2021 Budget (PDF)

CITY OF SUN PRAIRIE 2021 APPROVED BUDGET BUDGET I II INSTRUCTIONS FOR NAVIGATING THE ANNUAL BUDGET PDF DOCUMENT Bookmarks for major sections are provided in the navigation pane on the left. Click on the bookmark to jump directly to that section. If a “+”sign is at the left of a bookmark, click on the “+” to bring up subheadings. 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 # and Footer located at the bottom corner of any page to return to the Table of Contents at any time. DOCUMENT STYLE Purpose The content of this publication follows the AP Stylebook. AP style provides consistent guidelines for publications in terms of grammar, spelling, punctuation and language usage. Some guiding principles behind AP style are: • Consistency • Clarity • Accuracy • Brevity AP style also aims to avoid stereotypes and unintentionally offensive language. 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Source: Purdue Online Writing Lab III Table of Contents IN TRODUCTION ................................................................... 1 Distinguished Budget Presentation Award .................................... 1 Message from the Mayor .............................................................. 3 Mayor & Council ............................................................................ 7 Directory of Staff ........................................................................... 9 Mission & Vision ............................................................................ 9 Organizational Chart .................................................................... 10 Personnel Summary ..................................................................... 11 Sun Prairie, WI ............................................................................. 12 Community Profile and Comparisons .......................................... 14 B UDGET OVERVIEW ........................................................... 15 Budget Process ............................................................................ 15 Financial Structure and Organization .......................................... 18 Funds and Functional Areas ......................................................... 21 Funds by Type .............................................................................. 22 BUDGET AMENDMENTS/INITIATIVES ................................. 23 Summary of Budget Amendments ............................................... 24 Budget Initiatives Summary ......................................................... 25 C OMPREHENSIVE FINANCIAL PLAN .................................... 27 Overview: Revenues & Expenditures ........................................... 27 2021 Fund Balance Summary ..................................................... 29 Budget Comparison by Fund........................................................ 30 2021 Approve Budget Summary .................................................. 31 Transfer Schedule ....................................................................... 32 Revenue Summary & Details ....................................................... 33 Expenditures Summary & Details ................................................ 37 Property Values and Tax Rate ...................................................... 39 IV Table of Contents DEPARTMENT BUDGET SUMMARY .................................... 41 General Government ................................................................... 41 Mayor ............................................................................... 41 City Council ....................................................................... 42 Municipal Court ................................................................ 45 City Attorney .................................................................... 47 City Administrator ............................................................ 51 Administrative Services .................................................... 53 City Clerk’s Office .............................................................. 55 Human Resources ............................................................. 59 Finance ............................................................................. 60 Assessing........................................................................... 67 Information Technology ................................................... 71 Building Maintenance ....................................................... 73 Healthcare In-Service ........................................................ 75 Public Safety ................................................................................ 77 Police Department ............................................................ 77 Fire Department ............................................................... 81 Emergency Medical Services ............................................ 83 Emergency Management .................................................. 85 Building Inspection ........................................................... 87 Public Works ................................................................................ 89 Public Services .................................................................. 89 Public Works ..................................................................... 91 Engineering ....................................................................... 93 GIS .................................................................................... 97 Refuse & Recycling ........................................................... 99 Transportation Fund ....................................................... 101 Wastewater Treatment Plant ......................................... 103 Stormwater Utility .......................................................... 105 Fleet In-Service ............................................................... 107 Health & Human Services .......................................................... 109 Senior Citizen Center ...................................................... 109 Youth & Families ............................................................. 111 YMCA ............................................................................. 113 Community Schools ....................................................... 115 Cemetery ....................................................................... 117 V Table of Contents Culture & Recreation ................................................................. 119 Museum .......................................................................... 119 Recreation ...................................................................... 121 Family Aquatic Center..................................................... 125 Parks Maintenance ......................................................... 129 Sun Prairie Media Center ................................................ 131 Park Fund ........................................................................ 135 Library ............................................................................. 137 Tourism ........................................................................... 141 Conservation & Development ................................................... 143 Community Development............................................... 143 Planning .......................................................................... 145 Economic Development .................................................. 149 Forestry........................................................................... 151 Traffic Impact Fee ........................................................... 153 Emergency Small Business Loan Fund ............................ 155 Community Development Block Grant Fund .................. 157 Tree Fund ........................................................................ 159 Affordable Housing Fund ................................................ 161 Other Financing Uses ................................................................. 163 Transfers ......................................................................... 163 Debt Service Fund ...................................................................... 165 General Debt Service Fund ............................................. 165 TID 6................................................................................ 169 Capital Projects Fund ................................................................. 171 Capital Improvement Plan .............................................. 171 TID 8................................................................................ 173 TID 9................................................................................ 175 TID 11.............................................................................. 177 TID 12.............................................................................. 179 TID 13.............................................................................. 181 TID 14.............................................................................. 183 Sun Prairie Utilities .................................................................... 185 Sun Prairie Utilities ......................................................... 185 VI Table of Contents Component Units ....................................................................... 189 Business Improvement District ....................................... 189 Community Development Authority .............................. 191 Agency Fund .............................................................................. 193 MPSIS .............................................................................. 193 APPENDIX ........................................................................ 195 Appendix A: Resolutions ............................................................ 197 Appendix B: Budget Initiatives .................................................. 201 Appendix C: Financial Policies .................................................... 241 Appendix D: Capital Improvement Projects ............................... 259 Appendix E: Long-Term Debt ..................................................... 263 Appendix F: Forecast of Revenues and Expenditures ................ 267 Appendix G: Three-Year Work Plan ........................................... 271 Appendix H: Glossary ................................................................. 287 Appendix I: Acronyms ................................................................ 291 1 City of Sun Prairie 2021 Annual Budget City of Sun Prairie 2021 Annual Budget 2 3 City of Sun Prairie 2021 Annual Budget 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 2021 Approved Budget. The approved annual budget of $108.4 million (excluding transfers and internal s ervice funds) represents an 8.42 percent decrease in expenditures over 2020. This is primarily due to decreased capital expenditures within the capital projects and enterprise funds. 2020 2021 Revised Budget Approved Budget General Fund 25,442,945 26,021,039 Special Revenue Funds 9,175,361 8,275,601 Debt Service Funds 7,370,402 7,082,398 Capital Projects 19,348,285 14,119,679 Enterprise Funds 56,143,491 52,019,345 Agency Fund 604,676 605,716 Permanent Funds 16,002 16,002 Component Units 272,479 265,367 118,373,641 108,405,147 COUNCIL PRIORITIES Due to the worldwide COVID -19 pandemic, the approved budget has taken into account the current economic conditions and the uncertainty of longer term impacts caused by this pandemic. In prior years, annual tax levy increases on the average home of 3% to 5% were recommended in order to keep pace with Sun Prairie’s growth. The Common Council underwent a strategic plan process in the spring of 2019. Eight themes or priorities came out of this process. They include human services, complete transportation network, sustainable Sun Prairie, dynamic economy, employer of choice, quality city services, downtown & central corridor vibrancy, and housing & neighborhoods. The 2021 approved budget includes an emphasis on human services, sustainable Sun Prairie, and quality city services. H uman 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 2021 approved b udget include the Sun Prairie Public Library, the YMCA, Community Schools, Colonial Club, and Neighborhood Navigators. 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 2021 approved budget includes investments in all modes of transportation through our continued funding of street reconstruction and rehabilitation, funding for the Madison Metro express bus route, share -ride taxi, multi- use pa th replacement, 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. 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 squad cars, and updates to bathroom and lighting fixtures which include energy efficient components. The 2021 budget includes the purchase of four hybrid police vehicles, the addition of a Buyer/Sustainability Coordinator, and the investment in a strategic plan for the Sun Prairie Utilities. Dynamic Economy Sun Prairie is the home of many cutting -edge businesses applying innovative practices and technology to bring new and exciting products to the market every day. The robust nature of the Sun Prairie business community allows our local economy to thrive. The City continues to be interested in diversifying its tax base by encouraging redevelopment of existing areas as well as investing in new sections of the city 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. Employer of Choice The City provides excellent public services, which c an 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. As the city ’s population and boundary grows, additional staff is needed to continue to provide the same level of service our community requests. The Common Council has been proactive in providing a modest increase in staffing each year. In 2020, Alders approved 3.50 additional FTE through the budget process. The 2021 approved budget includes funding for 3.00 FTE of additional staff, as well as position reclassifications of some existing staff. Additionally, the 2021 approved budget includes increasing the wages of our poll workers to be competitive with our neighboring communities and investment in our current staff by providing educational training opportunities to solidify our commitment to retain quality employees. Quality City Services City services are efficient, friendly, and accessible. The Common Council has displayed their commitment to this 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 2021 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. The City is excited to add passport processing to the list of services that can be provided to our community. City of Sun Prairie 2021 Annual Budget 4 By providing multiple services, the needs of the community can be met more efficiently with one visit, saving time and effort. Downtown & Central Corridor Vibrancy The City’s downtown area is easy to get to by bike, car, foot, or taxi. The breadth of retail and personal services offer great options for people visiting and living in Sun Prairie. The downtown area, including Ashley Field, ho st a wide variety of community, cultural, sports, and entertainment events. After the explosion in July 2018, the Common Council provided a promise to be #SunPrairieStrong by allocating funds to be used as a donation to the disaster relief program as well as by hiring a consultant to assist the City in a visioning and redevelopment plan for the Main and Bristol Street intersection area. Since the completion of the visioning and redevelopment plan, the City has started to move forward with the recommendations that have come out of this plan. The newly created TID 14 will provide 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 and grow with us. Neighborhood associations provide residents opportunities to connect with neighbors and the greater city. The 2020 budget provided funding to update the City ’s legislation regarding zoning and subdivisions, to conduct a housing needs assessment, and to create a Good Neighbor Project, which will connect residents with resources and opportunities to get to know their neighbors and strengthen their own community. Due to the COVID -19 pandemic, these projects were slightly delayed, and are expected to be complete in 2021. 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 is currently within the levy limit restrictions imposed by the state however, the City is forecasting that they will begin feeling the pressure of these levy limits within the next five years. The City of Sun Prairie realized net new construction totaling $52.6 million, which is a decrease of 30% over last year. The City ’s equalized value (market value) increased by $324.0 million in 2020 for a total value of $3.86 billion. In 2020, the Assessing department conducted a full revaluation of all properties within the city. The 2021 approved budget includes a modest increase in the tax levy of 2.9% which is a 1.50 % tax increase on the average home. This equals a $31 increase on the average home in the City Sun Prairie, compared to 2020’s tax increase of $62 on the average home. State Shared Revenues and Expenditure Restraint Program The Expenditure Restraint program is a challenge for the City in that the City’s expenditures for the general fund must not increase greater than a maximum of 2% of net new construction plus the CPI. For a growing city, the loss of this state aid makes it difficult for the City to add resources to maintain service levels. The 2020 revised budget as well as the 2021 approved budget meet the Expenditure Restraint program limits to qualify for receiving the aid in 2021 and 2022. The City continues to not use mon ies 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 will be directly allocating these resources to the capital projects fund. A portio n of these funds will be used to offset a lease agreement for public safety vehicle IT needs as well as a community mental health initiative. Remaining funds can reduce the capital improvement plan borrowing needs for 2021. The City receives personal property aid that replaced the tax exemption approved by the legislature in 2017. The City no longer receives property taxes from class 2 personal property (machinery, tools and patterns). Additionally, the state aid does not increase in the future years. For a city that is growing rapidly, this translates into a continued loss of future revenue. Transportation Aids Highway aids increased by $215,439 over 2020. The increase in aids allows the City to not rely on fund balance to cover one -time losses in revenue due to the COVID-19 pandemic. Sanitation Fund The sanitation fund charges annual fees for recycling and refuse collection to residential properties. The annual fees were increased in 2017 to $48 for recycling and $75 for refuse collection. The fees w ere intended to cover the cost of the residential contract for the collection of waste to residential properties. In 2021, sanitation fees will remain the same. Water Pollution Control Fund The water pollution control facility (plant) is in the process of a facility expansion plan to meet the statutory required reduction of phosphorous and to meet future growth. This will incorporate the projected costs of the plant upgrade, which began design in 2019 and construction in 2020. The 2019 and 2020 budgets i ncluded rate increases of 9.3% and 11.5% APPROVED PROPERTY TAX LEVY 2019 2020 General Fund 15,874,840$ 16,540,787$ Grants Fund 18,809 18,709 Library Fund 1,631,874 1,671,671 Transportation Fund 347,827 350,640 Recreation Fund 36,631 37,738 Debt Service Fund 6,567,043 6,618,831 Health In-Service Fund 20,000 - Fleet In-Service Fund 50,000 20,500 24,547,024$ 25,258,876$ 5 City of Sun Prairie 2021 Annual Budget respectively in anticipation of this project. These rate increases are anticipated to be sufficient to cover the cost of current operations as well as the plant upgrade. No new rate increase is needed in 2021. Storm Water Fund The storm water utility is in the process of constructing a regional storm water facility on the west side. The land was acquired in 2017 and construction began during the last quarter of 2020. The rate increase of 15% in 2019 continues to be sufficient to cover the budgetary needs of the fund in 2021. Sun Prairie Utilities Sun Prairie Utilities manages the City ’s Electric and Water System. In 2021, the electric utility will focus on implementing an Outage Management System and installation of 4 -distribution circuit upgrades from the long -range system plan. Along with implementing new water rates filed for at the end of 2020, the water utility plans to design and construct it’s eighth well on the agreed upon school district site, construct the Pressure Regulation Valve layover project, and administer replacement of an estimated 75 customer -owned lead later water services. In addition, both the electric and water utilities will continue implementation of the Honeywell advanced metering system. COMPENSATION, BENEFITS AND STAFFING Compensation and Benefits The city has two bargaining units which represents police officers and paramedics. All other employees are non- represented. The two largest monetary challenges the City has are salaries and healthcare. The 2021 budget includes a performance based step increase on their anniversary. The increase is based on where the employees wage rate falls on the range for the position. Union represented police officers will receive a 1.5% increase on the first payroll in January and 1.5% on the first payroll in July. The union represented paramedics will receive a 4.0% increase on the first payroll in January. 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 converted to a high- deductible healthcare plan in 2016 to attempt to reduce the rising cost of healthcare benefits. The City has historically experienced 8 -10% increases annually. Due to an increase in costs exceeding 10%, the City elected to change providers in 2019. This change capped the 2019 increase to 8.7% with increases for the next two ye ars not to exceed 6.9% in 2020 and 8.9% in 2021. The approved budget does not include any plan changes including the City ’s contribution to the HSA/HRA for the high-deductible plan. 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 6.75% contribution rate that employees pay do not change in 2021. The city contribution for public safety employees (police and paramedics) will increase to 11.84% in 2021 from 11.74% in 2020. For all other employees, the city is required to pay 6.75% in 2021. Staffing The 2021 approved b udget includes additions to staffing to strengthen service to the community as described below: Description Budgetary Cost Funding Start w/ Benefits FTE Source Date Buyer/Sustainability Coordinator 57,808$ 1.00 General Fund/CATV/Wastewater/St ormwater 5/1/2021 Police Officer 63,389$ 1.00 General Fund 5/1/2021 Recreation Specialist & PS Centralization 18,948$ - General Fund 6/1/2021 Wastewater Technician 90,100$ 1.00 Wastewater 1/1/2021 CAPITAL IMPROVEMENT PLAN The City Council endorsed a Ten-Year Capital Improvement Plan (CIP) for the years 2021- 2030. The 2021 CIP projects have been included in the 2021 budget. Please see appendix D for a list of these projects. The CIP includes projects for infrastructure, equipment and vehicles. Funding Sources Various funding sources are used for capital projects. The primary funding source is capital borrowing. The City ’s funding sources include general obligation debt (60%), general obligation debt abated by enterprise funds (27%), grants and donations (2%), park impact fees (5%), fund balance or retained earnings (6%). TRANSFERS AND REPAYMENTS TO GENERAL FUND FROM OTHER FUNDS Replacement Funds/Designated Fund Balance The City levies for the Building Maintenance Fund (assigned general fund balance) each year to assist in the repairs and maintenance of the City ’s buildings. The 2021 budget includes $45,000 for this purpose. 60%27% 2% 6% 5% 2021 Capital Funding General Obligation Debt 2021 Enterprise General Obligation Debt Grants and Donations Fund Balance/Retained Earnings Park Impact Fees City of Sun Prairie 2021 Annual Budget 6 TAX INCREMENT DISTRICTS (TIDS) The availability of tax increment financing is one of the ma jor 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 seven active tax increment districts. F our of the seven districts have advances from the general fund. One 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 districts please visit the district operating budgets. Tax Increment Financing District #6 (TID6) – This district project period has closed. City Council passed a resolution to hold this district open for one additional year to fund an afforda ble housing fund. The TID will close in 2021. Tax Increment Financing District #8 (TID8) – Currently this district has a general fund advance of approximately $1.8 million. The City anticipates that this will be paid back to the general fund in 2024 upon retirement of the majority of the debt in TID8. The project period for TID8 closes in 2024. The TID is anticipated to close in 2025. Tax Increment Financing District #9 (TID9) – Currently this district has a general fund advance of approximately $170,615. The project period for TID9 closes in 2022. The 2021 budget includes the debt payment for the taxable general obligation borrowing in 2019 of $4.2 million to pay an economic incentive payment due for the construction of a hotel in the district. It al so includes an economic incentive payment for FC Lands based upon the approved development agreement. This district continues to see new development. The TID is anticipated to remain open until 2026. Tax Increment Financing District #11 (TID11) – TID11 c urrently does not receive assistance from the general fund. The fund continues to see new development and the 2021 budget includes economic incentive payments for five separate development agreements. TID11 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) – TID12 has a general fund advance of approximately $452,664. Until new development enters the district, the general fund advance will continue to grow. The TID is not anticipated to close until the mandatory termination in 2036. Tax Increment Financing District #13 (TID13) – TID 13 has a general fund advance of approximately $885,207 which the City expects will be repaid by 2023. The C ity has seen continued development in 2018, 2019, and 2020, 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 2026. 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 Bouge building and the restoration of the bell tower on Old City Hall. LOOKING AHEAD I believe the current challenging economic conditions will likely continue through 2022 and even into 2023. Consequently, I expect that the budgets for 2022 and 2023 may need to be as limited as the 2021 budget presented here. In addition, the City ’s Financial Management Plan indicates that within the next five to six years we could be constrained by state levy limits. As a result of the restrictions caused by levy limits and challenging economic conditions, the City most likely will not have the capacity to provide departments with resources to pursue new priorities. Should departments wish to introduce new priorities in future years, department leaders will have to fund these priorities by using monies that are already allocated within their existing budgets. CONCLUSION I am pleased to present a budget that reinforces the priorities of our Common Council while being sensitive to the economic climate of the city and our residents. I believe the 2021 approved budget maintains investment in our existing infrastructure as well as provides a similar level of municipal service as in previous years. Paul T. Esser Mayor 7 City of Sun Prairie 2021 Annual Budget MAYOR & CITY COUNCIL Paul T. Esser Mayor Theresa McIlroy Aldermanic District 1 Steve Stocker Aldermanic District 1 Bob Jokisch Aldermanic District 2 Theresa Stevens Aldermanic District 2 Maureen Crombie Aldermanic District 3 Michael Jacobs Aldermanic District 3 Al Guyant Aldermanic District 4 Mary Polenske Aldermanic District 4 City of Sun Prairie 2021 Annual Budget 8 9 City of Sun Prairie 2021 Annual Budget DIRECTORY OF STAFF Aaron Oppenheimer City Administrator Connie DeKemper Director of Administrative Services Kristin Vander Kooi Finance Director Tyler Technologies City Assessor (contracted) Elena Hilby City Clerk Adam Schleicher Director of Public Services Mark Leonard City Attorney Scott Kugler Director of Community Development Jeffrey Robbins Sun Prairie Media Center Director Brian Flannery Director of Building Inspection Benjamin John Public Works Operations Manager Neil Stechschulte Director of Economic Development Brian Goff EMS Chief Tom Veith Engineering Director Brenda Sukenik Human Resources Director Donald McDermott Information Technology Director Svetha Hetzler Library Director Kristin Grissom Parks & Recreation Director Tim Semmann, AICP Planning Director Mike Steffes Chief of Police Christopher Garrison Fire Chief Jeremy Cramer Wastewater Treatment Plant Superintendent Rick Wicklund Sun Prairie Utilities Manager 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 help 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. City of Sun Prairie 2021 Annual Budget 10 ORGANIZATIONAL CHART Citizens of Sun Prairie Mayor City Council Municipal Judge Sun Prairie Utilities City Administrator Fire Department Police Administrative Services EMS City Attorney Library Community Development Public Services Finance City Clerk City Assessor Information Technology Human Resources Planning Building Inspection Economic Development Media Center Tourism & BID Public Works Wastewater Treatment Plant Engineering Building Maintenance Parks, Recreation & Forestry Fleet GIS Museum See Page 81 for a full description of the City ’s relationship to the Sun Prairie Fire Department. Organizational Chart 11 City of Sun Prairie 2021 Annual Budget CITY OF SUN PRAIRIE PERSONNEL SUMMARY 2020 to 2021 Change Mayor & Council 1 * * * * * Municipal Court 1.00 1.00 1.00 1.00 0.00 City Attorney 2.00 2.00 2.00 2.00 0.00 City Clerk & Elections 4.31 4.56 4.56 4.56 0.00 Administration 3.00 3.00 3.00 3.00 0.00 Administrative Services n/a n/a 1.00 1.00 0.00 Human Resources 3.50 3.50 4.00 4.00 0.00 Finance 6.00 6.00 4.63 5.63 1.00 Assessing 4.00 4.00 2.00 4.00 2.00 Information Technology 5.00 5.00 5.00 5.00 0.00 Building Maintenance 2.00 3.00 3.00 3.00 0.00 Police Department 2 72.90 76.00 76.00 77.00 1.00 Emergency Medical Services 14.00 14.00 14.00 14.00 0.00 Building Inspection 5.00 6.00 6.00 6.00 0.00 Public Services n/a n/a 3.00 3.00 0.00 Public Works 11.00 13.00 10.00 10.00 0.00 Engineering 7.00 7.00 6.00 6.00 0.00 GIS 1.00 2.00 2.00 2.00 0.00 Sanitation 2 seasonal seasonal seasonal seasonal Wastewater Utility 10.00 10.00 11.00 12.00 1.00 Stormwater Utility 5.00 5.00 5.00 5.00 0.00 Fleet In-Service Fund 4.00 4.00 4.00 4.00 0.00 Museum 1.00 1.00 1.00 1.00 0.00 Recreation Programs 3.00 3.50 3.70 3.70 0.00 Family Aquatic Center 2 seasonal seasonal seasonal seasonal Parks Maintenance 7.00 8.00 8.00 8.00 0.00 Sun Prairie Media Center 5.00 5.00 3.88 3.88 0.00 Sun Prairie Public Library 23.51 24.10 19.60 19.60 0.00 Community Development n/a n/a 1.00 1.00 0.00 Planning 5.00 5.00 4.00 4.00 0.00 Economic Development 3.00 3.00 3.00 3.00 0.00 Forestry 1.00 1.00 1.00 1.00 0.00 Sun Prairie Utilities 31.90 32.90 32.90 32.90 0.00 241.12 252.56 245.26 250.26 5.00 1The City Mayor and City Council members are elected positions. 2LTE and seasonal positions are not included in the FTE count. 2021 FTE NOTE: The table above does not reflect interdepartmental allocations. FTE allocations are referenced in the Department Budget Summary reports. Total All Funds 2019 FTE 2020 FTE SUN PRAIRIE UTILITIES Personnel by Division 2018 FTE GENERAL GOVERNMENT PUBLIC SAFETY PUBLIC WORKS CULTURE & RECREATION COMMUNITY DEVELOPMENT City of Sun Prairie 2021 Annual Budget 12 ABOUT SUN PRAIRIE 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 15 percent. As a percentage of the s tate 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 2020 -unemployment rate of 6.0 percent, was significantly lower than the State of Wisconsin as a whole (7.1 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. POPULATION 35,460 UNEMPLOYMENT RATE MEDIAN AGE NUMBER OF BUSINESSES MEDIAN HOUSEHOLD INCOME MEDIAN HOME VALUE 36 SUN PRAIRIE, WI 6.00% 718 $82,309 $299,400 1.5% GROWTH 13 City of Sun Prairie 2021 Annual Budget ABOUT SUN PRAIRIE Sun Prairie’s Top Ten Employers account for nearly twenty-five percent of total city employment. Top Ten Employers Employer Employees Sun Prairie School District 1,253 City of Sun Prairie 655 Colony Brands 505 QBE Insurance 450 Costco 419 Prairie Athletic Club 330 Royle Printing 314 Wisconsin Distributors 310 Target 274 Continental ContiTech 264 Source: City Economic Development Division Over the last ten years, the C ity has seen significant increases in its equalized value. Equalized value increased by 6.3 percent in 20204. This is the seventh year in a row that the City’s tax base has increased. The City has regained the losses sustained during the great recession. 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 2020, the C ity had net new construction growth of 1.45 percent or $52.6 million. EDUCATION The majority of Sun Prairie residents are in the Sun Prairie School District, with a small percentage of residents in the Deforest School District. Nearly 45 percent of the working population (residents 25 years or older) have a Bachelor’s degree or higher. Of this working population, residents aged 25 to 44 years, 50.5 percent have a Bachelor’s or higher. GOVERNMENT AND ORGANIZATION The City opera tes under a Mayor – Council form of government. The Mayor is elected for two years 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 policie s 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 capitol in Madison. The group of men left Milwaukee on May 26, 1837 and traveled 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 c ity of Sun Prairie, which grew from the town, was incorporated in 1958. 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 425 acres, an aquatic center and ice arena, public library, and growing retail areas. Figure 6: Sun Prairie’s location in Wisconsin City of Sun Prairie 2021 Annual Budget 14 COMMUNITY PROFILE DANE COUNTY, WISCONSIN Located in Dane County, Sun Prairie is part of the M adison, W is. 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 a 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 county government, the Board of Supervisors enacts county ordinances, levies taxes, and appropriates money for services. 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. EDUCATION Dane C ounty’s school districts approved significant increa ses in their 2019-2020 levies. Statewide, total school district levies rose 4.5%, the largest annual increase in a decade, according to the nonpartisan Wisconsin Policy Forum 1. Four districts in Dane County had double -digit levy increases: Deforest at 24%, Sun Prairie at 16.5%, and Middleton- Cross Plains and Waunakee at 11%. Four more — Belleville, Madison, Monona Grove and Verona — had increases between 6% and 10%. Madison, by f ar the largest district in the county, increased its levy by 7.2%, or $22.1 million, to $330.1 million2. 1Vetterkind, R. (2019, December 18). Property taxes for schools up by highest rate in a decade. Retrieved from https://madison.com 2Mosiman, D. (2019, December 28). School levies drive higher tax bills in many Dane County municipalities. Retrieved from https://madison.com 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. Population Square Miles Madison 264,742 Madison 78.95 Sun Prairie 35,460 Fitchburg 34.92 Fitchburg 29,983 Sun Prairie 12.23 Middleton 21,188 Middleton 8.92 Stoughton 13,537 Verona 6.30 Verona 13,061 Stoughton 4.92 Monona 8,377 Monona 3.26 $ in millions Madison 33,036.8$ Middleton 4,077.2$ Sun Prairie 3,864.1$ Fitchburg 3,706.4$ Verona 3,273.1$ Monona 1,451.0$ Stoughton 1,268.0$ Equalized Value Figure 7: Greater Madison Area 15 City of Sun Prairie 2021 Annual Budget 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 FOURTH QUARTER JANUARY Departments finalize updates to the ten‐year CIP MAY Finance Department prepares the ten‐year CIP document. JUNE Presentation of the the ‐Year CIP to Committee of the Whole. Finance Department begins working on the revenue and expenditure forecast and five‐ year request for service changes for the FMP. JULY Departments start entering cost to continue estimates. Finance Department updates personnel budgets. AUGUST Council approves the ten ‐year CIP. The first year of the plan is incorporated into the budget. Committee of the Whole reviews the financial management plan and sets priorities. 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 recommended budget by ordinance. OCTOBER Budget presentation to the Council. Council debates the budget during work sessions. Departments start to update the ten-year CIP. NOVEMBER 10TH, 2020 A Public Hearing is held regarding the budget document. NOVEMBER 17TH, 2020 Council approves the budget. City of Sun Prairie 2021 Annual Budget 16 BUDGET PROCESS TE N-YEAR CAPITAL IMPROVEMENT PLAN The budget cycle begins in October with the development of the ten‐year capital improvement plan (CIP). The CIP focuses on city assets with value greater than $25,000 and expected life of more than 10 years. It includes road projects, facility improvements, equipment needs, and other capital asset maintenance and needs. T he Capital Improvement Policy and the Debt Management Policy outline the structure to which the Ten ‐Year Capital Improvement Plan must adhere. The cost of the capital expense and an estimated cost of the asset ’s operating budget impact 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 C ommittee reviews all projects and ranks them according to priorities established by the City Council and defined in the Capital Improvement Policy. In June, the draft CIP is submitted to the Committee of the Whole and published on the City’s website and in hard copy for public review. The Committee of the Whole holds several work sessions and a public hearing for citizens to provide input on the proposed projects. The Committee of the Whole votes for its ap proval of the CIP and forwards the document to City Council for a final vote and approval. The Council approves the CIP by August . The first year of the CIP is incorporated into the A nnual Budget that is presented to Council in October. FI VE-YEAR FINANCIAL MANAGEMENT PLAN The second phase of budget development is the creation of the Five-Year Financial Management Plan (FMP). City departments articulate significant operational needs that may not be included in a traditional forecast of revenues and expenditures. Examples include: • a change in service or service delivery • a need for additional personnel or equipment due to growth of the city AN NUAL CITY BUDGET The last phase of budget development is the operating budget. Departments have three 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 through trend analysis T he Finance D epartment updates revenues and expenditures in August following the release of the s tate of Wisconsin ’s Equalized Property Values on August 15th. The City Council holds several work sessions to provide staff with guidelines for developing the City’s Annual Budget. The Mayor and City Administrator review departmental budget requests and determine which goals and initiatives will be included in the Recommended Budg et. 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 recommen ded 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 stat e 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. 17 City of Sun Prairie 2021 Annual Budget BUDGET PROCESS 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 departments, to increase total expenditures within a fund, to utilize contingency funds, or to transfer budgeted funds between capital pro jects. Budget amendments are completed in the last half of the year ; e nsuring adequate information related to revenue and expenditure trends, performance, and other factors prior to 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 Comprehensive Annual Financial Report (CAFR) 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 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 revenu es and expenditures are not recognized for budgetary purposes are accrued (GAAP). The major differences for Enterprise funds are: 1. Encumbrances are recorded as the equivalent of expenses (budget basis) as opposed to an expense of the following accounting period (GAAP). 2. Certain items, such as principal expense and capital outlay, are recorded as expenditures for budgetary purposes as opposed to adjustments of the appropriate balance sheet accounts (GAAP). BUDGET POLICIES Financial Policies are located in Appendix C The city of Sun Prairie has adopted financial policies that align with state statutes and provide city ‐directed guidelines to manage C ity 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 C ity 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 C ity’s total tax levy used for payment of general obligation debt will not exceed 27.5% o f the total levy amount. FUND BALANCE POLICY • The City will establish a contingency expenditure appropriation in the annual general fund operating budget to provide for unanticipated expenditures of a non‐ recurring nature. This contingency will be a minimum of 1.5% of the general fund revenue budget. • The City will maintain a working capital reserve of 16% ‐ 20% of the general fund operating revenue budget. This reserve is for unforeseen one‐time events and for stabilization to aid the city in responding to temporary reductions in revenue. CAPITAL IMPROVEMENT POLICY • Adopting an annual capital improvement budget based upon a five‐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 City of Sun Prairie 2021 Annual Budget 18 FINANCIAL STRUCTURE & ORGANIZATION FUND DESCRIPTIONS The City records its financial transactions in individual funds. A fund is a grouping of related accounts used to maintain control over resources that have been designated for specific activities or objectives. The City uses fund accounting to ensure compliance with finance ‐related legal requirements, as well as for managerial control in order to demonstrate fiduciary responsibility over the assets of the City. Types of funds used by the C ity include governmental funds, proprietary funds, and fiduciary funds. City of Sun Prairie’s Funds 1. Governmental Funds 2. Proprietary Funds 3. Component Units 4. Permanent Funds 5. Agency Funds GOVERNMENTAL FUNDS GENERAL FUND The General Fund is the primary operating fund of the city; it accounts for the revenues and expenditures necessary to carry out basic governmental activities, except those required to be accounted for in another fund. The General Fund is a major fund. DEBT SERVICE FUNDS Debt service funds are used to accumulate funds for general long ‐term debt principal and interest costs. The City of Sun Prairie has two debt service funds: 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 proprietary fund operations. TIF District #6 Fund Tax Increment Financing District #6 (TIF 6) c ompleted its expenditure period as defined by Wisconsin State Statutes. The TIF remains open for one additional year to create a housing fund. TIF 6 will close at the end of 2021. 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 construction completed by a developer and later dedicated and acce pted by the City. This is a non‐ major fund. Tax Increment Financing District Funds The City has five active tax increment financing districts (TIF) currently classified as capital project funds. None of these funds have reached the end of their expenditure period as defined by Wisconsin State Statutes. TIF 8 is the only TIF fund classified as a major fund. 19 City of Sun Prairie 2021 Annual Budget FINANCIAL STRUCTURE & ORGANIZATION GOVERNMENTAL FUNDS, continued 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 receives grants and donations, which are used for the purpose received. Transportation Impact Fee Fund This fund receives revenue from the Transportation Impact Fee. The fee is paid at the time a new building permit is issued for development within defined 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. The fund is governed by state statute 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. Emergency Small Business Loan Fund This fund was created to provide technical and financial resources to aid Sun Prairie businesses in mitigating the impacts of the economic crisis due to COVID -19. These funds are targeted for businesses that were viable before the pandemic, but need emergency assistance to survive the im pacts of COVID-19. Community Dev. Block Grant Fund This fund supports projects that meet the national objective of Low -and-Moderate Income benefit or the prevention and elimination of slum and blight. Park Fund This fund receives 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 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. Library Fund This fund accounts for grants, fines and forfeitures, and transfers from the General Fund. Expenditures for the library are recorded in this fund. The fund is governed by state statute . Tourism Fund Seventy percent of revenues generate from the local Hotel Tax are deposited into this account; the remainder of Hotel Tax revenues are deposited in the General Fund. This fund accounts for fund expenditures used to support activities designed to promote Sun Prairie tourism. Transit 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. Recreation Fund This fund tracks revenues and expenditures for recreation programs as the Recreation Department expands programming. Affordable Housing Fund This fund provides resources for a variety of affordability initiatives for implementation of strategic housing recommendations. City of Sun Prairie 2021 Annual Budget 20 FINANCIAL STRUCTURE & ORGANIZATION 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. Sun Prairie has the following enterprise funds: Water Pollution Control Facility This fund accounts for costs associated with the management and operations of the City’s wastewater treatment plant. Stormwater Utility The Stormwater Utility is responsible for meeting federal and state watershed requirements and maintain stormwater detention ponds and conveyances. The Engineering and Public Works Departments jointly administer the Utility. Sun Prairie Utility Sun Prairie Utilities provides water and electric services within the City. In 2017, Sun Prairie Utilities sold its fiber optic internet 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) leases select TIF property and improvements to the City. Currently the CDA is leasing improvements to TIF 8. The Business Improvement District The Business Improvement District is a separate district with boundaries that incorporate 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 FUNDS City of Sun Prairie is the fiscal agent for: The Ashely 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 principle 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. The Library Trust Fund The Sun Prairie Library received a bequest of stocks in 1958. The conditions of the bequest require the original bequest to remain unspent. The income must be spent 50% on the purchase of books and 50% on the purchase of equipment for operations. AGENCY FUND Multijurisdictional Public Safety Information System Commission (MPSISC) The city of Sun Prairie is the fiscal agent for the MPSISC, which is a joint venture between five cities for the management of public safety information system infrastructure. Tax Agency Fund Used to account for all taxes the municipality is responsible for collecting. Both for the City’s taxes and for other governments. 21 City of Sun Prairie 2021 Annual Budget FUNDS AND FUNCTIONAL AREAS Funds and Functional Area General Fund Grants & Donations Sun Prairie Media Center Sanitation Fund Street Tree Fund Library Fund Tourism Fund Transit 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 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 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 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 Sun Prairie Public Library X X Conservation & Development Community Development X Planning X Economic Development X X Forestry X X Sun Prairie Utilities X City of Sun Prairie 2021 Annual Budget 22 FUNDS BY TYPE GENERAL FUND GENERAL GOVERNMENT DEPT # DEPARTMENT 110 Mayor 115 Council 120 Municipal Court 150 Administration 130 City Attorney 151 Administrative Services 140 City Clerk 155 Human Resources 160 Finance 165 Risk Management 170 Assessing 180 Information Technology 185 Building Maintenance PUBLIC SAFETY DEPT # DEPARTMENT 210 Police Department 220 Fire Department 230 Emergency Medical Services 250 Emergency Management 240 Building Inspection PUBLIC WORKS DIV # DIVISION 300 Public Services 310 Public Works 330 Engineering 340 GIS HEALTH & HUMAN SERVICES DIV # DIVISION 541 Colonial Club 542 Youth & Families 545 YMCA / Community Schools 548 Human Services 549 Cemetery CULTURE & RECREATION DIV # DIVISION 530 Historical Museum 550 Recreation 255 Family Aquatic Center 590 Parks Maintenance COMMUNITY DEVELOPMENT DIV # DIVISION 600 Community Development 610 Planning 620 Economic Development 650 Forestry OTHER FINANCING USES DEPT # DEPARTMENT 690 Transfers SPECIAL REVENUE FUNDS FUND # FUND 200 Grants & Donations 210 Transportation Impact Fee Fund 220 Sun Prairie Media Center 230 Refuse & Recycling 240 Emergency Small Business Loan 245 CDBG Fund 250 Park Fund 251 Street Tree Fund 260 Library Fund 270 Tourism Fund 275 Transportation Fund 280 Recreation Fund 290 Affordable Housing Fund CAPITAL PROJECT FUNDS FUND # FUND 400 Capital Projects Fund 490 Development Projects Fund 508 TIF District No. 8 Fund 509 TIF District No. 9 Fund 511 TIF District No. 11 Fund 512 TIF District No. 12 Fund 513 TIF District No. 13 Fund 514 TIF District No. 14 Fund DEBT SERVICE FUNDS FUND # FUND 300 Debt Service Fund 506 TIF District No. 6 Fund PERMANENT FUNDS FUND # FUND Ashley Trust Fund Library Trust Fund ENTERPRISE FUNDS FUND # FUND 610 Wastewater Utility 650 Stormwater Utility Sun Prairie Utilities 700 Fleet In-Service Fund 750 Health In-Service Fund COMPONENT UNITS FUND # FUND 810 BID 850 CDA AGENCY FUND FUND # FUND 900 MPSISC 910 Tax Agency Fund 23 City of Sun Prairie 2021 Annual Budget 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 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. • Reallocation 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 justif ies 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 include s information on all items related to the proposal including personnel costs, operational expenditures, and capital equipment. Given the City’s limited resources, Department Managers pro vide 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 justificatio n 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? City of Sun Prairie 2021 Annual Budget 24 SUMMARY OF BUDGET AMENDMENTS Summary of Budget Amendments Increase / (Decrease) Expenditures Revenues Fund Balance Borrowing Tax Levy Notes Amendment 1 3,270,000 928,000 2,342,000 - Update of Capital Improvement Projects Amendment 2 37,500 37,500 - Dreambus and Hoopla: Library Fund Balance Amendment 3 523,305 250,000 273,305 - Wetmore Splashpad: Donations and Park Fund Amendment 4 24,000 24,000 Fire Department increase Amendment 5 (24,000) (24,000) Remove Fire Department Increase Total Amendments 3,830,805$ 1,178,000$ 310,805$ 2,342,000$ -$ 25 City of Sun Prairie 2021 Annual Budget BUDGET INITIATIVES SUMMARY Budget Initiatives Summary Description FTE Total Revenues Tax Levy Revenue Initiatives Engineering Review Fees - (26,500) - (26,500) Subtotal - (26,500)$ -$ (26,500)$ Human Services Colonial Club Donation - 50,000 - - Community Mental Health - 6,000 - - iMac Replacement - 5,100 - - Digital Materials - 30,000 30,000 - Dream Bus Service - 7,500 7,500 - Marketing & Communications Consultant - 10,000 - - Subtotal - 108,600$ 37,500$ -$ Sustainable Sun Prairie Buyer/Sustainability Coordinator (May 1st) 1.00 57,808 - 48,646 Fraud Risk Assessment - 10,000 - - Strategic Plan 2022-2024 - 22,000 - - Subtotal 1.00 89,808$ -$ 48,646$ Quality City Services Invasive Species Control - 6,500 2,500 4,000 Police Officer (May 1st) 1.00 63,389 - 63,389 Recreation Specialist & PS Centralization - 18,948 - - WWTP Tech - Collection System 1.00 90,100 - - MMA Paint Machine - 29,000 - - Passport Acceptance Facility - 13,000 15,000 (2,000) Emergency Vehicle IT Equipment - 18,250 - - Front End Loader - 255,000 - - Streaming Upgrades - 4,950 - - (2) Police Vehicles - 106,400 106,400 - Sheehan Park Scoreboards - 19,500 - - City Legal Services Fee - 6,000 - - COVID Financial Assistance - 50,000 - - Computer Refresh 2021 - 8,490 - - Firewall Replacements 2021 - 7,629 - - Security Camera Upgrades - 42,600 - - Distribution Line Clearance - 60,000 - - Paving Maintenance - 22,000 - - Well 4 Scale Replace - Cl - 6,590 - - Well 4 Scale Replace - Fl - 6,157 - - Well 6 Scale Replace - Cl - 6,590 - - Well 6 Scale Replace - Fl - 6,157 - - Well 7 Scale Replace - Cl - 6,590 - - Well 7 Scale Replace - Fl - 6,157 - - Well 7 Pump Maint - 25,000 - - Subtotal 2.00 884,996$ 123,900$ 65,389$ Employer of Choice Increase Election Official Wages - 13,248 - 13,248 Live Production with TriCaster Class - 2,590 - - City HR Fee - 29,275 - - Community Outreach - 16,400 - - Subtotal - 61,513$ -$ 13,248$ GRAND TOTAL - ALL INITIATIVES 3.00 1,028,609$ 161,400$ 52,137$ City of Sun Prairie 2021 Annual Budget 26 27 City of Sun Prairie 2020 Annual Budget 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 2021 is $114.5 million of which $94.1 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; 2021 property taxes will provide $18.6 million in revenue. The state of Wisconsin restricts property tax levies through levy limits. Currently the city is well within the state imposed levy limit, however, it expects to meet this limit as early as 2026. The levy limit can be increased by net n ew 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 20 20 (budget year 202 1) was 1.45%. The city does not expect to maintain historical levels of new growth and is forecasting a five -year average future increase of 1.77 %. 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, 17.1% in 2020, 14.3% in 2019, and 3.2% in 2018. INTERGOVERNMENTAL REVENUE The State provides the C ity 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. The State provides funds to compensate for the loss of property taxes on computer related equipment. The S tate 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 be frozen at the 2018 amount. The C ity receives monies through the expenditure restraint program based on a formula that restricts the G eneral Fund expenditure growth rate. This limit is calculated using 60% of net new construction capped at 2% plus a CPI factor. 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 and 2020, the City qualified for expenditure restraint funds which will be received in 2020 and 2021. Unless the growth of the city slows, it is expected that the City will have to exceed the limit within the next year or two to continue receiving the funds based on the current expenditure forecast. 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 percent age applied on December 31, 2019 less 1.0 percent (sec. 66.0420(7)(b)2m., Wis. Stats. Due to the worldwide COIVID -19 pandemic, the approved budget has taken into account the current economic conditions and the uncertainty of longer term impacts caused by this pandemic. The 2021 approved budget takes into account decreases in investment inc ome, room tax revenues, and permits compared to the 2020 budget. $ in millions 2014 44.7 2,368.7 2015 82.7 2,413.5 2016 75.3 2,566.2 2017 63.6 2,772.2 2018 144.2 2,984.7 2019 172.8 3,310.1 2020 52.6 3,634.1 NET NEW CONSTRUCTION AS A PERCENT OF EQUALIZED VALUE 5.22% Source: State of Wisconsin, Department of Revenue ’s Net New Construction Reports Net New Construction Total Equalized Value Net New Construction as a percent of Equalized Value 1.89% 3.43% 2.94% 2.29% 4.83% 1.45% STATE SHARED REVENUE Dollars in thousands 2021 2020 2019 2018 2017 State Shared Revenue 691 692 695 698 689 State Aid – Exempt Computers 291 291 291 285 250 State Aid – Personal Property 88.4 103.2 118.0 - - Total State Shared Revenue 1,070.7 1,087.0 1,104.9 982.7 939.3 Percent Change -1.5% -1.6% 12.4% 4.6% -4.3% State Expenditure Restraint 514.3 531.9 - 557.3 582.9 Percent Change -3.3% na na -4.4% 2.1% City of Sun Prairie 2020 Annual Budget 28 COMPREHENSIVE FINANCIAL PLAN UTILITY REVENUE The City reviews the rates for utility charges annually to assure that the rates create a sustainable environment for the utility funds. T he 2018, 2019, and 2020 budgets included rate increases for the Water Pollution Control Facility. The rate increase s were driven by Wastewater Utility ’s plant expansion. No rate increase was needed in the approved 2021 budget to assist in funding the facility expansion. Sun Prairie Utilities manages the City’s Electric and Water System. In 2021, the electric utility will focus on implementing an Outage Management System and installation of 4-distribution circuit upgrades from the long-range system plan. Along with implementing new water rates filed for at the end of 2020, the water utility plans to design and construct it ’s eighth well on the agreed upon school district site, construct the Pressure Regulation Valve layover project, and administer replacement of an estimated 75 customer-owned lead lateral water services. In addition, both the electric and water utilities will continue implementation of the Honeywell advanced metering system. 29 City of Sun Prairie 2020 Annual Budget 2021 FUND BALANCE SUMMARY Projected Projected Property 2021 Beginning 2021 Ending Tax Levy FUND TYPE Fund Balance Revenues Expenditures Fund Balance Contribution GENERAL FUND 12,930,145$ 28,117,741$ 28,117,741$ 12,930,145$ 18,640,045$ SPECIAL REVENUE FUNDS Park Improvement Fund 1,568,005 603,000 1,089,255 1,081,750 - Street Tree Fund 299,382 101,000 154,375 246,007 - Grants and Donations Fund 189,795 382,830 369,510 203,115 - Sun Prairie Media Fund 108,699 416,389 451,773 73,315 - Westside Traffic Impact Fee 1,874,898 380,000 - 2,254,898 - Sanitation Fund 269,340 1,342,650 1,536,719 75,272 - Emergency Loan Fund 95,137 - - 95,137 - Community Development Block Grant Fund (303,774) 155,500 155,500 (303,774) - Library Fund 521,606 2,339,895 2,399,895 461,606 - Recreation Fund (8,389) 386,849 385,153 (6,693) - Tourism Fund 354,390 44,262 119,051 279,601 - Transportation Fund 217,093 1,462,886 1,562,050 117,929 - Housing Fund - 214,520 214,520 - - Total Special Revenue Funds 5,186,182 7,829,781 8,437,801 4,578,163 - CAPITAL PROJECTS FUNDS Capital Projects 3,984,184 8,836,894 8,356,858 4,464,220 - TIF No. 8 (935,005) 2,889,616 2,193,729 (239,118) - TIF No. 9 (168,548) 2,601,378 1,685,009 747,821 - TIF No. 11 342,281 871,125 849,058 364,348 - TIF No. 12 (623,885) 304,630 207,029 (526,284) - TIF No. 13 (1,092,982) 589,025 338,871 (842,828) - TIF No. 14 (116,287) 2,000 63,375 (177,662) Development Projects (45,820) 450,000 450,000 (45,820) - Total Capital Projects Funds 1,343,940 16,544,668 14,143,929 3,744,679 - DEBT SERVICE FUNDS Debt Service Fund 4,987,822 6,687,401 7,074,048 4,601,175 6,618,831 TIF No. 6 57,307 236,150 222,870 70,587 - Total Debt Service Funds 5,045,129 6,923,551 7,296,918 4,671,762 6,618,831 PERMANENT FUNDS Ashley Trust Fund 1,000 2 2 1,000 - Library Trust Fund 419,876 24,000 16,000 427,876 - Total Permanent Funds 420,876 24,002 16,002 428,876 - ENTERPRISE FUNDS Fleet Inservice 1,451,280 2,119,294 2,087,203 1,483,371 - Healthcare Inservice Fund 497,838 3,170,316 3,260,780 407,374 - Water Pollution Control 25,515,930 15,911,935 16,001,015 25,426,850 - Stormwater Utility 11,198,626 3,782,146 3,535,943 11,444,829 - Water & Light 82,902,305 34,067,542 32,482,387 84,487,460 - Total Enterprise Funds 121,565,979 59,051,233 57,367,328 123,249,884 - AGENCY FUNDS MPSISC 314,767 605,716 605,716 314,767 - Total Agency Funds 314,767 605,716 605,716 314,767 - COMPONENT UNITS Business Improvement District 45,227 134,620 140,214 39,633 - Community Development Authority 62,889 125,153 125,153 62,889 - Total Component Units 108,116 259,773 265,367 102,522 - Grand Total 146,915,133$ 119,356,465$ 116,250,801$ 150,020,797$ 25,258,876$ Note: Includes Transfers. General Fund includes Fund Balance Applied, all other funds exclude Fund Balance Applied. 25,258,876$ 2021 Approved Budget TOTAL CITY PROPERTY TAX LEVY CONTRIBUTION City of Sun Prairie 2020 Annual Budget 30 BUDGET COMPARISON 2019 2020 % vs. '19 2020 % vs. '20 2021 % vs. '20 REVENUE Actual Org. Budget Actual Rev. Budget Org. Budget Org. Budget Rev. Budget General Fund 24,323,458 25,257,483 3.8% 25,377,483 0.5% 25,763,095 1.5% Special Revenue Funds 4,841,026 5,076,384 4.9% 5,176,384 2.0% 5,377,346 3.9% Debt Service Funds 6,666,240 6,796,282 2.0% 6,796,282 0.0% 6,905,301 1.6% Capital Projects Funds 31,343,159 15,710,862 -49.9% 16,619,782 5.8% 16,544,668 -0.5% Permanent Funds 5,002 25,002 399.8% 25,002 0.0% 24,002 -4.0% Enterprise Funds 50,825,671 58,946,415 16.0% 57,900,078 -1.8% 59,030,733 2.0% Component Units 284,322 272,479 -4.2% 272,479 0.0% 259,773 -4.7% Agency Funds 855,031 604,676 -29.3% 604,676 0.0% 605,716 0.2% Total Revenues/Resources 119,143,911$ 112,689,583$ -5.4% 112,772,166$ 0.1% 114,510,634$ 1.5% Excludes 486210 - Econ Dev Chargebacks, 492100 - Transfer In, 492199 - Transfer In - W&L Pilot, and 499000 - Fund Balance Applied 2019 2020 % vs. '19 2020 % vs. '20 2021 % vs. '20 EXPENDITURES Actual Org. Budget Actual Rev. Budget Org. Budget Org. Budget Rev. Budget General Fund 24,153,776 25,347,476 4.9% 25,685,134 1.3% 26,021,039 1.3% Special Revenue Funds 5,840,460 7,517,208 28.7% 8,866,605 18.0% 8,275,601 -6.7% Debt Service Funds 6,451,612 7,366,402 14.2% 7,366,402 0.0% 7,082,398 -3.9% Capital Projects Funds 30,093,883 17,023,979 -43.4% 19,357,220 13.7% 14,119,679 -27.1% Permanent Funds 5,002 5,002 0.0% 5,002 0.0% 16,002 219.9% Enterprise Funds 41,354,259 62,018,051 50.0% 61,654,025 -0.6% 57,367,328 -7.0% Component Units 378,156 272,479 -27.9% 272,479 0.0% 265,367 -2.6% Agency Funds 861,400 604,676 -29.8% 604,676 0.0% 605,716 0.2% Total Expenditures/Uses 109,138,547$ 120,155,273$ 10.1% 123,811,543$ 3.0% 113,753,129$ -8.1% Excludes 572000 - Transfer Out 31 City of Sun Prairie 2020 Annual Budget 2021 APPROVED BUDGET SUMMARY 2021 Approved Budget Summary REVENUES Taxes 18,640,045 - 6,833,351 7,083,872 - - - - Special Assessments 500 1,403 - - - 500,000 112,000 - Intergovernmental Revenues 3,076,406 1,740,318 21,630 864,852 - 100,000 - - Licenses and Permits 782,368 336,717 - - - 770,196 - - Fines and Forfeitures 191,000 7,000 - - - - - - Charges for Services 1,963,964 2,690,619 - 470,000 - 41,997,903 - 605,716 Investment Income 100,000 23,500 8,000 600 - 4,906,692 125,153 - Interdepartmental Charges - - - - - - - - Misc. Revenues 433,167 534,527 42,320 1,195,000 - 88,244 22,620 - Other Financing Sources - - - 6,930,344 - 10,667,698 - - Other 86,841 43,262 - - 24,002 - - - General Obligation Debt - - - - - - - - Sub-Total Revenues 25,274,291 5,377,346 6,905,301 16,544,668 24,002 59,030,733 259,773 605,716 Transfers In 2,354,646 2,296,722 18,250 - - 20,500 - - Fund Balance Applied/Cash Reserves 488,804 1,363,536 386,647 71,375 - 2,458,161 5,594 - Less: Transfers Out (2,096,702) (6,700) (214,520) (24,250) - - - - Sub-Total Transfers and Applied Balance 746,748 3,653,558 190,377 47,125 - 2,478,661 5,594 - Total Funding Sources 26,021,039$ 9,030,904$ 7,095,678$ 16,591,793$ 24,002$ 61,509,394$ 265,367$ 605,716$ EXPENDITURES General Government 4,972,465 15,339 - - - - - - Public Safety 14,044,701 618,733 - - - - - 605,716 Public Works 3,340,325 1,543,719 - - - - - - Health & Human Services 131,257 6,000 - - - - - - Culture, Recreation, and Education 2,148,037 3,939,157 - - 16,002 - - - Conservation and Development 966,254 2,146,992 - - - - 125,153 - Water Pollution Control Facility - - - - - 16,001,015 - - Stormwater Facility - - - - - 3,535,943 - - Sun Prairie Utilities - - - - - 32,482,387 - - Fleet In-Service Fund - - - - - 2,087,203 - - Health In-Service Fund - - - - - 3,260,780 - - Business Improvement District (BID) - - - - - - 140,214 - Capital Outlay - - 8,350 1,607,553 - - - - Debt Service - - 7,074,048 12,512,126 - - - - Contingency 418,000 5,661 - - - - - - Total Expenditures 26,021,039$ 8,275,601$ 7,082,398$ 14,119,679$ 16,002$ 57,367,328$ 265,367$ 605,716$ Component Units Agency FundsGeneral Fund Special Revenue Funds Debt Service Funds Capital Projects Funds Permanent Funds Enterprise Funds City of Sun Prairie 2020 Annual Budget 32 TRANSFER SCHEDULE Transfer In Transfer Out General Fund 6,700 Recreation Fund 6,700 General Fund 2,286,437 Sun Prairie Utilities 2,286,437 Special Revenue 18,709 General Fund 18,709 Special Revenue 6,000 Capital Projects 6,000 Library 1,669,236 General Fund 1,669,236 Transportation Fund 350,640 General Fund 350,640 Recreation Fund 37,617 General Fund 37,617 Affordable Housing Fund 214,520 Tax Increment District 6 214,520 Debt Service Fund 18,250 Capital Projects 18,250 Fleet Inservice Fund 20,500 General Fund 20,500 Total Transfer In 4,628,609$ Total Transfer Out 4,628,609$ 33 City of Sun Prairie 2020 Annual Budget REVENUE SUMMARY General Fund Revenue Summary 2018 2019 8/31/2020 2020 2020 2021 Increase Actual Actual Actual Projected Budget Approved (Decrease) Taxes (excluding Levy) 155,874 177,381 115,312 100,233 163,500 86,841 (76,659) Special Assessments (25,683) (85,372) 22,835 22,755 500 500 - Licenses and Permits 920,625 811,200 992,117 854,343 814,135 782,368 (31,767) Fines, Foreits & Penalities 174,635 232,798 193,522 184,900 183,000 191,000 8,000 Public Charges for Services 1,771,956 2,122,616 1,530,221 1,760,744 1,897,025 1,963,964 66,939 Investment Income 192,201 342,454 125,439 150,000 262,622 100,000 (162,622) Miscellaneous Revenue 338,320 621,784 366,619 328,357 335,310 290,977 (44,333) Other Financing Sources 2,253,606 2,785,908 3,290,070 2,491,973 2,407,826 2,496,836 89,010 Sub-Total Local Revenues 5,781,534 7,008,770 6,636,135 5,893,305 6,063,918 5,912,486 (151,432) Intergovernmental Revenue 3,245,628 2,815,133 2,750,288 2,775,840 2,868,561 3,076,406 207,845 Total Revenues 9,027,162 9,823,903 9,386,422 8,669,145 8,932,479 8,988,892 56,413 Use of Fund Balance - - - - 666,129 488,804 (177,325) Total Revenue & Fund Balance 9,027,162 9,823,903 9,386,422 8,669,145 9,598,608 9,477,696 (120,912) General Property Tax Levy 15,715,346 16,911,464 17,979,980 17,979,980 17,979,981 18,640,045 660,064 Total Sources 24,742,508$ 26,735,366$ 27,366,402$ 26,649,125$ 27,578,589$ 28,117,741$ 539,152$ Includes: Fund 100 - General Fund and 255 - Family Aquatic Center General Property Tax $18.6 66% Local Revenues $5.9 21% Intergovernmental Revenue $3.1 11% Use of Fund Balance $0.5 2% 2021 General Fund Revenues (in million s) City of Sun Prairie 2020 Annual Budget 34 FUNCTION SUMMARY FUNCTION SUMMARY Function Summary 2018 2019 8/31/2020 2020 2020 2021 Increase Actual Actual Actual Projected Budget Approved (Decrease) PROPERTY TAXES General Property Taxes 15,715,346 16,911,464 17,979,980 17,979,980 17,979,981 18,640,045 660,064 Illegal Taxes (26,559) (87,412) (5,102) (5,102) - - - Omitted Property Taxes 0.3 - - - - - - Property Tax Chargebacks - - 27,857 27,857 - - - Sub-Total Property Taxes 15,689,088 16,824,051 18,002,734 18,002,735 17,979,981 18,640,045 660,064 OTHER TAXES Public Accomodation Tax 54,807 108,338 46,788 31,643 95,000 18,541 (76,459) Payments In Lieu Of Taxes 98,376 66,950 67,489 67,490 66,500 66,500 - Interest And Penalty On Taxes 2,691 2,094 1,035 1,100 2,000 1,800 (200) Sub-Total Other Taxes 155,874 177,381 115,312 100,233 163,500 86,841 (76,659) SPECIAL ASSESSMENTS Interest Special Assessments 575 480 81 - 500 500 - Delq Sa Revenue - 1,561 - - - - - Sub-Total Special Assessments 575 2,041 81 - 500 500 - INTERGOVERNMENTAL REVENUE State Shared Revenue 698,166 695,442 693,749 692,373 692,373 690,875 (1,498) State Expenditure Restraint 557.3 - - - - - - State Aid - Exempt Computers 284,529 291,415 291,415 291,415 291,415 291,415 - State Fire Insurance Tax 120,244 139,736 - - - - - State Aid- Personal Property - 118,006 103,223 103,223 103,223 88,440 (14,783) State Grants - Police 7,680 10,663 9,008 8,000 10,239 12,240 2,001 State Aid - Road Allotment 1,376,177 1,360,615 1,564,707 1,564,707 1,564,707 1,779,908 215,201 State Aid - Connecting Streets 54,977 54,939 54,802 54,802 54,802 55,040 238 School District - Pd Liasion 146,526 144,317 33,384 61,320 151,802 155,988 4,186 Misc.Grants - - - - - 2.5 2.5 Sub-Total Intergovernmental Revenue 3,245,628 2,815,133 2,750,288 2,775,840 2,868,561 3,076,406 207,845 LICENSES AND PERMITS Liquor & Malt Bev. Licenses 86,571 44,819 38,831 39,088 57,000 57,000 - Bartender Licenses 16,500 25,084 12,100 13,000 21,800 25,500 3,700 Cigarette Licenses 2,525 2,725 3,775 3,761 2,600 3,000 400 Other Business Licenses 10,428 10,175 4,738 5,262 11,300 10,000 (1,300) Dog Licenses 9,147 11,917 8,396 17,302 10,000 19,000 9,000 Chicken Keeping License 60 115 - 30 85 85 - Building Permits 202,055 171,583 229,507 190,000 192,000 185,000 (7,000) Occupancy Permits 19,550 15,500 19,300 17,100 16,250 16,250 - Plumbing Permits 137,467 138,224 216,336 190,000 152,000 140,500 (11,500) Electrical Permits 122,949 106,798 148,663 125,000 110,000 100,000 (10,000) Hvac Permits 146,146 137,902 178,285 145,000 126,600 119,833 (6,767) Street Opening Permits 36,824 21,480 24,251 15,000 20,000 15,000 (5,000) Stormwater Erosion Cont Fee 36,648 23,363 36,170 28,000 25,000 25,000 - Zoning And Plat Approval Fees 57,345 48,775 38,445 32,000 33,500 31,000 (2,500) Other Permits And Fees 30,587 47,366 25,468 27,000 29,200 28,000 (1,200) Weights & Measures 5,823 5,374 7,854 6,800 6,800 7,200 400 Sub-Total Licenses And Permits 920,625 811,200 992,117 854,343 814,135 782,368 (31,767) FINES, FORFEITS AND PENALTIES Court Penalties And Costs 131,773 164,283 134,470 127,000 135,000 138,000 3,000 Parking Violations 42,862 68,516 58,567 57,400 48,000 53,000 5,000 Other Violations - - 485 500 - - - Sub-Total Fines, Forfeits And Penalties 174,635 232,798 193,522 184,900 183,000 191,000 8,000 35 City of Sun Prairie 2020 Annual Budget FUNCTION SUMMARY Function Summary, continued 2018 2019 8/31/2020 2020 2020 2021 Increase Actual Actual Actual Projected Budget Approved (Decrease) PUBLIC CHARGES FOR SERVICES Clerk Fees 39,972 41,628 45,100 35,000 40,000 55,000 15,000 Information Technology Fees 0.2 - - - - - - Police Department Fees 16,198 27,297 10,144 11,000 18,310 18,310 - Police Animal Pound Fees 90 120 90 90 - - - Ambulance Fees 1,082,082 1,473,012 1,194,747 1,450,000 1,350,000 1,400,000 50,000 Ems Townships Charges 62,325 70,304 71,915 71,915 69,305 81,454 12,149 Building Inspection Charges 380 1,875 (296) (297) 1,500 - (1,500) Sewer Inspection Charges 6,270 4,170 6,650 7,000 4,000 4,000 - Hvac Plan Review 15,160 21,420 21,600 20,500 16,000 13,000 (3,000) Building Plan Review 47,900 41,295 58,735 52,000 41,200 37,000 (4,200) Fire Alarm Plan Review 1,110 8,280 6,620 7,000 4,000 1,500 (2,500) Fire Supp Plan Review 8,020 7,380 9,060 8,330 3,500 6,500 3,000 Plumbing Plan Reivew 34,595 37,248 22,410 25,249 32,000 21,000 (11,000) Public Works Misc Charges 5,732 10,424 17,852 19,000 23,700 23,700 - Engineering Review Fees 15,538 16,356 25,564 15,000 15,000 41,500 26,500 Parks Miscellaneous Charges 25,851 36,655 14,395 15,038 63,510 46,000 (17,510) Summer Program Fees 103.1 - - - - - - Winter Program Fees 96,083 (25) - - - - - Dog Park Use Fees 23,304 24,881 22,720 21,000 23,000 23,000 - Adult Program Fees - 48,749 - - - - - Preschool Program Fees - 23,167 - - - - - Youth Program Fees - 35,293 - - - - - Teen Program Fees - 9,840 - - - - - Family & Misc Program Fees - 1,663 - - - - - Special Event Program Fees - 4,050 - - - - - Family Aquatic Center Fees 188,041 177,534 2,917 2,919 192,000 192,000 - Sub-Total Public Charges For Services 1,771,956 2,122,616 1,530,221 1,760,744 1,897,025 1,963,964 66,939 INVESTMENT INCOME General Fund 192,201 342,454 125,439 150,000 262,622 100,000 (162,622) Sub-Total Investment Income 192,201 342,454 125,439 150,000 262,622 100,000 (162,622) MISCELLANEOUS REVENUE Bid Chargebacks - 58,386 - - - - - Miscellaneous Rents 11,005 10,222 4,731 5,000 10,708 7,058 (3,650) Police Auction - 5,084 2,151 2,200 - - - Sale Of Material And Equipment 44,167 51,861 35,927 52,500 50,000 50,000 - Insurance Dividend & Recovery 108,823 151,004 62,244 60,000 76,456 52,324 (24,132) Donations - Library 4.0 - - - - - - Donations - Concerts In The Pa 3.0 - - - - - - Miscellaneous Revenues 137,248 290,283 199,874 170,000 122,000 137,149 15,149 Ag Use Penalties 8,656 32,943 28,340 13,207 18,000 10,683 (7,317) City Attorney Chargebacks - - 5,950 5,950 5,950 5,813 (137) Human Resources Chargebakcs 20,000 20,000 25,196 17,500 25,196 25,950 754 Finance Chargebacks - 2,000 2,000 2,000 2,000 2,000 - Insurance Dividend & Recovery 1.4 - - - - - - Miscellaneous Revenues - - 0.2 - - - - Sub-Total Miscellaneous Revenue 338,320 621,784 366,619 328,357 335,310 290,977 (44,333) OTHER FINANCING SOURCES Transfer In 117,061 349,116 1,134,667 12,672 12,672 6,700 (5,972) Transfer In - W&L Pilot 1,827,309 2,007,112 2,061,097 2,214,557 2,130,410 2,286,437 156,027 Econ Dev Chargebacks - 55,680 - 58,024 58,024 61,509 3,485 Engineering Chargebacks 289,750 374,000 94,306 206,720 206,720 142,190 (64,530) Gain On Sale Of Capital Assets 3.3 - - - - - - Fund Balance Applied - - - - 666,129 488,804 (177,325) Transfer In 16.2 - - - - - - Sub-Total Other Financing Sources 2,253,606 2,785,908 3,290,070 2,491,973 3,073,955 2,985,640 (88,315) Total Revenues 24,742,508$ 26,735,366$ 27,366,402$ 26,649,125$ 27,578,589$ 28,117,741$ 539,152$ City of Sun Prairie 2020 Annual Budget 36 37 City of Sun Prairie 2020 Annual Budget EXPENDITURE SUMMARY General Fund Exp. Summary 2018 2019 8/31/2020 2020 2020 2021 Increase Actual Actual Actual Projected Budget Approved (Decrease) General Government 4,958,463 4,548,293 4,802,099 4,818,296 5,083,418 4,972,465 (110,953) Public Safety 11,883,347 12,925,993 13,320,346 13,364,249 13,526,086 14,044,701 518,615 Public Works 2,851,353 3,419,887 3,043,700 3,141,341 3,392,665 3,340,325 (52,340) Health & Human Services 247,058 323,703 373,468 346,170 427,747 341,257 (86,490) Culture, Recreation and Education 1,769,726 2,006,593 1,671,283 1,686,085 1,987,380 1,938,037 (49,343) Conservation & Development 913,319 929,308 877,803 876,695 985,126 966,254 (18,872) Sub-Total 22,623,267 24,153,776 24,088,700 24,232,836 25,402,422 25,603,039 200,616 Contingency/Fund Balance - - - - 188,684 418,000 229,316 Transfers 2,018,445 2,007,896 2,184,406 2,118,941 2,178,212 2,096,702 (81,510) Sub-Total 2,018,445 2,007,896 2,184,406 2,118,941 2,366,896 2,514,702 147,806 Total General Expenditures 24,641,712$ 26,161,672$ 26,273,106$ 26,351,777$ 27,769,318$ 28,117,741$ 348,423$ Includes: Fund 100 - General Fund and 255 - Family Aquatic Center General Government $5.0 19% Public Safety $14.0 54% Public Works $3.3 13% Health & Human Serv ic es $0.3 1% Culture, Recreation and Education $1.9 7% Conservation & Development $1.0 4% Contingency/Fund Balance $0.4 2% 2021 General Fund Expenditures (in million s) City of Sun Prairie 2020 Annual Budget 38 DIVISION SUMMARY Division Summary 2018 2019 8/31/2020 2020 2020 2021 Increase Actual Actual Actual Projected Budget Approved (Decrease) GENERAL GOVERNMENT Mayor 39,785 40,812 41,448 41,635 42,314 44,263 1,949 Council 68,398 68,115 68,382 69,246 73,238 72,849 (389) Municipal Court 106,905 107,833 115,267 118,874 115,949 121,112 5,163 City Attorney 258,455 238,784 306,596 295,158 295,665 252,481 (43,185) City Clerk 317,563 381,142 404,410 405,003 393,241 421,518 28,277 Elections 122,412 61,866 211,348 212,677 220,746 121,501 (99,245) Administration 285,003 326,999 320,845 331,666 347,586 361,861 14,275 Administrative Services - - 141,224 137,835 142,558 156,786 14,228 Human Resources 319,837 350,960 325,516 341,367 405,936 446,331 40,395 Finance 529,207 599,049 493,636 500,180 478,688 544,983 66,295 Risk Management 844,515 163,541 163,048 163,478 184,099 190,254 6,155 Assessing 435,426 321,295 388,179 378,091 440,056 338,105 (101,951) Information Technology 927,890 1,165,110 1,214,083 1,167,631 1,229,234 1,175,694 (53,540) Building Maintenance 703,067 722,787 608,116 655,455 714,108 724,728 10,620 Sub-Total General Government 4,958,463 4,548,293 4,802,099 4,818,296 5,083,418 4,972,465 (110,953) PUBLIC SAFETY Police Department 7,993,129 8,718,085 8,918,142 8,975,599 9,035,091 9,305,446 270,355 Fire Protection 1,296,630 1,437,557 1,513,203 1,522,001 1,536,668 1,602,495 65,827 Emergency Medical Service 2,018,368 2,125,184 2,231,725 2,208,999 2,254,580 2,419,084 164,504 Building Inspection 570,238 642,485 656,211 655,650 689,747 707,676 17,929 Emergency Management 4,981 2,682 1,067 2,000 10,000 10,000 - Sub-Total Public Safety 11,883,347 12,925,993 13,320,346 13,364,249 13,526,086 14,044,701 518,615 PUBLIC WORKS_ Public Services - 2 177,843 179,507 195,912 205,236 9,324 Public Works 2,091,710 2,659,873 2,188,195 2,278,116 2,496,222 2,471,147 (25,075) Engineering 647,929 653,706 560,133 565,442 580,092 508,149 (71,943) GIS 111,714 106,306 117,529 118,276 120,440 126,794 6,354 Transporation - - - - - 29,000 29,000 Sub-Total Public Works 2,851,353 3,419,887 3,043,700 3,141,341 3,392,665 3,340,325 (52,340) HEALTH & HUMAN SERVICES Colonial Club 190,000 200,000 210,000 210,000 260,000 210,000 (50,000) Youth & Families 2,558 8,153 8,468 11,170 12,747 6,257 (6,490) YMCA & Community Schools 45,000 106,050 145,000 115,000 145,000 115,000 (30,000) Cemetery 9,500 9,500 10,000 10,000 10,000 10,000 - Sub-Total Health & Human Services 247,058 323,703 373,468 346,170 427,747 341,257 (86,490) CULTURE, RECREATION, AND EDUCATION Historical Museum 43,614 107,931 87,473 98,731 102,089 115,543 13,454 Parks Maintenance 925,272 922,183 1,106,008 1,109,900 1,134,846 1,073,461 (61,385) Recreation 486,362 648,657 421,317 413,315 421,048 430,846 9,798 Family Aquatic Center 314,478 327,823 56,484 64,139 329,397 318,187 (11,210) Sub-Total Culture, Recreation, and Education 1,769,726 2,006,593 1,671,283 1,686,085 1,987,380 1,938,037 (49,343) CONSERVATION AND DEVELOPMENT Community Development - - 160,464 160,550 160,899 165,374 4,475 Planning 494,022 526,414 363,314 362,333 396,279 412,661 16,382 Economic Development 299,139 321,073 234,049 232,198 266,880 237,588 (29,292) Forestry 120,159 81,821 119,977 121,614 161,068 150,631 (10,437) Sub-Total Conservation and Development 913,319 929,308 877,803 876,695 985,126 966,254 (18,872) Transfers 2,018,445 2,007,896 2,184,406 2,118,941 2,178,212 2,096,702 (81,510) Personnel Contingency - - - - - - - General Contingency - - - - 188,684 418,000 - Sub-Total Transfers & Contingency 2,018,445 2,007,896 2,184,406 2,118,941 2,366,896 2,514,702 (81,510) Total 24,641,712$ 26,161,672$ 26,273,106$ 26,351,777$ 27,769,318$ 28,117,741$ 348,423$ Includes: Fund 100 - General Fund and 255 - Family Aquatic Center 39 City of Sun Prairie 2020 Annual Budget 2020 PROPERTY VALUES & TAX RATE 2020 PROPERTY VALUES AND TAX RATE ASSESSED VALUE BY CLASS 2016 2017 2018 2019 2020* Increase (Decrease) Percent Change Residential 1,821,841,500$ 2,102,247,000$ 2,168,954,100$ 2,237,893,900$ 2,643,212,500$ 405,318,600$ 18.1% Commercial 679,317,300 782,142,800 839,488,600 903,958,600 1,028,578,200 124,619,600 13.8% Agricultural 201,500 195,900 130,000 98,500 131,800 33,300 33.8% Other 251,600 209,100 381,500 162,900 441,600 278,700 171.1% Personal Property 61,298,100 62,906,900 41,727,000 41,147,700 46,637,500 5,489,800 13.3% Manufacturing 56,148,400 62,174,100 55,891,500 57,170,100 74,066,700 16,896,600 29.6% Total Assessed Value 2,619,058,400$ 3,009,875,800$ 3,106,572,700$ 3,240,431,700$ 3,793,068,300$ 552,636,600$ 17.1% EQUALIZED VALUE 2016 2017 2018 2019 2020 Increase (Decrease) Percent Change Equalized Value - TID Out 2,653,329,600 2,849,663,600 3,132,843,000 3,404,540,900 3,610,664,700 206,123,800 6.1% Equalized Value - TID In 2,772,245,800 2,984,707,700 3,310,111,700 3,634,094,300 3,864,128,900 230,034,600 6.3% Difference - Total Increment 118,916,200$ 135,044,100$ 177,268,700$ 229,553,400$ 253,464,200$ 23,910,800$ 10.4% TAX INCREMENT BY DISTRICT 2016 Increment 2017 Increment 2018 Increment 2019 Increment 2020 Increment (Decrease) Net % Change TIF District No. 6 5,672,000$ 5,563,700$ 5,730,600$ 6,891,800$ 6,953,700$ 61,900$ 0.9% TIF District No. 8 71,633,100 78,239,500 84,530,100 92,472,900 88,497,300 (3,975,600) -4.3% TIF District No. 9 39,546,500 44,051,200 55,373,700 79,126,900 85,205,100 6,078,200 7.7% TIF District No. 11 2,064,600 4,984,500 16,331,000 24,352,500 37,114,800 12,762,300 52.4% TIF District No. 12 - 2,205,200 12,759,500 9,727,500 9,935,300 207,800 2.1% TIF District No. 13 - - 2,543,800 16,981,800 25,758,000 8,776,200 51.7% Total Increment 118,916,200$ 135,044,100$ 177,268,700$ 229,553,400$ 253,464,200$ 23,910,800$ 10.4% CITY TAX RATE 2016 2017 2018 2019 2020 Increase (Decrease) Percent Change Operating Levy 14,310,884 15,715,348 16,911,461 17,979,981 18,640,045 660,064 3.7% Debt Service Levy 6,619,638 6,460,924 6,449,889 6,567,043 6,618,831 51,788 0.8% Total Levy 20,930,522$ 22,176,272$ 23,361,350$ 24,547,024$ 25,258,876$ 711,852$ 2.9% Mill Rate 8.4779$ 7.7170$ 7.9455$ 8.0860$ 7.1248$ (0.9612)$ -11.9% Average Home Value 226,400$ 256,000$ 258,000$ 260,000$ 299,400$ 39,400$ 15.2% City Tax on Average Home 1,919$ 1,976$ 2,050$ 2,102$ 2,133$ 31$ 1.5% Median Home Value 213,400$ 242,900$ 244,600$ 246,500$ 275,000$ 28,500$ 11.6% City Tax on Median Home 1,809$ 1,874$ 1,943$ 1,993$ 1,959$ (34)$ -1.7% City of Sun Prairie 2020 Annual Budget 40 41 City of Sun Prairie 2020 Annual Budget GENERAL GOVERNMENT Mayor MAYOR MISSION Provide policy 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 fisc al 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 his 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. 2021 BUDGET HIGHLIGHTS o There are no notable changes in the 2021 budget. 2020 BUDGET OVERVIEW  No notable change. City of Sun Prairie 2020 Annual Budget 42 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, fo r its commercial benefit and for the health, safety, and welfare of the public. 2021 BUDGET HIGHLIGHTS o There are no notable changes in the 2021 budget. 2020 BUDGET OVERVIEW  The 2020 budget standardized its “ Boards and Committees ” compensation plan to $30 per meeting attended by participating members across all current functional committees.  Increase in Colonial Club donation by $10,000. 43 City of Sun Prairie 2020 Annual Budget GENERAL GOVERNMENT Mayor and City Council MAYOR and CITY COUNCIL 2018 2019 8/31/2020 2020 2020 2021 Increase Actual Actual Actual Projected Budget Approved (Decrease) Mayor & Council * * * * * * Total Personnel * * * * * * *The Mayor and Council are elected officials and not included in the FTE count. 2018 2019 8/31/2020 2020 2020 2021 Increase Actual Actual Actual Projected Budget Approved (Decrease) Mayor 39.8 40.8 33.7 41.6 42.3 44.3 1.9 Council 68.4 68.1 45.7 69.2 73.2 72.8 (0.4) Total Expenditures $ 108.2 $ 108.9 $ 79.3 $ 110.9 $ 115.6 $ 117.1 $ 1.6 2018 2019 8/31/2020 2020 2020 2021 Increase Actual Actual Actual Projected Budget Approved (Decrease) Personnel 82.3 85.0 57.3 86.7 86.7 87.0 0.3 Materials & Supplies 0.9 0.9 0.9 1.1 1.8 1.8 - Contractual Services 7.7 4.8 3.2 4.8 7.7 7.4 (0.3) Professional Development 17.3 18.3 18.0 18.3 19.4 20.9 1.5 Total Expenditures $ 108.2 $ 108.9 $ 79.3 $ 110.9 $ 115.6 $ 117.1 $ 1.6 2018 2019 8/31/2020 2020 2020 2021 Increase Actual Actual Actual Projected Budget Approved (Decrease) Total Revenues - - - - - - - Total Expenditures 108.2 108.9 79.3 110.9 115.6 117.1 1.6 Net Operating Result $ (108.2) $ (108.9) $ (79.3) $ (110.9) $ (115.6) $ (117.1) $ (1.6) PERSONNEL BY DIVISION EXPENDITURES BY DIVISION $ in '000s EXPENDITURES BY CATEGORY $ in '000s OPERATING RESULTS $ in '000s City of Sun Prairie 2020 Annual Budget 44 45 City of Sun Prairie 2020 Annual Budget 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 the 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. 2021 BUDGET HIGHLIGHTS o There are no notable changes in the 2021 budget. 2020 BUDGET OVERVIEW  The Restorative Justice Program (RJ) and Community Restorative Court Program (CRC) were established with the Police Department and Municipal Cour t for defendants to be given an opportunity to repair the harm, reduce risk and restore justice. Once defendants complete a program successfully, their citations are withdrawn with no court appearance required. The RJ and CRC Programs have reduced the court caseload due to these factors. PERFORMANCE METRICS Council Strategic Priority: Quality City Services *2020 data reflects information through July 31, 20 20 Adjudicate city ordinance violations. Measure 2016 2017 2018 2019 2020* Traffic Citations Processed 1,701 1,359 1,075 1,145 541 Ordinance Citations 788 561 534 485 205 Court Trials 20 21 17 10 3 City of Sun Prairie 2020 Annual Budget 46 GENERAL GOVERNMENT Municipal Court MUNICIPAL COURT 2018 2019 8/31/2020 2020 2020 2021 Increase Actual Actual Actual Projected Budget Approved (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 Munisicpal Judge is an elected official and not included in the FTE count. 2018 2019 8/31/2020 2020 2020 2021 Increase Actual Actual Actual Projected Budget Approved (Decrease) Municipal Court 106.9 107.8 71.2 118.9 115.9 121.1 5.2 Total Expenditures $ 106.9 $ 107.8 $ 71.2 $ 118.9 $ 115.9 $ 121.1 $ 5.2 2018 2019 8/31/2020 2020 2020 2021 Increase Actual Actual Actual Projected Budget Approved (Decrease) Personnel 97.7 99.1 68.8 110.1 106.3 111.5 5.2 Contractual Services 7.4 7.5 1.2 7.6 7.7 7.7 - Professional Development 1.7 1.3 1.2 1.2 1.9 1.9 - Total Expenditures $ 106.9 $ 107.8 $ 71.2 $ 118.9 $ 115.9 $ 121.1 $ 5.2 2018 2019 8/31/2020 2020 2020 2021 Increase Actual Actual Actual Projected Budget Approved (Decrease) Total Revenues 174.6 174.6 184.4 172.0 191.0 183.0 (8.0) Total Expenditures 106.9 107.8 71.2 118.9 115.9 121.1 5.2 Net Operating Result $ 67.7 $ 66.8 $ 113.2 $ 53.1 $ 75.1 $ 61.9 $ (13.2) PERSONNEL BY DIVISION EXPENDITURES BY DIVISION $ in '000s EXPENDITURES BY CATEGORY $ in '000s OPERATING RESULTS $ in '000s 47 City of Sun Prairie 2020 Annual Budget GENERAL GOVERNMENT City Attorney CITY ATTORNEY MISSION Provide accurate, complete legal advice and defense on matters affecting 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. DESCRIPTION The legal department assists with implementation of policy and addresses a myriad of legal issues. The staff of two individuals provides legal services for all of the other departments, boards, City Council, and the Mayor. The department provides collection services for municipal violations. The City Attorney drafts and reviews resolutions, ordinances, contracts, pleadings, and other legal documents. The City Attorney prosecutes all ordinance violations and defends the city and its officers if sued. Full-time in house counsel and additional expertise of outside contractual legal services provide the legal services required under the City Charter. This insures that the office is able to effectively anticipate and avoid risk and actionable legal problems. The augmentation of in house counsel with external attorneys most effectively promotes avoidance of city liability thereby reducing the overarching costs for legal services. 2021 BUDGET HIGHLIGHTS o Membership and Dues budget increased to reflect the City Attorney’s membership in the ICMA, an organization that trains and supports city leaders to promote excellence in local government. 2020 BUDGET OVERVIEW  The office continued to utilize outside legal counsel as necessary for the volume and complexity of city legal cases.  General liability clam processing transferred from Finance to the City Attorney’s office City of Sun Prairie 2020 Annual Budget 48 GENERAL GOVERNMENT City Attorney CITY ATTORNEY PERFORMANCE METRICS Council Strategic Priority: Quality City Services *2020 data reflects information through July 31, 2020 Provide legal analysis and advice to City Departments and Council. Measure 2015 2016 2017 2018 2019 2020* Development Agreements 9 8 17 13 14 5 Ordinance Amendments 14 18 21 10 15 14 Prosecute and collect forfeitures imposed by the court. Measure 2015 2016 2017 2018 2019 2020* OWI 148 87 106 74 95 51 Retail Theft 208 137 104 119 77 23 THC 115 100 73 87 64 45 Other Municipal Citations 1,833 1,713 1,633 1,391 1511 575 Refine legal issues and insure conservation of scarce judicial resources while deterring continued illegal behavior. Measure 2015 2016 2017 2018 2019 2020* Pretrial Conferences 153 238 139 96 73 36 Forfeitures from Pretrial Stage $44,866 $62,651 $34,820 $25,734 $27,139 $26,680 Collect delinquent EMS fees and Municipal Court forfeitures. Measure 2015 2016 2017 2018 2019 2020* EMS Fees $42,868 $35,732 $18,865 $28,900 Forfeitures $103,197 $97,479 $89,221 $69,458 $170,333 $112,276 Note: EMS Fees transitioned to the Finance Department in 2019 Monitor and maintain an appropriate risk program to ensure the long- term financial stability of the City. GENERAL LIABILITY LOSS REPORT Year Total Claims Reserve Paid Collection Incurred 2009 25 $ - $ 13,157 $ - $ 13,157 2010 17 - 18,568 - 18,568 2011 19 - 7,736 - 7,736 2012 11 - 1,469 - 1,469 2013 18 - 359,735 - 359,735 2014 16 - 16,639 - 16,639 2015 8 20,320 12,616 - 32,936 2016 9 30,000 4,903 - 34,903 2017 6 - - - - 2018 13 32,227 613 - 32,840 2019 8 - 5,503 - 5,503 2020 4 - - - - Total 154 $ 82,547 $ 440,939 $ - $ 523,486 49 City of Sun Prairie 2020 Annual Budget GENERAL GOVERNMENT City Attorney CITY ATTORNEY 2018 2019 8/31/2020 2020 2020 2021 Increase Actual Actual Actual Projected Budget Approved (Decrease) City Attorney 2.00 2.00 2.00 2.00 2.00 2.00 - Allocated FTE (0.16) (0.28) (0.28) (0.28) (0.28) (0.27) 0.01 Total Personnel 1.84 1.72 1.72 1.72 1.72 1.73 0.01 2018 2019 8/31/2020 2020 2020 2021 Increase Actual Actual Actual Projected Budget Approved (Decrease) City Attorney 258.5 238.8 183.1 295.5 296.2 252.5 (43.7) Total Expenditures $ 258.5 $ 238.8 $ 183.1 $ 295.5 $ 296.2 $ 252.5 $ (43.7) 2018 2019 8/31/2020 2020 2020 2021 Increase Actual Actual Actual Projected Budget Approved (Decrease) Personnel 181.4 189.4 128.0 196.7 196.5 201.3 4.8 Materials & Supplies 1.1 1.3 0.1 1.6 1.6 1.6 - Contractual Services 66.4 39.0 49.8 89.5 88.5 40.0 (48.5) Professional Development 9.6 9.0 5.2 7.7 9.5 9.5 - Total Expenditures $ 258.5 $ 238.8 $ 183.1 $ 295.5 $ 296.2 $ 252.5 $ (43.7) 2018 2019 8/31/2020 2020 2020 2021 Increase Actual Actual Actual Projected Budget Approved (Decrease) Total Revenues - - - - - - - Total Expenditures 258.5 238.8 183.1 295.5 296.2 252.5 (43.7) Net Operating Result $ (258.5) $ (238.8) $ (183.1) $ (295.5) $ (296.2) $ (252.5) $ 43.7 PERSONNEL BY DIVISION EXPENDITURES BY DIVISION $ in '000s EXPENDITURES BY CATEGORY $ in '000s OPERATING RESULTS $ in '000s City of Sun Prairie 2020 Annual Budget 50 51 City of Sun Prairie 2020 Annual Budget 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 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. 2021 BUDGET HIGHLIGHTS o The 2021 budget includes funding for a community mental health initiative 2020 BUDGET OVERVIEW  In recognition of limitations brought on by COVID -19, the 2020 Multicultural Fair has been re -imagined and replaced with monthly virtual showcases of multicultural performances that represent the diverse identity of Sun Prairie between January – August of 2021.  The Good Neighbor Project and Youth in Government program were not implemented due to the ongoing economic and public health concerns and impacts of COVID-19 City of Sun Prairie 2020 Annual Budget 52 GENERAL GOVERNMENT Administration CITY ADMINISTRATOR 2018 2019 8/31/2020 2020 2020 2021 Increase Actual Actual Actual Projected Budget Approved (Decrease) Administration 3.00 3.00 3.00 3.00 3.00 3.00 - Allocated FTE (0.23) (0.18) (0.51) (0.51) (0.51) (0.51) 0.01 Total Personnel 2.77 2.82 2.49 2.49 2.49 2.50 0.00 2018 2019 8/31/2020 2020 2020 2021 Increase Actual Actual Actual Projected Budget Approved (Decrease) Administration 285.0 327.8 223.2 331.9 362.1 375.9 13.8 Total Expenditures $ 285.0 $ 327.8 $ 223.2 $ 331.9 $ 362.1 $ 375.9 $ 13.8 2018 2019 8/31/2020 2020 2020 2021 Increase Actual Actual Actual Projected Budget Approved (Decrease) Personnel 245.0 278.6 200.4 303.0 305.5 309.6 4.1 Materials & Supplies 3.0 3.3 0.5 0.9 13.7 17.6 3.8 Contractual Services 15.1 23.4 5.4 7.1 9.4 25.1 15.6 Professional Development 19.8 20.3 14.8 18.4 27.4 22.6 (4.8) Capital Items 2.2 2.3 2.1 2.6 6.0 1.0 (5.0) Total Expenditures $ 285.0 $ 327.8 $ 223.2 $ 331.9 $ 362.1 $ 375.9 $ 13.8 2018 2019 8/31/2020 2020 2020 2021 Increase Actual Actual Actual Projected Budget Approved (Decrease) Total Revenues - - - - - - - Total Expenditures 285.0 327.8 223.2 331.9 362.1 375.9 13.8 Net Operating Result $ (285.0) $ (327.8) $ (223.2) $ (331.9) $ (362.1) $ (375.9) $ (13.8) PERSONNEL BY DIVISION EXPENDITURES BY DIVISION $ in '000s EXPENDITURES BY CATEGORY $ in '000s OPERATING RESULTS $ in '000s 53 City of Sun Prairie 2020 Annual Budget 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, concise information to those that we serve. DESCRIPTION The Administrative Services Department provides support to the Mayor, City Council, City Administrator and City Departments. Services provided by the Finance Division include, accounting, cash management, purchasing, payroll, risk management and property tax collection. Human Resources Division is responsible for administration, classification/compensation, recruitment/testing, and employee benefit services. The Information Technology Division coordinates the City ’s information technology and telecommunications system needs. The Assessing Division assesses all taxable real and personal property and maintains property information/ownership records. 2021 BUDGET HIGHLIGHTS The Department will continue implementing OpenGov as well as other projects that do not have a financial impact to the budget but will cost staff time. Those projects include the following: o Continue conversion of documents from Laserfiche to the City ’s document management system OnBase. o Build a Personal Property tax reporting system using OpenGov and OnBase. o Build a Title Search request system using OpenGov and OnBase. o Continue developing our Employee Clinic procedures and wellness program. o Continue increasing the efficiencies of elections by ex panding the number of polling places from four to eight. 2020 BUDGET OVERVIEW Due to the COVID -19 pandemic many of the Administrative Services department goals were put on hold due to a reduction in staff, focus on different priorities and reduction in re venue. The change included an investment in IT infrastructure that enables telecommute and virtual work capabilities. The Elections carried on in 2020 and the staff were tasked with developing new processes for managing the elections in a social distanc ing environment. Investment in software to provide online services such as OpenGov. We will be beginning to offer more convenient purchasing of dog licenses, building permits, alcohol operator licenses and establishment licenses. City of Sun Prairie 2020 Annual Budget 54 GENERAL GOVERNMENT Administrative Services ADMINISTRATIVE SERVICES 2018 2019 8/31/2020 2020 2020 2021 Increase Actual Actual Actual Projected Budget Approved (Decrease) Administrative Services n/a n/a 1.00 1.00 1.00 1.00 - Allocated FTE - - (0.07) (0.07) (0.07) (0.07) - Total Personnel - - 0.93 0.93 0.93 0.93 - 2018 2019 8/31/2020 2020 2020 2021 Increase Actual Actual Actual Projected Budget Approved (Decrease) Administrative Services - - 88.4 137.8 142.6 156.8 14.2 Total Expenditures - - $ 88.4 $ 137.8 $ 142.6 $ 156.8 $ 14.2 2018 2019 8/31/2020 2020 2020 2021 Increase Actual Actual Actual Projected Budget Approved (Decrease) Personnel - - 86.9 135.5 138.3 142.2 3.9 Materials & Supplies - - 0.2 0.2 0.2 0.2 - Contractual Services - - 0.6 1.2 2.7 12.6 9.9 Professional Development - - 0.8 1.0 1.3 1.8 0.5 Total Expenditures - - $ 88.4 $ 137.8 $ 142.6 $ 156.8 $ 14.2 2018 2019 8/31/2020 2020 2020 2021 Increase Actual Actual Actual Projected Budget Approved (Decrease) Total Revenues - - - - - - - Total Expenditures - - 88.4 137.8 142.6 156.8 14.2 Net Operating Result - - $ (88.4) $ (137.8) $ (142.6) $ (156.8) $ (14.2) PERSONNEL BY DIVISION EXPENDITURES BY DIVISION $ in '000s EXPENDITURES BY CATEGORY $ in '000s OPERATING RESULTS $ in '000s 55 City of Sun Prairie 2020 Annual Budget 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 P rairie, 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 390 election officials 2021 BUDGET HIGHLIGHTS o Continue efforts to digitize and catalogue all records kept by the Clerk’s Office into OnBase. o Increase citizen access to licensing and permitting by offering the process online. o Continue efforts to encourage voter registration and participation through extended office hours, improved communications, extension of polling locations, and the ability to register and vote absentee at the Sun Prairie Public Library. o The city will start accepting passports for the federal government in 2021. 2020 BUDGET OVERVIEW  Implemented the plan to use eight polling locations.  Migrated thousands of documents from Laserfiche to OnBase. Converted thousands more from paper to digital form. All ordinances and resolutions have been digitized and catalogued into OnBase.  Implemented emergency plans to consolidate polling places for the April, August, and November elections in response to the pandemic.  Participated in the process to identify a software product to use to allow residents to apply for licenses and permits online to increase accessibility to all community members. City of Sun Prairie 2020 Annual Budget 56 GENERAL GOVERNMENT Administrative Services CITY CLERK’S OFFICE PERFORMANCE METRICS Council Strategic Priority: Quality City Services *2020 data reflects information through July 31, 2020 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 2015 2016 2017 2018 2019 2020 * Special Event Permit 5 2 1 4 2 0 Tobacco Retail License 28 27 26 24 25 23 Dog License 1,192 1,157 1,185 1,238 1,309 1,164 Dog Park Permit 517 673 984 701 780 622 Liquor Establishment License 56 56 51 56 58 57 Operator License 336 322 331 471 337 268 Temporary Nightclub License 1 1 0 0 0 0 Nightclub License 6 7 9 8 10 9 Secondhand Dealer License 6 8 8 4 3 3 Solicitor’s Permit 25 26 27 41 45 10 Temporary Beer/Wine License 14 13 15 16 10 1 Street Use Permit 23 21 19 23 21 4 Taxi Cab Driver License 16 18 22 26 22 17 Amusement Device License 118 124 142 143 131 131 Blasting Permit 0 2 2 1 0 0 Chicken License 3 4 6 3 Mobile Food Cart 1 1 0 0 Mobile Food Vendor 5 4 0 0 TOTAL 2,343 2,457 2,831 2,765 2,759 2,312 Conduct fair, open, and transparent elections. Ensure every eligible voter is able to cast a ballot and have that ballot counted. Measure 2016 2017 2018 2019 2020* Number of Elections 4 2 4 1 2 Average Election Officials 150 82 68 64 57 Average Voted at the Polls 5,501 2,731 5,369 6,064 4,904 Average Voted In-Person Absentee 2,563 244 1,623 2,148 2,168 Average Voted Absentee by Mail/SVD 480 223 452 391 7,087 Measure 2016 2017 2018 2019 2020* Council & Special Meetings 25 27 26 25 16 Committee of the Whole 42 34 23 25 14 Board of Review 2 7 4 3 1 Alcohol License Review Board 4 2 3 6 4 TOTAL 73 70 56 59 34 57 City of Sun Prairie 2020 Annual Budget GENERAL GOVERNMENT Administrative Services CITY CLERK’S OFFICE 2018 2019 8/31/2020 2020 2020 2021 Increase Actual Actual Actual Projected Budget Approved (Decrease) City Clerk 4.31 4.56 4.56 4.56 4.56 4.56 - Total Personnel 4.31 4.56 4.56 4.56 4.56 4.56 - 2018 2019 8/31/2020 2020 2020 2021 Increase Actual Actual Actual Projected Budget Approved (Decrease) City Clerk 317.6 381.1 257.6 405.0 393.2 421.5 28.3 Elections 122.4 61.9 111.1 212.7 220.7 121.5 (99.2) Total Expenditures $ 440.0 $ 443.0 $ 368.7 $ 617.7 $ 614.0 $ 543.0 $ (71.0) 2018 2019 8/31/2020 2020 2020 2021 Increase Actual Actual Actual Projected Budget Approved (Decrease) Personnel 337.7 362.5 306.3 517.3 507.0 456.0 (51.0) Materials & Supplies 20.0 16.9 24.7 38.3 30.5 29.6 (0.9) Contractual Services 36.9 36.6 36.2 58.1 69.4 43.2 (26.3) Professional Development 5.4 6.7 1.5 3.9 7.1 6.8 (0.3) Capital Items 40.0 20.3 - - - 7.5 7.5 Total Expenditures $ 440.0 $ 443.0 $ 368.7 $ 617.7 $ 614.0 $ 543.0 $ (71.0) 2018 2019 8/31/2020 2020 2020 2021 Increase Actual Actual Actual Projected Budget Approved (Decrease) Total Revenues 195.8 195.8 140.4 166.9 197.6 172.0 (25.6) Total Expenditures 440.0 443.0 368.7 617.7 614.0 543.0 (71.0) Net Operating Result $ (244.2) $ (247.2) $ (228.3) $ (450.7) $ (416.4) $ (371.0) $ 45.4 PERSONNEL BY DIVISION EXPENDITURES BY DIVISION $ in '000s EXPENDITURES BY CATEGORY $ in '000s OPERATING RESULTS $ in '000s City of Sun Prairie 2020 Annual Budget 58 59 City of Sun Prairie 2020 Annual Budget GENERAL GOVERNMENT Administrative Services HUMAN RESOURCES MISSION Employ and retain well- qualified, productive and engaged employees; enhance diversity; maintain a positive and effective labor relations atmosphere; and achieve compliance with State and Federal laws. 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 and automation, benefit administration, coordination of diversity initiatives, labor /employee relations, evaluation of risk, and improving employee safety and wellness. 2021 BUDGET HIGHLIGHTS o The 2021 Budget is developed to realign current resources for targeted recruitment. This includes filling the vacant HR Generalist position to better meet the needs of the organization. o Strive to improve our engagement with other agencies and attract minority candidates. o Advancing internships and apprenticeships to develop relationships with community agencies and educational institutions. o Continue to work with the Sun Prairie Area School District on the shared Employee Wellness Clinic and expand Wellness programming. 2020 BUDGET OVERVIEW  Although we were unable fill one vacancy for the entire year, and had turnover in the HR Generalist position, we continued to improve our recruitment presence in the re gion through branding and outreach.  Successfully opened the Employee Wellness Clinic as originally proposed on July 1, 2020.  Provided support to all departments during staffing changes due to COVID-19 pandemic. Implemented Families First Leave and the city’s own Emergency Responders Paid Leave policy.  Incorporated Diversity Equity and Inclusion (DEI) initiatives in employment policies, procedures, and employee training.  Conducted a Fair Labor Standards Act (FLSA) exemption analysis and implemented a nonunion longevity adjustment (20+ years). . City of Sun Prairie 2020 Annual Budget 60 GENERAL GOVERNMENT Administrative Services HUMAN RESOURCES PERFORMANCE METRICS Council Strategic Priority: Employer of Choice *2020 data reflects information through July 31, 2020 Improve recruitment efforts and fill vacancies in a timely manner. Measure 2015 2016 2017 2018 2019 2020* Positions filled (PT/FT) 38 37 45 31 39 22 Average number of days to fill positions 40 46 42 51 48 60 Applications received 1,478 1,548 1,848 2,209 2,049 767 % minority applicants 15% 14% 18% 18% 19% 40% unknown Promote safety and wellness in the workplace. Measure 2015 2016 2017 2018 2019 2020* Worker’s compensation claims 20 26 16 22 39 19 Worker’s compensation cost $178,729 $247,306 $59,449 $54,748 $204,777 $72,865 Lost days due to Workers Compensation injuries/illnesses 185 251 25 34 85 23 Biometric testing participation New 91% 85% 94% 95% 89% Percentage of employees who rate their general health as Good, Very Good, or Excellent New measure 93% 95% 93% 90% 91% Retain well-qualified and productive employees by providing essential benefits in a fiscally responsible manner. Measure 2015 2016 2017 2018 2019 2020* Annual Turnover rate non-seasonal (FT Turnover rate) 19% (13%) 14% (14%) 11% (8.6%) 10% (8.4%) 11% (9.6%) 12% (10%) FMLA Requests (hours used) 55 (6,797) 47 (4,094) 46 (5,842) 58 (6,933) 48 (6,205) 33 (3,608) Paid Parent/Caregiver Requests n/a n/a n/a 5 5 13 Increase in Health Plan Cost 2.5% 4% 14% 8.8% 7.9% 6.9% Authorized FT positions 178 180 185 190 196 202 Authorized PT & LTE positions 39 37 31 33 38 33 61 City of Sun Prairie 2020 Annual Budget GENERAL GOVERNMENT Administrative Services HUMAN RESOURCES 2018 2019 8/31/2020 2020 2020 2021 Increase Actual Actual Actual Projected Budget Approved (Decrease) Human Resources 3.50 3.50 4.00 4.00 4.00 4.00 - Allocated FTE (0.40) (0.40) (0.40) (0.40) (0.40) (0.45) (0.05) Total Personnel 3.10 3.10 3.60 3.60 3.60 3.55 (0.05) 2018 2019 8/31/2020 2020 2020 2021 Increase Actual Actual Actual Projected Budget Approved (Decrease) Human Resources 319.8 356.8 215.9 341.4 405.9 446.3 40.4 Total Expenditures $ 319.8 $ 356.8 $ 215.9 $ 341.4 $ 405.9 $ 446.3 $ 40.4 2018 2019 8/31/2020 2020 2020 2021 Increase Actual Actual Actual Projected Budget Approved (Decrease) Personnel 266.3 269.1 183.6 269.9 324.5 365.4 40.9 Materials & Supplies 1.6 2.2 0.2 1.8 1.8 1.4 (0.4) Contractual Services 46.2 64.0 28.2 54.0 56.8 56.8 - Professional Development 5.7 21.5 3.9 15.6 22.8 22.7 (0.1) Total Expenditures $ 319.8 $ 356.8 $ 215.9 $ 341.4 $ 405.9 $ 446.3 $ 40.4 2018 2019 8/31/2020 2020 2020 2021 Increase Actual Actual Actual Projected Budget Approved (Decrease) Total Revenues 20.0 20.0 17.5 20.0 26.0 25.2 (0.8) Total Expenditures 319.8 356.8 215.9 341.4 405.9 446.3 40.4 Net Operating Result $ (299.8) $ (336.8) $ (198.4) $ (321.4) $ (380.0) $ (421.1) $ (41.1) PERSONNEL BY DIVISION EXPENDITURES BY DIVISION $ in '000s EXPENDITURES BY CATEGORY $ in '000s OPERATING RESULTS $ in '000s City of Sun Prairie 2020 Annual Budget 62 63 City of Sun Prairie 2020 Annual Budget 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 Standards. Promote financial stewardship and safekeeping of city 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 general liability, auto liability and property insurance. The City Treasurer/Finance Director resides in the Finance Department and is an appointed position. 2021 BUDGET HIGHLIGHTS o A Buyer/Sustainability Coordinator was approved in the 2021 budget with a May 1at start. 2020 BUDGET OVERVIEW  An Administrative Services Department was created and the director moved out of Finance and into this department  Expanded the Capital Improvement Plan from five years to ten  Upgraded the City’s financial software City of Sun Prairie 2020 Annual Budget 64 GENERAL GOVERNMENT Administrative Services FINANCE PERFORMANCE METRICS Council Strategic Priority: Quality City Services *2020 data reflects information through July 31, 2020 Process payment transactions more efficiently by creating electronic payment options for both the stakeholders and employees of the City promoting the long-term financial stability of the City. Measure 2015 2016 2017 2018 2019 2020* Payments by ETF 862,559 2,876,627 4,507,406 18,556,766 18,156,564 7,670,708 Payments by procurement card 3,190,276 4,106,642 2,499,935 3,784,384 4,599,448 2,112,425 Collections by credit card/e-check 184,956 239,111 156,165 142,512 126,747 275,565 Tax collections by credit card/e-check 636,247 925,584 995,113 1,094,498 1,783,305 674,471 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 Reserve Paid Collection Incurred 2009 16 - $ 59,016 $ 12,769 $ 46,246 2010 3 - 8,818 - 8,818 2011 3 - 19,434 14,211 5,223 2012 5 - 3,787 3,499 288 2013 4 - 8,523 - 8,523 2014 2 - 4,579 2,147 2,432 2015 3 - 9,212 - 9,212 2016 9 - 37,045 - 39,300 2017 2 - 3,127 2,838 289 2018 18 - 23,575 4,114 27,689 2019 9 - 4,609 3,154 7,763 2020* 4 - 48,827 3,002 51,829 Total 74 - $ 181,725 $ 42,732 $ 155,784 65 City of Sun Prairie 2020 Annual Budget GENERAL GOVERNMENT Administrative Services FINANCE 2018 2019 8/31/2020 2020 2020 2021 Increase Actual Actual Actual Projected Budget Approved (Decrease) Finance 6.00 6.00 4.63 4.63 4.63 5.63 1.00 Allocated FTE (0.64) (0.64) (0.79) (0.79) (0.79) (0.96) (0.17) Total Personnel 5.36 5.36 3.84 3.84 3.84 4.67 0.83 2018 2019 8/31/2020 2020 2020 2021 Increase Actual Actual Actual Projected Budget Approved (Decrease) Finance 529.2 599.0 366.8 500.2 667.4 963.0 295.6 Risk Management 844.5 163.5 157.9 163.5 184.1 190.3 6.2 Total Expenditures $ 1,373.7 $ 762.6 $ 524.7 $ 663.7 $ 851.5 $ 1,153.2 $ 301.8 2018 2019 8/31/2020 2020 2020 2021 Increase Actual Actual Actual Projected Budget Approved (Decrease) Personnel 381.0 443.1 237.6 361.9 340.3 400.2 59.9 Materials & Supplies 75.7 77.6 77.3 79.0 80.9 84.1 3.2 Contractual Services 65.0 70.7 56.6 65.6 65.9 65.5 (0.4) Insurance 809.8 127.8 114.5 118.1 134.7 140.9 6.2 Professional Development 4.7 7.7 1.5 2.0 6.3 6.7 0.4 Transfers/Bad Debt 36.9 34.4 37.1 37.1 34.4 34.4 - Contingency - - - - 188.7 418.0 229.3 Capital Items 0.5 1.3 - - 0.3 3.5 3.2 Total Expenditures $ 1,373.7 $ 762.6 $ 524.7 $ 663.7 $ 851.5 $ 1,153.2 $ 301.8 2018 2019 8/31/2020 2020 2020 2021 Increase Actual Actual Actual Projected Budget Approved (Decrease) Total Revenues - - 2.0 2.4 2.0 2.0 - Total Expenditures 1,373.7 762.6 524.7 663.7 851.5 1,153.2 301.8 Net Operating Result $ (1,373.7) $ (762.6) $ (522.7) $ (661.3) $ (849.5) $ (1,151.2) $ (301.8) PERSONNEL BY DIVISION EXPENDITURES BY DIVISION $ in '000s EXPENDITURES BY CATEGORY $ in '000s OPERATING RESULTS $ in '000s City of Sun Prairie 2020 Annual Budget 66 67 City of Sun Prairie 2020 Annual Budget 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 WIsc. Department of Revenue (DOR) assesses all manufacturing real & 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 Wis. Stat. Ch. 70. 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 time 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. 2021 BUDGET HIGHLIGHTS o The City Council approved to continue to contract for City Assessor and Commercial Property Appraiser services in 2021. After the 2021 assessing work has completed, the city will add these positions back into the department o Due to the pandemic , the City expects to see many businesses requesting review of their assessments where the assessments are income based. o The division continues to digitize the property files. 2020 BUDGET OVERVIEW  2020 Citywide Revaluation.  The City contracted the City Assessor position and the commercial appraiser to Tyler Technologies.  The division began the process of digitizing the property files . The Personal Property files have been completed. City of Sun Prairie 2020 Annual Budget 68 GENERAL GOVERNMENT Administrative Services ASSESSING PERFORMANCE METRICS Council Strategic Priority: Quality City Services *2019 data reflects information through July 31, 2019 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 va lue. 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 2015 Reval 2016 Non-Reval 2017 Reval 2018 Non-Reval 2019 Non-Reval 2020 Reval Level of Assessment 99.23% 92.40% 100.00% 94.28% 89.33% 96.06% Annually maintain Real Estate parcels and Personal Property accounts for accuracy. Measure 2015 Reval 2016 Non-Reval 2017 Reval 2018 Non-Reval 2019 Non-Reval 2020 Reval Total Real Estate Parcels 11,422 11,422 11,452 11,764 11,797 12,137 Total Personal Property Accounts 1,201 1,201 1,108 999 982 887 Update real estate parcels and personal property accounts to reflect physical and valuation changes Measure 2015 Reval 2016 Non-Reval 2017 Reval 2018 Non-Reval 2019 Non-Reval 2020 Reval Interior Inspections 756 636 651 465 437 77 Exterior Inspections 544 522 396 290 283 56 Other On-site Visits 684 557 18 9 0 1 Drive-by Reviews 1,148 162 1,885 1,430 1,322 329 Ag Reviews 477 433 648 553 448 347 Office Reviews 1,516 784 1,235 306 165 266 Real Estate Transfers Reviewed 1,199 1,156 1,417 1,235 1,436 1,090 Permits Reviewed 1,402 1,445 1,412 1,789 1,929 2,613 Personal Property Accounts Assessed 1,116 1,113 1,027 1,000 982 805 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 the ir assessments. Measure 2016 Non-Reval 2017 Reval 2018 Non-Reval 2019 Non-Reval 2020 Reval Real Estate Parcels or Personal Property Accounts Reviewed 22 262 113 65 198 Number of Adjustments 20 162 111 64 0 Net $ Adjustments (-) or (+) -$313,700 -$6,458,000 -$5,725,700 -$14,438,700 -$22,904,300 Annually present defenses for assessment appealed to the Board of Review. Measure 2016 Non-Reval 2017 Reval 2018 Non-Reval 2019 Non-Reval 2020 Reval Real Estate Parcels or Personal Property Accounts Reviewed 9 29 1 2 13 Number of Adjustments 7 14 1 1 0 Net $ Adjustments (-) or (+) -$1,428,610 -$4,303,200 -$1,003,100 -$591,900 -$1,653,850 69 City of Sun Prairie 2020 Annual Budget GENERAL GOVERNMENT Administrative Services ASSESSING 2018 2019 8/31/2020 2020 2020 2021 Increase Actual Actual Actual Projected Budget Approved (Decrease) Assessing 4.00 4.00 2.00 2.00 2.00 4.00 2.00 Allocated FTE (0.25) - - - - - - Total Personnel 3.75 4.00 2.00 2.00 2.00 4.00 2.00 2018 2019 8/31/2020 2020 2020 2021 Increase Actual Actual Actual Projected Budget Approved (Decrease) Assessing 435.4 321.3 235.5 378.8 441.1 338.1 (103.0) Total Expenditures $ 435.4 $ 321.3 $ 235.5 $ 378.8 $ 441.1 $ 338.1 $ (103.0) 2018 2019 8/31/2020 2020 2020 2021 Increase Actual Actual Actual Projected Budget Approved (Decrease) Personnel 407.8 276.5 129.2 196.0 241.0 229.4 (11.5) Materials & Supplies 10.3 12.3 8.9 10.6 12.6 2.7 (9.9) Contractual Services 10.9 29.6 94.3 168.2 178.8 102.6 (76.2) Professional Development 6.4 2.5 3.2 4.1 8.7 3.4 (5.3) Capital Items - 0.3 - - - - - Total Expenditures $ 435.4 $ 321.3 $ 235.5 $ 378.8 $ 441.1 $ 338.1 $ (103.0) 2018 2019 8/31/2020 2020 2020 2021 Increase Actual Actual Actual Projected Budget Approved (Decrease) Total Revenues - - - - - - - Total Expenditures 435.4 321.3 235.5 378.8 441.1 338.1 (103.0) Net Operating Result $ (435.4) $ (321.3) $ (235.5) $ (378.8) $ (441.1) $ (338.1) $ 103.0 PERSONNEL BY DIVISION EXPENDITURES BY DIVISION $ in '000s EXPENDITURES BY CATEGORY $ in '000s OPERATING RESULTS $ in '000s City of Sun Prairie 2020 Annual Budget 70 71 City of Sun Prairie 2020 Annual Budget 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 c ity 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 city data. 2021 BUDGET HIGHLIGHTS o Implement OpenGov citizen online portal and financial transparency module for online payments, licensing, permitting. o Improve cybersecurity and ransomware protection o Provide more robust remote working capabilities o Continue to upgrade and standardize end-user equipment o Expand the City’s cloud service posture, utilizing as appropriate and cost effective o Leasing of public safety vehicles IT equipment to aid in providing our public safety divisions with the most up to date equipment. 2020 BUDGET OVERVIEW  Upgraded building access and security.  City-wide Wi-Fi replacement & upgrades.  Central server nodes upgraded.  New Firewalls implemented, as well as many security upgrades for email, document, and ransomware protection.  2-Factor Authentication implemented for e-mail and remote access  Implemented more robust disaster recovery and business continuity processes.  Remote work -at-home solutions implemented for COVID -19 response PERFORMANCE METRICS Council Strategic Priority: Quality City Services *2020 data reflects information through July 31, 2020 Ticket Volume: 2018 – 601 Tickets 2019 – 1776 Tickets 2020 – 2480 Tickets (projected) Resolve issues in accordance with our service levels and resolve issues on first contact while maintaining a high satisfaction rating. Measure 2016 2017 2018 2019 2020* Issues Resolved On-time 66% 68% 78% 80% 85% Issues Resolved On First Contact 66% 61% 52% 64% 70% Issues Resolved to Satisfaction* - 97% 97% 99% 100% *2017 was the first year for satisfaction surveys Decrease the amount of time it takes for IT staff to contact users regarding their issue and ultimately resolve it. Measure (hours:minutes) 2016 2017 2018 2019 2020* Average Time to First Response 18:30 24:30 13:14 5:46 4:27 Average Time Between Responses 17:20 18:20 9:44 5:18 2:42 Average Time to Resolution 47:50 46:30 41:00 33:24 31:58 City of Sun Prairie 2020 Annual Budget 72 GENERAL GOVERNMENT Administrative Services INFORMATION TECHNOLOGY 2018 2019 8/31/2020 2020 2020 2021 Increase Actual Actual Actual Projected Budget Approved (Decrease) Information Technology 5.00 5.00 5.00 5.00 5.00 5.00 - Allocated FTE (0.23) (0.56) (1.06) (1.06) (1.06) (1.06) - Total Personnel 4.77 4.44 3.94 3.94 3.94 3.94 - *GIS was separated from Information Technology in the 2018 Budget. 2018 2019 8/31/2020 2020 2020 2021 Increase Actual Actual Actual Projected Budget Approved (Decrease) Information Technology 927.9 1,165.1 936.7 1,449.5 1,481.0 1,175.7 (305.4) Total Expenditures $ 927.9 $ 1,165.1 $ 936.7 $ 1,449.5 $ 1,481.0 $ 1,175.7 $ (305.4) 2018 2019 8/31/2020 2020 2020 2021 Increase Actual Actual Actual Projected Budget Approved (Decrease) Personnel 412.3 408.9 315.3 492.1 488.9 522.8 33.8 Materials & Supplies 235.2 336.2 342.9 348.1 392.3 432.9 40.5 Contractual Services 111.7 97.6 38.7 61.0 70.0 57.9 (12.1) Professional Development 10.0 14.5 8.7 8.1 21.0 15.0 (6.1) Capital Items 158.7 307.9 231.0 540.3 508.8 147.3 (361.6) Total Expenditures $ 927.9 $ 1,165.1 $ 936.7 $ 1,449.5 $ 1,481.0 $ 1,175.7 $ (305.4) 2018 2019 8/31/2020 2020 2020 2021 Increase Actual Actual Actual Projected Budget Approved (Decrease) Total Revenues 0.2 0.2 - - - - - Total Expenditures 927.9 1,165.1 936.7 1,449.5 1,481.0 1,175.7 (305.4) Net Operating Result $ (927.7) $ (1,164.9) $ (936.7) $ (1,449.5) $ (1,481.0) $ (1,175.7) $ 305.4 PERSONNEL BY DIVISION EXPENDITURES BY DIVISION $ in '000s EXPENDITURES BY CATEGORY $ in '000s OPERATING RESULTS $ in '000s 73 City of Sun Prairie 2020 Annual Budget GENERAL GOVERNMENT Public Services BUILDING MAINTENANCE MISSION Provide clean, secure, and well-maintained City of Sun Prairie facilities. DESCRIPTION The Building Maintenance Division provides building maintenance and repairs at more than 15 municipal facilities, including City Hall, the West Side Community Service Building, both Fire/EMS facilities, the Library, the City Service Center, the Wastewater Treatment Plant, the Historical Museum, and other facilities throughout the city. It is also responsible for snow removal from sidewalks and walkways at five City facilities. The Division provides vendor oversight for contracted janitorial and maintenance services. It also services several irrigation systems in the City and the Cannery Square Fountain. 2021 BUDGET HIGHLIGHTS o Continued the annual contribution to the Building Maintenance Fund to ensure sufficient funding for maintenance of all city buildings. 2020 BUDGET OVERVIEW  Expansion to include sleeping quarters for EMS and Fire was added at the Westside Community Building and the addition of solar panels. PERFORMANCE METRICS Council Strategic Priority: Quality City Services *2020 data reflects information through July 31, 2020 Respond to maintenance requests submitted within 24 hours, and strive to resolve them within 48 hours Measure 2017 2018 2019 2020* Number of tickets received 527 662 357 360 Average response time (hours) 9:16 10:28 11:30 8:42 Average resolution time (hours) 23:26 29:27 30:46 28:31 Respond to urgent and high priority maintenance requests within 4 hours, and strive to resolve them within 24 hours. Measure 2017 2018 2019 2020* No. of urgent and high priority tickets 73 84 4 3 Average response time (hours) 6:41 9:39 1:33 2:27 Average resolution time (hours) 17.47 20:36 5:19 28:31 Maintenance tickets submitted. Department 2020* Finance 20 Library 88 Fire 79 EMS 33 Building Maintenance 5 Police 48 City Clerk 14 Others 47 Recreation 26 City of Sun Prairie 2020 Annual Budget 74 GENERAL GOVERNMENT Public Services BUILDING MAINTENANCE 2018 2019 8/31/2020 2020 2020 2021 Increase Actual Actual Actual Projected Budget Approved (Decrease) Building Maintenance 2.00 3.00 3.00 3.00 3.00 3.00 - Total Personnel 2.00 3.00 3.00 3.00 3.00 3.00 - 2018 2019 8/31/2020 2020 2020 2021 Increase Actual Actual Actual Projected Budget Approved (Decrease) Building Maintenance 703.6 722.8 383.2 675.9 924.1 731.7 (192.4) Total Expenditures $ 703.6 $ 722.8 $ 383.2 $ 675.9 $ 924.1 $ 731.7 $ (192.4) 2018 2019 8/31/2020 2020 2020 2021 Increase Actual Actual Actual Projected Budget Approved (Decrease) Personnel 186.4 245.2 159.3 245.4 249.1 265.8 16.7 Materials & Supplies 265.2 161.1 137.4 220.5 234.6 240.2 5.6 Contractual Services 185.8 133.2 81.4 156.6 163.2 158.5 (4.7) Professional Development 0.2 - 0.2 1.0 1.3 1.3 - Capital Items 66.0 183.3 4.9 52.4 276.0 66.0 (210.0) Total Expenditures $ 703.6 $ 722.8 $ 383.2 $ 675.9 $ 924.1 $ 731.7 $ (192.4) 2018 2019 8/31/2020 2020 2020 2021 Increase Actual Actual Actual Projected Budget Approved (Decrease) Total Revenues - - - - - - - Total Expenditures 703.6 722.8 383.2 675.9 924.1 731.7 (192.4) Net Operating Result $ (703.6) $ (722.8) $ (383.2) $ (675.9) $ (924.1) $ (731.7) $ 192.4 PERSONNEL BY DIVISION EXPENDITURES BY DIVISION $ in '000s EXPENDITURES BY CATEGORY $ in '000s OPERATING RESULTS $ in '000s 75 City of Sun Prairie 2020 Annual Budget IN-SERVICE FUNDS Public 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 insurance coverage. All employees who have employer-sponsored health insurance through the city are enrolled in a high deductible health insurance plan. The city deposits $750 for single plan participants and $1,500 for family plan participants annually into a health savings or health reimbursement account for enrolled employees. Employees who elect not to participate in the plan are eligible for a $750 for single/$1,500 for family benefit deposited into a health reimbursement account. 2021 BUDGET HIGHLIGHTS o Change in Healthcare providers capped Healthcare costs increases to 8.9% in 2021. o No increase for dental care. 2020 BUDGET OVERVIEW  The Employee Clinic opened in July 2020. 2018 2019 8/31/2020 2020 2020 2021 Increase Actual Actual Actual Projected Budget Approved (Decrease) HealthCare InService 0 0 0 0 0 0 Total Personnel - - - - - - 2018 2019 8/31/2020 2020 2020 2021 Increase Actual Actual Actual Projected Budget Approved (Decrease) Health Ins Internal Svc Fund - 2,454.3 1,868.0 2,921.8 2,921.8 3,260.8 339.0 Total Expenditures - $ 2,454.3 $ 1,868.0 $ 2,921.8 $ 2,921.8 $ 3,260.8 $ 339.0 2018 2019 8/31/2020 2020 2020 2021 Increase Actual Actual Actual Projected Budget Approved (Decrease) Health Insurance - 2,246.2 1,736.3 2,695.0 2,695.0 3,033.5 338.5 Dental Insurance - 208.0 131.7 226.8 226.8 227.3 0.5 Total Expenditures - $ 2,454.3 $ 1,868.0 $ 2,921.8 $ 2,921.8 $ 3,260.8 $ 339.0 2018 2019 8/31/2020 2020 2020 2021 Increase Actual Actual Actual Projected Budget Approved (Decrease) Total Revenues - 2,801.5 1,914.1 2,821.8 2,821.8 3,079.9 258.1 Total Expenditures - 2,454.3 1,868.0 2,921.8 2,921.8 3,260.8 339.0 Net Operating Result - $ 347.2 $ 46.1 $ (100.0) $ (100.0) $ (180.9) $ (80.9) 2018 2019 8/31/2020 2020 2020 2021 Actual Actual Actual Projected Budget Approved Net Increase/(Decrease) - 347.2 46.1 (100.0) (100.0) (180.9) Fund Balance Applied - - - - 50.0 90.5 Beginning Fund Balance - - 347.2 347.2 347.2 247.2 Ending Fund Balance - $ 347.2 $ 393.3 $ 247.2 $ 197.2 $ (24.2) OPERATING RESULTS $ in '000s FUND BALANCE $ in '000s PERSONNEL BY DIVISION EXPENDITURES BY DIVISION $ in '000s EXPENDITURES BY CATEGORY $ in '000s City of Sun Prairie 2020 Annual Budget 76 77 City of Sun Prairie 2020 Annual Budget PUBLIC SAFETY Police POLICE MISSION We will build relationships and solve problems. 2021 BUDGET HIGHLIGHTS o Increase in overall MPSIS expense due to contribution expenses o Increase in training expenses due to an increase in overall Electronic Control Device (ECD) contract and ammunition expense. o Increase in general contract expenses. o Increase in Narcan expenses due to a rise in overdose incidents. o Addition of one police officer o Addition of two unmarked squads 2020 BUDGET OVERVIEW  Two additional police officers were requested in the 2020 budget. One officer was approved and implementation will occur in August.  An in- building replacement video system was approved and has been implemented in our interview rooms.  A vehicle for the Assistant Chief of Police was approved, purchased, and is in service. DESCRIPTIONS Administration There are six members within the administration division. Five command- level sworn officers provide overall organizational leadership. • The Chief of Police is responsible for 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 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, 31 patrol officers, and two community service officers. 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 provides oversight. Canine Program There are two K9 units within the organization. One is assigned to the patrol division and one is assigned the community policing team. The Patrol Lieutenant and Special Operations Lieutenant provide oversight. Detective Bureau A team of five detectives provide 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 Special Operations Lieutenant within division. The Special Operations Lieutenant provides oversight. City of Sun Prairie 2020 Annual Budget 78 PUBLIC SAFETY Police POLICE DESCRIPTIONS, continued 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 the High School and one is based out of the Cardinal Heights Upper Middle Sc hool. Time is spent at the alternative school and lower level schools respectively. These officers provide proactive problem solving and relationship building in the schools. The Support Services 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 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. An eighth unit member is dedicated to county court officer duties. An additional unit member is dedicated to municipal court officer duties. Staff assists with carrying out a variety of tasks, including open records processing, social media management, citizen f ingerprinting, 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 Ac ademy, and other outreach activities. Crossing Guards Services The city contracts for crossing guard services that are stationed throughout the community with the purpose of ensuring student safety. The program is monitored in partnership with the school district. PERFORMANCE METRICS Council Strategic Priority: Quality City Services *2019 data reflects information through July 31, 2019 Measure 2014 2015 2016 2017 2018 2019 2020 Crime Rate Per 1,000 Residents Violent Crime 3.91 3.24 3.00 3.01 2.70 3.53 1.97* Property Crime 23.55 19.62 17.57 15.70 21.72 18.49 8.69* 79 City of Sun Prairie 2020 Annual Budget PUBLIC SAFETY Police POLICE 2018 2019 8/31/2020 2020 2020 2021 Increase Actual Actual Actual Projected Budget Approved (Decrease) Police Administration 5.00 6.00 6.00 6.00 6.00 6.00 0.00 Police Patrol 39.00 40.00 40.00 40.00 40.00 41.00 1.00 Police Investigation 6.50 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 7.40 8.00 8.00 8.00 8.00 8.00 0.00 District Liason Officers 4.00 5.00 5.00 5.00 5.00 5.00 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 72.90 76.00 76.00 76.00 76.00 77.00 1.00 Sworn Personnel* 55.0 56.00 56.00 57.00 58.00 Civilian Personnel 21.0 21.00 21.00 21.00 21.00 *One FTE is 1,950 hours for patrol officers 2018 2019 8/31/2020 2020 2020 2021 Increase Actual Actual Actual Projected Budget Approved (Decrease) Police Administration 989.9 1,080.5 836.0 1,166.8 1,122.2 1,167.4 45.2 Police Patrol 3,940.8 4,167.3 2,854.0 4,565.5 4,260.4 4,527.8 267.5 Police Investigation 800.9 972.2 586.1 903.4 979.8 1,005.4 25.6 Police Communications 719.3 723.4 457.4 783.8 828.8 783.4 (45.4) Police Records 467.5 525.5 335.3 522.9 516.4 533.9 17.5 District Liason Officers 379.0 340.4 161.9 260.6 438.1 461.9 23.8 Police Vehicles 358.5 556.5 335.3 512.2 530.2 451.5 (78.7) Police Community Policing 6.5 3.0 1.3 7.0 7.0 7.0 - Police Crossing Guards 121.3 135.3 33.4 48.0 145.0 153.0 8.0 Police School Liaison 209.3 214.0 135.7 205.4 207.3 214.1 6.9 Grants & Donations 6.5 10.4 - - - 8.0 8.0 Total Expenditures $ 7,999.6 $ 8,728.4 $ 5,736.5 $ 8,975.6 $ 9,035.1 $ 9,313.4 $ 278.4 2018 2019 8/31/2020 2020 2020 2021 Increase Actual Actual Actual Projected Budget Approved (Decrease) Personnel 6,819.8 7,255.9 4,938.9 7,753.0 7,753.4 8,102.9 349.5 Materials & Supplies 501.7 692.3 423.2 641.4 662.2 585.8 (76.4) Contractual Services 598.3 531.9 319.3 416.3 505.3 512.1 6.8 Professional Development 61.7 63.6 39.4 74.0 82.1 83.4 1.4 Capital Items 18.1 184.8 15.8 90.9 32.1 29.3 (2.8) Total Expenditures $ 7,999.6 $ 8,728.4 $ 5,736.5 $ 8,975.6 $ 9,035.1 $ 9,313.4 $ 278.4 2018 2019 8/31/2020 2020 2020 2021 Increase Actual Actual Actual Projected Budget Approved (Decrease) Total Revenues 183.4 392.9 82.6 161.9 186.5 180.4 (6.2) Total Expenditures 7,999.6 8,728.4 5,736.5 8,975.6 9,035.1 9,313.4 278.4 Net Operating Result $ (7,816.2) $ (8,335.5) $ (5,653.9) $ (8,813.7) $ (8,848.6) $ (9,133.1) $ (284.5) PERSONNEL BY DIVISION EXPENDITURES BY DIVISION $ in '000s EXPENDITURES BY CATEGORY $ in '000s OPERATING RESULTS $ in '000s City of Sun Prairie 2020 Annual Budget 80 81 City of Sun Prairie 2020 Annual Budget PUBLIC SAFETY Fire FIRE MISSION Deliver professional service to our community through public education, fire prevention, while providing a highly trained staff of All Hazards response personnel and doing this at a premium cost to the community. Sun Prairie Fire & Rescue will carry out our 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 & Rescue Company is contracted by the City of Sun Prairie to deliver an All-Hazards response to emergencies within the city. Services include, fire prevention, fire education, fire response, motor vehicle crashes , natural gas and fuel leaks, electrical emergencies, hazardous materials response, technical rescue response, and assistance to Sun Prairie Emergency Medical Services and Sun Prairie Police. Department. Sun Prairie Fire & Rescue ’s response areas encompas ses approximately 96 square miles and serves over 47,000 residents within the City of Sun Prairie, Townships of Burke, Bristol, and Sun Prairie. Sun Prairie Fire & Rescue staffs two stations twenty-four hours a day with a combination of career and voluntee r/Paid-on-Premise (POP) staff. Career staff covers both stations 6:00 am until 6:00 pm daily and POP crews staffs 6:00 pm to 6:00 am. 2021 BUDGET HIGHLIGHTS Sun Prairie Fire & Rescue Salaries are well below that of other comparable departments in Wiscons in. Salaries and benefits were moderately increased to ensure that SPF&R can offer a competitive package to overcome the issues of recruitment and retention, as we are losing quality staff to other organizations. o No notable changes. 2020 BUDGET OVERVIEW  Ten Department personnel completed courses to become certified EMTs or EMRs.  Salaries and benefits were increased to ensure the SPFD rates are competitive with other area fire units.  The percentage of Fire Department expenses borne by the City of Sun Pra irie increased from 75% to 79%. The townships of Bristol, Burke, and Sun Prairie provide the remaining 21% of funds. PERFORMANCE METRICS Council Strategic Priority: Quality City Services *2020 data reflects information through August 31, 2020 Respond to citizens’ call for service. Measure 2015 2016 2017 2018 2019 2020* Calls for Service 1,020 1,120 1,699 1,917 1,970 1,300 City of Sun Prairie 2020 Annual Budget 82 PUBLIC SAFETY Fire FIRE 2018 2019 8/31/2020 2020 2020 2021 Increase Actual Actual Actual Projected Budget Approved (Decrease) Fire Protection - - - - - - - Total Personnel - - - - - - - NOTE: The City of Sun Prairie contracts for fire services from the Sun Prairie Volunteer Fire Department, a non-profit corporation. 2018 2019 8/31/2020 2020 2020 2021 Increase Actual Actual Actual Projected Budget Approved (Decrease) Fire Protection 1,296.6 1,437.6 1,136.5 1,670.6 1,676.7 1,757.5 80.8 Total Expenditures $ 1,296.6 $ 1,437.6 $ 1,136.5 $ 1,670.6 $ 1,676.7 $ 1,757.5 $ 80.8 2018 2019 8/31/2020 2020 2020 2021 Increase Actual Actual Actual Projected Budget Approved (Decrease) Materials & Supplies 22.4 45.1 18.8 29.1 28.1 25.6 (2.6) Contractual Services 1,274.2 1,374.2 1,117.8 1,641.5 1,648.5 1,731.9 83.4 Capital Items - 18.3 - - - - - Total Expenditures $ 1,296.6 $ 1,437.6 $ 1,136.5 $ 1,670.6 $ 1,676.7 $ 1,757.5 $ 80.8 2018 2019 8/31/2020 2020 2020 2021 Increase Actual Actual Actual Projected Budget Approved (Decrease) Total Revenues 129.4 129.4 15.3 273.6 148.0 162.5 14.5 Total Expenditures 1,296.6 1,437.6 1,136.5 1,670.6 1,676.7 1,757.5 80.8 Net Operating Result $ (1,167.3) $ (1,308.2) $ (1,121.2) $ (1,397.0) $ (1,528.7) $ (1,595.0) $ (66.3) PERSONNEL BY DIVISION EXPENDITURES BY DIVISION $ in '000s EXPENDITURES BY CATEGORY $ in '000s OPERATING RESULTS $ in '000s 83 City of Sun Prairie 2020 Annual Budget PUBLIC SAFETY Emergency Medical Services EMERGENCY MEDICAL SERVICES MISSION Care for our community as a team of dedicated professionals through the delivery of compassionate emergency treatment, quality public education, and the responsible use of public resources. DESCRIPTION Sun Prairie Emergency Medical Services (EMS) responds to medical emergencies twenty-four hours per day, seven days per week. In the EMS profession, paramedics deliver the highest level of pre -hospital care. Paramedics are the only rescuers who can perform critical procedures such as intubation (emergency airway) and intravenous medications. The City staffs its ambulances with two (dual) paramedics. Unique in this regard, Sun Prairie EMS is one of only a handful of Advanced Life Support (ALS) providers in the region. As such, Sun Prairie EMS is a critical partner in the delivery of quality pre -hospital medicine to the citizens of Sun Prairie and beyond. Sun Prairie EMS has evolved its role commensurately with demands for service. Sun Prairie EMS services include preventative outreach programs, including community education such as CPR and AED training. Additionally, Sun Prairie EMS provides support to both public and private community events. Sun Prairie EMS works closely with its Fire Department and Police Department partners to ensure it is ready to respond to any emergency. In 2020, Sun Prairie EMS rejoined the Dane County ALS Consortium, a collaborative group of all the ALS providers in Dane County that works to develop standardized patient care prac tices, improve operational efficiencies, and share resources for the betterment of regional Emergency Medical Services. 2021 BUDGET HIGHLIGHTS o Sun Prairie EMS uses the latest in cardiac monitoring technology in all the ambulances in the fleet as these enha ncements in patient care technology improve the patient experience. 2020 BUDGET OVERVIEW  All ambulances are equipped identically, ensuring the ability to rapidly deploy critical resources in times of need.  The peak -hours ambulance enhances availability and improves reliability of EMS to meet community needs at minimal expense.  Increased utilization of technology resulted in greater control and compliance monitoring of controlled substances. PERFORMANCE METRICS Council Strategic Priority: Quality City Services *2020 data reflects information through July 31, 2020 Respond in a timely manner to calls for service, and deliver patients to the hospital expeditiously. Measure 2016 2017 2018 2019 2020* Call volume 2,467 2,828 2,839 3,165 1,831 Response time: En route 1:25 1:45 1:52 1:47 1:48 Response time: To scene 4:21 4:33 4:36 4:42 4:39 Response time: To hospital 19:24 19:03 18:33 18:06 17:22 **Response times are measured in minutes. Quality training results in improved skills success rate and a better patient experience. Measure 2016 2017 2018 2019 2020* IV success rate 63% 70% 72% 73% 73% First-pass intubation success rate 73% 87% 90% 92% 86% Council Strategic Priority: Dynamic Economy Serve residents and City visitors. Distribute the cost of services between taxpayers and service users. Measure 2016 2017 2018 2019 2020* Ambulance service users 52% 58% 48% 63% 53% Taxpayers 48% 42% 52% 37% 47% City of Sun Prairie 2020 Annual Budget 84 PUBLIC SAFETY Emergency Medical Services EMERGENCY MEDICAL SERVICES 2018 2019 8/31/2020 2020 2020 2021 Increase Actual Actual Actual Projected Budget Approved (Decrease) Emergency Medical Service 14.00 14.00 14.00 14.00 14.00 14.00 - Total Personnel 14.00 14.00 14.00 14.00 14.00 14.00 - * 1 FTE is 2,912 hours for paramedics. 2018 2019 8/31/2020 2020 2020 2021 Increase Actual Actual Actual Projected Budget Approved (Decrease) Emergency Medical Service 2,023.7 2,151.2 1,440.4 2,211.5 2,258.6 2,423.8 165.2 Total Expenditures $ 2,023.7 $ 2,151.2 $ 1,440.4 $ 2,211.5 $ 2,258.6 $ 2,423.8 $ 165.2 2018 2019 8/31/2020 2020 2020 2021 Increase Actual Actual Actual Projected Budget Approved (Decrease) Personnel 1,487.8 1,739.4 1,129.5 1,725.7 1,775.3 1,865.6 90.3 Materials & Supplies 452.1 301.0 247.6 367.5 365.3 436.5 71.3 Contractual Services 78.3 102.3 61.5 107.3 102.7 106.4 3.7 Professional Development 5.5 8.5 1.8 6.0 15.3 15.3 - Total Expenditures $ 2,023.7 $ 2,151.2 $ 1,440.4 $ 2,211.5 $ 2,258.6 $ 2,423.8 $ 165.2 2018 2019 8/31/2020 2020 2020 2021 Increase Actual Actual Actual Projected Budget Approved (Decrease) Total Revenues 1,149.6 1,150.9 1,521.9 1,298.8 1,485.5 1,419.3 (66.1) Total Expenditures 2,023.7 2,151.2 1,440.4 2,211.5 2,258.6 2,423.8 165.2 Net Operating Result $ (874.1) $ (1,000.2) $ 81.5 $ (912.7) $ (773.1) $ (1,004.5) $ (231.4) PERSONNEL BY DIVISION EXPENDITURES BY DIVISION $ in '000s EXPENDITURES BY CATEGORY $ in '000s OPERATING RESULTS $ in '000s 85 City of Sun Prairie 2020 Annual Budget PUBLIC SAFETY Emergency Management Services EMERGENCY MANAGEMENT MISSION Planning, preparation, and response to major events or disasters that affect community safety and in the interest of protecting lives and property. DESCRIPTION The city has established an Emergency Management Team consisting of the Chief of Police, Assistant Chief of Police, Fire Chief, and Emergency Medical Services Chief. This group is working towards disaster preparedness that includes a functional Emergency Operations Center (EOC) for p rotective service leaders, city administration, and city department leaders to use during emergency events and planned large - scale events. 2021 BUDGET HIGHLIGHTS o Training funds will be used to enhance disaster preparedness through practical exercise and classroom instruction. o Operational improvements to the EOC remain a focus with available funding. o Repairs and maintenance funding will be used for emergency sirens as needed. o Funding levels remain the same as 2020. o The Emergency Management Team will work with city departments to further emergency management principles and preparedness. o The national covid-19 pandemic will remain a focus moving forward. 2020 BUDGET OVERVIEW  There were no reported malfunctions with the emergency sirens requiring any repairs or need for funding.  The covid-19 pandemic restricted the opportunities for practical or planned training exercises beyond related preparedness efforts.  The Emergency Management Team worked with City Administration, Dane County Emergency Management, State of Wisconsin Emergency Management, and Dane County Public Health to monitor the national pandemic and coordinate city response.  The Emergency Operations Center was activated for a period of six days to monitor and coordinate police response to the civil unrest in the City of Madison and surrounding areas. The City of Sun Prairie experienced increased transit traffic at local business and one looting incident at Target during this time frame. . City of Sun Prairie 2020 Annual Budget 86 PUBLIC SAFETY Emergency Management Services EMERGENCY MANAGEMENT 2018 2019 8/31/2020 2020 2020 2021 Increase Actual Actual Actual Projected Budget Approved (Decrease) Emergency Management - - - - - - - Total Personnel - - - - - - - 2018 2019 8/31/2020 2020 2020 2021 Increase Actual Actual Actual Projected Budget Approved (Decrease) Emergency Management 5.0 2.7 0.8 2.0 10.0 10.0 - Total Expenditures $ 5.0 $ 2.7 $ 0.8 $ 2.0 $ 10.0 $ 10.0 - 2018 2019 8/31/2020 2020 2020 2021 Increase Actual Actual Actual Projected Budget Approved (Decrease) Materials & Supplies 5.0 0.2 0.8 2.0 5.0 5.0 - Professional Development - 2.5 - - 5.0 5.0 - Total Expenditures $ 5.0 $ 2.7 $ 0.8 $ 2.0 $ 10.0 $ 10.0 - 2018 2019 8/31/2020 2020 2020 2021 Increase Actual Actual Actual Projected Budget Approved (Decrease) Total Revenues - - - - - - - Total Expenditures 5.0 2.7 0.8 2.0 10.0 10.0 - Net Operating Result $ (5.0) $ (2.7) $ (0.8) $ (2.0) $ (10.0) $ (10.0) - PERSONNEL BY DIVISION EXPENDITURES BY DIVISION $ in '000s EXPENDITURES BY CATEGORY $ in '000s OPERATING RESULTS $ in '000s 87 City of Sun Prairie 2020 Annual Budget 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. 2021 BUDGET HIGHLIGHTS o Uncertainty with respect to the economy and the Division’s ability to fill the vacant Permit Specialist position make it difficult to predict staff needs for 2021. The Division is preparing for increased seasonal/LTE expenses should permit and inspection w orkload remain high. o The Division is preparing for a full conversion to digital plan review. 2020 BUDGET OVERVIEW  Significant improvement to the Division’s permitting and inspection software are planned for the fall of 2020, which should significantly increase staff efficiency and mobile inspection and reporting capabilities, as well as customer access and transparency in the permitting and inspection process.  In response to the COVID -19 pandemic, online services were expanded to ensure the continued support and service to the construction industry. In addition, a virtual inspection program was implemented in order to maintain the Division’ s services in situations where social distancing requirements made it difficult to safely perform such inspections.  Continued high demand for services and a long-term vacancy of the Permit Specialist position due to the COVID-19 hiring freeze resulted in continued reliance on staff overtime and seasonal staff expenses. PERFORMANCE METRICS Council Strategic Priority: Quality City Services *2020 data reflects information through July 31, 20 20 Comply with Wisconsin Administrative Code requirements to perform inspections within two business days. Measure 2015 2016 2017 2018 2019 2020* Total Inspections 6,754 6,777 8,909 10,093 9,347 5,745 Completed same day 86% 92% 78% 90% 92% 90% Completed within 1 day 7% 5% 13% 6% 4% 6% Completed in 2+ days 7% 3% 9% 4% 4% 4% Calls for Service Statistics Measure 2015 2016 2017 2018 2019 2020* Permit Applications 1,823 1,750 2,264 2,391 2,400 1,294 Code Enforcement Cases 396 468 378 252 464 222 Field Inspections 6,754 6,779 8,909 10,093 9,347 5,176 City of Sun Prairie 2020 Annual Budget 88 PUBLIC SAFETY Community Development BUILDING INSPECTION 2018 2019 8/31/2020 2020 2020 2021 Increase Actual Actual Actual Projected Budget Approved (Decrease) Building Inspection 5.00 6.00 6.00 6.00 6.00 6.00 - Total Personnel 5.00 6.00 6.00 6.00 6.00 6.00 - 2018 2019 8/31/2020 2020 2020 2021 Increase Actual Actual Actual Projected Budget Approved (Decrease) Building Inspection 571.0 642.5 428.5 656.4 716.7 707.7 (9.1) Total Expenditures $ 571.0 $ 642.5 $ 428.5 $ 656.4 $ 716.7 $ 707.7 $ (9.1) 2018 2019 8/31/2020 2020 2020 2021 Increase Actual Actual Actual Projected Budget Approved (Decrease) Personnel 505.0 578.4 398.4 606.4 641.3 652.8 11.5 Materials & Supplies 39.4 47.5 21.8 29.8 56.2 35.3 (20.9) Contractual Services 20.8 11.3 5.9 17.0 13.0 15.2 2.2 Professional Development 5.2 5.3 2.4 3.2 6.2 4.3 (1.9) Capital Items 0.5 - - - - - - Total Expenditures $ 571.0 $ 642.5 $ 428.5 $ 656.4 $ 716.7 $ 707.7 $ (9.1) 2018 2019 8/31/2020 2020 2020 2021 Increase Actual Actual Actual Projected Budget Approved (Decrease) Total Revenues 738.3 738.3 778.4 619.5 643.8 698.4 54.6 Total Expenditures 571.0 642.5 428.5 656.4 716.7 707.7 (9.1) Net Operating Result $ 167.3 $ 95.8 $ 349.9 $ (37.0) $ (73.0) $ (9.3) $ 63.6 PERSONNEL BY DIVISION EXPENDITURES BY DIVISION $ in '000s EXPENDITURES BY CATEGORY $ in '000s OPERATING RESULTS $ in '000s 89 City of Sun Prairie 2020 Annual Budget PUBLIC WORKS Public Services PUBLIC SERVICES MISSION Provide high quality infrastructure to the City of Sun Prairie. DESCRIPTION The Public Services Department oversees the Divisions of Engineering, Public Works, Wastewater Treatment, Stormwater Utility, GIS, and Parks and Recreation. 2021 BUDGET HIGHLIGHTS o No notable changes. 2020 BUDGET OVERVIEW  Public Services was a new department created for the 2020 Budget year. The Department oversees operations of all divisions within Public Services. 2018 2019 8/31/2020 2020 2020 2021 Increase Actual Actual Actual Projected Budget Approved (Decrease) Public Services n/a n/a 3.00 3.00 3.00 3.00 - Allocated Increase - - 0.60 0.60 0.60 - (0.60) Allocated (Decrease) - - (0.80) (0.80) (0.80) (0.84) (0.04) Total Personnel - - 2.80 2.80 2.80 2.17 (0.64) 2018 2019 8/31/2020 2020 2020 2021 Increase Actual Actual Actual Projected Budget Approved (Decrease) Public Services - 0.0 118.0 179.5 195.9 205.2 9.3 Total Expenditures - $ 0.0 $ 118.0 $ 179.5 $ 195.9 $ 205.2 $ 9.3 2018 2019 8/31/2020 2020 2020 2021 Increase Actual Actual Actual Projected Budget Approved (Decrease) Personnel - 0.0 112.1 171.7 188.7 199.0 10.3 Materials & Supplies - - 3.6 4.4 3.0 3.2 0.2 Contractual Services - - 0.0 0.6 0.6 0.6 - Professional Development - - 2.3 2.9 3.7 2.5 (1.2) Total Expenditures - $ 0.0 $ 118.0 $ 179.5 $ 195.9 $ 205.2 $ 9.3 2018 2019 8/31/2020 2020 2020 2021 Increase Actual Actual Actual Projected Budget Approved (Decrease) Total Revenues - - - - - - - Total Expenditures - 0.0 118.0 179.5 195.9 205.2 9.3 Net Operating Result - $ (0.0) $ (118.0) $ (179.5) $ (195.9) $ (205.2) $ (9.3) PERSONNEL BY DIVISION EXPENDITURES BY DIVISION $ in '000s EXPENDITURES BY CATEGORY $ in '000s OPERATING RESULTS $ in '000s City of Sun Prairie 2020 Annual Budget 90 91 City of Sun Prairie 2020 Annual Budget 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, storm water 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. The Traffic Control division maintains and repairs traffic signals, signage and lane markings. The Snow & Ice Division removes snow and ice from streets, parking lots, bike paths and sidewalks. 2021 BUDGET HIGHLIGHTS o There are no notable changes to the cost to continue budget. 2020 BUDGET OVERVIEW  Installed a Rapid Response Flashing Beacon at Clarmar and Main.  Coordinated with Engineering Department to develop an RFQ for Stormwater Maintenance & Design  Responded to over 14,000 diggers hotline tickets. PERFORMANCE METRICS Council Strategic Priority: Quality City Services *2020 data reflects information through July 31, 2020 Maintain city streets. Measure 2015 2016 2017 2018 2019 2020* Lane Miles of Streets 340 350 380 Pounds of crack filling material 43,200 86,400 86,400 86,400 86,400 86,400 Diggers locates marked 4,037 9,951 13,560 15,409 15,000 City of Sun Prairie 2020 Annual Budget 92 PUBLIC WORKS Public Services PUBLIC WORKS 2018 2019 8/31/2020 2020 2020 2021 Increase Actual Actual Actual Projected Budget Approved (Decrease) Public Works Administration 3.00 3.00 1.00 1.00 1.00 2.00 1.00 Public Works Operations 10.00 10.00 10.00 10.00 10.00 8.00 (2.00) Allocated Increase 0.40 0.40 0.40 0.40 0.40 0.40 - Allocated (Decrease) (2.35) (2.35) (0.95) (0.95) (0.95) (1.10) (0.15) Total Personnel 11.05 11.05 10.45 10.45 10.45 9.30 (1.15) 2018 2019 8/31/2020 2020 2020 2021 Increase Actual Actual Actual Projected Budget Approved (Decrease) Public Works Administration 211.8 210.6 121.6 182.8 175.9 163.8 (12.1) Public Works Operations 705.8 977.2 638.5 986.8 1,028.1 1,028.5 0.3 Public Works Snow/Ice Control 391.6 624.7 388.4 454.3 452.8 456.1 3.2 Public Works Traffic Control 75.2 59.6 70.0 84.2 94.7 76.6 (18.1) Public Works Streets Maint 707.3 787.8 315.9 570.0 744.7 746.2 1.5 Grants & Donations 3.7 3.0 - - - - - Total Expenditures $ 2,095.4 $ 2,662.9 $ 1,534.3 $ 2,278.1 $ 2,496.2 $ 2,471.1 $ (25.1) 2018 2019 8/31/2020 2020 2020 2021 Increase Actual Actual Actual Projected Budget Approved (Decrease) Personnel 825.6 929.3 561.5 843.7 876.8 889.0 12.2 Materials & Supplies 415.1 743.3 512.5 724.7 741.7 707.0 (34.7) Contractual Services 825.6 961.4 443.0 690.9 852.8 852.3 (0.5) Professional Development 4.1 5.9 2.3 3.0 9.3 9.3 - Capital Items 25.1 23.0 15.1 15.7 15.5 13.5 (2.0) Total Expenditures $ 2,095.4 $ 2,662.9 $ 1,534.3 $ 2,278.1 $ 2,496.2 $ 2,471.1 $ (25.1) 2018 2019 8/31/2020 2020 2020 2021 Increase Actual Actual Actual Projected Budget Approved (Decrease) Total Revenues 1,492.6 1,492.6 1,696.0 1,477.3 1,916.2 1,704.4 (211.8) Total Expenditures 2,095.4 2,662.9 1,534.3 2,278.1 2,496.2 2,471.1 (25.1) Net Operating Result $ (602.8) $ (1,170.2) $ 161.7 $ (800.8) $ (580.0) $ (766.7) $ (186.7) PERSONNEL BY DIVISION EXPENDITURES BY DIVISION $ in '000s EXPENDITURES BY CATEGORY $ in '000s OPERATING RESULTS $ in '000s 93 City of Sun Prairie 2020 Annual Budget 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 maintain 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 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 five -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. 2021 BUDGET HIGHLIGHTS o The cost to continue budget includes provisions in maintenance agreements and communications to reflect current costs in these areas. 2020 BUDGET OVERVIEW  Conducted traffic study in the Prairie Lakes area and a comprehensive Highway Safety Screening Analysis. City of Sun Prairie 2020 Annual Budget 94 PUBLIC WORKS Public Services ENGINEERING PERFORMANCE METRICS Council Strategic Priority: Quality City Services *2020 data reflects information through July 31, 2020 Review city funded capital improvement projects and new private development projects to ensure projects are congruent with engineering standards. Measure 2015 2016 2017 2018 2019 2020* City’s Capital Improvement Projects 8 13 10 9 8 5 CIP Projects size (millions) $5.4 $7.0 $6.5 $11.4 $10.6 $7.1 New Private Development Projects 8 6 12 8 10 5 Private Development Size (millions) $5.0 $4.0 $10.0 $4.1 $8.3 $4.5 Timely Designs Measurements – Provide engineering services for capital improvements that result in well-designed projects constructed at a competitive cost. Measure 2015 2016 2017 2018 2019 2020* Total Contracts 8 13 10 11 8 5 Contracts advertised before March 31 *5 12 10 9 8 4 Total Contracts/Contracts Inspected by Engineering Dept. 8/7 13/13 10/9 11/9 8/8 4 *Two grant-funded projects were advertised for bid in December 2014. Reconstruct or rehabilitate streets with a PASER rating of six or less. Measure 2015 Miles 2016 Miles 2017 Miles 2018 Miles 2019 Miles 2020 Miles* Street Projects with 3 Rating or less 0.26 0.65 0.66 2.60 2.28 0.58 Street Projects with 4 Rating 0.93 0.93 2.45 1.91 1.02 0.94 Street Projects with 5 Rating 0.00 0.25 0.63 0.21 0.49 0.91 Street Projects with 6 Rating 0.00 0.00 0.06 0.15 0.25 0.20 Street Projects with component requested by Utility Owner and Pedestrian components. Measure 2015 2016 2017 2018 2019 2020* Street Projects with component requested by a Utility Owner 2 2 3 8 6 4 Street Projects with Pedestrian component 6 9 5 6 7 4 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 % 0.53% 21.99% 47.92% 12.46% 17.09% *Based on 141.97 miles of rated roadways. As of August 14th, 2020. 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). 95 City of Sun Prairie 2020 Annual Budget PUBLIC WORKS Public Services ENGINEERING 2018 2019 8/31/2020 2020 2020 2021 Increase Actual Actual Actual Projected Budget Approved (Decrease) Engineering 7.00 7.00 6.00 6.00 6.00 6.00 - Allocated Increase 0.19 0.19 0.19 0.19 0.19 - (0.19) Allocated (Decrease) (1.71) (1.71) (1.58) (1.58) (1.58) (1.80) (0.22) Total Personnel 5.48 5.48 4.61 4.61 4.61 4.20 (0.41) 2018 2019 8/31/2020 2020 2020 2021 Increase Actual Actual Actual Projected Budget Approved (Decrease) Engineering 648.3 654.6 343.9 590.4 580.1 508.1 (71.9) Total Expenditures $ 648.3 $ 654.6 $ 343.9 $ 590.4 $ 580.1 $ 508.1 $ (71.9) 2018 2019 8/31/2020 2020 2020 2021 Increase Actual Actual Actual Projected Budget Approved (Decrease) Personnel 582.4 610.7 302.7 474.4 483.2 452.7 (30.4) Materials & Supplies 25.8 29.8 22.1 64.7 41.9 39.6 (2.3) Contractual Services 34.7 6.6 16.7 46.8 50.7 5.7 (45.0) Professional Development 3.4 6.0 2.4 4.4 4.2 10.0 5.8 Capital Items 1.9 1.5 - 0.1 0.1 0.1 - Total Expenditures $ 648.3 $ 654.6 $ 343.9 $ 590.4 $ 580.1 $ 508.1 $ (71.9) 2018 2019 8/31/2020 2020 2020 2021 Increase Actual Actual Actual Projected Budget Approved (Decrease) Total Revenues 378.8 378.8 264.7 399.9 208.7 266.7 58.0 Total Expenditures 648.3 654.6 343.9 590.4 580.1 508.1 (71.9) Net Operating Result $ (269.5) $ (275.8) $ (79.2) $ (190.6) $ (371.4) $ (241.4) $ 130.0 PERSONNEL BY DIVISION EXPENDITURES BY DIVISION $ in '000s EXPENDITURES BY CATEGORY $ in '000s OPERATING RESULTS $ in '000s City of Sun Prairie 2020 Annual Budget 96 97 City of Sun Prairie 2020 Annual Budget 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. 2021 BUDGET HIGHLIGHTS o The GIS department continues to lay the groundwork for a city-wide asset management system that will provide accurate and easily obtainable information on all public infrastructure in the city. o Current staff is making revisions to current ESRI licensing to assure maximum capability with asset management software. 2020 BUDGET OVERVIEW  The GIS department has assisted numerous city departments to provide ESRI solutions to provide department-specific data to users in the field and in the office. 2018 2019 8/31/2020 2020 2020 2021 Increase Actual Actual Actual Projected Budget Approved (Decrease) GIS 1.00 2.00 2.00 2.00 2.00 2.00 - Allocated FTE (0.56) (0.56) (0.96) (0.96) (0.96) (0.96) - Total Personnel 0.44 1.44 1.04 1.04 1.04 1.04 - 2018 2019 8/31/2020 2020 2020 2021 Increase Actual Actual Actual Projected Budget Approved (Decrease) GIS 111.7 106.3 84.5 118.3 120.4 126.8 6.4 Total Expenditures $ 111.7 $ 106.3 $ 84.5 $ 118.3 $ 120.4 $ 126.8 $ 6.4 2018 2019 8/31/2020 2020 2020 2021 Increase Actual Actual Actual Projected Budget Approved (Decrease) Personnel 86.6 74.2 60.3 92.7 92.7 96.7 4.0 Materials & Supplies 23.0 25.1 22.8 24.1 23.9 23.8 (0.1) Contractual Services 0.1 5.5 0.4 0.5 0.1 0.2 0.1 Professional Development 2.0 1.5 1.0 1.0 3.8 6.1 2.4 Capital Items - - - - - - - Total Expenditures $ 111.7 $ 106.3 $ 84.5 $ 118.3 $ 120.4 $ 126.8 $ 6.4 2018 2019 8/31/2020 2020 2020 2021 Increase Actual Actual Actual Projected Budget Approved (Decrease) Total Revenues - - - - - - - Total Expenditures 111.7 106.3 84.5 118.3 120.4 126.8 6.4 Net Operating Result $ (111.7) $ (106.3) $ (84.5) $ (118.3) $ (120.4) $ (126.8) $ (6.4) PERSONNEL BY DIVISION EXPENDITURES BY DIVISION $ in '000s EXPENDITURES BY CATEGORY $ in '000s OPERATING RESULTS $ in '000s City of Sun Prairie 2020 Annual Budget 98 99 City of Sun Prairie 2020 Annual Budget 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 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. 2021 BUDGET HIGHLIGHTS o No notable changes. 2020 BUDGET OVERVIEW  Distributed over 700 refuse and recycle carts to new residents or in replacement of broken carts. PERFORMANCE METRICS Council Strategic Priority: Quality City Services *2020 data reflects information through July 31, 20 20 Measure 2014 2015 2016 2017 2018 2019 2020* Units Collected 9,519 9,627 9,820 9,917 10,192 10,247 10,359 Contractor Cost per Unit $11.19 $11.45 $8.90 $9.20 $9.50 $9.80 $10.10 Recycling Collection (tons) 2,758 2,763 2,584 2,578 2,726 2,815 1,730 Refuse Collection (tons) 6,736 7,250 7,185 7,494 7,549 7,749 4,921 Yard Waste Processed (Cu. Yards) 7,544 7,423 5,010 7,494 7,549 7,748 2,526 Waste Oil (Gallons) 3,992 507 3,615 2,815 Not reported Not reported 2,800 City of Sun Prairie 2020 Annual Budget 100 SPECIAL REVENUE FUND Public Services REFUSE & RECYCLING 2018 2019 8/31/2020 2020 2020 2021 Increase Actual Actual Actual Projected Budget Approved (Decrease) Refuse & Recycling seasonal seasonal seasonal seasonal seasonal seasonal Allocated In 1.0 1.0 1.0 1.0 1.0 1.0 - Total Personnel 1.0 1.0 1.0 1.0 1.0 1.0 - 2018 2019 8/31/2020 2020 2020 2021 Increase Actual Actual Actual Projected Budget Approved (Decrease) Refuse & Recycling 1,207.2 1,404.8 828.8 1,539.9 1,560.2 1,536.7 (23.5) Total Expenditures $ 1,207.2 $ 1,404.8 $ 828.8 $ 1,539.9 $ 1,560.2 $ 1,536.7 $ (23.5) 2018 2019 8/31/2020 2020 2020 2021 Increase Actual Actual Actual Projected Budget Approved (Decrease) Personnel 13.9 20.9 14.0 28.0 30.2 30.4 0.2 Materials & Supplies 2.9 34.3 51.3 78.8 78.9 72.7 (6.2) Contractual Services 1,190.4 1,320.8 763.5 1,388.0 1,406.0 1,388.5 (17.5) Transfers/Bad Debt - 1.9 - - - - - Capital Items - 27.0 - 45.0 45.0 45.0 - Total Expenditures $ 1,207.2 $ 1,404.8 $ 828.8 $ 1,539.9 $ 1,560.2 $ 1,536.7 $ (23.5) 2018 2019 8/31/2020 2020 2020 2021 Increase Actual Actual Actual Projected Budget Approved (Decrease) Total Revenues 1,333.2 1,339.4 1,326.1 1,370.8 1,345.9 1,342.7 (3.3) Total Expenditures 1,207.2 1,404.8 828.8 1,539.9 1,560.2 1,536.7 (23.5) Net Operating Result $ 126.0 $ (65.4) $ 497.3 $ (169.1) $ (214.3) $ (194.1) $ 20.3 2018 2019 8/31/2020 2020 2020 2021 Actual Actual Actual Projected Budget Approved Net Change in Fund Balance 126.0 (65.4) 497.3 (169.1) (214.3) (194.1) Fund Balance - Beginning of Year 302.7 446.4 381.0 381.0 381.0 211.9 Fund Balance - End of Year $ 428.7 $ 381.0 $ 878.3 $ 211.9 $ 166.6 $ 17.8 PERSONNEL BY DIVISION EXPENDITURES BY DIVISION $ in '000s EXPENDITURES BY CATEGORY $ in '000s OPERATING RESULTS $ in '000s FUND BALANCE $ in '000s 101 City of Sun Prairie 2020 Annual Budget SPECIAL REVENUE FUND Public Services TRANSPORTATION FUND MISSION The community has multiple modes of transportation, ensuring the entire population has options for safe and efficient travel. The City has multiple alternatives for travel including pedestrian walkways, biking lanes, and mass transit. Extensive inv estment by our community ensures that all residents can access its amenities. Our regional network assures access to everything around us. DESCRIPTION The City of Sun Prairie’s transportation network facilitates the movement of people and goods via automobiles, fixed-route transit, shared-ride taxi, bicycling, and walking. To keep the networks functioning for all users, a variety of City Committees and Commissions provide policy guidance, oversite, and recommendations about specific infrastructure, including: • Transit Commission – acts as oversight authority for the shared-ride taxi and fixed route bus service and makes recommendations for changes to all modes of transportation • Bike Subcommittee – provides recommendations related to city - wide bicycle policy and infrastructure needs as well as project specific recommendations • 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. 2021 BUDGET HIGHLIGHTS o Creation of new Transportation funding category to encapsulate all general fund transportation funding in one area of the budget o Awarded Transit Alternatives Program (TAP) Grant for Commercial Avenue Multi-use path project to be constructed in 2022 2020 BUDGET OVERVIEW  Continuation of Metro bus service, which started in August 2019  Budget included funding for a Local Bus Service Study PERFORMANCE METRICS Council Strategic Priority: Quality City Services & Complete Transportation Network *2020 data reflects information through July 31, 2020 Shared-Ride Taxi data report state for required performance measures. Measure 2015 2016 2017 2018 2019 2020* Trips/Capita 1.838 1.928 1.963 2.125 2.01 .871 Hours/Capita .783 .819 .804 .855 .861 .502 Trips/Hour 2.347 2.354 2.441 2.460 2.604 1.733 Fares/Expense 24.7% 27.9% 27.0% 26.7% 27.63% 20.36% Expenses/Hour $30.57 $30.57 $30.91 $31.50 $32.35 $32.35 Increase Shared-Ride Taxi service provision Measure 2015 2016 2017 2018 2019 2020* Ridership 58,065 62,433 64,557 72,032 70,155 30,971 Fare Revenues $198,067 $207,679 $220,564 $246,673 $268,243 $117,673 Reduced Fare Applications 155 127 133 128 179 55 City of Sun Prairie 2020 Annual Budget 102 SPECIAL REVENUE FUND Public Services TRANSPORTATION FUND 2018 2019 8/31/2020 2020 2020 2021 Increase Actual Actual Actual Projected Budget Approved (Decrease) Transportation Fund - - - - - - Total Personnel - - - - - - 2018 2019 8/31/2020 2020 2020 2021 Increase Actual Actual Actual Projected Budget Approved (Decrease) Transportation Fund - 978.6 928.0 1,386.2 1,592.9 1,562.1 (30.9) Total Expenditures - $ 978.6 $ 928.0 $ 1,386.2 $ 1,592.9 $ 1,562.1 $ (30.9) 2018 2019 8/31/2020 2020 2020 2021 Increase Actual Actual Actual Projected Budget Approved (Decrease) Materials & Supplies - 7.8 - - - 39.2 39.2 Contractual Services - 970.8 928.0 1,386.2 1,592.9 1,522.9 (70.1) Total Expenditures - $ 978.6 $ 928.0 $ 1,386.2 $ 1,592.9 $ 1,562.1 $ (30.9) 2018 2019 8/31/2020 2020 2020 2021 Increase Actual Actual Actual Projected Budget Approved (Decrease) Total Revenues - 935.9 977.3 1,082.6 1,137.8 1,112.2 (25.6) Transfer In - 298.1 260.9 336.6 347.8 350.6 Total Expenditures - 978.6 928.0 1,386.2 1,592.9 1,562.1 (30.9) Net Operating Result - $ 255.4 $ 310.2 $ 33.0 $ (107.3) $ (99.2) $ 8.1 2018 2019 8/31/2020 2020 2020 2021 Actual Actual Actual Projected Budget Approved Net Change in Fund Balance - 255.4 310.2 33.0 (107.3) (99.2) Fund Balance - Beginning of Year - - 255.4 255.4 255.4 288.4 Fund Balance - End of Year - $ 255.4 $ 565.5 $ 288.4 $ 148.1 $ 189.2 PERSONNEL BY DIVISION EXPENDITURES BY DIVISION $ in '000s EXPENDITURES BY CATEGORY $ in '000s OPERATING RESULTS $ in '000s FUND BALANCE $ in '000s 103 City of Sun Prairie 2020 Annual Budget ENTERPRISE FUNDS Public Services WASTEWATER MISSION Provide high quality and cost effective wastewater treatment and collection system services, to protect public health and safety, and enhance 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 140 miles of sewer mains ranging in size from 8-42 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 service life of sewer mains and lift stations, and eliminate/reduce sewer backups. The treatment plant division is responsible for operating and maintaining the activated sludge treatment facility. The facility has a designed capacity of 4.4 million gallons/day (MGD) with screening removal, grit removal, primary and secondary clarification, biological activated sludge treatment, biological phosphorus removal, sand filters, UV (ultraviolet light) disinfection and anaerobic digestion of organic solids. The goal is to continually meet the 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 the plant maintenance tasks schedule. 2021 BUDGET HIGHLIGHTS o The department will continue with a sizable wastewater treatment plant upgrade. The upgrade, when complete, will allow the facility to handle more wastewater flow while meeting strict WDNR imposed phosphorus limits. o The department will continue with clearwater reduction efforts via sewer pipe lining projects. o The 2021 budget includes funding for a full time wastewater technician for the collection system. 2020 BUDGET OVERVIEW  The department continued efforts to identify and decrease clearwater from entering the city ’s sewage collection system via televising sanitary sewer lines and lining of leaking sewer lines.  Construction began on the wastewater facility upgrade.  Addition of a sanitary sewer line inspection/television truck.  Two summer interns (wastewater laboratory intern and GIS intern) added to the department. PERFORMANCE METRICS Council Strategic Priority: Quality City Services *2020 data reflects information through July 31, 2020 Meet requirements of WPDES Permit compliance schedule for phosphorus treatment. Continue to meet current Permit of 1.0 milligrams/liter (mg/l) and by October 1, 2022 meet Permit limit of 0.075 mg/l. Measure 2015 2016 2017 2018 2019 2020* Meet Monthly Milligram/Liter (mg/L) Permit Requirement for Phosphorus 1.4 1.4 1.4 1.0 1.0 1.0 Actual Monthly Average (mg/L) 0.40 0.50 0.45 0.41 0.32 0.61 Coordinate plant capacity upgrades with phosphorus upgrades. Design capacity upgrades to meet future growth over the next 20 years. Measure 2015 2016 2017 2018 2019 2020* Current Average Daily Flow in Million Gallons Per Day (MGD) 3.085 3.986 4.140 3.886 4.250 4.299 Plant Daily Capacity in Million Gallons Per Day (MGD) 4.400 4.400 4.400 4.400 4.400 4.400 Reduce clearwater entering the sewer system to ensure future plant capacity upgrades are not triggered by clearwater. Measure 2015 2016 2017 2018 2019 2020* Upgrade Trigger by Clearwater No No No No No No City of Sun Prairie 2020 Annual Budget 104 ENTERPRISE FUNDS Public Services WASTEWATER 2018 2019 8/31/2020 2020 2020 2021 Increase Actual Actual Actual Projected Budget Approved (Decrease) Administration 1.00 1.00 1.00 1.00 1.00 1.00 0.00 Plant Operations 7.00 7.00 8.00 8.00 8.00 8.00 0.00 Collection System 2.00 2.00 2.00 2.00 2.00 3.00 1.00 Allocated FTE 2.28 2.28 2.44 2.44 2.44 2.44 0.00 Total Personnel 12.28 12.28 13.44 13.44 13.44 14.44 1.00 2018 2019 8/31/2020 2020 2020 2021 Increase Actual Actual Actual Projected Budget Approved (Decrease) Administration 585.7 739.3 524.3 786.0 792.4 1,204.0 411.6 Plant Operations 2,106.5 2,225.6 852.2 1,218.7 1,409.9 1,391.5 (18.4) Collection System 583.9 652.2 180.8 303.8 465.9 482.1 16.2 Debt Service 224.9 246.1 1,313.0 1,418.0 1,588.4 1,648.7 60.3 Replacement Account 35.0 45.3 129.8 250.0 333.0 384.8 51.8 Plant Expansion 57.3 22.1 3.3 3.3 87.0 - (87.0) Capital Projects 202.0 8.3 1,481.3 10,998.4 12,438.3 10,889.8 (1,548.5) Total Expenditures $ 3,795.3 $ 3,938.8 $ 4,484.6 $ 14,978.2 $ 17,115.0 $ 16,001.0 $ (1,114.0) 2018 2019 8/31/2020 2020 2020 2021 Increase Actual Actual Actual Projected Budget Approved (Decrease) Personnel 981.5 1,101.3 762.3 1,128.6 1,310.7 1,403.3 92.6 Materials & Supplies 177.3 243.7 210.5 310.9 282.7 376.4 93.7 Contractual Services 741.1 836.7 867.8 1,964.5 2,187.0 1,803.4 (383.7) Insurance 17.8 23.3 27.2 27.2 24.3 43.9 19.6 Professional Development 5.5 4.3 6.9 12.4 10.7 17.3 6.7 Debt Service 224.9 246.1 1,313.0 1,418.0 1,588.4 1,648.7 60.3 Depreciation 1,406.3 1,431.2 - - - - - Capital Items 241.0 52.4 1,296.9 10,116.4 11,711.2 10,708.0 (1,003.1) Total Expenditures $ 3,795.3 $ 3,938.8 $ 4,484.6 $ 14,978.2 $ 17,115.0 $ 16,001.0 $ (1,114.0) 2018 2019 8/31/2020 2020 2020 2021 Increase Actual Actual Actual Projected Budget Approved (Decrease) Total Revenues 7,067.7 6,976.9 4,692.5 6,579.0 3,722.3 4,790.5 1,068.2 Total Expenditures 3,795.3 3,938.8 4,484.6 14,978.2 17,115.0 16,001.0 (1,114.0) Net Operating Result $ 3,272.3 $ 3,038.0 $ 207.9 $ (8,399.1) $ (13,392.7) $ (11,210.5) $ 2,182.2 2018 2019 8/31/2020 2020 2020 2021 Actual Actual Actual Projected Budget Approved Net Increase/(Decrease) 3,272.3 3,038.0 207.9 (8,399.1) (13,392.7) (11,210.5) Long Term Financing 10.9 9.1 - 9,344.4 9,720.4 9,726.1 Fund Balance Applied - - - - 1,742.3 1,395.3 Beginning Fund Balance 20,041.0 23,324.2 26,371.3 26,371.3 26,371.3 27,316.6 Ending Fund Balance $ 23,324.2 $ 26,371.3 $ 26,579.3 $ 27,316.6 $ 20,956.7 $ 24,436.9 PERSONNEL BY DIVISION EXPENDITURES BY DIVISION $ in '000s EXPENDITURES BY CATEGORY $ in '000s OPERATING RESULTS $ in '000s FUND BALANCE $ in '000s 105 City of Sun Prairie 2020 Annual Budget 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 of 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 the 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. 2021 BUDGET HIGHLIGHTS o No notable changes 2020 BUDGET OVERVIEW  Stormwater Maintenance staff continued to train with a contracted vendor to recognize native and invasive species, care for desirable plants, and remove the undesirable. PERFORMANCE METRICS Council Strategic Priority: Quality City Services *Data reflects information through July 31, 2020. 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 city’s needs for the Yahara watershed. The city is responsible for $18,000 per year and in return our Yahara watershed requirements are met. The city will be solely responsible for achieving these stormwater g oals in the Koshkonong and Maunesha watersheds. TMDL COMPLIANCE - Reduction of Total Suspended Solids (TSS) Watershed TSS Load (tons/yr) 2019 Trapped (tons/yr) 2019 Reduction Required Reduction Maunesha River 8.6 6.7 77.6% 45% Yahara River 194.8 96.5 49.5% 73% Koshkonong Creek 564.6 247.6 43.9% 55% Note 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 TP Load (tons/yr) 2019 Trapped (tons/yr) 2019 Reduction Required Reduction Maunesha River 59 32 54.9% 36% Yahara River 1,468 533 36.3% 61% Koshkonong Creek 3,566 1,082 30.4% 54% City of Sun Prairie 2020 Annual Budget 106 ENTERPRISE FUNDS Public Services STORMWATER UTILITY 2018 2019 8/31/2020 2020 2020 2021 Increase Actual Actual Actual Projected Budget Approved (Decrease) Stormwater Utility 5.00 5.00 5.00 5.00 5.00 5.00 0.00 Allocated Additions 3.53 4.02 4.52 4.52 4.52 4.44 -0.08 Total Personnel 8.53 9.02 9.52 9.52 9.52 9.44 -0.08 2018 2019 8/31/2020 2020 2020 2021 Increase Actual Actual Actual Projected Budget Approved (Decrease) Administration 407.9 499.7 325.8 543.2 542.7 557.1 14.4 Maintenance Operations 1,543.6 1,625.0 308.7 598.7 626.8 618.9 (7.9) Street Cleaning 38.6 43.5 24.6 59.0 60.5 60.5 - Erosion Control - - - - - - - Debt Service 275.8 431.5 1,236.3 1,438.6 1,438.6 1,310.4 (128.1) Capital Projects 30.4 28.8 649.1 1,185.5 5,386.1 989.0 (4,397.1) Total Expenditures $ 2,296.4 $ 2,628.4 $ 2,544.6 $ 3,824.9 $ 8,054.7 $ 3,535.9 $ (4,518.7) 2018 2019 8/31/2020 2020 2020 2021 Increase Actual Actual Actual Projected Budget Approved (Decrease) Personnel 657.9 751.5 523.8 848.7 850.4 861.7 11.3 Materials & Supplies 134.2 118.0 25.2 117.1 119.8 123.2 3.4 Contractual Services 254.4 224.3 141.8 247.7 314.7 227.3 (87.4) Insurance 0.9 3.7 1.2 1.2 1.2 1.3 0.1 Professional Development 0.8 1.1 0.5 1.5 4.6 6.9 2.3 Depreciation 971.7 1,103.7 - - - - - Debt Service 275.8 431.5 1,236.3 1,438.6 1,438.6 1,310.4 (128.1) Capital Items 0.6 (5.5) 615.8 1,170.2 5,325.3 1,005.0 (4,320.3) Total Expenditures $ 2,296.4 $ 2,628.4 $ 2,544.6 $ 3,824.9 $ 8,054.7 $ 3,535.9 $ (4,518.7) 2018 2019 8/31/2020 2020 2020 2021 Increase Actual Actual Actual Projected Budget Approved (Decrease) Total Revenues 5,527.1 5,713.0 2,031.4 3,427.8 (1,812.4) 2,703.6 4,516.0 Total Expenditures 2,296.4 2,628.4 2,544.6 3,824.9 8,054.7 3,535.9 (4,518.7) Net Operating Result $ 3,230.8 $ 3,084.6 $ (513.2) $ (397.1) $ (9,867.0) $ (832.3) $ 9,034.7 2018 2019 8/31/2020 2020 2020 2021 Actual Actual Actual Projected Budget Approved Net Increase/(Decrease) 3,230.8 3,084.6 (513.2) (397.1) (9,867.0) (832.3) Long Term Financing 159.1 53.1 - - 736.7 488.0 Fund Balance Applied - - - - 5,173.1 590.5 Beginning Fund Balance 4,937.3 8,327.2 11,464.9 11,464.9 11,464.9 11,067.7 Ending Fund Balance $ 8,327.2 $ 11,464.9 $ 10,951.7 $ 11,067.7 $ (2,838.6) $ 10,132.9 OPERATING RESULTS $ in '000s FUND BALANCE $ in '000s PERSONNEL BY DIVISION EXPENDITURES BY DIVISION $ in '000s EXPENDITURES BY CATEGORY $ in '000s 107 City of Sun Prairie 2020 Annual Budget IN-SERVICE FUNDS Public Services FLEET IN-SERVICE MISSION Acquire, maintain, account for, and dispose of all fleet assets 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 preventive maintenance schedule informed by past data and trends. 2021 BUDGET HIGHLIGHTS o Upgrade to the shop exhaust removal system for the safety of employees. o Review and analyze leasing options for Fleet vehicles. o A new MMA paint machine was approved in the 2021 budget. 2020 BUDGET OVERVIEW  In-service of seven new Hybrid police squads.  Established sanitizing program for all city vehicles.  Disposed of excess items and equipment no longer used or needed by other departments. PERFORMANCE METRICS Council Strategic Priority: Quality City Services *2020 data reflects information through July 31, 2020 Preventive maintenance comprises 80% of all service on city vehicles and equipment. Measure 2014 2015 2016 2017 2018 2019 2020* Work Orders 737 1,011 933 1,171 860 900 736 Preventive Maintenance % 70% 78% 73% 75% 74% 68% 71% Outside Repair Costs $2,777 $9,947 $27,295 $22,010 $44,119 $55,066 $40,081 Total Repair Costs $198,300 $225,936 $380,994 $423,038 $776,763 $867,585 $595,044 City of Sun Prairie 2020 Annual Budget 108 IN-SERVICE FUNDS Public Services FLEET IN-SERVICE 2018 2019 8/31/2020 2020 2020 2021 Increase Actual Actual Actual Projected Budget Approved (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 2018 2019 8/31/2020 2020 2020 2021 Increase Actual Actual Actual Projected Budget Approved (Decrease) Administration 25.1 28.9 27.9 27.9 27.2 32.6 5.4 Fleet Operations 1,335.9 1,498.4 436.3 684.1 690.0 822.4 132.4 Debt Service 54.7 72.4 355.9 387.4 386.6 397.4 10.8 Capital Projects 82.0 - 905.2 651.8 1,153.0 834.8 (318.2) Total Expenditures $ 1,497.7 $ 1,599.7 $ 1,725.3 $ 1,751.3 $ 2,256.8 $ 2,087.2 $ (169.6) 2018 2019 8/31/2020 2020 2020 2021 Increase Actual Actual Actual Projected Budget Approved (Decrease) Personnel 284.1 327.2 209.3 311.5 311.3 327.9 16.7 Materials & Supplies 368.0 451.0 212.7 326.5 332.2 448.2 116.0 Contractual Services 31.0 18.7 13.7 45.5 44.4 44.1 (0.3) Insurance 25.1 28.9 27.9 27.9 27.2 32.6 5.4 Professional Development 0.2 0.5 0.6 0.6 2.2 2.2 - Depreciation 652.6 701.1 - - - - - Debt Service 54.7 72.4 355.9 387.4 386.6 397.4 10.8 Capital Items 82.0 - 905.2 651.8 1,153.0 834.8 (318.2) Total Expenditures $ 1,497.7 $ 1,599.7 $ 1,725.3 $ 1,751.3 $ 2,256.8 $ 2,087.2 $ (169.6) 2018 2019 8/31/2020 2020 2020 2021 Increase Actual Actual Actual Projected Budget Approved (Decrease) Total Revenues 1,252.0 1,553.5 1,199.5 1,735.4 1,593.7 1,263.4 (330.3) Total Expenditures 1,497.7 1,599.7 1,725.3 1,751.3 2,256.8 2,087.2 (169.6) Net Operating Result $ (245.8) $ (46.2) $ (525.9) $ (15.9) $ (663.1) $ (823.8) $ (160.8) 2018 2019 8/31/2020 2020 2020 2021 Actual Actual Actual Projected Budget Approved Net Increase/(Decrease) (245.8) (46.2) (525.9) (15.9) (663.1) (823.8) Long Term Financing 130.0 125.1 37.5 50.0 251.1 474.1 Fund Balance Applied - - - - 31.3 381.9 Beginning Fund Balance 1,142.4 1,036.2 1,115.1 1,115.1 1,115.1 1,149.2 Ending Fund Balance $ 1,026.7 $ 1,115.1 $ 626.7 $ 1,149.2 $ 671.8 $ 417.5 OPERATING RESULTS $ in '000s FUND BALANCE $ in '000s PERSONNEL BY DIVISION EXPENDITURES BY DIVISION $ in '000s EXPENDITURES BY CATEGORY $ in '000s 109 City of Sun Prairie 2020 Annual Budget 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. 2021 BUDGET HIGHLIGHTS o No notable changes. 2020 BUDGET OVERVIEW  Funding increased from $200,000 to $210,000 to continue to serve Sun Prairie residents.  Approved a mid- year budget amendment to provide additional funding due to the COVID-19 pandemic. Programs, Services and Activities utilized by 356 City of Sun Prairie residents in the last three years, not including 2020: 2017 2018 2019 Benefits received in hours Case Management 1,370 1,373 1,409 Adult Day Center 6,437 8,937 7,152 Supportive Home/Respite Care 4,861 3,171 2,939 Benefits received in numbers Meals at Colonial Club 8,913 9.707 9,209 Meals Delivered 7,518 6,391 9,900 Transportation 8,605 12,273 9,799 City of Sun Prairie 2020 Annual Budget 110 HEALTH & HUMAN SERVICES Health & Human Services COLONIAL CLUB 2018 2019 8/31/2020 2020 2020 2021 Increase Actual Actual Actual Projected Budget Approved (Decrease) Colonial Club - - - - - - - Total Personnel - - - - - - - 2018 2019 8/31/2020 2020 2020 2021 Increase Actual Actual Actual Projected Budget Approved (Decrease) Colonial Club 190.0 200.0 140.0 210.0 260.0 210.0 (50.0) Total Expenditures $ 190.0 $ 200.0 $ 140.0 $ 210.0 $ 260.0 $ 210.0 $ (50.0) 2018 2019 8/31/2020 2020 2020 2021 Increase Actual Actual Actual Projected Budget Approved (Decrease) Contractual Services 190.0 200.0 140.0 210.0 260.0 210.0 (50.0) Total Expenditures $ 190.0 $ 200.0 $ 140.0 $ 210.0 $ 260.0 $ 210.0 $ (50.0) 2018 2019 8/31/2020 2020 2020 2021 Increase Actual Actual Actual Projected Budget Approved (Decrease) Total Revenues - - - - - - - Total Expenditures 190.0 200.0 140.0 210.0 260.0 210.0 (50.0) Net Operating Result $ (190.0) $ (200.0) $ (140.0) $ (210.0) $ (260.0) $ (210.0) $ 50.0 PERSONNEL BY DIVISION EXPENDITURES BY DIVISION $ in '000s EXPENDITURES BY CATEGORY $ in '000s OPERATING RESULTS $ in '000s 111 City of Sun Prairie 2020 Annual Budget 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 mem bers, one adult alternate, and one youth alternate. One adult member services as 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. 2021 BUDGET HIGHLIGHTS o Establish the Ambassadors Against Racism in conjunction with the Sun Prairie Area School District o Continue the Building Neighborhoods initiative in conjunction with the Neighborhood Navigators and Park, Recreation and Forestry Department o Continuing support for the Multicultural Fair o Funding attendance at educational and leadership conferences . 2020 BUDGET OVERVIEW  Established a City Council approved collaborative that will address the issues of bullying and harassment across Sun Prairie  Continued the Building Neighborhoods initiative in conjunction with the Neighborhood Navigators and Park, Recreation and Forestry Department  Continued representation on the SunRISE Collaborative planning, communication, and housing teams  Continued support for the Multicultural Fair. City of Sun Prairie 2020 Annual Budget 112 113 City of Sun Prairie 2020 Annual Budget HEALTH & HUMAN SERVICES Health & Human Services YMCA MISSION The YMCA managed Youth Center is a safe, alcohol and drug free meeting place for Middle School Youth to participate in positive, social, recreational, educational, and community service activities. The Sun Prairie Youth Center is open year round and are free of cost! Call for more information. DESCRIPTION The YMCA of Dane County (Northeast Branch) currently operates the Sun Prairie Youth Center at Prairie Phoenix Academy. The Yo uth Center provides a safe place for teens to go after school and during the summer for a healthy snack and positive mentoring. Funds provided by the City of Sun Prairie offset some of the YMCA of Dane County ’s general operating costs, especially those costs associated with after school tutoring and mentoring programs. 2021 BUDGET HIGHLIGHTS o Maintains funding from 2020 2020 BUDGET OVERVIEW  The City continued its support by allocating $10,000 to the YMCA. City of Sun Prairie 2020 Annual Budget 114 115 City of Sun Prairie 2020 Annual Budget HEALTH & HUMAN SERVICES Health & Human Services COMMUNITY SCHOOLS MISSION Inspire people to act to create equity and a sense of pride for all members of the community. DESCRIPTION Sun Prairie Community Schools oversees community programs and partnerships at four sites, Westside Elementary, Prairie Phoenix Academy, Patrick Marsh Middle School, CH Bird Elementary, and Camp Buena Vista. Programming supports increased academic success of students, increased school attendance, and Sun Prairie families being more connected to their schools and community. The city ’s contribution supports program coordination, partnership development, and resource development efforts through the staffing of Site Coordinators at both sites. 2021 BUDGET HIGHLIGHTS o Maintains funding from 2020 2020 BUDGET OVERVIEW  The City continued its support by allocating $100,000 to Community Schools. PERFORMANCE METRICS Council Strategic Priority: Human Services * Due to the sudden closures of schools, all of the systems of measurement that had been used were not possible, as attendance and standardized testing were not condu cted for the last third of the school year and student/family engagement data all centered around impacts of distance learning that did not correlate with previous year’s data sets. Upon the closure of school buildings due to the COVID-19 pandemic, Community School Site Coordinators rallied with community partners to support the needs of students, families and neighbors in this time of crisis. Community School Initiatives: • Increase student achievement for all students, while targeting supports especially for students of color and economically disadvantaged students • Reduce Chronic Absenteeism • Increase family connectedness to the school and community From September to February, Community Schools coordinated: • Out of school programming for 380 students from October - mid-March • This equates to an additional 162 hours of learning and engagement for each student - that’s the same as 22 additional days of school. • Adult education programs for 78 adults • Community-building events that brought over 2500 community members together After the closing of school buildings, Community Schools coordinated: • 220 acts of kindness to 92 families - these include rides to work, a gift card for the grocery store or a delivery of furniture for families that were displaced due to sudden unemployment. • Provided 2,200 lbs. of food to families and 4,928 meals for children in partnership with the YMCA, Boys & Girls Club & Second Harvest. • Distributed 900 books, with an average of 105 books put in the hands of families at community meal sites to Sun Prairie families every week - Madison Reading Project donated the books to Sun Prairie Community Schools. • Assisted social workers and school staff in outreach to students and families that were not engaging in distance learning. Community Schools leadership will be sharpening the metrics and measurements for the 2020-21 school year to allow the assessments to be more nimble so that impact is relevant to the needs of our community and is adaptable to sudden changes in operation. Additionally, Northside Elementary School will be Sun Prairie’s fifth Community School starting in the Fall of 2020. City of Sun Prairie 2020 Annual Budget 116 117 City of Sun Prairie 2020 Annual Budget HEALTH & HUMAN SERVICES Health & Human Services CEMETERY MISSION Maintain the Sun Prairie Cemetery. DESCRIPTION The Sun Prairie Cemetery Association consists of burial plot owners, their heirs, and volunteers interested in maintaining the Sun Prairie Cemetery. The cemetery has been in the city since 1851. The Association continues to make landscaping improvements and restore historic headstones. The city has provided funding to the Sun Prairie Cemetery Association since 2001 to enable the cemet ery to maintain the appearance and accessibility of this historic cemetery. City funds supplement traditional cemetery income sources such as plot sales and burial fees. 2021 BUDGET HIGHLIGHTS  Maintains funding from 2020 2020 BUDGET OVERVIEW  The City continued its support by allocating $10,000 to the cemetery. City of Sun Prairie 2020 Annual Budget 118 HEALTH & HUMAN SERVICES Health & Human Services HEALTH & HUMAN SERVICES 2018 2019 8/31/2020 2020 2020 2021 Increase Actual Actual Actual Projected Budget Approved (Decrease) Youth & Families - - - - - - - Youth Programs - - - - - - - Cemetery - - - - - - - Total Personnel - - - - - - - * Youth programs includes Community Schools and YMCA. 2018 2019 8/31/2020 2020 2020 2021 Increase Actual Actual Actual Projected Budget Approved (Decrease) Youth & Families 2.6 8.2 7.2 11.2 12.7 6.3 (6.5) Youth Programs 45.0 106.1 45.0 115.0 145.0 115.0 (30.0) Cemetery 9.5 9.5 10.0 10.0 10.0 10.0 - Total Expenditures $ 57.1 $ 123.7 $ 62.2 $ 136.2 $ 167.7 $ 131.3 $ (36.5) 2018 2019 8/31/2020 2020 2020 2021 Increase Actual Actual Actual Projected Budget Approved (Decrease) Personnel 1.4 1.4 1.5 2.3 2.2 2.2 - Materials & Supplies 0.8 1.7 0.5 0.8 2.5 0.8 (1.7) Contractual Services 54.6 120.0 59.8 132.7 162.7 128.0 (34.8) Professional Development 0.2 0.6 0.5 0.5 0.3 0.3 - Total Expenditures $ 57.1 $ 123.7 $ 62.2 $ 136.2 $ 167.7 $ 131.3 $ (36.5) 2018 2019 8/31/2020 2020 2020 2021 Increase Actual Actual Actual Projected Budget Approved (Decrease) Total Revenues - - - - - - - Total Expenditures 57.1 123.7 62.2 136.2 167.7 131.3 (36.5) Net Operating Result $ (57.1) $ (123.7) $ (62.2) $ (136.2) $ (167.7) $ (131.3) $ 36.5 PERSONNEL BY DIVISION EXPENDITURES BY DIVISION $ in '000s EXPENDITURES BY CATEGORY $ in '000s OPERATING RESULTS $ in '000s 119 City of Sun Prairie 2020 Annual Budget CULTURE & RECREATION Public Services HISTORICAL MUSEUM MISSION The preservation and interpretation of the history of Sun Prairie and the surrounding area in order to effectuate a community which understands and has pride in its past. Connecting the community with its historical roots through public events, school programs, tours, and exhibits. DESCRIPTION The museum provides a wide range of services to the community, under the leadership of a full-time Managing Director. The primary functions of the museum are to engage the public with interesting and educational exhibits and events, as well as provide access to unique archival materials for individuals conducting research. For over fifty years the museum has been collecting and preserving artifacts that reflect the dynamic history of Sun Prairie. Artifacts including manuscripts, photographs, artworks and everyday items are stored in climate controlled storage facilities that regulate temperature, humidity, light, pollutants and pests. With a priority on connecting with the community, the museum utilizes volunteers to assist in providing care for its historic collection, conducting research, guiding public walking tours, and developing museum initiatives. The museum continues to partner with the Sun Prairie Area School District, local Scout troops, the Business Improvement District, Sun Prairie Media Center, The Star and Chamber of Commerce to promote community strength, understanding and pride. 2021 BUDGET HIGHLIGHTS o Become a local history affiliate with the Wisconsin Historical Society and a partner with Destination Madison to increase visibility on a state-wide level. o Develop an annual calendar of events to help draw tourism to the historic downtown district and a series of educational programming to expand the local history knowledge of both adults and children. 2020 BUDGET OVERVIEW  The museum completed 2019 construction with final building and plumbing inspections. Video security cameras were installed inside and outside the building and city card access was installed at the front door.  An Interim Administrator was hired in February to replace the departing Director. Four months later, that person was on- boarded as the new Managing Director. During this time the Museum accepted five unique artifact donations, $560 in cash donations and completed 16 research requests.  The museum opened to the public on March 4 and had its first public event on March 10, which was featured on the local CBS evening news. Unfortunately, the COVID -19 pandemic quickly closed the museum doors, but during those seven open days the Museum hosted 56 adults and 29 childr en. The Museum re -opened to the public and started its volunteer program on July 1. PERFORMANCE METRICS Council Strategic Priority: Downtown & Central Corridor Vibrancy *2020 data reflects information through July 31, 2020 Serve and engage the community through programs, tours, displays, and exhibits that result in an increase of museum visitors. Measure 2015 2016 2017 2018 2019 2020* Total Number of Visitors 1,067 2,886 3,642 350 200 120 Council Strategic Priority: Quality City Services The Sun Prairie Historical Library & Museum recognizes the priority of volunteer recruitment and engagement as a necessary means to continue an efficient operation of the museum. Measure 2015 2016 2017 2018 2019 2020* Total Number of Volunteers N/A N/A N/A 15 25 18 Total Volunteer Hours** N/A N/A N/A N/A 126 161 **Total number of volunteer hours has not been tracked in previous years City of Sun Prairie 2020 Annual Budget 120 CULTURE & RECREATION Public Services HISTORICAL MUSEUM 2018 2019 8/31/2020 2020 2020 2021 Increase Actual Actual Actual Projected Budget Approved (Decrease) Historical Museum 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 - 2018 2019 8/31/2020 2020 2020 2021 Increase Actual Actual Actual Projected Budget Approved (Decrease) Historical Museum 44.6 111.4 59.4 98.7 125.8 115.5 (10.2) Total Expenditures $ 44.6 $ 111.4 $ 59.4 $ 98.7 $ 125.8 $ 115.5 $ (10.2) 2018 2019 8/31/2020 2020 2020 2021 Increase Actual Actual Actual Projected Budget Approved (Decrease) Personnel 31.2 66.4 50.7 77.7 72.0 85.6 13.6 Materials & Supplies 6.1 6.7 1.9 7.1 18.6 9.2 (9.4) Contractual Services 6.5 19.2 6.2 11.0 28.9 15.2 (13.8) Professional Development 0.2 1.5 0.6 1.0 1.2 0.9 (0.3) Capital Items 0.6 17.6 - 2.0 5.0 4.6 (0.4) Total Expenditures $ 44.6 $ 111.4 $ 59.4 $ 98.7 $ 125.8 $ 115.5 $ (10.2) 2018 2019 8/31/2020 2020 2020 2021 Increase Actual Actual Actual Projected Budget Approved (Decrease) Total Revenues 1.1 22.5 - 0.8 9.0 20.0 11.0 Total Expenditures 44.6 111.4 59.4 98.7 125.8 115.5 (10.2) Net Operating Result $ (43.5) $ (88.9) $ (59.4) $ (97.9) $ (116.8) $ (95.5) $ 21.2 PERSONNEL BY DIVISION EXPENDITURES BY DIVISION $ in '000s EXPENDITURES BY CATEGORY $ in '000s OPERATING RESULTS $ in '000s 121 City of Sun Prairie 2020 Annual Budget SPECIAL REVENUE FUND Public Services RECREATION MISSION To enhance quality of life for the Sun Prairie community by inspiring all to learn, play and connect. Provide diverse programs and experiences in safe and enjoyable natural spaces and public places. DESCRIPTION The Parks, Recreation & Forestry Department con sists of six divisions: Administration, Parks Maintenance, Recreation Services, Forestry, Family Aquatic Center, and the Historical Museum. The Administration Division coordinates, monitors, and manages the six divisions to form a system of services that i s responsive to the recreational, cultural, and preservation needs of the community. Parks and Recreation Department staff provide programming and administrative support for a community -wide parks and recreation program. Programs utilize part -time seasonal labor and vendors. Programs are offered under one of the following categories: Fitness & Wellness, Sports, Enrichment, Aquatics, Special Events, Family Programs, Out of School Time, and Trips. The Parks, Recreation & Forestry Divisions develop and maintain quality parks and recreational facilities for the community. Park space includes neighborhood parks, community parks, a citywide park, and special use areas such as the Family Aquatic Center and the Pet Exercise Area. 2021 BUDGET HIGHLIGHTS o Further expansion of virtual, hybrid and “ at-home” recreation programs to adapt to the COVID-19 pandemic. o Expansion of the Neighborhood Navigators program, focusing on youth mentorship. o Expansion of Club Cardinal, SPPRF & YMCA Partnership program for summer of 2021. 2020 BUDGET OVERVIEW  Parks and Forestry Divisions officially moved under the Parks, Recreation and Forestry Department umbrella.  All direct costs for recreation programs were funded in the Recreation Special Revenue fund.  Completion of the Sheehan Park Master Plan.  Developed a series of well-received virtual and hybrid programs and services such as “ Rec-on-the-Go” kits, virtual fitness programs and Pedal the Prairie Bicycle Challenge, to adapt to the COVID -19 pandemic.  Added a Special Events/Sponsorship Development Coordinator position (now vacant due to hiring freeze) and increased hours of Program Specialist position. City of Sun Prairie 2020 Annual Budget 122 SPECIAL REVENUE FUND Public Services RECREATION PERFORMANCE METRICS Council Strategic Priority: Quality City Services & Human Services *2020 data reflects information through July 31, 2020 Provide programs, services, and activities that are high quality and relevant to the community’s needs. The Parks, Recreation & Forestry Department strives to achieve a rating of 80% of higher reporting that the overall satisfaction with the program, department and registration process being “good” or “very good” with a return rate of 20% or greater. Measure 2015 2016 2017 2018 2019 2020* Number of Evaluations Distributed 3,096 2,953 2,893 4606 901 121 Number of Evaluations Returned 730 585 493 432 287 29 Return Rate 24% 20% 17% 9% 32% 19% Percentage of Evaluations reporting “Good” or “Very Good” Overall Satisfaction 95% 94% 96% 91% 81% 90% Provide programs that the community wants and needs. Program relevancy is evidenced by an increase in enrollments year after year in Parks and Recreation Programs. The program success rate measures the percentage of programs offered vs. the number of programs that were cancelled. Ensuring that the program success rate stays above 75% indicates the programs offered are relevant to the community’s wants and needs. Measure 2015 2016 2017 2018 2019 2020* Total Number of Enrollments 5,233 4,986 4,983 4,661 3,946 1492 Total Number of Programs Offered 595 629 642 523 659 208 Total Number of Programs Cancelled due to low or no enrollment 87 85 118 116 148 125 Program Success Rate 85% 86% 82% 78% 78% 40% Maintain a fiscally responsible Parks, Recreation & Forestry Department In 2020, the Parks, Recreation and Forestry Commission, which set forth Cost Recovery Goals aligned with national standards and best practices, approved a Fees and Charges Policy. The cost recovery goals are based on the impact the program or service has on the community as a whole, with a higher impact receiving a higher subsidy and a lower impact receiving lower or no subsidy. 2012 Cost Recovery Goals: o Community Benefit – 0-50% cost recovery o Community Investment – 50-100% cost recovery o Individual Benefit – 100-150% cost recovery o Highly Specialized – 110% of greater cost recovery, plus 20% surcharge to cover indirect costs Cost Recovery Level 2014 2015 2016 2017 2018 2019 2020* General Fund Cost Recovery 113% 108% 96% 94% 83% 86% 0% Total General Fund Investment ($20,563) ($13,461) $7,545 $10,769 $35,574 $19,771 $0 Special Revenue Cost Recovery n/a n/a n/a n/a n/a 128% 122% Total Special Revenue Contribution n/a n/a n/a n/a n/a $10,264 $8,618 Note: The goal is to offset program specific costs with program fees. There are general park and recreation administration ex penses not allocated to a specific program that are not included in this calculation. Develop and nurture collaborative partnerships with a holistic, community-centered approach The Parks and Recreation Department seeks to develop two new collaborative partnerships annually. Measure 2014 2015 2016 2017 2018 2019 2020* Collaborative Partnerships 13 16 21 21 34 41 54 123 City of Sun Prairie 2020 Annual Budget SPECIAL REVENUE FUND Public Services RECREATION 2018 2019 8/31/2020 2020 2020 2021 Increase Actual Actual Actual Projected Budget Approved (Decrease) Park & Rec Administration 3.00 3.50 4.75 4.75 4.75 3.70 (1.05) Adult Programs - - - - - - - Preschool Programs - - - - - - - Youth Programs - - - - - - - Teen Programs - - - - - - - Concerts & Special Events - - - - - - - Family & Misc Programs - - - - - - - Total Personnel 3.00 3.50 4.75 4.75 4.75 3.70 (1.05) 2018 2019 8/31/2020 2020 2020 2021 Increase Actual Actual Actual Projected Budget Approved (Decrease) Park & Rec Administration 274.4 360.2 272.7 412.1 415.2 430.8 15.7 Adult Programs 120.6 47.4 0.2 0.2 - - - Preschool Programs 84.6 28.3 0.3 0.3 - -