937.3 $ 486.1 $ 992.7 $ 1,182.8 $ 575.5 PERSONNEL BY DIVISION EXPENDITURES BY DIVISION $ in '000s EXPENDITURES BY CATEGORY $ in '000s OPERATING RESULTS $ in '000s FUND BALANCE $ in '000s 130 SPECIAL REVENUE FUND Public Services TRANSPORTATION IMPROVEMENT FUND MISSION Provide high-quality transportation infrastructure and services to the City of Sun Prairie DESCRIPTION The City of Sun Prairie’s transportation improvement fund is used to fund maintenance and repair of the City’s transportation infrastructure. Funding for the transportation improvement fund will come from the City’s Municipal Vehicle Registration Fee. This infrastructure includes roadways, multi-use paths and sidewalks. The City’s Public Works Committee has primary oversight over transportation maintenance issues. • Public Works Committee – awards contracts for public infrastructure projects, accepts public improvements, reviews easements and right-of-way acquisition and changes, reviews traffic-related matters, and reviews driveway openings. 2026 BUDGET HIGHLIGHTS o There are no notable changes in the budget. 2025 BUDGET OVERVIEW ✓ This is a new fund started in 2025. 131 SPECIAL REVENUE FUND Public Services TRANSPORTATION IMPROVEMENT FUND 2023 2024 8/31/2025 2025 2025 2026 Increase Actual Actual Actual Projected Budget Recommended (Decrease) Transportation Improv. Fund - - - - - - - Total Personnel - - - - - - - 2023 2024 8/31/2025 2025 2025 2026 Increase Actual Actual Actual Projected Budget Recommended (Decrease) Transportation Improv. Fund - - - - - - - Total Expenditures - - - - - $ 1,194.9 $ 1,194.9 2023 2024 8/31/2025 2025 2025 2026 Increase Actual Actual Actual Projected Budget Recommended (Decrease) Personnel - - - - - - - Materials & Supplies - - - - - - - Insurance - - - - - - - Capital Items - - - - - - - Transfers - - - - - 1,194.9 1,194.9 Total Expenditures - - - - - $ 1,194.9 $ 1,194.9 2023 2024 8/31/2025 2025 2025 2026 Increase Actual Actual Actual Projected Budget Recommended (Decrease) Total Revenues - - 554.6 879.5 955.0 879.5 (75.5) Total Expenditures - - - - - 1,194.9 1,194.9 Net Operating Result - - $ 554.6 $ 879.5 $ 955.0 $ (315.4) $ (1,270.4) 2023 2024 8/31/2025 2025 2025 2026 Actual Actual Actual Projected Budget Recommended Net Change in Fund Balance - - - 879.5 955.0 (315.4) Fund Balance Applied - - - - - - Fund Balance - Beginning of Year - - - - - 879.5 Fund Balance - End of Year - - - $ 879.5 $ 955.0 $ 564.1 FUND BALANCE $ in '000s OPERATING RESULTS $ in '000s PERSONNEL BY DIVISION EXPENDITURES BY DIVISION $ in '000s EXPENDITURES BY CATEGORY $ in '000s 132 SPECIAL REVENUE FUND Public Services REFUSE & RECYCLING MISSION Provide a clean and safe environment for Sun Prairie residents by providing refuse and recycling solutions. DESCRIPTION The City of Sun Prairie contracts collection and disposal of curbside refuse and recycling materials from 1-4 unit residences, monthly brush material collection from April through November, and yard waste four times per year. The Public Works Department coordinates cart exchange and supplies carts funded by the permit holder of new units. The City operates the recycling center to facilitate collection of brush, yard waste, metal, used motor oil, oil filters, and cardboard. Division staff conduct household hazardous waste collection for residents once per year. 2026 BUDGET HIGHLIGHTS o There are no notable changes in the budget. 2025 BUDGET OVERVIEW ✓ Fee increase for Recycle Center upgrades. ✓ Added a Recycle Center Technician. PERFORMANCE METRICS Council Strategic Priority: Quality City Services *2025 data reflects information through June 30, 2025 Measure 2020 2021 2022 2023 2024 2025* 2025 (year-end) GOAL Number of Refuse Accounts 10,440 10,654 10,777 10,877 10,986 11,064 11,100 N/A Contractor Monthly Cost per Account $10.10 $9.25 $9.50 $11.10 $11.40 $11.70 $12.00 N/A Recycling Collection (tons) 3,172 2,785 2,627 2,876 2,196 1,398 2,200 N/A Refuse Collection (tons) 8,621 8,293 8,738 8,339 8,491 5,511 8,500 N/A Yard Waste Processed (Cu. Yards) 10,956 10,368 10,432 10,680 10,632 4,990 10,600 N/A Waste Oil (Gallons) 2,850 1,125 981 885 734 394 750 N/A 133 SPECIAL REVENUE FUND Public Services REFUSE & RECYCLING 2023 2024 8/31/2025 2025 2025 2026 Increase Actual Actual Actual Projected Budget Recommended (Decrease) Refuse & Recycling seasonal seasonal seasonal seasonal seasonal seasonal Allocated In 0.2 0.2 0.1 0.1 0.1 0.1 - Total Personnel 0.2 0.2 0.1 0.1 0.1 0.1 - 2023 2024 8/31/2025 2025 2025 2026 Increase Actual Actual Actual Projected Budget Recommended (Decrease) Refuse & Recycling 1,702.5 1,739.4 1,229.7 - 1,988.7 1,963.5 (25.2) Total Expenditures $ 1,702.5 $ 1,739.4 $ 1,229.7 - $ 1,988.7 $ 1,963.5 $ (25.2) 2023 2024 8/31/2025 2025 2025 2026 Increase Actual Actual Actual Projected Budget Recommended (Decrease) Personnel 32.4 29.9 51.7 87.4 87.4 105.6 18.2 Materials & Supplies 91.6 97.7 68.3 104.2 102.2 6.3 (96.0) Contractual Services 1,545.1 1,606.7 1,104.1 1,715.0 1,713.7 1,814.6 100.9 Transfers/Bad Debt - - - - - - - Capital Items 33.5 5.2 5.6 85.4 85.4 37.0 (48.4) Total Expenditures $ 1,702.5 $ 1,739.4 $ 1,229.7 $ 1,992.0 $ 1,988.7 $ 1,963.5 $ (25.2) 2023 2024 8/31/2025 2025 2025 2026 Increase Actual Actual Actual Projected Budget Recommended (Decrease) Total Revenues 1,614.9 1,997.4 2,068.4 2,136.1 2,063.7 2,125.1 61.4 Total Expenditures 1,702.5 1,739.4 1,229.7 1,992.0 1,988.7 1,963.5 (25.2) Net Operating Result $ (87.6) $ 258.0 $ 838.6 $ 144.0 $ 75.0 $ 161.6 $ 86.6 2023 2024 8/31/2025 2025 2025 2026 Actual Actual Actual Projected Budget Recommended Net Change in Fund Balance (87.6) 258.0 838.6 144.0 75.0 161.6 Fund Balance - Beginning of Year 207.2 119.5 377.5 377.5 377.5 521.5 Fund Balance - End of Year $ 119.5 $ 377.5 $ 1,216.1 $ 521.5 $ 452.5 $ 683.1 PERSONNEL BY DIVISION EXPENDITURES BY DIVISION $ in '000s EXPENDITURES BY CATEGORY $ in '000s OPERATING RESULTS $ in '000s FUND BALANCE $ in '000s 134 ENTERPRISE FUNDS Public Services WASTEWATER MISSION Provide high quality and cost-effective wastewater treatment and collection system services to all City of Sun Prairie customers while protecting public health and safety and enhancing water quality in area waterways. DESCRIPTION The Wastewater Department has two divisions, the sanitary sewer collection system and the wastewater treatment plant. The collection system division is responsible for maintaining and operating over 147 miles of sewer mains ranging in size from 8 inches to 42 inches and 10 lift stations. Maintenance of the sanitary sewer system includes scheduled cleaning, repairs, flow monitoring, and pipe televising/inspection. The goal is to increase the service life of sewer mains and lift stations and to eliminate/reduce sewer backups, thus protecting public health. The treatment plant division is responsible for operating and maintaining an advanced activated sludge treatment facility. The facility has a designed capacity of 4.62 million gallons/day (MGD) with screening removal, grit removal, primary and secondary clarification, biological activated sludge treatment, biological phosphorus removal, biological ammonia nitrogen removal, tertiary filtration, ultraviolet light (UV) disinfection, and anaerobic digestion of organic solids. The goal is to continually meet the strict requirements of our Wisconsin Pollutant Discharge Elimination System (WPDES) Permit and increase the service life of the treatment plant through proper operation of the plant and adhering to a substantial equipment maintenance schedule. Sun Prairie must meet the most stringent permit limits in the state for biochemical oxygen demand (BOD), total suspended solids (TSS), Ammonia, and total phosphorus. In the process of doing our job day in and day out, we are enhancing the water quality in our watershed and in the state of Wisconsin. 2026 BUDGET HIGHLIGHTS o No notable changes 2025 BUDGET OVERVIEW ✓ Reduced electricity consumption at the wastewater facility due to a 403 kW DC solar array being on-line. It is anticipated that 520,000 kWh will be produced in 2025 by the solar array and this will result in a reduction of energy being purchased by approximately 23%. ✓ The facility continues to meet and exceed exceptional treatment levels at a very cost-effective sewer rate for our residents. 135 ENTERPRISE FUNDS Public Services WASTEWATER PERFORMANCE METRICS Council Strategic Priority: Quality City Services *2025 data reflects information through June 30, 2025 Meet strict total phosphorus effluent requirements of the WPDES permit. Maintain meeting the very strict permit limit of 0.075 mg/ L for the next 5-year permit cycle. This is an important key performance indicator because it demonstrates to the rate payers of Sun Prairie that our environment is protected and that no violations or fines are encountered. Measure 2020 2021 2022 2023 2024 2025* 2025 (year-end) GOAL WPDES Permit Requirement for Phosphorus Monthly Average (mg/L) 0.56 0.56 0.165 0.055 0.062 0.058 0.065 0.075 Engage in energy conservation measures and practices reducing electric usage and costs associated with wastewater treatment and conveyance. Operate efficiently and cost effectively while meeting the strictest permit limits in the state of Wisconsin. Maintain electricity usage under a best practices benchmark of 1000 kilowatt hours (kWh) per 1000 pounds of Biochemical Oxygen Demand (BOD) treated indefinitely. This key performance indicator is matching our electricity usage against the benchmark for the en tire US wastewater facilities. This is important to our rate payers because wastewater treatment consumes a tremendous amount of electricity and it shows our transparency of energy usage and how well the facility is performing in terms of energy consumption. Measure 2020 2021 2022 2023 2024 2025* 2025 (year-end) GOAL Kilowatt Hour per 1,000 lb of BOD treated (kWh/1000 lb/yr) 1065 929 909 873 742 663 750 1000 Performing collection system cleaning/maintenance . Utilizing the vacuum/jetter (VAC) truck to jet and clean 25 percent of the 1 47 miles of sanitary sewer mains annually to discourage and eliminate sewage backups in homes each year. This important known performance indicator is a way to track and ensure our valuable underground sanitary infrastructure is properly maintained. This infrastructure is a very large asset to the community and ensures sewage is conveyed away from homes and businesses properly while providing important public health and safety for our residents. Measure 2020 2021 2022 2023 2024 2025* 2025 (year-end) GOAL Collection System cleaned and maintained (percent) 29 37 39 37 39 16 35 25 Removal of Phosphorus, Ammonia Nitrogen, Biochemical Oxygen Demand (BOD), and TSS from the wastewater. Combined facility removal rates for all four WPDES permitted parameters (BOD, TSS, Total Phosphorus, and Ammonia) of 99% or greater each year. This known performance indicator is used to show the community how high of treatment levels our wastewater is treated to. This is important to show the level of treatment for the rates that paid by our residents. This high level of treatment is also important due to potential fines that could be imposed if this high level of treatment was not met. Our permit limits for these parameters are very stringent. Measure 2020 2021 2022 2023 2024 2025* 2025 (year-end) GOAL Monthly Percent Removal Average (%) 96.7 97.4 98.5 99.0 98.7 98.9 99.0 99.0 136 ENTERPRISE FUNDS Public Services WASTEWATER 2023 2024 8/31/2025 2025 2025 2026 Increase Actual Actual Actual Projected Budget Recommended (Decrease) Administration 1.00 1.00 1.00 1.00 1.00 1.00 0.00 Plant Operations 9.00 9.00 9.00 9.00 9.00 9.00 0.00 Collection System 4.00 4.00 4.40 4.40 4.40 4.40 0.00 Allocated FTE 2.28 4.44 4.44 4.44 4.44 4.44 0.00 Total Personnel 16.28 18.44 18.84 18.84 18.84 18.84 0.00 2023 2024 8/31/2025 2025 2025 2026 Increase Actual Actual Actual Projected Budget Recommended (Decrease) Administration 1,221.0 1,864.1 844.0 1,300.5 1,610.1 1,534.0 (76.1) Plant Operations 3,702.9 3,914.1 1,274.4 2,380.1 2,654.2 2,647.8 (6.4) Collection System 961.0 976.6 471.3 817.7 927.5 1,093.2 165.7 Debt Service 438.9 397.8 2,398.3 2,566.5 2,565.7 1,642.7 (923.0) Replacement Account - - - - 579.7 562.8 (16.9) Plant Expansion - - - - - - - Capital Projects 3.0 - 6,867.1 18,400.0 71,096.7 41,716.0 (29,380.7) Total Expenditures $ 6,326.7 $ 7,152.5 $ 11,855.1 $ 25,464.7 $ 79,433.9 $ 49,196.5 $ (30,237.4) 2023 2024 8/31/2025 2025 2025 2026 Increase Actual Actual Actual Projected Budget Recommended (Decrease) Personnel 1,909.2 2,675.3 1,473.6 2,179.4 2,273.3 2,430.0 156.7 Materials & Supplies 531.6 537.1 402.1 896.5 1,047.1 1,121.3 74.2 Contractual Services 1,025.6 978.8 1,076.5 3,763.8 2,031.9 3,507.3 1,475.4 Insurance 53.2 71.3 75.3 75.3 74.7 81.8 7.1 Professional Development 11.2 23.8 5.0 48.2 84.2 46.8 (37.4) Debt Service 438.9 397.8 2,398.3 2,566.5 2,565.7 1,642.7 (923.0) Depreciation 2,347.3 2,459.9 - - - - - Capital Items 9.7 8.5 6,424.3 15,935.0 71,357.2 40,366.8 (30,990.4) Total Expenditures $ 6,326.7 $ 7,152.5 $ 11,855.1 $ 25,464.7 $ 79,433.9 $ 49,196.5 $ (30,237.4) 2023 2024 8/31/2025 2025 2025 2026 Increase Actual Actual Actual Projected Budget Recommended (Decrease) Total Revenues 8,687.8 8,455.2 5,258.6 8,432.5 10,932.2 9,762.9 (1,169.3) Total Expenditures 6,326.7 7,152.5 11,855.1 25,464.7 79,433.9 49,196.5 (30,237.4) Net Operating Result $ 2,361.1 $ 1,302.7 $ (6,596.5) $ (17,032.2) $ (68,501.7) $ (39,433.6) $ 29,068.1 2023 2024 8/31/2025 2025 2025 2026 Actual Actual Actual Projected Budget Recommended Net Increase/(Decrease) 2,361.1 1,302.7 (6,596.5) (17,032.2) (68,501.7) (39,433.6) Long Term Financing 36.4 38.5 1,699.2 19,125.5 51,462.0 41,777.0 Fund Balance Applied - - - - 7,102.0 140.0 Beginning Fund Balance 34,819.2 37,216.6 38,557.9 38,557.9 38,557.9 40,651.2 Ending Fund Balance $ 37,216.6 $ 38,557.9 $ 33,660.5 $ 40,651.2 $ 14,416.1 $ 42,854.6 PERSONNEL BY DIVISION EXPENDITURES BY DIVISION $ in '000s EXPENDITURES BY CATEGORY $ in '000s OPERATING RESULTS $ in '000s FUND BALANCE $ in '000s 137 138 ENTERPRISE FUNDS Public Services STORMWATER UTILITY MISSION Improve and maintain the City’s stormwater management and conveyance systems. DESCRIPTION The City of Sun Prairie created a Stormwater Utility effective January 1, 2003. Funding for the utility comes primarily from customer charges based on the number of Equivalent Run-off Units (ERUs) on the property. A single-family home has one ERU and paid $10.20 per month in 2018. On July 1, 2019, the rate was increased to $11.70 per ERU. The Stormwater Utility is jointly administered by Engineering and Public Works. Over the long term, approximately 50 percent of the utility’s annual budget finances capital projects such as storm sewer extensions and detention ponds. The other 50 percent of the budget funds ongoing maintenance, education, and administrative duties. The City Public Works Department maintains over 125 public stormwater detention ponds and over 108 miles of stormwater conveyances. Each year they are inspected for any issues that need to be addressed, along with over 130 private ponds within the City. To keep debris and yard waste out of waterways and lakes, the Stormwater Utility sweeps every City street at least four times per year with major arterials and connector streets swept up to eight times. 2026 BUDGET HIGHLIGHTS o There are no notable changes in the budget. 2025 BUDGET OVERVIEW ✓ There are no notable changes. 139 ENTERPRISE FUNDS Public Services STORMWATER UTILITY PERFORMANCE METRICS Council Strategic Priority: Quality City Services *2024 data reflects information through June 30, 2025 The US Environmental Protection Agency (EPA) approved a Total Maximum Daily Load (TMDL) for the Rock River Basin for phosphor us and total suspended solids. The Rock River Basin includes the Yahara, Koshkonong and Maunesha Watershed. The City of Sun Prairie has areas that drain to all three watersheds. Municipal Separate Storm Sewer Systems (MS4s) are required to meet surface water quality standards in these watersheds. Each watershed will use an approach appropriate to that watershed’s conditions to reduce Phosphorous and Total Suspended Solids. Yahara River Watershed (1,746 acres) Madison Metropolitan Sewerage District (MMSD) has created a watershed Adaptive Management (AM) program that addresses the cit y’s needs for the Yahara watershed. The city is responsible for $18,000 per year and in return our Yahara watershed requirements are me t. The city will be solely responsible for achieving these stormwater goals in the Koshkonong and Maunesha watersheds. TMDL COMPLIANCE - Reduction of Total Suspended Solids (TSS) Watershed 2021 Reduction 2022 Reduction 2023 Reduction 2024 Reduction 2025* Reduction 2025 (year-end) Reduction Required Reduction Maunesha River (Requirement met) 77.6% 77.6% 77.6% 77.6% 77.6% 77.6% 45% Yahara River (Requirement met with MMSD Adaptive Management) 49.5% 49.5% 49.5% 49.5% 49.5% 49.5% 73% Koshkonong Creek 43.9% 53.9% 53.9% 53.9% 53.9% 53.9% 55% Koshkonong Creek Watershed (3,864 acres) A number of projects are needed to increase the phosphorous and total suspended solids reduction for this watershed. The 2020 construction of the NW Koshkonong Stormwater Facility will be the first proposed project to address the EPA requirements in this watershed. TMDL COMPLIANCE - Reduction of Total Phosphorus (TP) Watershed 2021 Reduction 2022 Reduction 2023 Reduction 2024 Reduction 2025* Reduction 2025 (year-end) Reduction Required Reduction Maunesha River (Requirement met) 54.9% 54.9% 54.9% 54.9% 54.9% 54.9% 36% Yahara River (Requirement met with MMSD Adaptive Management) 36.3% 36.3% 36.3% 36.3% 36.3% 36.3% 61% Koshkonong Creek 30.4% 38.7% 38.7% 38.7% 38.7% 38.7% 54% 140 ENTERPRISE FUNDS Public Services STORMWATER UTILITY 2023 2024 8/31/2025 2025 2025 2026 Increase Actual Actual Actual Projected Budget Recommended (Decrease) Stormwater Utility 5.00 5.00 5.40 5.40 5.40 6.40 1.00 Allocated Additions 4.44 4.44 5.02 5.02 5.02 5.02 0.00 Total Personnel 9.44 9.44 10.42 10.42 10.42 11.42 1.00 2023 2024 8/31/2025 2025 2025 2026 Increase Actual Actual Actual Projected Budget Recommended (Decrease) Administration 789.7 1,207.7 527.9 792.1 824.8 891.7 66.8 Maintenance Operations 1,979.3 2,161.1 842.0 1,500.4 1,642.6 1,551.0 (91.6) Street Cleaning 56.0 64.3 34.5 67.5 69.2 67.5 (1.7) Debt Service 399.0 371.4 957.4 1,126.9 1,126.9 1,163.2 36.3 Capital Projects 22.9 70.4 667.1 895.6 1,886.1 2,145.5 259.4 Total Expenditures $ 3,247.0 $ 3,875.0 $ 3,029.0 $ 4,382.5 $ 5,549.6 $ 5,818.8 $ 269.2 2023 2024 8/31/2025 2025 2025 2026 Increase Actual Actual Actual Projected Budget Recommended (Decrease) Personnel 1,138.3 1,605.4 899.4 1,317.7 1,350.6 1,482.4 131.8 Materials & Supplies 63.1 94.5 75.5 236.7 246.0 236.7 (9.3) Contractual Services 309.3 420.0 421.4 790.1 927.0 774.9 (152.1) Insurance 1.5 1.7 1.7 1.7 1.7 2.6 0.9 Professional Development 4.7 7.7 4.1 7.3 7.3 13.6 6.3 Transfer Out 5.0 - 3.8 5.0 5.0 - (5.0) Depreciation 1,325.0 1,362.6 - - - - - Debt Service 399.0 371.4 957.4 1,126.9 1,126.9 1,163.2 36.3 Capital Items 1.0 11.6 665.8 897.2 1,885.2 2,145.5 260.3 Total Expenditures $ 3,247.0 $ 3,875.0 $ 3,029.0 $ 4,382.5 $ 5,549.6 $ 5,818.8 $ 269.2 2023 2024 8/31/2025 2025 2025 2026 Increase Actual Actual Actual Projected Budget Recommended (Decrease) Total Revenues 4,565.0 179.1 2,594.0 4,985.6 5,611.5 5,162.3 (449.2) Total Expenditures 3,247.0 3,875.0 3,029.0 4,382.5 5,549.6 5,818.8 269.2 Net Operating Result $ 1,318.0 $ (3,695.9) $ (435.0) $ 603.1 $ 61.9 $ (656.6) $ (718.5) 2023 2024 8/31/2025 2025 2025 2026 Actual Actual Actual Projected Budget Recommended Net Increase/(Decrease) 1,318.0 (3,695.9) (435.0) 603.1 61.9 (656.6) Fund Balance Applied - - - - 40.0 1,258.0 Beginning Fund Balance 19,317.0 20,635.0 17,040.1 17,040.1 17,040.1 18,755.8 Ending Fund Balance $ 20,635.0 $ 17,040.1 $ 16,605.1 $ 18,755.8 $ 18,629.0 $ 19,486.7 OPERATING RESULTS $ in '000s FUND BALANCE $ in '000s PERSONNEL BY DIVISION EXPENDITURES BY DIVISION $ in '000s EXPENDITURES BY CATEGORY $ in '000s 141 142 IN-SERVICE FUNDS Public Service FLEET IN-SERVICE MISSION Acquire, maintain, account for, and dispose of all fleet asserts in a cost-effective, safe, reliable, environmentally sound, and efficient manner. Provide related support services responsive to customer needs. DESCRIPTION The Department of Public Works provides complete turnkey service for all vehicles and equipment. Activities include specifying, purchasing, maintaining, recording maintenance history, and disposal of vehicles and equipment. The Department maintains and evaluates the fleet replacement plan. It collaborates with departments on future needs to ensure that the replacement plan is current and provides proper funding projections for long term planning. The Department also monitors fleet health and compares it to expectations and projections. The Department researches and applies new technologies and practices. Personnel are trained to utilize technologies and practices to provide a better product to customers. This manifests as reduced downtime and enhanced vehicle and equipment reliability. The Department established a defined preventative maintenance schedule informed by past data and trends. The department has implemented a green/sustainable approach to all future replacements and additions to the City Fleet. With a goal of having all cars and light trucks be EV or Hybrid by 2035 and large vehicles and equipment by 2040, it is to show we are leader in the green/sustainability platform and have established a goal to be reached. 2026 BUDGET HIGHLIGHTS o As in the past several years we have still been experiencing an unprecedented price increase of 15%-18% to vehicles, parts, and supplies so a larger increase in operating cost is expected. Fleet will continue to work diligently to find ways to improve efficiency and reduce costs to the best of our ability. With some of the new features on our RTA Fleet Tracking software that we plan on implementing, we are expecting to improve efficiency and some cost reductions. This does require that the inflation rate comes down and cost increases level off. With the adoption of the resolution to electrify 50% of its light-duty municipal fleet by 2035 and with all other light duty vehicles being a hybrid at a minimum the Fleet Department has begun working collectively and collaboratively on this goal with our sustainability team and the community. o 2026 Fleet will be evaluating the overall fleet numbers in departments along with utilization and department needs for comparison of benchmarks and right sizing of the city fleet. 2025 BUDGET OVERVIEW ✓ Fleet added another EV pickup in the Engineering Department along with 7 new Hybrid squads which follow the green energy directive and sustainability goals of the city. All other vehicle and equipment replacements will continually be evaluated for green/sustainability options and those options will be implemented if available and feasible. The supply problems and availability of parts and vehicles has slightly improved in 2025 but there continues to be intermittent problems with this and hope for continued improvement in the supply chain system for 2026. Fleet is actively looking at all options and taking advantage of reasonable opportunities when they are available. ✓ The city has experienced several delays in the delivery of 3 new ambulances which were supposed to be here in February 2025 but has now been pushed out to late September early October 2025. 143 IN-SERVICE FUNDS Public Service FLEET IN-SERVICE ✓ The Fleet shop updated one of the vehicle lifts in the shop to coincide with the continued change in vehicle sizes and weight being purchased for departments to meet the needs of their operations. With this update, Fleet will be able to continue providing the repair and maintenance for efficient fleet operations. PERFORMANCE METRICS Council Strategic Priority: Quality City Services *2025 data reflects information through June 30, 2025 Preventive maintenance comprises 80% of all service on city vehicles and equipment. Measure 2020 2021 2022 2023 2024 2025* 2025 (year-end) GOAL Work Orders 926 876 837 1362 865 645 1,290 1,000 Preventive Maintenance % 65% 68% 72% 68% 74% 79% 77% 75% Outside Repair Costs $49,065 $21,838 $26,589 $50,306 $123,592 $34,450 $68,900 $50,000 Total Repair Costs $772,756 $776,731 $840,291 $776,103 $754,622 $326,648 $653,295 $700,000 Average monthly fuel costs by department. Department 2020 2021 2022 2023 2024 2025* 2025 (year-end) GOAL MONTHLY AVG Police $4,108.82 $5,461.59 $6,695.12 $6,336.33 $5,768.43 $6,083.54 $73,002.44 $6,000 EMS $1,310.96 $1,861.42 $2,497.39 $3,175.66 $3,538.51 $3,185.81 $38,229.70 $3,500 Public Works $2,717.61 $3,923.18 $5,017.58 $4,324.93 $4,208.49 $3,682.33 $44,187.94 $4,700 Parks $1,302.86 $1,832.32 $3,584.57 $2,551.03 $2,584.14 $2,317.58 $27,811.00 $2.000 Administration $24.02 $25.94 $93.26 $51.35 $54.36 $34.64 $415.63 $50 Building Inspection $128.61 $205.73 $417.13 $394.42 $310.88 $385.14 $4,621.66 $350 Engineering $176.76 $246.88 $241.67 $155.62 $135.94 $87.32 $1,047.84 $150 Media Center $9.60 $17.07 $26.81 $19.98 $15.93 $6.07 $72.79 $15 Wastewater $382.27 $449.33 $751.85 $585.70 $492.37 $464.49 $5,573.83 $600 Stormwater $1,480.28 $1,639.90 $1,707.71 $1,929.35 $1,727.84 $1,863.46 $22,361.52 $1,800 Fire $2,259.33 $1,751.92 $21,023.05 $2,500 Township Fire $904.18 $879.26 $10,551.16 $1,100 144 IN-SERVICE FUNDS Public Service FLEET IN-SERVICE 2023 2024 8/31/2025 2025 2025 2026 Increase Actual Actual Actual Projected Budget Recommended (Decrease) Fleet Inservice Fund 4.00 4.00 4.00 4.00 4.00 4.00 0.00 Allocated Personnel -0.40 -0.40 -0.40 -0.40 -0.40 -0.40 0.00 Total Personnel 3.60 3.60 3.60 3.60 3.60 3.60 0.00 2023 2024 8/31/2025 2025 2025 2026 Increase Actual Actual Actual Projected Budget Recommended (Decrease) Administration 38.3 56.9 83.1 72.5 72.5 107.3 34.7 Fleet Operations 1,856.9 2,266.7 781.8 1,258.5 1,237.5 1,278.3 40.7 Debt Service 131.6 141.0 731.1 792.3 792.3 872.3 80.0 Capital Projects - 172.9 1,046.8 1,563.2 2,536.2 2,842.5 306.3 Total Expenditures $ 2,026.8 $ 2,637.4 $ 2,642.8 $ 3,686.5 $ 4,638.6 $ 5,100.3 $ 461.8 2023 2024 8/31/2025 2025 2025 2026 Increase Actual Actual Actual Projected Budget Recommended (Decrease) Personnel 425.3 575.6 307.9 455.7 450.5 475.4 24.9 Materials & Supplies 614.7 800.1 437.1 729.5 740.1 749.9 9.9 Contractual Services 39.2 48.0 36.8 44.8 44.8 50.8 5.9 Insurance 38.3 56.9 83.1 72.5 72.5 107.3 34.7 Professional Development 2.6 1.8 - 2.2 2.2 2.2 - Depreciation 775.1 841.2 - - - - - Debt Service 131.6 141.0 731.1 792.3 792.3 872.3 80.0 Capital Items - 172.9 1,046.8 1,563.2 2,536.2 2,842.5 306.3 Total Expenditures $ 2,026.8 $ 2,637.4 $ 2,642.8 $ 3,660.2 $ 4,638.6 $ 5,100.3 $ 461.8 2023 2024 8/31/2025 2025 2025 2026 Increase Actual Actual Actual Projected Budget Recommended (Decrease) Total Revenues 2,216.6 3,038.5 1,765.9 3,315.8 4,115.9 5,196.3 1,080.4 Total Expenditures 2,026.8 2,637.4 2,642.8 3,660.2 4,638.6 5,100.3 461.8 Net Operating Result $ 189.8 $ 401.1 $ (876.9) $ (344.4) $ (522.6) $ 96.0 $ 618.6 2023 2024 8/31/2025 2025 2025 2026 Actual Actual Actual Projected Budget Recommended Net Increase/(Decrease) 189.8 401.1 (876.9) (344.4) (522.6) 96.0 Fund Balance Applied - - - - 672.7 742.2 Beginning Fund Balance 2,826.8 3,016.6 3,417.7 3,417.7 3,417.7 3,073.2 Ending Fund Balance $ 3,016.6 $ 3,417.7 $ 2,656.9 $ 3,073.2 $ 2,222.4 $ 2,427.1 OPERATING RESULTS $ in '000s FUND BALANCE $ in '000s PERSONNEL BY DIVISION EXPENDITURES BY DIVISION $ in '000s EXPENDITURES BY CATEGORY $ in '000s 145 146 ENTERPRISE FUNDS Sun Prairie Utilities SUN PRAIRIE UTILITIES MISSION Sun Prairie Utilities is dedicated to exceeding customer expectations with innovative, reliable, and sustainable services. DESCRIPTION Sun Prairie Utilities (SPU) provides electricity to 18,731 customers and water to 12,347 customers, mostly within the municipality. The Utility is governed by a commission consisting of seven members including the Mayor or Council designee, one alderperson who serves a one-year term, and five residents of the City who serve five-year terms. The Utility’s main goal is to provide affordable, reliable electric and water service to its customers. Extreme weather and deteriorating equipment can contribute to both electric and water service outages. However, SPU has worked to keep service interruptions to a minimum though properly maintaining our system. The electric system attains superior reliability by continually upgrading and expanding the electric system, making significant investment in vegetation management and performing infrared monitoring as part of its annually scheduled feeder inspection program. As part of the City’s CIP Street Reconstruction Plan, the water system replaces both aging and compromised water mains having experienced a number of breaks, as well as completing regular maintenance activities. All of the Utility’s wholesale purchased power needs are supplied by WPPI Energy, a regional power company. SPU has a long-term power supply contract with WPPI in effect until December 31, 2055. The electric and water utilities operate under service rules and rates established by the Public Service Commission of Wisconsin (PSCW) for municipally-owned utilities. 2026 BUDGET HIGHLIGHTS o In 2026, the utility will bring in the new year with a fresh start at the new operations facility for the long-term future, as construction is expected to be complete by December 31, 2025. SPU is collaborating on construction with both our project manager, Kueny Architects, and the general contractor, Miron Construction. The new facility is expected to improve operational efficiency to help serve the growing community for years to come. Electric Operations Along with providing service to the new developments, SPU Electric Operations will focus on the following: o Purchasing and installing new regulators for the Business Park Substation transformer to better utilize the available capacity. o Relocating the existing regulators from the Business Park Substation to the South Substation and retiring the oldest regulators at that substation. o Continuing street lighting upgrades to LED following 2025 approval and receipt of $119,600 in grant funding from the State of Wisconsin Carbon Reduction Program. o Continuing ongoing system maintenance activities throughout the electrical distribution system. Water Operations On the water side, the Water Crew will continue to perform regular maintenance and improve system reliability while focusing on the following: o Well #10 Construction – Final well drilling complete in 2025 with the anticipated construction of the wellhouse and outdoor classroom/pavilion in 2026. o Replacement and relocation of water main in conjunction with the Wisconsin DOT Highway 19/ Westmount Roundabout installation. o Replacement of 250 feet of intersection watermain and evaluation of curbstops/valves for repair and adjustment related to the City’s CIP Pavement Rehab projects in 2026. 147 ENTERPRISE FUNDS Sun Prairie Utilities SUN PRAIRIE UTILITIES 2025 BUDGET OVERVIEW Sun Prairie continued to experience steady growth and development despite market conditions and lingering supply chain issues that have improved throughout 2025. The major focus for 2025 was continuing to work with Kueny Architects and Miron Construction throughout the construction management phase of the new operations facility. The project is expected to be completed on time and within the approved budget. Upon completion, the facility is on track to be awarded a LEED Gold Certification from the U.S. Green Building Council. In addition to this significant accomplishment for everyone involved with the project, the highlighted accomplishments specifically for the Electric and Water operations sections are listed below. On the personnel side, SPU welcomed the following to the team in 2025; General Manager, Substation Technician, two Water Operators, and eventual Customer Service Manager. Electric Operations ✓ Completion of the procurement and installation of new relay panels at the Colorado Substation. ✓ SPU completed final pieces on the Tower Drive overhead to underground conversion project. ✓ Expected completion of the Tuschen line overhead to underground project in Q4 2025. ✓ 87 new electric services and associated subdivision infrastructure were installed through August 2025. ✓ For overhead distribution electric reliability, SPU continued its annual $75,000 distribution line clearance. Water Operations ✓ Well #10 lease agreement with the Sun Prairie Area School District approved and executed in 2025 along with completion of the final well drilling in Q3 2025. ✓ On track to attain substantial completion of water meter AMI deployment by the end of 2025. ✓ Updated the DNR Annual Water Quality Report ✓ Replaced $873K in water main on N. Thompson Road, as part of City CIP Street Reconstruction. ✓ Completed second year under Hydrocorp contract focused on hazard assessments to implement the DNR mandated business and industry cross connection program. 148 ENTERPRISE FUNDS Sun Prairie Utilities SUN PRAIRIE UTILITIES PERFORMANCE METRICS Council Strategic Priority: Quality City Services *2025 data reflects information through September 5, 2025 Sun Prairie Utilities’ electric distribution system is analyzed and rated on reliability. There are three main Industry Standard Indices used to evaluate utilities. They are as follows: ➢ SAIDI – System Average Interruption Duration Index: the average number of minutes that every customer was interrupted annually. Regional Average – 89.03 minutes; SPU Goal – 60 minutes of outage ➢ SAIFI - System Average Interruption Frequency Index: the average number of times every customer was interrupted annually. Regional Average – .72 outages/customer; SPU Goal – 1.00 Outages/Customer ➢ CAIDI – Customer Average Interruption Duration Index: for those customers experiencing an outage, the average time it takes to restore the outage. Regional Average – 125 minutes to restore; SPU Goal - 60 minutes to restore Measure 2019 2020 2021 2022 2023 2024 2025* GOAL System Avg. Interruption Duration Index 14.12 10.41 4.33 20.679 16.85 33.54 4.816 60.00 System Avg. Interruption Frequency Index .47 .43 .08 .515 .44 1.01 .11 1.00 Customer Avg. Interruption Duration Index 29.81 24.18 55.04 40.126 38.37 33.33 43.79 60.00 149 ENTERPRISE FUNDS Sun Prairie Utilities SUN PRAIRIE UTILITIES - WATER UTILITY 2023 2024 8/31/2025 2025 2025 2026 INCREASE ACTUAL ACTUAL ACTUAL PROJECTED BUDGET RECOMMEND (DECREASE) Water Utility 14.13 14.95 14.34 14.34 14.34 13.98 (0.36) Total Personnel 14.13 14.95 14.34 14.34 14.34 13.98 (0.36) 2023 2024 8/31/2025 2025 2025 2026 INCREASE ACTUAL ACTUAL ACTUAL PROJECTED BUDGET RECOMMEND (DECREASE) Water Pumping 394,202 379,584 318,123 551,265 470,807 509,212 38,405 Water Treatment 88,405 73,804 52,431 80,122 80,128 85,974 5,847 Water Transmission and Distr 588,450 738,842 423,378 818,592 905,325 987,961 82,636 Customer Accounts 217,451 232,651 317,536 226,252 257,302 254,410 (2,892) Administrative & General 963,301 1,068,726 704,860 1,177,205 1,193,518 2,507,257 1,313,739 Depreciation 627,690 668,530 528,240 674,966 676,198 880,368 204,170 Taxes 1,068,199 1,124,229 873,175 1,269,340 1,297,392 1,438,879 141,487 Non Operating Expenses 939,425 1,204,247 448,701 1,278,873 1,292,927 1,497,174 204,247 Total Expenses 4,887,123 5,490,614 3,666,443 6,076,616 6,173,598 8,161,235 1,987,639 2023 2024 8/31/2025 2025 2025 2026 INCREASE ACTUAL ACTUAL ACTUAL PROJECTED BUDGET RECOMMEND (DECREASE) Personnel 1,299,880 1,448,508 1,000,585 1,463,890 1,603,192 1,591,733 (11,459) Operation Costs 951,929 1,045,099 815,742 1,389,546 1,303,888 2,753,081 1,449,193 Interest Expense 386,962 664,708 491,753 734,871 734,871 931,440 196,569 Depreciation 627,690 668,530 528,240 674,966 676,198 880,368 204,170 Taxes 47,769 56,069 153,944 44,143 51,263 29,123 (22,140) Transfers - PILOT 1,020,430 1,068,160 719,231 1,225,197 1,246,129 1,409,756 163,627 Other Expenses 552,462 539,539 (43,052) 544,002 558,056 565,734 7,678 Total Expenses 4,887,123 5,490,614 3,666,443 6,076,616 6,173,598 8,161,235 1,987,638 2023 2024 8/31/2025 2025 2025 2026 INCREASE ACTUAL ACTUAL ACTUAL PROJECTED BUDGET RECOMMEND (DECREASE) Total Revenues 5,973,978 7,189,499 4,457,356 7,498,139 7,432,259 8,602,624 1,170,365 Total Expenses 4,887,123 5,490,614 3,666,443 6,076,616 6,173,598 8,161,235 1,987,638 Net Operating Result 1,086,855 1,698,885 790,913 1,421,523 1,258,661 441,388 (817,272) PERSONNEL BY DIVISION EXPENSES BY DIVISION EXPENSES BY CATEGORY OPERATING RESULTS 150 ENTERPRISE FUNDS Sun Prairie Utilities SUN PRAIRIE UTILITIES - ELECTRIC UTILITY 2023 2024 8/31/2025 2025 2025 2026 INCREASE ACTUAL ACTUAL ACTUAL PROJECTED BUDGET RECOMMEND (DECREASE) Electric Utility 19.87 19.05 19.66 19.66 19.66 20.02 0.36 Total Personnel 19.87 19.05 19.66 19.66 19.66 20.02 0.36 2023 2024 8/31/2025 2025 2025 2026 INCREASE ACTUAL ACTUAL ACTUAL PROJECTED BUDGET RECOMMEND (DECREASE) Distribution 25,214,334 24,301,680 18,345,069 26,034,930 26,933,329 26,729,439 (203,890) Customer Accounts 398,867 418,127 326,461 452,165 471,545 527,800 56,255 Sales 83,278 72,397 47,073 73,024 72,158 81,774 9,616 Administrative & General 1,202,225 1,249,774 905,293 1,417,230 1,455,087 1,552,853 97,766 Depreciation 1,745,686 1,851,930 1,524,312 2,358,842 2,230,840 2,826,459 595,619 Taxes 1,061,297 1,158,050 939,874 1,361,764 1,475,101 1,879,247 404,146 Non Operating Expenses 417,089 985,242 576,416 1,142,080 1,133,844 1,153,479 19,635 Total Expenses 30,122,776 30,037,201 22,664,497 32,840,034 33,771,904 34,751,052 979,148 2023 2024 8/31/2025 2025 2025 2026 INCREASE ACTUAL ACTUAL ACTUAL PROJECTED BUDGET RECOMMEND (DECREASE) Personnel 1,825,945 2,057,383 1,478,218 2,019,441 2,197,025 2,266,217 69,192 Operation Costs 25,072,759 23,984,596 18,145,677 25,957,907 26,735,094 26,625,649 (109,445) Interest Expense 160,512 746,087 618,363 927,419 927,396 916,527 (10,870) Depreciation 1,745,686 1,851,930 1,524,312 2,358,842 2,230,840 2,826,459 595,619 Taxes 147,321 177,044 221,484 137,999 177,286 151,855 (25,431) Transfers - Pilot 913,976 981,006 718,390 1,223,765 1,297,815 1,727,392 429,577 Other Expenses 256,578 239,154 (41,947) 214,660 206,448 236,952 30,505 Total Expenses 30,122,776 30,037,201 22,664,497 32,840,034 33,771,904 34,751,052 979,148 2023 2024 8/31/2025 2025 2025 2026 INCREASE ACTUAL ACTUAL ACTUAL PROJECTED BUDGET RECOMMEND (DECREASE) Total Revenues 32,901,716 34,263,917 24,012,995 36,033,042 36,210,371 40,246,807 4,036,436 Total Expenses 30,122,776 30,037,201 22,664,497 32,840,034 33,771,904 34,751,052 979,148 Net Operating Result 2,778,941 4,226,716 1,348,497 3,193,008 2,438,467 5,495,755 3,057,288 PERSONNEL BY DIVISION EXPENSES BY DIVISION EXPENSES BY CATEGORY OPERATING RESULTS 151 152 HEALTH & HUMAN SERVICES Health & Human Services COLONIAL CLUB MISSION Enhance the well-being and independence of older adults. DESCRIPTION The Sun Prairie Colonial Club is an independent senior activity center that offers adult day care, senior dining options, in-home supportive care, case management services, educational opportunities, activities, and trips. The Club strives to provide a diverse selection of programming options for today’s active senior. In addition to serving older adults, the Colonial Club serves as a meeting and event space for various community service organizations and groups. The City of Sun Prairie provides funding to the Colonial Club to support its operations and program offerings. As an independent senior center, the Colonial Club receives funding from multiple sources in addition to City funds; these include membership dues, private donations, grants, and Medicaid-related funding for select services. 2026 BUDGET HIGHLIGHTS o There are no notable changes in the budget. 2025 BUDGET OVERVIEW ✓ Increase in Colonial Club Contribution by $10,000. PERFORMANCE METRICS Programs, Services, and Activities utilized by 414 City of Sun Prairie residents in 2024: *2025 data reflects information through June 30, 2025 2020 2021 2022 2023 2024 2025* GOAL Case Management 1,879 1,787 1,879 50% 2,087 65% 2,270 88% 869 50% of intake referrals become case management clients Adult Day Center 5,431 6,565 7,319 44% 8,204 41% 8,507 44% 5,144 50% of prospective client visits enroll in the program Supportive Home/Respite Care 2,299 75% 2,233 76% 1,814 75% 2,355 72% 1,393 71% 586 Fill 75% of home care requests from city residents Meals at Colonial Club 5,938 3,900 4,561 76% 4,530 77% 4,831 7% 3,351 Increase average number of City residents who attend meal site by 5% Meals Delivered 14,345 21,388 16,804 55% 20,454 65% 19,966 5,436 Increase home deliveries to City residents by 5% Transportation 4,491 27% 4,106 23% 4,605 16% 4,793 19% 6,838 43% 3,052 Increase ridership for City residents by 5% 153 HEALTH & HUMAN SERVICES Health & Human Services COLONIAL CLUB 2023 2024 8/31/2025 2025 2025 2026 Increase Actual Actual Actual Projected Budget Recommended (Decrease) Colonial Club - - - - - - - Total Personnel - - - - - - - 2023 2024 8/31/2025 2025 2025 2026 Increase Actual Actual Actual Projected Budget Recommended (Decrease) Colonial Club 240.0 250.0 173.3 260.0 260.0 260.0 - Total Expenditures $ 240.0 $ 250.0 $ 173.3 $ 260.0 $ 260.0 $ 260.0 - 2023 2024 8/31/2025 2025 2025 2026 Increase Actual Actual Actual Projected Budget Recommended (Decrease) Contractual Services 240.0 250.0 173.3 260.0 260.0 260.0 - Total Expenditures $ 240.0 $ 250.0 $ 173.3 $ 260.0 $ 260.0 $ 260.0 - 2023 2024 8/31/2025 2025 2025 2026 Increase Actual Actual Actual Projected Budget Recommended (Decrease) Total Revenues - - - - - - - Total Expenditures 240.0 250.0 173.3 260.0 260.0 260.0 - Net Operating Result $ (240.0) $ (250.0) $ (173.3) $ (260.0) $ (260.0) $ (260.0) - PERSONNEL BY DIVISION EXPENDITURES BY DIVISION $ in '000s EXPENDITURES BY CATEGORY $ in '000s OPERATING RESULTS $ in '000s 154 HEALTH & HUMAN SERVICES Health & Human Services YOUTH & FAMILY COMMISSION MISSION Enhance the quality of life for the residents of Sun Prairie. The Youth and Families Commission seeks to promote healthy behaviors, lifestyles, and community conditions that empower people to be self-sustaining, contributing members of their families, schools, work places, and community. DESCRIPTION The Youth and Families Commission was established under Chapter 2.60 in the City’s municipal code of ordinances. The Commission is comprised of seven adult members, four youth members, one adult alternate, and one youth alternate. One adult member serves as a liaison to the Common Council. The Youth and Families Commission of the City of Sun Prairie’s duty is to increase the community’s awareness of the positive contributions made to the community by youth and families. The Commission aids groups within the City to achieve the overarching goal of making Sun Prairie a better place for youth and families. 2026 BUDGET HIGHLIGHTS o No notable changes to the budget. 2025 BUDGET OVERVIEW ✓ In accordance with the Mission of the Youth & Families Commission supported o The Multi-Cultural Fair financially and with personnel o Financially supported the following groups: ▪ Sun Prairie Wellness Coalition (2,000), ▪ Fun with Friends (3,800), ▪ PrideFest (1,000), ▪ Make Music (1,000), ▪ Lettuce Dream Garden (1,200), and ▪ Boys to Men (1,000). o Purchased and prepared summer lunches, in partnership with Sunshine Place, for children in under-served neighborhoods o Received a grant to support gun education 155 HEALTH & HUMAN SERVICES Health & Human Services YOUTH & FAMILY COMMISSION 2023 2024 8/31/2025 2025 2025 2026 Increase Actual Actual Actual Projected Budget Recommended (Decrease) Youth & Families - - - - - - - Total Personnel - - - - - - - 2020 2021 8/31/2025 2025 2025 2026 Increase Actual Actual Actual Projected Budget Recommended (Decrease) Youth & Families 18.7 19.3 1.3 15.6 15.5 15.5 (0.0) Total Expenditures $ 18.7 $ 19.3 $ 1.3 $ 15.6 $ 15.5 $ 15.5 $ (0.0) 2020 2021 8/31/2025 2025 2025 2026 Increase Actual Actual Actual Projected Budget Recommended (Decrease) Personnel 3.4 3.1 1.1 4.8 4.7 4.7 0.0 Materials & Supplies 1.4 4.5 0.2 2.5 2.5 2.5 - Contractual Services 13.9 11.5 - 8.0 8.0 7.9 (0.0) Professional Development 0.1 0.3 - 0.3 0.3 0.3 - Total Expenditures $ 18.7 $ 19.3 $ 1.3 $ 15.6 $ 15.5 $ 15.5 $ (0.0) 2020 2021 8/31/2025 2025 2025 2026 Increase Actual Actual Actual Projected Budget Recommended (Decrease) Total Revenues - - - - - - - Total Expenditures 18.7 19.3 1.3 15.6 15.5 15.5 (0.0) Net Operating Result $ (18.7) $ (19.3) $ (1.3) $ (15.6) $ (15.5) $ (15.5) $ 0.0 PERSONNEL BY DIVISION EXPENDITURES BY DIVISION $ in '000s EXPENDITURES BY CATEGORY $ in '000s OPERATING RESULTS $ in '000s 156 HEALTH & HUMAN SERVICES Health & Human Services COMMUNITY SCHOOLS MISSION Inspire people to act to create